If you’re starting a new project, you probably already have tons of ideas in your head. To prioritize them, you can create a mind map. It will include your main topic, subtopics, and action items. Using a mind map will help you stay on track. Once you have a mind map, you can assign a number of priority to each idea.


The TeamGantt project management tool allows you to create a visual project plan. You can drag and drop tasks to show their due dates, connect related tasks, and plan for potential delays. You can also assign responsibility for tasks to team members. Once you have a visual plan, you can easily assign them to the proper team members and see how long they will take to complete each task.

TeamGantt has several integrations with popular tools like Trello, Slack, and Basecamp. It also offers a free version for three users and one project. Paid plans start at $24 per manager per month. The paid version includes project management, resource management, unlimited clients, and automations.

When creating a TeamGantt project, you can designate different permission levels for new collaborators. For instance, Advanced Users can access projects they’ve been invited to, while Basic Users can only view their own projects. Guest users can only view one active project at a time. You can also assign different colors to your team members and resources. This helps you better track progress and allocate resources accordingly.

While TeamGantt is available for free, it’s best to upgrade to a more advanced plan if you have a large team. The advanced plan provides additional features like time tracking and early detection system. It also lets you create reports based on tracked hours and estimate the hours of your employees.


Kanban is a project organization method that emphasizes finishing work items instead of starting them. This method promotes efficiency in the organization by encouraging team members to focus on individual work, rather than multitasking. This method is beneficial for a variety of reasons. Its use on projects has proven to be highly successful at Toyota, where it was adopted by the entire production team within three years.

The basic idea behind Kanban is to use a visual board to organize your work. These boards are divided into different stages, which represent the different stages of a project. These work stages are represented by cards that are moved from left to right, starting with the backlog and ending with completed tasks. When creating a kanban board, it’s important to consider the flow of the project and the various tasks it entails.

Whether you’re working on an existing project or a new one, kanban boards are an ideal way to keep track of your tasks and manage incoming requests. It also helps you develop a clear process and troubleshoot any hiccups. Besides helping you keep track of your workload, kanban boards help your team members improve efficiency by ensuring that everyone is on the same page.

In the simplest form, a kanban board consists of cards that represent individual tasks. The cards are categorized into three stages of a workflow. For more complicated projects, there are more workflow steps. Each step can have its own unique label. As the name implies, the board is at the heart of the Kanban productivity method, so learning how to utilize it will help you maximize your productivity.


There are many different ways to organize a project, and one of the most common is the use of a matrix organizational structure. While no organizational structure is guaranteed to produce the desired results, there are certain advantages to using a matrix. This type of structure addresses a number of well-defined needs, and it can handle the complexities of a multidisciplinary effort. To get started, start by developing a matrix organization charter. This charter should spell out the purpose of the project, the responsibilities and authority of the project manager, and the relationship to the functional managers.

A matrix organization requires strong top-management support to be successful, but it will still have some limitations. For one, it may make it harder for a project manager to get the work done. When team members report to multiple managers, it can be difficult to get things done quickly. In this case, the project manager may have to appeal to a higher authority to get things done. However, this can lead to ineffectiveness, and should be avoided if possible.

Another advantage of using a matrix is that it allows for more efficient use of company resources. Because it allows specialists from different departments to work on a project, a matrix can also reduce overhead costs. This method can also reduce the time it takes for a project to get done. While a matrix organization may seem ideal for some situations, it can be a huge hindrance if your team is unable to communicate well with each other.

A matrix organizational structure can also result in conflict between the managers of different units. If two bosses are at odds with each other, setting priorities can become a challenge. The structure may also lead to silos within an organization, resulting in confusion and inefficiency.


Functional project organization ideas involve dividing the project team into members from different functional units. These units carry out various components of the project, and the project team members are grouped by their skill sets and knowledge. In a functional organization, the project manager is less powerful and less utilized. While a project manager’s job security is guaranteed, he or she has less control over the project.

Another way to organize a project team is to form a functional matrix. A matrix is a loosely-defined organizational structure, and can be created through a mixture of functional and projectized organizations. Both types of organizations have their advantages and disadvantages. According to PMI, there is no “better” organizational structure, so the choice between the two should be made based on the tasks being performed.

One disadvantage of functional organization is that it can create a culture of competition and under-importance. Hence, a sales department’s request may not be as important as that of the marketing department. Therefore, it is important to prioritize the needs of the most pressing departments. In order to achieve this, a functional organization groups people according to their skills, roles, and tasks. This method makes it possible to respond quickly to changes in the business.


Project-based organization ideas focus on teams, instead of hierarchy. Teams come from different departments and specialist areas to work on a specific project. Then, they transition to the next project. This approach is often best for businesses that are flexible and often need to quickly change directions. The main disadvantage of project-based organizations is that employees in the same department might not have the best ideas for a given project.

Project-based organizations have a number of advantages. In particular, they are well suited to respond to the varying demands in today’s globalized and uncertain markets. In addition, project-based organizations combine general management functions with project management activities, and they incorporate the Deming PDCA cycle, which involves quality management.

Project-based organizations are becoming common in many organizations. Larger organizations may even have their own PBO. However, these organizations must be properly structured to make them effective. To do so, they need to achieve synergy between project management and the desired final outcomes for stakeholders. The 5th edition of the PMBOK includes a detailed description of the key attributes of a PBO. However, this definition does not cover every scenario.

One of the benefits of a project-based organizational structure is that it encourages flexibility and growth. In addition to this, it allows organizations to better utilize existing resources. It also blurs traditional organizational lines and draws staff from different departments to complete a particular task. A project-based structure is also flexible enough to accommodate the constant changes that occur in a project.