Transportation Logistics Software

Fast, flexible and very powerful

The Transport Management System will streamline the services of any company carrying freight for clients, or supply companies managing their own delivery systems. The system covers every aspect of management and integrates seamlessly with online booking system.

Transport Management Software
System Overview:

Transport Management provides a number of solutions for courier bookings. These include receiving client bookings via data entry, client onsite systems or through web bookings over the internet. These bookings flow into the radio dispatch area where the requirements are communicated to the delivery vehicles. When a booking has been completed, it moves into the booking review area for pricing adjustments. After the adjustments have been finalised, the booking is passed on to invoicing. The accounts system can then allocate incoming payments and keep track of debtors. An automatic status update for a booking may be sent back to the client either by email or by CRM.

Once a booking has been made, customer service screens are available to review bookings within any screen. Review screens differ depending on whether the booking is a distribution run or a standard booking. Internal electronic “Chat sessions” can be conducted by staff to discuss particular bookings. The cost of a new booking is automatically calculated by the freight rating engine.

Transport Management Software

Features:

1. General Features Customize:

screens, reports, graphing templates and menus to meet needs. Client hierarchies: The system supports the division of clients into cost centres that may be arranged into hierarchies. Accounting tools, Invoicing, cash allocation and debtors’ modules are available.

2. Bookings

Screens: designed for rapid data entry and high volumes.

Booking selection: selection of booking methods includes:

Data entry Onsite systems (such as Comet)

Internet bookings

Front end data capture: minimizes data entry duplication and increases accuracy.

3. Dispatch

Designed for high volumes.

Rapid freight allocation: “Drag and drop” freight allocation with keyboard option available.

Freight status at a glance: colour coding and icons quickly show freight status.

Transport Logistics Software

Automated driver messaging

Temporary Run: Develop the most efficient route before allocating freight to a vehicle.

Labels: printed where required. Depot weigh stations: verify information from onsite and ad-hoc pickups are correct.

4. Fleet management:

Details of company or driver owned fleet are entered and managed within the system. Automated status updates via the internet must be allowed your clients to track and trace their freight. Customer satisfaction will improve with immediate access to tracking data. At the same time, fewer customer service enquiries will take pressure from your customer service staff. Customer service screens optimised for route management. Data retrieval and modification available all in one screen, Routes displayed graphically: and may be modified using “drag and drop” or keyboard entry. Internal messaging: workstation messaging sessions with notifications regarding specific jobs, usually bookings.

5. Rates

Rating contracts are used to automatically calculate the booking cost. These may be attached to clients. Rating always defaults to a client contract. Cost centre contracts are used in the absence of client contracts. Rates information is centralized, minimizing client onsite systems maintenance.

6. Human Resource Management (HRM)

HRM Specifies details of your employees and contractors, covering: Support for multiple resource types Rating by hour, by service, by project GST calculations Pay sheet printing Payroll deductions Timesheet management. Driver specific: Piece rates Safety net calculations

About the Author:

Black Soft Services offering web 3.0 semantic web application development and analysis on web 3.0 technology and many more on web 2.0 software applications

Article Source: ArticlesBase.com – Logistics Management Software

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Tags: "project, "software, management", opensource, projectmanagement

Professional Project Management is becoming more pervasive. Like “electrification” occurred during the era of proliferation of electricity, “projectization” is occurring throughout the workforce and organizations. Most of the emphasis I have seen is on professional project management. However, most people will not be professional project managers, but rather will be team members, support personnel, subject matter experts, department managers, C-level executives, and the like. This article explores what is being said about this broader workforce in a projectized world.

The essential question is, “What knowledge level about project management do non-project managers need to have in order to function effectively on professionally managed projects?” One parallel situation over the past 25 years has been the proliferation of computers. Virtually everyone in the work force has needed to acquire at least a user-level knowledge of computers and a variety of software packages. This has included understanding the basics of Windows and MS Office, competence in using the internet, and the ability to use a variety of applications. Similarly, a basic level of knowledge is required to function effectively in a projectized world. Here are 5 key areas of focus for non-project managers to be effective in the world of projects:

1. A project has a beginning and an end, with smaller beginnings and ends in between. – Understanding the anatomy of a project can help to distinguish between other things that actually are not projects, but may be termed such. This will put a non-project manager onto the same page conceptually as a professional project manager.

2. Understand the difference between the plan for a product and the plan for a project. – This is one of the most common misconceptions. This often occurs for those with deep technical abilities, which often makes workers more “product centric”. They mistakenly think that a clear description of the product, whether written, in drawings, or some other representation is enough. The problem is that there are many issues and challenges surrounding that product that are in the realm of “project management”, not “product management”.

3. See that all projects need to be, at some level, an implementation related to the overall objectives of the organization. – Everyone in an organization should have a pretty good, albeit general, idea of where the organization is going. If that is not true, it may be a failing of upper management as often as an employee or associate. What is important here is that, given the assumption that the individual understands in general terms the overall objective, directives, and current initiatives of the organization, that they have the basic sense to ask and seek to understand how the project aligns with those objectives.

4. Recognize that projects are budgeted in terms of time, money, and resources, and that they need to achieve objectives within constraints on these resources. – This is a basic fact of life, and scarcity as a concept is one of the foundations of economics. A mature awareness of this fact should spawn a curiosity and awareness that there are constraints on all projects, and should encourage questioning on the part of any team member about the constraints on their given projects. Awareness of project constraints on the part of team members is a healthy development for any project manager.

5. Understand what a stakeholder is. – Stakeholders are anyone who is affected by the project. Recognizing that there are many potential stakeholders will raise awareness of risks and opportunities. Stakeholder awareness should become second nature to project managers and non-project managers alike as part of a projectized culture.

Competence in understanding and incorporating the above into day-to-day activities can bring project skill “ownership” to non-project managers such that they are very effective on most projects. In fact, they will likely be able to manage portions of projects or small projects on their own.

There are many other topics that can be of interest to everyone in the organization. In the process of becoming “projectized”, an organization needs to continuously educate everyone in the organization. The indoctrination of everyone in the basic essentials of project management is part of that. The results will be more successful projects, smoother functioning teams, and alignment across the organization within the important function of managing projects.

About the Author:

John Reiling, PMP, MBA is an experienced Project Manager. John’s web site, Project Management Training Online, provides 24×7 online training for PDUs in “Project Management for non-Project Managers“, as well as PMP certification training and hundreds of courses for PDUs. John’s Project Management blog is PMcrunch.com .

Article Source: ArticlesBase.com – Projectization and Essentials of Project Management for Non-project Managers

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Tags: "project, "software, management", opensource, projectmanagement

Creating a realistic schedule is a key responsibility of any project manager. This schedule must be updated regularly throughout the duration of the project to ensure that the project manager is aware of any issues or delays that might affect the product delivery date. Too many delays can lead to additional expense, customer dissatisfaction and project failure.

The Critical Path Method (CPM) is a widely-used technique developed by project managers to enable close analysis of the factors affecting the project schedule. Through Critical Path Analysis (CPA), project managers are able to make more accurate schedules and estimations.

The popular project management software, MS Project, includes various tools to facilitate creating and managing a Critical Path. This article considers how MS Project can make developing and using a Critical Path a simple, step-by-step procedure.

Creating a Critical Path using MS Project
Microsoft Project allows users to create and manage a Critical Path using the Gantt Chart capability. A Gantt Chart represents the tasks necessary to complete a project. The MS Project Gantt Chart represents task dependencies (when one task cannot be started until another is complete), task duration (including ‘slack’ – the number of days a task can run over schedule) and also summary tasks (groups of subtasks). The MS Project Gantt Chart view is automatically displayed at the start of any project.

The Critical Path describes the shortest possible sequence of tasks that are essential to successful project closure. The tasks on a project’s Critical Path will be interdependent: that is, one task is a pre-requisite for carrying the next. When the last task on the Critical Path is complete, the project can close. Any task that is not necessary for carrying out another task, or for project closure, is not part of the Critical Path.

MS Project ‘critical tasks’
A critical task in MS Project is a task which has no ‘slack’. This was earlier defined as the number of days that a task can run over schedule. In the context of the Critical Path, it means more specifically “the amount of time that a task can slip before it affects another task or the project’s finish date.” The MS Project Critical Path is therefore made up of tasks locked end-to-end in task dependency.

Display your Critical Path with MS Project
The quickest way to view your project’s Critical Path with MS Project is to open the View menu, click on More Views, select Detail Gantt, and then click Apply. This displays all the tasks necessary to complete a project. Critical tasks are displayed as red bars along a horizontal axis measured in project time. The ‘filter’ function can then be used to display critical (or, if required, non-critical) tasks only.

Shorten the Critical Path with MS Project
Sometimes the project manager needs to bring forward the finish-date of the project. This can be achieved using MS Project through the following activities:
•    Shorten the duration of individual tasks
o    schedule overtime
o    break a task down into smaller components that can be worked on simultaneously
o    assign additional resources to a task
•    Create a more flexible schedule
o    revise or remove task dependencies
o    change task constraints

More than one Critical Path
Most complex projects will have more than one sequence of essential, interdependent project tasks. The MS Project Critical Path will be the main Critical Path for the project, but you can display multiple chains of tasks within a project and even within a programme. It is also possible, using MS Project, to create a portfolio or programme Critical Path, enabling the project manager to evaluate each task against the overall business strategy.

Understanding the Critical Path Method
The Critical Path Method is an essential technique for any professional project manager. Mainstream project management software such as MS Project enables project managers to easily create and manage a Critical Path, and maximise the accuracy and benefits that Critical Path Analysis brings to a project or programme.

About the Author:

Simon Buehring is a project manager, consultant and trainer. He works for KnowledgeTrain which offers training in project management and PRINCE2 trainingin the UK and overseas. Simon has extensive experience within the IT industry in the UK and Asia. He can be contacted via the KnowledgeTrain PRINCE2 project management training website.

Article Source: ArticlesBase.com – Critical Path Software Training

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Tags: "project, "software, management", opensource, projectmanagement

What to write about in project management software report?

iHave a Business Report to write about Project Management Software. What are some good sites to get research, BESIDES wikipedia or answers.com, etc/

you may access sourceforge.net

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Tags: "project, "software, management", opensource, projectmanagement