What do you do if your accounting project is in need of effective management methodologies?

I think we always have to find time for no-stop learning according to sentence " The exams never end". So not stop job formation during time, support of our teammates, asking for help if we need that, it's a good start to find and use proper management methodologies?

Some effective management methodologies should require immediate implementation of formalizing efforts. 1. Develop Desktop Procedures with applicable tools to standardize the representation of information. 2. Facilitate regular meetings with distributed agendas 3. Implement SharePoint to meet collaboration needs. 4. Assign Leads for complex functions. 5. Require daily reporting and tracking using team-accessible dashboards. 6. Develop reports to assist with standardizing information sources.

I've found projects move off course for just a few reasons (if it isn't being done by sabotage): 1) The people aren't trained or supported. 2) Needed resources haven't arrived. 3) The team doesn't realize the prioritization or due date for the project. 4) The materials or tools received are flawed. 5) The team isn't committed to the project. 6) The team isn't using an established and reliable method. Spotting what and then diving down into the root cause (why) needs to be done quickly and thoroughly.

From my experience, I share with you the need to configure a new product and its treatment in ERP. The market is fast and we need to be fast too. How do we develop this project? 1.We identify the key users of the different areas for execution. 2.We hold a prior meeting to provide greater scope, need, objectives and times. 3.We define a person responsible for each process, the test times (start-end) 4.The test has been satisfactory and approved by key users 5.All risks have been evaluated 6.We go live. Approximate time of this project: 04 weeks. We did all the coordination with WSP. Because the project is fast, roles, activities, managers and times are defined, it is not necessary to measure KPIs.

Every project should be measured and monitored. I know people will resist this, but what gets measured gets done. Make sure there is a schedule of key activities with responsible parties identified. That the progress against that schedule. The schedule should identify defining the problem and forming/sponsoring the team, identifying root cause(s), brainstorming and investigating potential solutions, selecting solution(s), implementation, communication, training, measuring impacts, and taking any corrective actions. Each gate should have a review with the sponsor. There should have been KPIs that justified the project. Use the same KPIs to measure the effectiveness of the project.

When defining the problem and forming the team trying to anticipate both risks and opportunities is important. Relay and discuss them with the team leader so that they can spot when they might happen. We know that things won't go as planned. However, both empower the leader somewhat and still hold them and their team accountable to adapt and overcome the problems that pop up.

Each member of the team needs to be accountable for both their own responsibilities and that of the team. Use a code of cooperation with the team. For high impact efforts consider investment of a trained facilitator to support the leader and team. Make sure each team member knows why they were selected and how success will be measured.