Impact of Project Management Software on Team Collaboration and Efficiency in Marketing Projects in Indonesia
DOI:
https://doi.org/10.47672/ijpm.2139Abstract
Purpose: The aim of the study was to assess the impact of project management software on team collaboration and efficiency in marketing projects in Indonesia.
Methodology: This study adopted a desk methodology. A desk study research design is commonly known as secondary data collection. This is basically collecting data from existing resources preferably because of its low cost advantage as compared to a field research. Our current study looked into already published studies and reports as the data was easily accessed through online journals and libraries.
Findings: The study found that such software streamlines communication by centralizing project information, task assignments, and deadlines, reducing the risk of miscommunication or duplicated efforts. Collaborative features like shared calendars, real-time updates, and document sharing promote transparency and accountability among team members, leading to improved coordination and faster decision-making. Additionally, the automation of routine tasks and workflows within these platforms frees up time for team members to focus on more strategic aspects of their work, ultimately increasing overall project efficiency and productivity.
Implications to Theory, Practice and Policy: Social exchange theory, technology acceptance model and contingency theory may be used to anchor future studies on assessing the impact of project management software on team collaboration and efficiency in marketing projects in Indonesia. To optimize practical outcomes, it's crucial to encourage marketing teams to adopt project management software tailored to their unique challenges and needs, incorporating features for campaign planning, creative collaboration, client communication, and performance tracking. Advocating for policies and guidelines that promote the adoption of project management software in marketing teams is essential.
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