# Who should own project management tool selection when engineering, marketing, and ops each need different views?

<p class="elv-tracking-normal elv-text-default elv-font-figtree elv-text-base elv-leading-base elv-font-normal" elv="true">Something I've been working through with a cross-functional leadership team: who should own project management tool selection when engineering, marketing, and ops each need different views? Engineering usually wants sprints and issue tracking, marketing wants campaign calendars, and ops wants task lists and approvals, and picking one owner by default tends to produce a tool that fits that owner's team and frustrates the other two. Looking at the <a class="a a--md" elv="true" href="https://www.g2.com/categories/project-management">Project Management category on G2</a> with that lens on which tools actually flex across those views.</p><ol>
<li>
<a class="a a--md" elv="true" href="https://www.g2.com/products/clickup/reviews"><strong>ClickUp</strong></a>. Supports multiple view types, list, board, calendar, and Gantt, on the same underlying data, so different teams can look at the same work differently. Best for teams needing multiple native views.</li>
<li>
<a class="a a--md" elv="true" href="https://www.g2.com/products/monday-com/reviews"><strong>monday AI Work Platform</strong></a>. Highly configurable boards that can be adapted per team without needing separate tools. Best for teams wanting one platform with team-specific boards.</li>
<li>
<a class="a a--md" elv="true" href="https://www.g2.com/products/jira/reviews"><strong>Jira</strong></a>. Built around engineering workflows first, with other teams often needing simplified boards layered on top. Best for engineering-led organizations.</li>
<li>
<a class="a a--md" elv="true" href="https://www.g2.com/products/wrike/reviews"><strong>Wrike</strong></a>. Cross-departmental structure aimed at marketing and ops use cases as much as engineering. Best for marketing and ops-heavy cross-functional teams.</li>
<li>
<a class="a a--md" elv="true" href="https://www.g2.com/products/smartsheet/reviews"><strong>Smartsheet</strong></a>. Spreadsheet-based structure that ops and finance-adjacent teams tend to pick up fastest, with less natural fit for engineering sprints. Best for ops and finance-adjacent teams.</li>
</ol><p class="elv-tracking-normal elv-text-default elv-font-figtree elv-text-base elv-leading-base elv-font-normal" elv="true">My honest read is that ownership should sit with whoever is most affected by cross-team handoffs failing, which in a lot of orgs is ops, not engineering or marketing, since ops is usually the team stuck reconciling three different systems after the fact.</p><p class="elv-tracking-normal elv-text-default elv-font-figtree elv-text-base elv-leading-base elv-font-normal" elv="true">For anyone who's been through this decision, who ended up owning it in your org, and did the losing teams actually adopt the tool or quietly keep running their own system on the side?</p>

##### Post Metadata
- Posted at: 17 days ago
- Net upvotes: 1


## Comments
### Comment 1

&lt;p&gt;I think your read is right, and there&#39;s a version of it that&#39;s even narrower: ownership should sit with whoever is accountable for the reporting nobody else wants to produce. That&#39;s usually ops for the same reason you gave. The other thing reviews in this category tend to show is that shadow systems don&#39;t appear because a team dislikes the tool, they appear when the tool can&#39;t represent that team&#39;s unit of work, which is why multi-view platforms like ClickUp and configurable boards like monday&#39;s come up so often in cross-functional setups.&lt;/p&gt;

##### Comment Metadata
- Posted at: 17 days ago
- Author title: Tech Consultant





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