Other useful links:
project management
project management basics.com.
risk management
risk management basics.com.
leadership
leadership basics.com.
The Complete Project management
package
Topics include
Definitions
What is a project and Project Management?
What is a Project Management system?
Human, culture, planning...
General Project Structure
Project visualisation
Start and end
Size, costs, time...
Breaking down a project
Milestones, management
Costs and budgets...
Phases of a project
Concept, feasibility
Specification, design
Installation...
The Project notebook
What is it?
Assumptions, problem statements, mission statements
Strategy, scope, objectives
Customer analysis, deliverables
Exit criteria...
Product specification, work break down structure (WBS)
Schedules, resources, control system
Authority, roles and resonsibilities
Risk areas and benefits ...
Planning overview
Why plan?
Work breakdown structures
Task characteristics
Information and milestones...
Detailed planning
Overview
Procurement
Estimation
initial
overview
too long
too short
budgets...
Dependencies
PERT analysis
Slack or float, elapsed time
Roles and responsibilities
Resources
Gantt charts
Constraints
Critical paths and how to manage them...
Control
Why?
Monitoring, general, what...
Time, cost (terms, overspend, cash flow), quality
Progress reporting...
General, committees, data
Taking action
Assessing the situation
Impact analysis
Resolving issues and problems...
Review
Contingency
Change
Documents and procedures
Project completion...
Quality
Plan
Statistical control
Risk
Overview
Impact analysis
Risk versus impact
Automated planning tools
Consideration of time...
Responsibilities
Documentation
General approach
Identification and costing...
Assess chances and impact
Measures
Contingencies
Records and review
Health and safety...
Reviews
Project audits
Human factors
The role of the Project Manager
Overview
Project teams
Recruitment...
Communication
User expectations
Systematic approach
Empowerment
Appointment of a Project Manager...
Project organisation
Project office and documentation
What is a problem?
A.P.I.M.A.
(assess)
problem definition
analysis of data
objective definition
(plan)
identify causes
select the most likely cause
devise potential solutions
selection of the most appropriate
solution
plan for implementation
(implement, monitor and act)
Problem solving techniques
problem identification
prioritisation
analysis of problem causes
identifying key causes
data gathering
evaluation and finalising options
brainstorming
method and system
Pareto analysis
what is it?
method and system
data collection
fact and opinion
documentation
method and system
interviews
cause and effect diagrams
effect vs cause
identification and selection of cause
taking action
method and system
process analysis
examine the steps in the work process
method and system
six word system
what, why, when, how, where and who?
method and system
presentation
histogram, barchart and pie chart
scatter diagram
organisation charts
Time saving templates
e.g.
audit reports, customer analysis
deliverables, estimation of cost
mission statement, objectives
problem statements...
project numbering
project progress
strategy and S.W.O.T. analysis
timesheets and work breakdown and
many more...
Fully Worked Example
Download the product
The complete
Risk management package
Topics include
What is risk?
Uncertainty
Risk versus issue
Risk versus reward
Margins versus contingency
Will a project succeed?
Key areas of concern...
6 basic questions to answer
Who?
Why?
What?
How?
Resource?
When?...
Why carry out a risk assessment?
Is the project too risky?
The threat intensity
Decision making
Helpful documentation...
What should risk analysis provide?
Time factor
Prioritisation
Summary of risk
Decision making
Realism...
How does risk management integrate with project
management?
Risk management is key?
Permeates all projects?
Supporting role?...
Accountability
Sharing of risk
Who is accountable?...
Stakeholders
Identification
Customer and supplier
User priorities...
Success measures
How do you measure it?
Assumptions
Clarify objectives
Suppliers versus customers
Basic steps
What are the core process steps to assess a risk?
Identification
Proactive planning
Reactive planning
Monitoring and control
Triggers
A simple process outline
What is the basic overall process steps?
Identifying stakeholders
Success criteris
Plan preparation
Identify and assess risks
Ownership and planning
Aggregation, monitoring and review...
Human relations
Pressure
Timing
Bid and budget control
Risk focus
Planning confidence
Price versus cost
Client versus stakeholder driven...
The Project LIfe Cycle
Overview
Concept
Design
Plan
Allocate
Execute
Deliver
Review
Support
Different areas
Working in parallel
Milestones
Contracting
Decision points...
Cost terminology
Expected cost
Target cost
Provision
Contingency
Commitment
Statistical terminology
Mean or average
Median
Mode
Variance
Standard deviation
The risk management process
Overview
Timing
Defining the project
Defining the risk management process...
Identifying risks and responses
Organisng the risks and responses
Ownership (risks, responsibilities and contractors)
Estimating technique...
Evaluating the estimates
Planning (integrating risk and project management)
Managing (the risk management process)
Estimating detail
Overview
Simple estimating of risk
Cumulative probability graphs
Simple estimating of risk detail...
Simple estimating problems
Obtainng the estimates
Breakdown of variables...
Evaluating detail
Overview
Independent correlation
Cumulative probability graph
Positive correlation
Cumulative probability graph...
Negative correlation
Conditional correlation
Cumulative probability graphs...
Planning detail
Types of plan
Initial
Reference
Base
Contingency
Horizon
Action
Ways to modify plans
General comments
General points to consider
Resource level
Control
Contractors
Customer...
Managing the risk process
Overview
Identifying risk issues
Other issues and the project life cycle
Other aspects
Cost and resources
Effectiveness of risk management
Modelling
Managing the process...
The contractor
Overview
Risk assessment positioning
The contract
Cost plus fixed fee
Fixed price
Screening
Transferring risk...
Risk combination
The issues involved...
Common methods of risk assessment
Overview
The timing, prioritising, summarising and decision making
virtues
Issue based
Checklists
Qualitative
Quantitative...
Quantitative risk assessment
Overview
Simple example and detail
Simple cost model
Cost model including uncertainty
Cost model including likelihood...
Monte Carlo distribution
Overview
Monte Carlo simulation
Monte Carlo simulation output
Monte Carlo distribution
Monte Carlo risk distribution
How do we carry out the simulations?
Probability Density Function (PDF)
Triangular Probability Density Function (PDF)...
Uncertain events
Overview
Simple pathway likelihood and frequency versus cost graph
Detailed calculations
A basic risk assessment
Probability versus total cost graph...
Correlated events
Overview
Ranges of correlation
Process summary
Risk assessment versus a traditional approach
How will the level of breakdown structure influence the result?
How do we estimate probability simply?...
General points
Collecting task information
Documentation
Other areas to consider when reviewing risk
Data handling
Overview
Monte Carlo risk distribution
Multiple variables
Budget versus contingency
Overview and setting the contingency
Alternative setting of contingency
Schedule risk assessment
Detailed planning, 4 basic types
Detailed planning, in software
Simple network
Simple network (no lag) duration calculations
Simple network (with lag) duration calculations
Branching
Overview (simple branching)
Complex branching
Complex branching duration calculations
Multiple branching
Multiple branching duration calculations
Multiple probability branching
Multiple probability branching duration calculations
Production example
Production example, one step further
Production model output interpretation graph
Nodes and branching networks
Nodes and branching networks graphical output
Markov chain
Events and transitions
Benefits
When do you use it?
Business forecast
Overview (types of operation, activity, timing and correlation)
Business schedule risk
Business revenue and profit risk distribution
Business profit yearly forecast
Business profit simulation graphical output
Download the product
The Complete Time management
package
Topics include
Resources
Capital
Physical
Human
Information
Finite time...
Workaholic
Long hours
Work enjoyment
Ambition
Personal life
Routine and mundane
Addiction
Result orientation
Old values
Tiredness and mistakes
Signs...
What is time management?
Problem time solving
Goals or objectives and targets
Strategy and tactics...
Goals
Road to success
Hurdles
Basic tactics
Types
Setting goals
Refining goals
Control
Short and long term
Quality
Flexibility...
Objectives
List of tasks
Dependent and non dependent
Strategic v urgent
Prioritise...
Prioritising objectives
Priority ranking
Multiplication ranking
Tabular matrix...
Urgent v important
Urgent - deadline
Important - time
Matrix
Rank
Category detail
Job needs
Job order...
Human nature
Pleasing people
Avoidance of challenges
Fear of position
Ambition
Pride of ability
Being a perfectionist
Retaining control
Preconceived ideas...
Blame culture
Interruptions
Phone calls
Meetings
Lacking data
What are the goals?
Objectives...
Productivity
Output v input...
Also...
Time log
Prioritised objectives
Weekly plan
Recording the log
Analysis
Identify 'time destroyers'
Identify actions
Implement plan...
Key time destroyers
Action chasing
Being disorganised
Can't say no
Crisis management
Friends
Large reports
Low energy levels
Meetings
Multiple tasks
Other's errors
Other's jobs
Paperwork
Perfection
Poor communication
Poor control and reporting
Poor delegation
Poor information
Poor leadership
Poor planning
Poor preparation
Poor self discipline
Putting things off
Resource issues
Responsibility v authority
Socialising
Staff issues
The boss
The telephone
Travel time
Unfinished tasks
Unwanted callers
Work overload
Your own errors...
Typical process
Review your personal time log
Audit
Decide on your time destroyers
Rank them in order of priority
Review the causes
Consider solutions
Generate action steps
Decide on the time scale
Create deadlines
Teamwork...
Strategies for getting on with it
Visibilty
Rank review
Minimise
Tick off
Your time
Challenge
Delegate
Routine
Desktop
Measure
Check
Negative
Fear
Start
Exposure
Mentality
Others
Positive
Benefit
Part
Reward
Energy
Confidence...
Positive thinking
Positive mindset
Attitudes and beliefs
Self belief
Modifying attitudes
Record the goals
The road to success...
Commitment
Winning
Definition
Not knowing
Meetings
Less interruptions
Resource
Resource...
Delegation process
Monitoring
Review
Problems
Tough personnel
Towards independence...
Information collection
Part of time management
Everything
How and where to?
The purpose
Projects
Delayed tasks
Delegated tasks
Processing information
Other...
Processing the information
Define the purpose
Prioritise
Decide on the action and format...
Filing notes
What should you file?
What system should you use?
Agree
'A' to 'Z'
Day files
Other...
Day files
Detail...
Decision PATH
Priorities
Activity
Time
Health
Decision is not action...
Capturing ideas
Record
Techniques
Computer folders
Software...
Brain storm
Record
Do not criticise
Ideas
Consider
Stepwise procedure
Simple voting procedure
Ranking technique
What next?...
Mind mapping
Brain styles
Mond mapping...
Checklists
Task list of reminders
Yesterday's mistakes
Not exhaustive
Ignored
Orientation
Lacking detail...
Reminders
Processing complete
Delegated tasks
Delayed tasks
Projects
Triggers
Diary...
E-mails
General
Message rules
Back up
Spam
Action...
What not to do
General
Would it matter if you didn't do it?
How to tackle it?
Perfectionist?
Time runs out
Bottle it up
Education...
Projects
General
Plan
Meetings
Decisions and data...
Irritating tasks
Benefits
Get started
Atmosphere
Putting them off...
Combining tasks
Areas to consider
Criteria
Culture...
Time
Historical view
Passing time
Quality time
Culture
Mono and polychronic time...
Monochronic time
Attitudes
Definition
Culture
Plans
Other
Issues
Flexibility...
Polychronic time
Attitudes
Definition
Culture
Plans
Other
Issues
Flexibility...
High and low context culture
High and low
Information transfer...
Divergent thinking
Sees the big picture
Flexibility
Free space...
Convergent thinking
Takes a narrow view
Methodical
Free space...
Blending styles
Ideas
Sharing
Good will
Brain use
Assess, plan implement, monitor and act...
Assessment and planning
Best v easy
Work area ideas
Take a break
Taking notes
Prioritising...
Implementing
Combining tasks
Goal posts
Delay
Scheduling...
Prioritising
Visual sorting
Communication and flexibility
Resource
Restructuring
Inclusion...
Scheduling
Diary or calendar
Visual aids
Odd items
Personal energy
Bits and pieces
Assistant
Overload
Visible
The telephone
Proative...
Review
General
Delayed tasks
Delegated tasks
E-mails and voice mail
Diary
Collection
Projects...
Personality drivers
Faster
Please
Perfection
Try hard
Be strong...
Assertiveness
General
Assessment
Process...
Stress
General
Signs
Sources
Problems
Not enough time
Leading to tension
Tempers being lost
Stress escalates
Coping techniques?
Legal redress...
Coping with stress
General
Personality driver
Experience
Techniques
Ideas...
Playtime
General
Reasons for avoidance
Things to try
Little bits
Imagination...
Download the product
|
Time Management - goals
Time management is ineffective if you do not know where you are going. You must decide on what you want to achieve. For this you need to set goals…
General:
There is a symbiotic relationship between goals and how you manage to achieve them. Once we reach a goal we are pretty pleased with ourselves and
might easily give ourselves a reward. This in turn fuels our enthusiasm to achieve further goals.
In this respect success makes us happy and we enjoy what we are doing more.
The two big areas in which we pursue our goals tend to be ‘personal life’ and the dreaded ‘work’ environment.
The principles of Time Management can easily be employed in any environment with modest adjustments.
That is not to say that your family life should be run like a business but a degree of organisation and planning can help.
Similarly, business needs can not be all interesting and fun but good Time Management techniques can improve the situation a lot.
Road to success:
So we want to reach particular goals?
What goals and how will we get there?
If you don’t think about this you will drift aimlessly and end up somewhere that you may not like.
In ‘Alice’s Adventures in Wonderland’ she met a Cheshire cat.
Alice: “Would you tell me, please, which way I ought to go from here?”
Cat: “That depends a good deal on where you want to get to.”
Alice: “I don’t much care where.”
Cat: “Then it doesn’t matter which way you go.”
Whether we are talking about ‘business’ or ‘home’ the problems are similar.
We need to decide on where we wish to go.
We then assess where we are now and then decide on how to get there by bridging the gap.
When we carry out a task we have a particular aim in mind. If the actual result is likely to differ from this then we have a problem.
Simply put, if a solution can not move us towards the aim then it is not a solution in itself. However, several minor solutions may combine to
Provide and overall solution.
Business
We may have goals covering future profits, image, safety record, market share etc.
Assessment of our current position could focus on ‘strengths and weaknesses’, stakeholders, current market shares and other data, product lifecycles etc.
Generating short and long term strategies to get there, for example, marketing, pricing systems efficiency etc.
Strengths, Weaknesses, Opportunities and Threats (SWOT) is described in
more detail in 'The Complete Project management package'.
Home
We may have goals covering lifestyle, education, family achievement, or a nice car etc.
Assessment of our current position could focus on our job, current stress level, balance of home and work, what do you like etc.
The use of good Time Management techniques, thinking positively, being proactive, producing plans etc.
The key is to take a ‘proactive’ and not a ‘reactive’ stance unlike Alice.
Some of these aspects are covered in more details in.
'The Complete Project management package'
'The Complete Risk Management package'
What’s important to you:
This is clearly a very personal view. Don’t forget that your own goals may have a significant effect on others.
If you only had 6 months to live (or two weeks) what would you really like to achieve?
The balance between home and work is often a tricky one.
For the person who feels financially secure the ability to increase home activity may be an easy
decision to take and implement but quite different if you are finding it hard to make ends meet.
However, the first step is to decide on this balance and then see how you might get there. You may be pleasantly surprised at what you can achieve with
good techniques and appropriate planning.
It’s the idea of understanding what is important that can help you adjust your approach to certain tasks.
We will look at this elsewhere, see ‘urgent
v important’.
Hurdles:
There are usually plenty of reasons why we don’t reach our goals currently.
- We don’t consider any in the first place.
- Under too much stress.
- Short term fire fighting.
- We do other people favours.
- We delay doing boring tasks we don’t like.
- We repeat mistakes etc.
Good Time management technique will hopefully remove or significantly reduce these hurdles and many others.
Focus time on goals:
We waste time, don’t we? We acknowledge that we do but often don’t do anything positive to stop it.
We sit there mindlessly watching television for hours.
We have a conversation with someone that takes far longer than we had planned.
We wash the car (perhaps) regularly, if it needs it or not.
We have shopped for hours when just may be 1 hour would have been ample etc.
In an ideal world we would only carry out tasks that contribute to our final goals.
In practice, this may end up being a selfish approach under some circumstances but is a very good starting point.
This will be covered in more detail when we look at ‘urgent’ versus ‘important’.
If you can easily compartmentalise your activity you may be able to assess your efficiency easier than in other areas.
For example, a bricklayer will have a very good idea how efficiently he or she is working as it is easy to see. Even in this case there may be problems with
Weather, material supplies, equipment failure etc. For a manager or a person at home it is often much more difficult to analyse your ‘productivity’ and thus
It can be harder to distinguish any progress towards your goals.
Basically, if the work ‘input’ exceeds the achievement ‘output’ you will be under pressure to manage your time more effectively or suffer the consequences of
stress and ill health.
Basic tactics:
Realistically, there are only a few ways to improve your productivity in terms of getting all of your work done.
This will leave you with more quality time to think, enjoy yourself and pursue your goals.
- Focus just on goal related tasks.
- Spend less time on unimportant tasks or bin them.
- Don’t let tasks escalate and become urgent.
- Reduce time lost by internal (self generated) and external (generated by others) distractions.
- Learn to say ‘no’.
- Manage people better.
- Improve your systems.
- Delegate better.
- Increase your work hours
Some of these options may prove non viable if they affect others.
Types:
They will typically fall into a few categories.
- Work related goals defined by senior management.
- Personal goals in your work environment.
- Personal goals at home or with your family.
If possible you should always try and promote your own personal goals. This will make you happy and performance will improve which in turn will help
you get to your goals. However, if there is conflict at work with senior management it is likely you will have to give way as losing your job is a definite
Hindrance to getting to your goals.
This principle will also hold up at home with your partner. Hopefully, both of you will have discussed your goals to avoid
clashing conflicts. Teamwork and partnerships will often bring faster and more fruitful rewards than going it alone.
If the working environment severely conflicts with trying to achieve your goals you will need to review either your job position or the job itself.
In terms of personal goals at work you may consider additional education through training, more accountability, broadening your experience, trying
for an increase in pay, etc.
Setting goals:
By considering some simple questions you should be able to come up with about 10 to 20 goals.
If you could remove constraints of time, money potential failure and fear of trying what would you like to do?
What skills (see also 'The Complete Leadership package') do you currently possess?
What key things would you do if you only had 6 months to live?
For all of these consider short and long term goals and try to think of up to 5 for each.
Refining your goals:
We will need to reduce the list of 10 to 20 to a manageable amount by considering certain criteria.
Goals should really motivate you to achieve them. They need to be large and exciting enough to make you feel great when you achieve them.
They must be clear and unambiguous so that you know with out a shadow of a doubt when you have achieved them.
The latter criteria is very important.
Fix a time period accurately. Say in 2 years not ‘over the next 5 years’ or ‘soon’.
Decide how you will measure it. There is little point in saying that you ‘want a better job’ be specific ‘I want to be team leader’ (see also 'The Complete Leadership package').
For example,
‘I want to run in 3 marathons in the next calendar year and finish in under 4 hours’.
Visualising:
It is important to be constantly reminded of your goals. You might find these ideas useful.
- Keep a list of them in a place where you can easily see it.
- Keep lists all around so that you can’t miss them.
- Perhaps put a reminder in a place you frequently go, for example, inside a draw, the bathroom cabinet etc.
- Use a symbol to help you. Use a blue square, yellow dot, red triangle as a subconscious reminder of your goals. Put this in a variety of places
to prompt you.
Get the full details
The Complete
TIME management package
Links on this site:
Time management - Goals 2.
Other useful links at project management basics.com:
Project management - What is a project?
Project management - Project assumptions
Project management - Problem statement
Project management - What is a problem?
Other useful links at risk management basics.com:
Risk management - Versus traditional
|
|
