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...
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Time Management -
Key time destroyers...
Meetings 2
Time management can involve plenty of meetings. They serve a very useful function if run efficiently but there are a few items to look out for…
General:
Meeting are often the bugbear of everyone.
If only we didn’t keep having meetings we could actually do the job!
How many times have we all heard that.
If you ask the question, “do you believe meetings are necessary?” you will probably get the answer, “yes”.
So, if they are OK why do people hate them?
Meetings tend to cover 4 key areas:
- Team meetings
- Problem solving
- Communication
- Progress reporting
Some aspects of specific meetings are covered in 'The Complete Project management package'.
Team meetings:
You will need regular meetings not only with your staff but with your senior managers.
The aim of the meeting is really to build team morale and motivation through a suitable agenda.
These meetings are a very good way for team members to get up to speed on other projects and parts of their own.
It’s a good idea for each person to present a brief summary for 5 to 10 minutes on their progress.
The same meeting can be used then to solve problems, as an aid to communication and obviously for progress reporting.
The meeting should be informal with brief minutes.
Everyone of your team should attend. Find out the reason for non attendance.
Problem solving:
When problem solving define the problem accurately and get everyone’s agreement. Explain why you are trying to solve it. Give some idea
of what sort of solution you are looking for. For example, deadline needed, budget limits, available resource etc.
Attendance is by all those who will be directly involved with implementing the plan.
Actions will be given to individuals at the meeting with a view to reporting on these at a subsequent meeting.
Review all action points and gain agreement before the meeting ends.
Keep minutes brief and a circulate quickly.
Problem solving is covered in much more detail as part of 'The Complete Project management package'.
Communication:
This meeting could serve a small number or very large number of people.
Improve your presentation skills (see also 'The Complete Leadership package') and focus on the message that you wish to convey backed up by suitable data as necessary.
Consider the use of all the technology that is available e.g. PowerPoint presentations, video clips, diagrams and charts etc. You may wish to record the
presentation and make it available on a website for those who can not make the meeting.
You may wish to provide a hand out of the key points of the meeting.
Allow questions at the end or in a more informal atmosphere at the end for those less likely to raise them in the meeting itself.
Progress reporting:
These meetings are for reporting the progress of key actions for a project. Problems and issues should be raised.
This is the time to view the overall plans against milestones.
Potential delays in your plans should not be viewed lightly. It is unlikely that this meeting will be in a position to sanction a move of a project end date.
Rather it should be a time to review all issues that may have an impact on the end date. You should look at options to maintain the end date, for example,
running tasks in parallel, increasing staff numbers, using external resource, working longer hours, improving equipment etc. The aim is to present options
to senior management for them to consider which might keep the project on track. If these are unacceptable then a delay in the end date may be sanctioned.
These aspects are discussed in more detail in 'The Complete Project management package'.
Keep the meetings short, arranging for sub meetings if necessary. Only give actions to one person. Keep the numbers at the meeting focussed on those receiving
actions. Everyone should be aware of the importance of completing actions on time.
Too many:
Just how many do you need.
You will need to consider the purpose of the meeting and get a balance between control through progress reporting and interrupting
the work flow.
Too long:
A great deal of meetings are much too long. We all seem to know this but nothing changes.
We kick off with big enthusiasm and 2… 3… hours later energy is on the wane. We spend more time looking at our watches,
trying to keep our eyes open and our minds wander easily. Why is this?
Unclear preparation:
How many people go into a meeting armed only with pencil, paper and a desire to go home.
The boss asks for a presentation and either you provide one with the wrong focus, poor supporting data or you haven’t got it at all as no one told you it was required.
If we don’t know the purpose of the meeting how can we prepare properly for it?
Many meetings are populated with vague looking personnel who have prepared poorly.
Once you are clear of you own purpose at the meeting prepare properly and be ahead of the rest.
Unclear purpose:
If everyone turns up for a ‘routine’ meeting with the purpose unclear what’s going to happen. Mayhem probably.
The person calling the meeting often believes the meeting ‘purpose’ is obvious and is frustrated at the ‘inefficiency’ of his staff.
What do you expect?
Unclear output:
What is the output of the meeting going to be? If many of the above are in place the answer is ‘not a lot’.
Is it a:
- Set of minutes.
- Yet another meeting.
- List of actions.
Unclear actions:
If actions are the result of the meeting, usually via minutes, is it crystal clear what the action is?
Who is doing it? When should it be completed?
Agendas:
The correct use of agendas can eliminate all of the problems above.
The first meeting should be used to finalise some aspects of what is expected.
How frequent are the meetings?
How long will they be?
How will you handle preparation before hand?
The agenda should clearly identify for each item on the agenda the activities that must be complete before attending the meeting.
Identify the meeting purpose.
Make sure everyone is aware of the output and its format.
Identify the expectations with regard to actions from the meeting.
If these simple actions are carried out then the quality of the meeting and its output will improve considerably and save precious time increasing
team morale.
Chairing tips:
Think constantly about the meeting size and invite / eliminate those persons as necessary. Try and keep the group as small as possible.
Do you need the meeting? Can you disband it and restart in a much improved focus and format?
Frequency and format should be discussed and agreed.
What is the purpose of your meeting? What are the objectives? Remind members of these every time you start the meeting.
Produce an agenda ahead of time so that others can prepare and ask questions of the topics ahead of the meeting.
Check equipment availability and the correct atmosphere and environment for the meeting. You may wish to point out the equipment availability
on the agenda which will prompt individuals to raise the need for other equipment as necessary. Choose a room with minimum interruptions.
Start the meeting on time and don’t tolerate late comers. Make it clear at the start of the first meeting what you expect in terms of conduct, for example,
their approach to completion of actions, arriving on time, sending a substitute etc.
As well as raising the objectives of the meeting communicate what sort of outcome you expect from it. For example, a list of options stating
potential benefits and costs or one agreed solution that will be actioned following presented options.
Keep to the agenda both in terms of topics and timing. Everyone hates overrun meetings. If necessary, suggest another focus meeting for topics
Where the discussion is dragging on.
For each agenda item review the key points and issues before opening up the discussion.
Keep presentations to summaries of the key issues with the use of background data in reserve for backing up arguments.
Review the key points arising from each agenda items and the action points. Agree the latter and who will be doing it. Only one person can be given an action
and only persons at the meeting can be given an action.
Finish by confirming the date of the next meeting. Have this as an agenda item.
Keep the meeting to 1 hour, 2 hour max. Beyond 2 hours people lose the will to live.
Meeting member tips:
If necessary send a substitute. Inform the chairperson if you do this.
You may be able to present your information to the chairperson if you are unable to attend.
Get an agenda to see your commitment and help you prepare.
If you must be away from the meeting at a certain time tell the chairperson and state the time. It will not then be a surprise when you have to go.
If you feel discussion is going on too long and flying off on a tangent try and get the meeting back on track. Question the relevance of the talk.
Perhaps suggest that the matter could best be discussed elsewhere or in a separate meeting. May be you could curtail the discussion yourself by
Summarising the key points whilst trying to clarify the position so far.
If you are unhappy over the general structure of the meeting take this up with the chairperson after the meeting. Make sure you have some constructive
Comments and not just moans.
Get the full details
The Complete
TIME management package
Other useful links at project management basics.com:
Project management - Control - progress reporting - general
Project management - Control - progress reporting - what data?
Project management - The project office
Other useful links at risk management basics.com:
Risk management - Plans and strategies
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