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
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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
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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 - Reminders
Time management produces action plans for the implementation of tasks. However, even with a timetable it is useful to add reminders in your diary…
Processing complete:
Once you are comfortable with dealing with every task that comes your way you will have a place for everything.
Already you will have actioned simple tasks that you can carry out within about 5 minutes, disposed of others and filed the rest.
See elsewhere, ‘information
flow sheet’.
It’s the rest that can be rather tricky to get to grips with.
How do you make sure that those ‘filed’ tasks get your attention at the appropriate time?
You must build ‘reminders’ into your system that allow you to monitor the progress of each task. That will give you control.
There are several areas requiring control.
- Those tasks already filed in ‘delegated tasks’, ‘delayed tasks’ and ‘projects’ (requiring more than one step).
- Today’s tasks.
- Others that must be done as soon as possible that you don’t really want to ‘delay’ or ‘delegate’.
Delegated tasks:
These are someone else’s responsibility but your accountability.
You must know the status of each delegated task on a regular basis.
There are several ways of doing this.
Day files
These are discussed in more detail elsewhere, see ‘day
files’.
The use of ‘day files’ relies on filing reminders to delegated tasks on a particular day. If you wish to know progress of task ‘A’
On the 21st of the month you would put a reminder note in that ‘day file’.
Depending on the nature of the task this file will contain all of the information
supporting this or it may not. If there is a lot of supporting information this may be filed in a suitable ‘reference’ section or ‘project’ section.
In general, just put the reminder in the ‘day file’ and not any supporting information. Add a note as to the location of the supporting information.
All you need to do now is call someone to ascertain progress or arrange a meeting if you have not already done so.
Specific meeting agenda
The subject of the delegated task may require a regular meeting with an individual. Set this up and draw up an agenda to discuss the task progress.
If a regular meeting exists elsewhere covering this task you may need to attend or better still send another to find out progress. The latter would
only apply if you had delegated the task to another department with no particular individual involved. Although, even in this case there should be a contact point
to ask about progress to save attending the meeting.
Team meeting agenda
If you are lucky enough to have a team and you delegated the task (amongst others) to a team member you should call a regular meeting to discuss
particular issues, one of which will be the progress of specific delegated tasks.
Delayed tasks:
These come in 2 forms.
Items requiring ‘no action’ that may be of use in the future for current activities or possible useful new ideas. For example reading material.
Those tasks that can not be done quickly and are either delayed until another day or form a list of items to be completed as soon as possible.
We can make sure we control these by.
Day files
These are discussed in more detail elsewhere, see ‘day
files’.
These will be more suited to the latter scenario, where you have actively delayed completion to another day.
The use of ‘day files’ relies on filing reminders to delayed tasks on a particular day.
When you check the content of your day file it will contain the task that you have delayed.
Again, the file will contain the task or reminder with the supporting information filed elsewhere.
In theory, you will know where you have filed this supporting information but it doesn’t hurt to add a quick note to the reminder in the ‘day file’
indicating where the supporting information is filed.
As soon as possible
These items don’t usually have a specific deadline attached to them and could be anything both personal and professional, for example,
they tend to be non urgent items that you can do when you have time.
They are often ideas and thoughts that come to you that need action.
‘Must get more paper clips.’
‘Run out of dog food.’
‘Chat to a colleague about a particular idea’.
As we have said before the decision process for tackling tasks can be helped by consideration of the acronym PATH.
See elsewhere, ‘decision
PATH’.
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Priority
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How urgent is it?
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Activity
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What equipment and facilities are needed to do the task?
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Time
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What time constraints do you have?
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Health
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How much personal energy do you have?
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Probably, the most relevant is the type of activity. This will tend to affect what equipment, environment and facilities you need.
For example.
Telephone calls
You will need a telephone. If it is a very private call you will need a secure environment. If you are in a traffic jam, or out of the office or home
You could use a mobile phone etc.
Computer based
If you have emails to send, on-line work to do or data bases to update these can all be done when you have access to a computer.
Because of this it is a good idea to combine these ‘as soon as possible’ tasks into common files so that you can do a number of tasks easily
when the appropriate equipment is available.
You might find it useful to create lists of these tasks in common folders which you can pick up at a moments notice to carry out all tasks of a similar type.
For example.
- Telephone calls
- Computer based
- At the airport
- At the shops
- In a hotel etc
You can make up folders that suit your own office activities and personal lives.
In its simplest form you may only need 3 files.
When you think of something that you have to do or you have a good idea capture it immediately on your list, in your ‘as soon as possible’ folders,
or on a Dictaphone for later processing.
Projects:
These are the multi-step tasks.
These are best controlled via ‘day files’ as for ‘delayed tasks’.
Triggers:
Reminders you set to tackle tasks (where ever these may be) should not be set at deadline dates.
Really, reminders are ‘triggers’ to begin the task in plenty of time to meet the deadline date.
When filing in ‘day files’ make allowance for completion by a deadline and allow for unforeseen occurrences.
If you find that you are generating very few ‘triggers’ then just keep them on a paper list and keep it to hand.
Diary:
The calendar diary is excellent for noting many reminders, appointments, meeting dates etc.
This should coincide with your ‘day file’ for maximum effect.
Where meetings require travel and a commitment of money you may wish to leave their organisation till the last possible moment as you never know
If you may have to cancel.
You will need to leave some space in your diary for ‘urgent’ and ‘important’ tasks that are bound to appear. Over management of your diary can lead to stress
through failure to achieve all the tasks.
The diary can be used for all sorts of additional things, for example.
- Telephone numbers, addresses, maps
- Useful numbers and anniversary and birthday dates
- Packing details for when going away
- List of journals and books to read etc
Basically, anything that you feel may be useful for your daily activities.
If you keep a paper diary you run the risk (see also 'The Complete Risk Management package') of losing it. Think carefully about how you handle it. Don’t put it down anywhere, keep it on your person.
Perhaps photocopy some pages or keep some data on a computer.
You could use an electronic diary but you will need to review these for ease of use and features. These would be much easier to back up to computers.
Get the full details
The Complete
TIME management package
Links on this site:
Time management - Checklists.
Other useful links at project management basics.com:
Project management - Methods of assessing risk
Project management - project assumptions
Project management - Deliverables
Project management - Exit criteria
Project management - Dependencies - 4 basics types
Project management - Dependencies - PERT
Project management - Elapsed time
Other useful links at risk management basics.com:
Risk management - Ways to modify a plan
Risk management - Correlated events overview
Risk management - Collecting task inoformation
Risk management - Checklists
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