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 -
Urgent v important 2
Time management tasks can be split into urgent and important. To help you in sorting them you can use a matrix system.
The definitions:
Just as a reminder.
Urgent
Urgent tasks are deadline based. This is usually independent of yourself and is often driven by others. The sooner the task needs completion the
More urgent it is. This has no relation to importance.
Important
The importance of a job drives how much 'time' you want to spend on it. Notice that this is independent of 'urgency' and is what you want to do not what you
Actually spend on it. For any task the quality of your output will often relate to the time you spend on it.
Rank:
Once you have ranked your list of jobs for 'urgency' and 'importance' you will be able to put them into a matrix as in the diagram below.
Click the image to enlarge
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You may have to modify your time management ranking method a little.
Box 1
These are urgent and important. They must be done now. These are critical activities and also support you goals. In terms of crises they may be a mixture of problems that you could have avoided with better planning or were completely unexpected.
Box 2
These are 'urgent' but 'not important'. They tend to be jobs not related to your goals but generated by others. Because you don't really want to spend much time on tasks not connected with your goals you may wish to try an delegate these.
Time Management -
Urgent v important 2
Time management tasks can be split into urgent and important. To help you in sorting them you can use a matrix system…
The definitions:
Just as a reminder.
Urgent
Urgent tasks are deadline based. This is usually independent of yourself and is often driven by others. The sooner the task needs completion the
More urgent it is. This has no relation to importance.
Important
The importance of a job drives how much ‘time’ you want to spend on it. Notice that this is independent of ‘urgency’ and is what you want to do not what you
Actually spend on it. For any task the quality of your output will often relate to the time you spend on it.
Rank:
Once you have ranked your list of jobs for ‘urgency’ and ‘importance’ you will be able to put them into a matrix as in the diagram below.
Click the image to enlarge
|
|
You may have to modify your ranking method a little.
Box 1
These are urgent and important. They must be done now. These are critical activities and also support you goals. In terms of crises they may be a mixture of problems that you could have avoided with better planning or were completely unexpected.
Box 2
These are ‘urgent’ but ‘not important’. They tend to be jobs not related to your goals but generated by others. Because you don’t really want to spend much time on tasks not connected with your goals you may wish to try an delegate these.
Box 3
These items are ‘not urgent’. This means their deadlines are in the future. They are important so you must do them. So plan them well for carrying out in the future.
A lot of jobs will fall in this area make sure you plan properly or you will have problems later.
Box 4
These are neither ‘urgent’ or ‘important’. These can be simple trivial tasks that you ought to avoid doing but you may end up doing just to ‘get them out of the way’.
Be wary as some of these tasks may be trivial now but they may move into a higher ranked category if not seen to.
This system is very black and white but will need some interpretation for real life examples. If someone telephones you for urgent information you are not likely to put them on hold while you put the task into one of the boxes and deal with it appropriately.
Category detail:
Box 1
Highly important and urgent tasks should be pretty rare. Particularly, if you have generally planned well. However, jobs in this box need immediate attention, for example, safety issues must be resolved, family crisis, product quality has been compromised, senior management want data for an urgent meeting etc.
Hopefully, you wont see too many of these sorts of issues.
So what does it mean if you are constantly dealing with crises and fire fighting?
If this is the case there is often poor planning at the route of it. This may be your own poor planning in which case you need to deal with it appropriately.
If you are a manager and are constantly dragged into dealing with crises materialising from others you will need to deal with their training.
How many parents spend a lot of needless time sorting out problems of their children?
Quite a few I would guess. Try to examine the route causes and deal with them.
The above techniques will help to keep jobs in box 3 where planning should be carried out more thoroughly.
Confusion over importance can push some tasks from box 2 to 1 by mistake.
In terms of your diary do them straight away.
Box 2
These are the tasks with near deadlines but not relevant to your own goals. Much of your daily activity will come under this heading.
There will be plenty of jobs in this category that are trivial in themselves but would have serious consequences if not done, for example, paying
Bills.
Try to spend as little time as possible on this category of task.
People will still spend more time than is necessary on these jobs for a variety of reasons.
If you particularly like a task you will keep with it for too long.
You believe the job is ‘important’ when in fact it isn’t (just urgent) although it may well be important to others it is not to you.
If the quality of the task output is too high (unnecessarily) then you will tend to take up too much time.
The key with items that should only command a small amount of your time is to make sure you understand what is required and do not exceed that requirement.
You will need to put these tasks into your diary for completion ahead of the deadline and plan to give them as little time as possible.
Box 3
These tasks are relevant to your goals so are ‘important’ but ‘not urgent’ in that their deadlines are not immediate.
There are two key sorts of tasks that may appear here to be wary of.
The first are tasks that if left undone can easily end up in Box 1 as a crisis. By ‘done’ we mean that you thoroughly assess these and plan their completion
Rigorously so that you are not surprised later with unforeseen events.
Anything can end up in Box 1 if you leave it long enough. One character of a good manager is to ask ‘why?’
If you find too many items ending up in Box 1 ask ‘why?’ and learn from the experience so that it will not happen again.
If you have any room in your diary after putting in the Box 1 and 2 tasks fill some space with Box 3 tasks.
Box 4
These are the rest of the tasks that are ‘not urgent’ and ‘not important’. If you leave these jobs to simmer for say 4 weeks they will either jump to becoming
‘urgent’ into Box 2 or you may find that they are irrelevant and you can bin them. Some items that would be in this area you may be able to automate at a time
When you do not need to be there. For example, computers can be backed up, checked for viruses and adware whilst you are sleeping.
If you are inundated with jobs one option is to work longer hours. This is the least attractive option if this carries on for any length of time as it can be physically and mentally draining. The long term option is to improve your Time Management skills.
Many items in Box 4 are done just for fun as they are neither ‘important’ or ‘urgent’.
Job needs:
When you use this system assessing whether a job is ‘important’ or not is possibly easier at home than at work.
In your work environment you will be subject to job descriptions and as such will be obliged to complete tasks that are not necessarily part of your goals.
However, losing your job or position is not a good way to reach your goals so many jobs are ‘important’ in an indirect manner.
Job order:
In theory, you would tackle the jobs in the order Box 1, then 2, then 3 and finally Box 4. It is quite likely that if you did this you would never get into Box 3
on many occasions. Thus some of the Box 3 jobs ought to be done anyway despite the natural order. If you have any gaps in your activities then is the time
to start Box 4.
These can be fitted in to your diary once you have accounted for Boxes 1, 2 and 3.
Remember that you may need to pencil some time for potential emergencies and some ‘quiet time’.
Once you have identified a Box for your task think if you need to do it, if not, try and delegate it.
In general, you shouldn’t have much in Boxes 1 and 4 and most of your work in Boxes 2 and 3.
The split should be about 10% Box 1, 10% Box 4 and 40% for Boxes 2 and 3.
If in an audit you find the percentages regular exceed these look at the underlying causes and try to do something about them.
Get the full details
The Complete
TIME management package
Other useful links at project management basics.com:
Project management - Estimation high level plan 2nd pass
Project management - Deliverables
Project management - Exit criteria
Project management - Dependencies - 4 basics types
Project management - Dependencies - PERT
Project management - Elapsed time
Project management - Control - contingency
Project management - project assumptions
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
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