Introduction
Topics
- Goals
- Objectives
- Urgent v Important
- Human nature
- Blame culture
- Productivity
- Time log
- Strategies
- Delegation
- Information
- Filing
- Where are we going?
- Decision making
- Task management
- Time
- Styles
- Planning
- Personal issues
- Tips
Key time destroyers
- General
- Action chasing
- Being disorganised
- Can't say 'No'
- Crisis management
- Desktop management
- Friends
- Large reports
- Low energy levels
- Meetings Part 1
- Meetings Part 2
- Multiple tasks
- Others errors
- Others 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 / accountability / authority
- Socialising
- Staff issues
- The boss
- The telephone Part 1
- The telephone Part 2
- Travel time
- Unfinished tasks
- Unwanted callers
- Work overload
- Your own errors
Time management - Poor control and reporting
Poor control and reporting
Backward planning
We know that it is a good thing to plan.
We start at our goal and work backwards to the present breaking down the project into many objectives.
The major objectives are designated as milestones.
This can be done on paper but does not have the flexibility of electronic software.
If the period for producing the flow sheet of tasks is small, for example, a week of 1 month then a paper version
may be more feasible. The fact that many plans change and require review means that long term plans on paper are harder to control.
Electronic methods, for example, the use of Microsoft Project, can give you many other flexible features
Control
Without control you will not know where you are in a plan and will not be able to take any corrective action if you need to.
For this you will need a progress report.
You will have decided with the person preparing it:
- The content and format
- The frequency
A progress report template, that you may wish to adapt is in the Word file ‘project progress report’.
Control is covered in much more detail elsewhere [see ‘The Complete Project Management package’] and [see 'The Complete Project Management plus PRINCE2'].
Non - PRINCE2 information
Project management
Introduction
What is a project? [see What is a project?]
What is project management? [see What is project management?]
Project management system [see What does a project management system consist of?]
Project visualisation [see Project visualisation]
Work breakdown [see Why breakdown a project?]
Concept [see Concept or idea]
Feasibility [see Feasibility study]
Initiation [see Initiation]
Specification [see Specification]
Project management design [see Design]
Project management build [see Build]
Project management implementation [see Implementation]
Project management operation and review [see Operation and review]
The Project Notebook [see The Project Notebook]
Project control
Why? What can go wrong? [see Control – part 1 - Why? What can go wrong?]
Monitoring [see Control – part 2 - Monitoring]
General [see Control – part 3 - General]
Scope [see Control – part 4 - What? - scope]
Time [see Control – part 5 - Time]
Cost [see Control – part 6 - Cost]
Cost - common terms [see Control – part 7 - Cost - common terms]
Cost - overspend [see Control – part 8 - Cost - overspend]
Cost - cash flow [see Control – part 9 - Cost - cash flow]
Progress reporting - general [see Control – part 10 - Progress reporting - general]
Progress reporting - Project Board [see Control – part 11 - Progress reporting - Project Board]
Progress reporting - what data? [see Control – part 12 - Progress reporting - what data?]
Taking action - what does this entail? [see Control – part 13 - Taking action - what does this entail?]
Assessing the situation [see Control – part 14 - Assessing the situation]
Resolving issues and problems [see Control – part 15 - Resolving issues and problems]
Contingency [see Control – part 16 - Contingency]
Areas of review [see Control – part 17 - Areas of review]
Controlling change – part 1 [see Control – part 18 - Controlling change – part 1]
Controlling change – part 2 [see Control – part 19 - Controlling change – part 2]
Document control procedures [see Control – part 20 - Document control procedures]
Project completion [see Control – part 21 - Project completion]
Writing reports
Reports structure [see Writing reports – part 1]
Strategies for development [see Writing reports – part 2 - Strategies for development]
The body of the report [see Writing reports – part 3 - The body of the report]
References [see Writing reports – part 4 - References]
Communication [see Writing reports – part 5 - Communication]
PRINCE2 2005
Introduction
Definition [see Introduction part 1]
Terminology [see Introduction part 2]
What is a project? Scope [see Introduction part 3]
The processes [see Introduction part 4]
Introduction to processes [see Introduction to processes]
59The components [see The components]
Controlling a Stage
Fundamental principles [see Controlling a Stage (CS) part 1]
Authorising Work Package [see Controlling a Stage (CS) part 2]
Assessing Progress [see Controlling a Stage (CS) part 3]
Capturing Project Issues [see Controlling a Stage (CS) part 4]
Examining Project Issues [see Controlling a Stage (CS) part 5]
Reviewing Stage Status [see Controlling a Stage (CS) part 6]
Reporting Highlights [see Controlling a Stage (CS) part 7]
Taking Corrective Action [see Controlling a Stage (CS) part 8]
Escalating Project Issues [see Controlling a Stage (CS) part 9]
Receiving Completed Work Package [see Controlling a Stage (CS) part 10]
Controls
Overview [see Controls part 1]
Project start-up [see Controls part 2]
Tolerance [see Controls part 3]
Product Descriptions [see Controls part 4]
Reports and assessment [see Controls part 5]
Controlled close [see Controls part 6]
PRINCE2 2009
Introduction
Foreword [see Foreword]
Purpose [see Introduction part 1]
What does a project manager do? [see Introduction part 2a]
What is it we wish to control? [see Introduction part 2b]
The structure of PRINCE2 [see Introduction part 2c]
What PRINCE2 does not provide [see Introduction part 3]
Controlling a stage
Purpose [see Controlling a stage - Purpose]
Objective [see Controlling a stage - Objective]
Context [see Controlling a stage - Context]
Activities [see Controlling a stage - Activities]
Authorize a Work Package [see Controlling a stage - Activities - Authorize a Work Package]
Review Work Package status [see Controlling a stage - Activities - Review Work Package status]
Receive completed Work Packages [see Controlling a stage - Activities - Receive completed Work Packages]
Review the stage status [see Controlling a stage - Activities - Review the stage status]
Report highlights [see Controlling a stage - Activities - Report highlights]
Capture and examine issues and risks[see Controlling a stage - Activities - Capture and examine issues and risks]
Escalate issues and risks [see Controlling a stage - Activities - Escalate issues and risks]
Take corrective action [see Controlling a stage - Activities - Take corrective action]
Directing Projects with PRINCE2
Introduction DPP2
Purpose [see Introduction]
Key definitions [see Overview of PRINCE2 - Key definitions]
Structure of PRINCE2 [see Overview of PRINCE2 - Structure of PRINCE2]
The role of senior management in PRINCE2 [see Overview of PRINCE2 - The role of senior management in PRINCE2]
What PRINCE2 does not provide [see Overview of PRINCE2]
Risk management
Introduction
What is risk? [see What is risk?]
6 questions to define the project [see 6 questions to define the project]
The key areas of concern [see The key areas of concern]
What should risk analysis provide? [see What should risk analysis provide?]
3 Ways to view risk management [see 3 Ways to view risk management]
General comments on risk assessment [see General comments on risk assessment]
Accountability [see Accountability]
General comments on planning [see General comments on planning]
What are the core process steps to assess a risk? [see What are the core process steps to assess a risk?]
Simple process outline [see Simple process outline]
What are the basic overall process steps? [see What are the basic overall process steps?]
Stakeholders [see Stakeholders]
Success measures [see Success measures]
Why carry out Risk Assessment? [see Why carry out Risk Assessment?]
Leadership
Introduction
Definition of leadership [see Definition of leadership]
Leadership and effectiveness [see Leadership and effectiveness]
Leadership qualities [see Leadership qualities]
Leadership functions [see Leadership functions]
Time management
Prioritise [see Prioritise]
Prioritise Basics [see Prioritise Basics]
Timing [see Timing]
other sites of interest in the series
- PRINCE2 2009PRINCE2 2009 updates PRINCE2 2005 and covers the principles, the themes -
business case, organisation, quality, plans, risk, change and progress.
The processes – starting up a project, directing a project, initiating a project, controlling a stage,
managing product delivery, managing a stage boundary, closing a project and tailoring PRINCE2 2009 and more... - PRINCE2 2005PRINCE2 2005 covers definition, terminology, the processes - Starting up a Project (SU), Initiating a Project (IP),
Directing a Project (DP), Controlling a Stage (CS), Managing Product Delivery (MP), Managing Stage Boundaries (SB),
Closing a Project (CP) and Planning (PL). The components – Business case, Management of risk,
Quality in a project environment, Configuration management Change control, Organisation, Plans and Controls.
Also, Product-based planning, change control technique and quality review technique and more... - Project managementProject management covers planning, milestones, objectives, scope, control, estimating, assumptions and constraints, problem statements, mission statements, identifying strategy, deliverables, work breakdown structure (wbs), plan types, dependencies, PERT, critical path management (cpm), cost terminology, the project manager, report writing, manual methods, resource levelling, popular project management systems, quality function deployment and more...
- Risk managementRisk management covers proactive and reactive planning, triggers, monitoring and control, risk combination,
what is risk, core process steps, project life cycle, terminology, cumulative probability graph, modifying plans,
plan types, identifying risk issues, assessing risk, cost model, Monte Carlo distribution, probability density function (PDF), uncertain events, correlated events, budget versus contingency, simple networks, Markov chain and more... - LeadershipLeadership covers definition, the vision, influencing, change, confidence, motivation,
strategy, personality indicators, trust and integrity, empowerment, prioritising, proactivity,
SWOT analysis, strategy, insight, personal direction, the three C’s, being positive, self discipline,
leadership training, meetings and agendas, styles and more... - MotivationMotivation covers performance management, empowerment, relations and needs, integrity and trust,
consequences, positive and negative reinforcement, measurement, feedback, goals, rewards,
appraisals, creativity and labelling, communication, coaching and mentoring, teamwork and self motivation,
insight, intuition, foresight, inspiration and influence and more... - Problem solvingProblem solving covers identifying a problem, the use of brain storming and the Pareto rule.
Also, cause and effect diagrams, the six word system, TRIZ,
the Gen′ichi Taguchi method, assessing a problem, planning,
implementing and monitoring solutions with feedback for further action and more...
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