Other useful links:
project management
project management basics.com.
risk management
risk management basics.com.
time management
time management 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
|
Leadership training
Leadership covers many skills including, the vision, influencing, change, confidence, motivation, strategy, integrity, personality indicators and more...
General
Many believe that 'leaders are born and not made'.
It may be useful to be born with certain qualities that give you a head start but many traits can be acquired.
The first step is to recognise the required traits.
The second step is to truly evaluate your own positives and negatives.
The final step is to modify your own behaviour and implement what your learn.
In this way you will be a better leader than when you started.
What are companies looking for?
What are you looking to achieve in your personal life as well?
Whether you are in an organisation or just considering daily life you will be trying to achieve something.
You will usually be pursuing a list of tasks either on your own or with others to get to your goal.
Leadership is thinking about and establishing the goal or vision, whilst management is merely sorting out the steps to get there.
Clever organisations will be looking for leaders, at all levels, to provide future visions of where you want to be and inspire people to get there.
These goals could be considered as 'hard' for areas of vision or strategy that usually encompass the work area.
They are often tangible and easily measured so that you know when you have got there.
For example, becoming first or second in the market place.
Others, usually on a more personal basis could be considered 'soft', for example, improvement in confidence, becoming calmer and less stressed.
These tend not to be so easy to measure.
A leader will be distinguished by their proactive nature.
Do you want to 'mark time', do you want to change?
Just what do you want our of life?
There is a saying that says, 'if a man thinks he is leading but has no followers then he is just taking a long walk'.
"Don't tell people how to do things,
tell them what to do and let them surprise you with their results."
George S. Patton
Generic approach
The techniques and comments and advice on this site will try and cover generic applications.
In general, the principals should apply whether you are:
Lower level supervisor.
New manager.
Senior experienced manager.
In real life the exact approach used will need to be tailored and modified based upon many issues.
Starts at the top
That is, it will start with you. You must be determined to invest time in yourself. Once you have done this and reached a suitably high level of leadership skill the ripples will then move outwards and you will influence others and in turn generate other leaders.
Whilst there are many aspects to consider to improve leadership you should become aware of all of them to reach the top.
As you understand some of the requirements or attributes of good leadership your performance will naturally improve.
The perfect leader
The perfect leader does not exist. As you move through the website you will come across many traits that a good leader ought to posess.
However, no one possesses them all. Everyone has their weaknesses it is knowing what they are that is the secret.
All anyone can do is to try and recognise the key attributes to becoming an 'effective' leader as you will never be perfect.
The lifespan of leaders at the top organisations is not huge. There is always considerable turnover.
Leaders are influenced by role models and it is hard to change once the mould has been set from an early age.
As an individual you will need to recognise weaknesses and limitations and make a conscious decision to modify your leadership style.
"A leader is a dealer in hope."
Napoleon Bonaparte
What makes a leader?
Literally anyone can be a leader.
Leaders are required and exist at all levels of an organisation.
The requirement at one level will not be the same as the next level up the ladder.
As you move up your chosen career path you will need to build on experiences and skills gained and adapt to the needs of your new position.
There are many different types of leader, all of whom may be effective in their own way. Each will have their own style.
You may not be a perfect leader but you can learn and practice techniques that will give you an advantage when it comes to influencing others which is the essence of leadership.
The leader is not just the person at the top he exists at all levels. People follow them.
They are either experienced leaders or emerging as leaders.
Leadership requires many things. While intelligence is very useful it is only one of many traits.
Others might be.
- Motivation of others.
- Generation of vision.
- Develop trust, honesty and integrity.
- Cool in a crisis.
In general leadership will have influence in many areas but mainly:
From the top in terms of strategy and vision.
Getting things done in terms of operational activities.
Within the team that you directly control in maximising performance.
Hopefully, you will be able to tailor the principles that you learn to your own needs.
Once you know the theory it is a different matter entirely trying to put into practice.
It will be like anything in life, you will need to try it out in practice and if necessary modify your approach.
Although you may well be appointed to a leadership position you will not gain an automatic right to lead.
You will need to earn the respect of your team by leading by example.
Before you can become a leader your team must accept you as such.
The phrase 'Come on' instead of 'Go on' sums up a good approach to leadership.
The price you will have to pay for this status as leader will be constant monitoring of the situation
in order to maintain your standards and those of your team.
Leadership and authority are distinct in that any leader will have authority.
Authority concerns the exercising of power.
A person may have the authority of a position but lack leadership skills.
Leadership culture
The aim of this training package is to give a good grounding and basic idea of leadership techniques.
What we have tried to do is introduce some of the basics of leadership with comments and advice.
Hopefully, this will give you a very good understanding.
You should still read many more detailed and specialised books on this subject to improve and hone your
leadership techniques even further.
In addition, leadership techniques will only work if all those who have a vested interest in it are convinced of its benefits.
We hope this site will help you to tailor those training needs and convince all those involved within the company or organisation of the merits of leadership techniques.
Limitations
The techniques and comments on this site will try and cover generic applications.
The aim of this site is to give the user a 'basic' understanding of leadership skills.
It is not a definitive guide for every situation that you may find yourself in.
As such, the information on thie site may form a basis for further understanding when consulting other information discussing leadership methods in greater depth or referring to leadership in specific areas.
Exactly how the information is applied to a particular individual will be very much down to the individual.
Information on this site is provided for general guidance and advice only and March Ltd can not be held responsible for the specific actions of individuals.
The key aim of this site is to provide a broad useful approach to leadership.
March Ltd sell other management products that you may find useful:
The Complete
Project Management package
Includes a PowerPoint presentation, worked example, document templates and definitions.
You can learn about project management planning, milestones, objectives, dependencies, scope, wbs, cpm, control,
estimating, quality, risk, human factors, problem solving and much more.
The Complete
Risk Management package
Risk management includes, proactive and reactive planning, triggers, monitoring and control, risk combination,
Monte Carlo distribution, and more. Easy to understand examples.
The Complete
Time Management package
Time management includes, the key time destroyers, goals, objectives and prioritisation, urgent v important tasks,
time logs, strategies, information and delegation, filing systems, combining tasks,
mono and polychronic time, personality drivers, stress, and more.
|
|
