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
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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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Leadership - be positive use communication
Leadership can benifit from good communication and a positive approach...
The vision
A leader will establish a vision for the organisation which will be pursued over a particular time period.
If he or she doesn't, then he or she is just maintaining the status quo and generally adheres to the view 'if it isn't broke don't fix it'.
Assuming you are a leader who doesn't just want to 'hold on to the reins' until the next leader appears you will be devising a vision.
In order to achieve the vision you must convince people that it has merit in a positive manner.
For any vision to be successful it must go through the phases, setting, communicating and facilitating.
Setting
If you set or create a vision that is too complex you will not be able to communicate it properly. If this fails there will be little enthusiasm for it.
Some visions can have very negative impacts, for example, many dictators are not the most popular of people.
Your vision must have a visible benefit for everyone in the organisation from the bottom to the top.
People must realise what it means if the vision is achieved, how you will get there in terms of the strategy and what it means to them as an individual.
It is not as easy at it might appear to create a simple vision which is easy to communicate and has meaning at all levels of the organisation.
Many people involved with projects will have created simple visions for teams.
The achievement of the leadership vision should be treated as a project in its own right.
Any vision should have a few key elements.
Simplicity.
Easy to remember.
A time frame.
Some key targets to achieve in the short term.
It should be unique to the organisation.
It should help focus on two or three strategic items.
Every level of the organisation can see visible benefits.
Communicating
There are many mechanisms for communication. Some are well known for boring people to death, for example, the newsletter, video and email.
People naturally distrust any form of communication that is not face to face. Newsletters have their place in providing background information but usually struggle to convince people when personal impact is at stake.
Whatever communication method you choose you must be consistent with the message.
Communicating the message once is fatal. People will easily forget. Repetition is the key.
If you can use more than one method of communication it will have a couple of positive effects.
Firstly, you will reach more people.
Secondly, individuals have preferred methods of communication and respond differently. The information may be the same but the mechanism of communication may lead to a positive result for particular individuals.
Some of the more obvious method of communicating are:
Newsletters
Video
Email
Websites
Training meetings
As part of team meetings
Conferences
Face to face walkabouts
Mobile phone messages
The latter is a classic that may not appeal to many but others might love it.
With all of these modes of communication you must provide a means of feedback so that you can assess the level of resistance, and peoples real fears and issues. You should have already considered the possible hurdles to change.
The communication process should try to recognise these fears and allay them.
Communication is not just about what you plan to do but what has been achieved.
Make sure you tell everyone about the successes and identify individuals who have performed well.
We know that a leader must surround himself or herself with a good team.
Without them there will be no direction and the vision will be doomed to failure.
It is a must for the top team to buy into the vision for success.
Apart from the top team there are key individuals within the organisation that hold more influence than their actual position would suggest.
If you can identify these individuals and convince them of the merits of the vision they will pass on their positive impressions through the grapevine.
This can be a very important means of communication.
Facilitating
As a leader, trying to reach a vision, you will be completely useless without a good a team and the people resource to drive it forward.
The quality of the people is important but they have to reflect those you will need to achieve the vision.
If you look just at technical competence you may be disappointed if your whole vision relies on great customer service.
It may be easier to employ people with the customer service skills and train them to do the technical requirements.
As a leader you may have all the power but you will not have any success if you believe you can do it all yourself.
You can't be everywhere, know everything and be all wise.
What you can do is focus on what you do best and delegate the rest.
You need to apply yourself where you think you can add the most value by creating the biggest impact.
Achieving the vision is like any other project:
Identify the problem you are trying to solve.
Establish the vision.
Clarify the strategy.
Identify goals and milestones.
Develop a schedule of tasks to implement the strategy.
These trainin aspects are discussed in more detail in 'The
Complete Project management package'.
The strategy can not be implemented without a budget.
Money is usually limited. It is easy to justify expanding a budget and this should be resisted by any leader no matter how logical the argument.
Keeping an eye on the budget and issues surrounding it is a big part of leadership.
Bare in mind that many budgets are unrealistic from the start. For all sorts of reasons people do not tell the truth when estimating the costs of their input.
If the original plan is way out the budget has no chance of success.
If you hope to maintain the momentum to complete your vision it is a good idea to recognise achievement along the way.
This means different things to different people. Some will feel happy with personal recognition and the kudos of their name in lights and others would like other incentives, for example, money or time off.
Make sure that whatever the reward is the criteria have been set well.
Generally you should reward quality of performance and not just quantity.
There is little point in hitting a target of 100,000 widgets per month if the rework rate goes up from 5% to 25% for instance.
Another tricky area is to get consistency of criteria across departments. This often causes conflict which is hard to resolve.
In order to achieve your vision problems will need solutions. Many teams will be set the tasks of resolving particular issues.
Just be wary that the leader of the team will tend to influence the solution. A marketing person will tend to lean towards a marketing solution.
A financial expert may look towards cost cutting etc. It is well known that there will be more than one solution for any problem.
It is possible that many solutions can be implemented each chipping away at the problem. You may need to prioritise these.
Make sure there are justifications for each solution and the benefits of implementation are clear.
The leader needs people, the right ones. The top team is critical. If you have the opportunity to change the team it is quite likely that you will want to match the skills with the strategy for your vision. It has the added bonus of removing persons who seem to wield more power, to the detriment of the vision, than you might like.
Many strategies require the acquisition of another organisation. In general, this may not be a good thing for some of the stakeholders both shareholders and staff. A merger often has economies of scale and a need for less staff. The acquiring company then has more physical and technical resources at its fingertips to help achieve its vision.
Be wary that some of these changes require the costly expertise of external consultants who are only too happy to help you.
As a leader you will have set the vision, the strategy and established the top team.
It is likely that you will still want to control some aspects personally. These areas will be where you feel you can best add value.
One area that is common is to become more customer focused. By deciding on what the market requires a leader can focus his or her energy in establishing the brand for the company. It then is a matter of deciding whether you have the correct technical and people skills to achieve your vision.
As a leader if your natural expertise is in marketing you may wish to focus in these areas. If your expertise is in technology you may wish to focus here etc.
Where ever you focus it must add value to your efforts to reach the vision.
Intellectual Property Rights (IPR) is a big area for many companies. Without these the company may have no business.
Property is another area of focus for some businesses particularly during an acquisition as outlet duplication, providing the same customer needs, can be reduced.
Leadership and training in non profit organisations can have its own problems. If you get into trouble your limited financial resources may not allow you to spend your way out of trouble. The only solution is good management and leadership skills.
If you decide to focus on a particular area make sure that it adds value towards the vision.
In addition, you should bring skills no one else possesses. If they do, you should delegate it.
Get the full details
The Complete
LEADERSHIP package
Links on this site:
Other useful links at project management basics.com:
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Other useful links at time management basics.com:
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