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
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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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Leadership - follow the leader
Leadership means influence derived from high standards so follow the leader...
General
Setting a good example
If you are an emerging leader, see elsewhere for additional detail, your senior managers will be looking for attitudes and behaviours that mark you out for future leadership roles.
Potential can be seen in many areas including written reports, emails especially and the way you give presentations in terms of clarity and focus on key issues that senior managers need. The poor grammar and spelling mistakes in emails in particular become a very visible gauge of your attitudes.
Setting a good example is a little more than just reading books and going on courses to learn about leadership.
There are aspects you would be wise to be aware of at an early stage.
The first step is to improve your leadership and training knowledge and experience.
Gaining knowledge and experience
The learning experience is always additive. Over a period of time you will gain knowledge and experiences that will always give some improvement in your application of leadership and training techniques.
We have seen in the problem
solving section that not all solutions will derive just from vigorous analysis of data. Other aspects like insight, drawn from years of experiences, are important.
Unfortunately, the typical education system looks upon problem solving from a 'scientific' standpoint of analysis of data leading to the desired result.
We know that true leadership requires you to influence others, build trust and eventually get people to achieve things.
Leadership should be more than just attending a team building course.
Learning from others
If you are fortunate you will have a boss that is also a good leader. You can use him or her as a role model. Think about how they would handle a particular situation. Talk to them about your own problems and get ideas and tips.
Naturally, a good leader boss will be helping you any wayto develop. Watch how they react when under pressure. How they perform when crucial decisions are required? How do they chair meetings?
A lot will come down to recognising your own weak areas and ascertaining how others manage these points.
If you are unable to confide directly with your boss find another suitable role model who may be prepared to take you under his or her wing.
That is find a coach or failing this a mentor who you can turn to for experience with particular issues.
A role model could be anyone in the public eye for example.
Watching good leaders is good practice from the start so that you build up good habits and avoid bad ones. If you recognise that someone is poor think why and try not to make the same mistakes.
In this way you will pick up good practices from many leaders that will eventually mould your own leadership style.
From this store of knowledge you can ask 'what would that person have done', which will help you formulate a way forward.
Learning from yourself
By this we mean your own trial and error. This may form part of a structured approach where you move from department to department or from country to country gaining experience as you do so. Moving from job to job could be by your own design in order to acquire necessary skills.
You will need to look carefully at any moves to make sure there are the opportunities to improve your leadership and training skills and not just to gain technical expertise.
Movement is less risky and easier when you are younger.
Fast track learning
A few ways of gaining experience may give faster results. People who have gained the necessary insight as a result of years of experience may tend to baulk at the idea that good leadership skills can be acquired in a couple of years. However, with astute observation you can certainly learn many lessons in a short
period of time.
If you begin your own business, and have staff, your learning curve will be very steep. This particularly applies to learning from your mistakes.
The problem here is that you will have no one to help you as a mentor or coach. One way to fill the gap is to read about leadership principles so that you will know what to look out for. In this way you will be in a better position to recognise a learning opportunity when someone shows good leadership skills.
Once you know what areas demonstrate good leadership you can go one step further.
You can list particular skills that a good leader ought to have, for example.
- Goal setting
- Delegating
- Motivational techniques
- Listening skills
- Presentation skills
- Written communication (reports and emails)
- Interviewing
- Negotiation
- Problem
solving
- Time management
- Vision setting
- Decision making
- Energy
- Professional etiquette
- Enthusiasm etc.
You can then draw up a table with all of these attributes and skills.
Against each one identify a person who does it extremely well and a person who is particularly bad.
For each of these try and consider exactly what it is that makes them good or bad.
You may wish to go and talk to the 'good' person to find out more detail.
It is, perhaps, not a good idea to talk to the 'bad' person about his or her failings!
How many boxes does the 'good' leader get a tick in? Why does he not tick all the boxes? What are some of his or her failings?
Even leaders that you think have it all will readily admit that they have weaknesses.
Rules and politics
Image
Image is important across an organisation. From the top down there will be certain styles of dress code depending on who you are tryingto impress. When you are dealing with clients you will usually wish to wear formal clothes, suit and tie etc, to make the biggest impact.
This dress code gives the impression of professionalism and competence.
However, in the fast paced world of internet businesses there is often less emphasis on formality whilst trying to maintain an air of fresh ideas and state of the art thinking.
Internal company rules for dress code are often more relaxed trying to break down barriers between individuals to create a nice friendly working atmosphere.
Culture
The culture of an organisation can govern a lot of the direction in which projects go and how they are managed.
If the culture of the organisation doesn't fit in with your core values then you must either accept the disparity or move on.
If you move on you are not guaranteed that the grass is greener on the other side. When you start afresh you will have to learn a new culture and you may be disappointed.
You will need to rebuild a track record, regain a reputation for honesty and trust and build networks.
Always observe the successful people in an organisation to see how they behave.
Key behaviours
Working on small parts of your behaviour that leaders appreciate can get you noticed. Or, putting it another way if you fail to do some of these things it may well harm your career in leadership.
All leaders require loyalty from their followers. Without this their influence is lost and their effectiveness is undermined.
Don't talk about people behind their backs. Sometimes the treatment you get from your boss or another person can get to the point where you want to shout out. Try to resist it. If the culprit is your boss then move elsewhere.
You must have the confidence to bring negative views to your boss without fear. This is all part of your own integrity and being honest.
Don't try to hide issues as they can cause even greater problems if left unresolved. Be honest. Try not to hide facts by showing them in a favourable light.
When you gain a project make sure you are happy with it. Question its goals and any other aspect if you feel uncomfortable with it.
If necessary learn the art of saying 'no'. When you are given a project the leader above you must have faith that you are going to deliver.
You must be reliable. Never mislead your boss with promises you can not keep. In necessary, err on the side of caution. Under promise and over deliver.
Focus on solutions and not problems all of the time. If you have to raise an issue don't make them trivial and provide a potential solution at the same time.
Show that you are dynamic and demonstrate plenty of energy and enthusiasm for the job. When you first start you won't get the pick of the projects.
If you do end up with less interesting minor tasks just get on with it.
Common complaints
If you ask a group of people what irritating aspects of behaviour they hate there are very few surprises. The trick is to make sure people are not thinking of you at the time. Some of the common poor behaviours are.
The boss often doesn't communicate the reasons behind his decisions very well. Ambiguity is common. Let your boss know what work load you have and what your priorities are. Agreeing these with your boss is a good idea. If the boss tries to load too much work on to you ask him or her to verify your priorities.
Many of these aspects are covered in more detail in 'The
Complete Time management package'.
In leadership and training try not to get involved in petty politics and unguarded comments in public. Don't turn up to meetings late.
Punctuality is always well received, being continually late is definitely not. Don't get personal when making comments during feedback.
Bullying in one form or another may be common.
Get the full details
The Complete
LEADERSHIP package
Links on this site:
Other useful links at project management basics.com:
Other useful links at risk management basics.com:
Other useful links at time management basics.com:
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