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 - life transitions
Leadership faces many challenges some of which are reflected in life transitions...
Age
When you set a personal vision it is based upon your current knowledge and experiences.
Your basic values will remain the same.
Naturally, your knowledge and experiences will alter as you get older.
Hence, what you want out of life is likely to change at different stages as you get older.
At different stages of your career you may well have compromised some or all of your basic values in order to achieve some short term gains.
Eventually, you get to a point where your career options and vision are at odds with you basic values and the 'benefits' are unacceptable.
Of course, many people have no idea what their personal values are because they have not gone through a process to find out.
This 'mid-life' crisis is very common from the ages of 30 to 50 and even outside of these ages.
For many people their job becomes their life. When it ends in retirement an enormous void appears.
This can often lead to a demise in health with 'nothing useful' to do.
For some people their job is purely a means to an end. It will support a good family life and other interests.
They may be very happy and any change is unwelcome. In this case, if change does occur, for example
via redundancy the issues may be very difficult to cope with.
Others have a career plan that doesn't develop as they would like and are forced to comes to terms with this and may re-evaluate where they are going.
Decisions
You will make decisions concerning your career based upon perceived benefits that might contravene your basic values.
At some point the negative aspects of your decisions will come to the fore and the benefits may not be so visible.
When you reach such a crossroads some sort of change must happen or things will just get even worse at the expense of your health and possibly that of others.
Many people will say 'I am lucky to be in a job that I enjoy'. This is probably, for many, a great position to be in, to having a successful career in a job that you really enjoy. If the job is an extension of a hobby so much the better.
There is a distinction between doing a job because it has financial benefits compared to a job that you enjoy.
When you are young you will make many decisions in your education.
You might make these because of all sorts of reasons.
- Your family have always been in this business.
- You have heard the salary is high once you gain experience.
- The job is generic allowing easy movement and potential security etc.
It is not unusual for people to choose their educational path based on one set of ideas, as above, but find out later that it is against their basic values and they have made a mistake. Sometimes it is easy to get stuck into the rut of the 'system'.
Technology change
When you choose an educational path you are doing so based upon the environment in which you live.
This is based upon many things, for example.
- What you like to do and your interests.
- Influential input from family and friends.
- Media communication.
- Current perception of particular careers.
- Technology in place at the time.
The latter can make a big difference.
Clearly, advances in personal computer technology and the internet have given a tremendous boon to interest and careers in this area.
Advances in the special effects in the film industry will have increased interest in this area.
Advances in surgical techniques will have attracted others.
If you go back 10, 20 or 30 years to the start of a particular career the lack of these technical advances may have influenced a decision to move elsewhere.
Leadership is about a vision of the future, and trying to assess trends is part of this.
The 'mid-life' crisis may arise because you have ignored the signs early on and haven't taken steps to change early enough.
Job change
It is not only areas like technology that change it could be that the job will evolve over a period of time.
What was a good match against your personal values when you first started may not be the case now.
In later years you may find the job of less interest, less of a challenge and draining of your energy.
This could happen for many reasons.
- Your own job expands as others leave and are not replaced.
- The legal environment evolves and changes the nature of the job.
- There are dramatic technology changes that require you to develop new skills that you are not happy with.
- The company expands in new areas redefining the boundaries of your job etc.
- Is the job becoming too physical?
- Is it now a young person's job?
Any or all of many changes can cause alienation of your personal values leading to stress and a disaffection for the job.
It is at times like these that you may choose to reinvent yourself.
Career change
If you are considering a career change or you are just currently unhappy in your present position you can take a few steps to assess the situation.
Ask yourself some questions about why you began this career in the first place.
- What were your influences?
- Where did you expect to be and where are you?
- What motivated you to take this career path?
- What has changed?
- What can you do about it?
You will need to admit and accept that your desires and the job may have both moved on in the intervening years
and that some sort of change is inevitable if you are to 'get back on track'.
Whilst your basic values will not have changed the job and external influences are a dynamic system that you have to adapt to.
You can look at the key steps in your career and compare them with key areas in your personal life.
If there appears to be any connection you may want to analyse it further.
Some key personal areas could be.
- Leaving secondary school.
- Attending university.
- Carrying out research work for a doctorate.
- Getting your first job.
- Your first promotion.
- Reaching the ages of 30, 40 or 50.
- Your first movement to another company.
- Losing your job and obtaining another position.
- Setting up your own business.
- Retirement etc.
Other personal milestones might be.
- Getting married.
- Having children.
- Getting divorced.
- A bereavement in the family.
- A severe illness or disability.
You may even be a great success. However, being great at something and being successful (in monetary and status terms) may not mean that you are in a job that you like.
A good analogy is a car tyre.
No matter how good the tyre is it will eventually lose pressure. If you do not monitor it regularly and do something about it the tyre will get to a hazardous state. It will lose grip and be difficult to steer.
This is similar to the continued drain in your energy. Eventually, it will get so low that it
will become a danger to your own well being and that of any passengers (friends and family).
Avoidance
When we choose not to change we are naturally accepting the current position.
This will probably be accepting all of the negative aspects that we don't like that makes the position less than ideal.
It is one thing to analyse and list all of the negative aspects and another to do something about them.
If you choose not to act then the ramifications can be severe.
You may feel that you are unfit and wish to accept it. This could lead to more serious health problems.
Your budget starts to get out of control and eventually other areas of a project are seriously affected. Perhaps the project collapses.
A minor fib turns into additional lies and a loss of trust and leadership standing etc.
If you leave many of the issues unchecked then the situation will not change and neither will you.
By taking a close look at work related issues.
- Skills.
- Relationships.
- Work environment etc.
And personal issues.
- Personal training and development.
- Physical and mental health.
- Knowledge development.
- Emotional development (EQ) etc.
You can ultimately get your career and personal development on the same track.
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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