Other useful links:
project management
project management basics.com.
risk management
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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 - motivation Abraham Maslow
Leadership can utilise another motivational technique developed by Abraham Maslow...
Background
Maslow's hierarchy of needs is a theory in psychology that Abraham Maslow proposed in his 1943 paper 'A Theory of Human Motivation', which he subsequently extended. His theory contends that as humans meet 'basic needs', they seek to satisfy successively 'higher needs' that occupy a set hierarchy.
Maslow studied exemplary people such as Albert Einstein, Jane Addams, Eleanor Roosevelt, and Frederick Douglass rather than mentally ill or neurotic people, writing that "the study of crippled, stunted, immature, and unhealthy specimens can yield only a cripple psychology and a cripple philosophy."
('Motivation and Personality', 1987)
Maslow's hierarchy of needs is often depicted as a pyramid consisting of five levels.
The four lower levels are grouped together as 'deficiency needs' associated with 'physiological' needs,
while the top level is termed 'growth needs' associated with 'psychological' needs.
While our 'deficiency needs' must be met, our 'being' needs are continually shaping our behaviour.
The basic concept is that the higher needs in this hierarchy only come into focus once all the needs that are lower down in the pyramid are mainly or entirely satisfied.
Growth forces create upward movement in the hierarchy, whereas regressive forces push the more influential needs further down the hierarchy.
Deficiency needs
The deficiency needs (also termed 'D-needs' by Maslow) are:
Physiological needs
The physiological needs of the organism, those enabling homeostasis, take first precedence.
These consist mainly of:
The need to breathe .
The need for water.
The need to eat.
The need to dispose of bodily wastes.
The need for sleep.
The need to regulate body temperature.
The need for protection from microbial aggressions (hygiene).
When some of the needs are unmet, a human's physiological needs take the highest priority.
As a result of the influential nature of physiological needs, an individual will de-prioritize all other desires and capacities.
Physiological needs can control thoughts and behaviors, and can cause people to feel sickness, pain and discomfort.
Maslow also places sexual activity in this category, as well as bodily comfort, activity, exercise, etc.
Safety needs
When the physiological needs are met, the need for safety will emerge.
Safety and security ranks above all other desires. These include:
Security of employment.
Security of revenues and resources.
Physical security - safety from violence, delinquency, aggressions.
Moral and physiological security.
Familial security.
Security of health.
A properly-functioning society tends to provide a degree of security to its members.
Sometimes the desire for safety outweighs the requirement to satisfy physiological needs completely.
Love / belonging needs
After physiological and safety needs are fulfilled, the third layer of human needs are social.
This involves emotionally-based relationships in general, such as friendship, sexual intimacy, and / or having a family.
Humans want to be accepted and to belong, whether it be to clubs, work groups, religious groups, family, gangs, etc.
They need to feel loved (sexually and non-sexually) by others, and to be accepted by them.
People also have a constant desire to feel needed.
In the absence of these elements, people become increasingly susceptible to loneliness, social anxiety and depression.
Esteem needs
Humans have a need to be respected, to self-respect and to respect others.
People need to engage themselves in order to gain recognition and have an activity or activities that give the
person a sense of contribution and self-value, be it in a profession or hobby.
Imbalances at this level can result in low self-esteem, inferiority complexes, an inflated sense of self-importance or snobbishness.
Being needs
Though the 'deficiency needs' may be seen as 'basic', and can be met and neutralized (i.e. they stop being motivators in one's life), self-actualization and transcendence are 'being' or 'growth needs' (also termed "B-needs"), i.e. they are enduring motivations or drivers of behaviour.
Self-actualization
A dictionary definition is.
The process of establishing oneself as a whole person, able to develop one's abilities and to understand oneself.
Self-actualization (a term originated by Kurt Goldstein) is the 'instinctual' need of humans to make the most of their unique abilities.
Maslow described it as follows.
Self Actualization is the intrinsic growth of what is already in the organism, or more accurately, of what the organism is. ('Psychological Review', 1949)
Maslow writes the following of self-actualizing people.
They embrace the facts and realities of the world (including themselves) rather than denying or avoiding them.
They are spontaneous in their ideas and actions.
They are creative.
They are interested in solving problems; this often includes the problems of others. Solving these problems is often a key focus in their lives.
They feel a closeness to other people, and generally appreciate life.
They have a system of morality that is fully internalized and independent of external authority.
They judge others without prejudice, in a way that can be termed 'objective'.
Self-transcendence
A dictionary definition of 'transcend' is.
To go above or beyond expectation.
At the top of the triangle, self-transcendence is also sometimes referred to as spiritual needs.
Viktor Frankl expresses the relationship between self-actualization and self-transcendence clearly in 'Man's Search for Meaning'.
He writes:
The true meaning of life is to be found in the world rather than within man or his own psyche, as though it were a closed system.
Human experience is essentially self-transcendence rather than self-actualization.
Self-actualization is not a possible aim at all, for the simple reason that the more a man would strive for it, the more he would miss it.
In other words, self-actualization cannot be attained if it is made an end in itself, but only as a side effect of self-transcendence. (p.175)
Maslow believes that we should study and cultivate 'peak experiences' as a way of providing a route to achieve personal growth, integration, and fulfillment.
Peak experiences are unifying, and ego-transcending, bringing a sense of purpose to the individual and a sense of integration.
Individuals most likely to have peak experiences are self-actualized, mature, healthy, and self-fulfilled.
All individuals are capable of peak experiences.
Those who do not have them somehow depress or deny them.
Maslow originally found the occurrence of peak experiences in individuals who were self-actualized,
but later found that peak experiences happened to non-actualizers as well but not as often.
In his 'The Farther Reaches of Human Nature' (New York, 1971) he writes:
I have recently found it more and more useful to differentiate between two kinds of self-actualizing people, those who were clearly healthy, but with little or no experiences of transcendence, and those in whom transcendent experiencing was important and even central.
It is unfortunate that I can no longer be theoretically neat at this level. I find not only self-actualizing persons who transcend, but also non-healthy people, non-self-actualizers who have important transcendent experiences. It seems to me that I have found some degree of transcendence in many people other than self-actualizing ones as I have defined this term.
Ken Wilber, a theorist and integral psychologist who was highly influenced by Maslow, later clarified a peak experience as being a state that could occur at any stage of development and that 'the way in which those states or realms are experienced and interpreted depends to some degree on the stage of development of the person having the peak experience'.
Wilber was in agreement with Maslow about the positive values of peak experiences saying,
'In order for higher development to occur, those temporary states must become permanent traits'.
Wilber was, in his early career, a leader in Transpersonal psychology, a distinct school of psychology that is interested in studying human experiences which transcend the traditional boundaries of the ego.
In 1969, Abraham Maslow, Stanislav Grof and Anthony Sutich were the initiators behind the publication of the first issue of the 'Journal of Transpersonal Psychology'.
In the main, in leadership and training, good leaders seek to remove risk and fear whilst poor leaders survive on threats and manage risk weakly.
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