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 - skill development
Leadership does not mean stagnation you must move forward with your own skill development...
Inertia
We have already met Newton's
first law which states that:
'If a body is at rest or moving at a constant speed
in a straight line, it will remain at rest or keep moving
in a straight line at constant speed unless
it is acted upon by a force'
This postulate is known also as the law of inertia.
This is also true of develop in any field. For skills development you can carry on adding to your knowledge and experiences until you are prevented from doing so by an external force.
This force may well manifest itself in a variety of forms.
For example.
Fear, apathy, lack of personal vision, poor planning etc.
As you move further up the ladder of your career you will encounter new challenges that will require new skills in order to perform at your best.
Your next career move may involve increased accountability, less hands-on skills, leadership as opposed to management skills.
You may need knowledge in wider areas, for example, legal issues, environmental or health
and safety measures, personnel skills, employment law etc.
When you first start out on a career path your skill base will largely consist of acquired knowledge as experience naturally takes time to obtain. As you move upwards you are bound to encounter a skills gap.
Where am I going?
If you apply for a new position and do not know what skills that position requires you are way behind in terms of planning your future.
Let us say that you have acquired the necessary 'experience' to apply for the position.
You apply, your Curriculum Vitae appears adequate and you are fortunate to receive a first interview.
What next?
A competent interviewer will not only want to find out what skills you currently possess but will ask you what skills do you think are required in the new position. This sort of question may come in a variety of guises, for example.
'What do think you can bring to the position?'
'How do you think this position differs from your current role?'
'What do you see as your biggest challenge in this new role?'
They are trying to find out if you have planned ahead in your career and taken on board the idea of self development
and not left it to others. Like the game of chess, you should be thinking about 2 moves ahead.
If you are on the shop floor and can see your career along the lines of:
- Supervisor
- Team leader
- Manager
- Site manager etc
You should be aware of the skills required for the supervisor and team leader position.
If you know what these are you ought to try and bridge the gap by acquiring them.
If you then go into an interview you will not only be better prepared you will impress with your proactive style.
Many managers expect recruits to have career plans and to move on. They will be looking for the new person to add value to the organisation and leave it in better condition than when they arrived.
A range of skills you might want to consider are.
There is nothing wrong with experience it is a very valuable asset.
It is based upon past acquired knowledge.
Don't fall into the trap of 'doing things the same old way' based upon past experiences.
You must learn to adapt and evolve.
If you wish to catch the eye of your senior managers learn higher level skills and apply the principles to your current position.
Change
When you take on a new position you will encounter change.
This may involve.
In order to meet these challenges as efficiently as possible you will need additional skills.
Skill source
There are many ways in which you may improve your skills.
- Training classes
- E-learning
- Correspondence courses
- Seminars
- On the job training whilst actually doing the job
- Assessment of past experiences
- Use of a mentor
- Use of a coach
- Encouraging feedback from suitable persons
- Reading a variety of material
- Video training
Until you know what skills you require you can not look for the best method of learning.
Choosing a particular method depends on many aspects.
Are you paying for it under self development? If not is it affordable within the budget?
What level of training do you need? Is it basic, intermediate or more advanced?
Are you based at home and want to train via the internet or on a laptop etc?
Your preferred mechanism of learning may be visual rather than role play etc.
Motivation
Not everybody wants to improve. Even within their own job they feel quite happy and do not wish to think proactively to the future.
There can be many reasons for this.
It can be a conscious decision to alter a lifestyle or a fear of change.
The latter might find the person resisting skill development because they do not welcome the consequences of change.
This can contribute to stagnation of that person's performance in the position. Whilst the person might be happy this situation may be obvious to those around them. This may translate into a lack of confidence in the person with a resultant loss in respect as a leader.
It is much better to properly assess what the change may mean in terms of its negative affects and positive benefits once you have identified the skill levels needed.
When there is change we go through a curve of emotions. This usually begins with denial of what is or might be happening.
This quickly turns to anger at the situation with blame apportioned on someone (or yourself for not noticing what was happening).
This then turns to doubt then acceptance of the situation.
Finally, you realise that you have to get on with the situation and start to formulate plans (see the diagram below).
The severity of the curve will depend upon the individual and the type of change.
Change can be seen as 'revolutionary' (completely different to what has gone before) or evolutionary (building on what has gone before).
The curve represents a final realisation of what is important and not what is urgent.
Assessing your need
We have already mentioned some skills which you may need.
Depending on the level you are aspiring to you may also wish to consider.
The first step is to be proactive and seek out the training you need.
Consider your future career need and the skills attached to them
What are your gaps or do you need a refresher course?
Make a list of preferred skill areas for training.
You may want to finalise your list by talking to your boss, depending on your relationship.
This is a useful exercise as much of the training may be in house and your boss will control the budget.
If your boss's leadership skills are poor it is still worth a discussion. At the very least he will know that you are proactive and keen to invest in your own future and see you in a different light.
What skills do you need?
Ask yourself some basic questions and list the resulting potential skill gaps that materialise.
- What is your next possible career move?
- What skills do you anticipate for this position?
- Will there be any developments in your current position?
- What new skills could you use right now?
Even ahead of this you must have come to terms with the change that is about to happen, either by your design or by that of another.
Apart from the above assessment consider what skills you have currently.
Seek out job advertisements for positions you may be interested in for the future.
Perhaps seek additional details so that you can assess the skill base required for the position.
Why not approach recruitment agencies and ask them for details and skills required for certain positions?
There are other ways to obtain skills and experiences that do not involve courses.
For example.
Mentoring and coaching have already been mentioned. You may be able to get tips even if you are not in the appropriate position to justify the use of a coach.
Do you know of any other people that will be able to give you information?
Perhaps another department, similar job holder elsewhere or a good friend you can confide in.
You may find you wish to pursue a 'sideways' move into another job in order to gain the required leadership knowledge and experiences.
Summarising
Once you have a list of possible choices of changes and skills that may fill gaps it is a good idea to examine their benefits and negative aspects.
Consider the benefit first, for example, personal freedom, increase in salary, greater recognition and then think about the negative aspects or cost of obtaining each of these benefits.
For example, longer hours, increased travel, worry over presentations to the board, more distant personal relationships.
Once you take the plunge and accept some of these negative aspects activities will usually get easier as experience is gained.
Click the image to enlarge
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LEADERSHIP package
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Other useful links at project management basics.com:
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