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 - standards
Leadership requires trust so you will need to build and maintain standards...
Early behaviour
Earlier (chess middle game) we commented how leadership is a little like a game of chess.
Opening gambit ... New leader.
Develop the opening ... Developing leader.
Middle game . Maturing leader.
End game . Complete leader.
In order to move through the various phases to reach the top you will need to exhibit the required standards.
If you don't learn to be professional at an early stage you will be found out as a leader and only reach a particular level.
This is often the stage of management in the middle game where you are in a matrix situation. You are trying to hone your skills to not only survive in the flatter structures of the matrix but you also want to get out and move higher up the leadership ladder.
We know that to improve leadership and training skills you need trust. Trust leads to followers and that in turn will give you influence.
You can't gain trust just by thinking that it's a good idea you have to develop suitable communication skills.
Communication skills
Good communication can be in small groups, one to one or in larger scale presentations. This can be seen in team meetings, coaching sessions or full PowerPoint presentations.
Any form of communication should cover two main aspects.
- Content that people want to hear about.
- An interesting communication manner.
These are often called substance and style. One without the other will lead to a failure to communicate your message.
When people attend a talk they might ask themselves several questions.
What is it about?
What problem might the information solve?
Is it going to be worth my while listening?
The talk must have the correct substance to answer these questions. It must contain a logical set of information and data to convince the audience that the topic is relevant and the information content supports the described arguments. Without the correct information base the presentation may not be believed. If this happens the message has been lost. If you can connect to the audience on an emotional level then so
much the better. Try and make any examples relevant to the audience. Playing on fears, insecurities or benefits gives the audience a personal involvement.
Making a presentation interesting is one of the most difficult parts of giving them.
You are trying to capture the audience's imagination and with this get them on board with your arguments.
Enthusiasm
For any presentation you must show enthusiasm for the subject. If you have no energy and seem apathetic this will translate rapidly to your audience.
Test your presentation before going live. In particular, look at the slide show or flip chart etc to make sure the audience will see the information easily and clearly. Too much data that is difficult to read is a real turn off.
If you must use cue cards keep them to bullet points as reminders and present the rest from memory.
This will give a much more natural feel to the presentation which your audience will appreciate.
Putting in jokes is tricky. You need to have the right character to tell a joke well in a presentation. Practice makes perfect.
Move around don't remain stationary all the time.
Speak not to the audience but to key individuals within the audience.
Listening
The art of listening takes a little practice for some. It is easy to talk, get carried away and forget to listen.
v
It is easier to try and direct a conversation than to listen. If you listen carefully you may begin to understand the problem better.
Once you can understand the problem you will be able to direct any questions with a better focus on resolving the problem.
In this way you may be able to influence without the person feeling pushed.
The 'monkey on your back' is another example of good listening. When you are presented with a problem listen carefully and help the individual by gradually allowing them to derive the solution. In this way you will have demonstrated good listening skills and left the individual with a feeling of ownership of the solution. This solution is more likely to succeed.
The annual appraisal is usually an unwelcome appointment met with trepidation on both sides.
Listening skills here are exceptionally important for success. It is a good idea to let the individual talk through their performance before supporting their comments with questions and comments of your own.
When approaching any appraisal the boss and yourself should make a note of any problems and successes during the year.
It is best to record these as they happen and not try to recall them at the year end.
A very good way to hone your listening skills is to occasionally summarise the discussion and key points so far.
This will force you to listen and tells the individual that you are paying attention. If you must ask questions use 'open' questions and not 'closed'.
These are questions that don't invite a 'yes' or 'no' answer or other short replies like 'maybe' and 'possibly'.
This will encourage the individual to talk more with descriptive answers.
Open questions often start with 'how?', 'why?', 'what?' or 'describe' etc.
Another aspect of any meeting with more than 2 people is 'how well the meeting met its purpose'.
It's a good idea to ask people how they felt the meeting went. Get some immediate feedback on the meeting success.
Finally, summarise the whole meeting and agree the next steps.
Listening requires more time than 'telling'.
On occasion you may find that you don't have the time for an extended meeting.
What shall you do?
If you have made an appointment, for example, an appraisal, it is up to you to allow significant time.
Many people allow up to an hour. Other poorer managers may only allow 15 minutes on the grounds that the result is all but over.
If you really are concerned about time try to rearrange the meeting.
The presence of an agenda will usually help you keep to time.
The written word
In today's busy world it is often too easy to communicate in writing too rapidly. Many memos that you receive will be written poorly.
Grammar will be poor, spelling (despite the presence of spell checkers) will be poor and the message itself is likely to be ambiguous.
Firstly, if you write a message read it through before you deliver it.
Secondly, always read the message as though you were the person who receives it.
In particular, make sure that no ambiguities exist that will lead to confusion and error.
Make the communication as interesting as possible to draw attention to the key leadership or training issue.
Create a logical sequence of events with a beginning, middle and end.
What problem are you communicating?
What comments and evidence are you putting forward?
What are the next steps or conclusions?
Keep it tightly focussed so that you could summarise it in less than 1 minute of conversation.
This will also help to reduce ambiguity.
If you make any assertions always support them with facts. If not, state that you have no facts to support the assertion.
The principle of keeping a piece of writing short and to the point applies to many areas.
Specific items, like reports, should adopt the same principle and should follow a specific format.
Reports should contain an 'executive' summary' so that a person can see if the extra detail in the body of the report is worth reading.
You can always put large quantities of information and supporting data in 'appendices'.
Progress report writing is covered in 'The
Complete Project management package'.
The style of grammar used in the written work should maintain interest and not make it sound like a legal document (unless it is a legal document of course).
Reading
Reading doesn't sound like a very useful communication medium as it seems a rather introvert activity.
Improvements in your communication can come in different forms.
If you are reading an official report use a highlighter on the key points which makes it easier to focus on them when you need to.
Make a list of comments and questions that you want to resolve as you go.
If you can learn to speed read it might help you to get to the key points faster.
Some people are not happy speed reading and argue that report detail needs a more considered and slower assessment.
These are reports that you see before you arrange a meeting to discuss them.
What happens if you see a report for the first time at a meeting?
Well obviously the best course is to try and see the report prior to any meeting but this may not always be possible.
One reason you may not see the report is that you as a person and as a representative of the organisation are being tested to see if you are worthy enough to handle the outcome of the report.
If you are a consultant, for example, your prospective client may be trying to find out just how competent your company is.
If you are in this situation make sure that you carry out some research around the key area for discussion.
Those presenting the report will have a lot of the answers to questions well marshalled to try and influence your thinking along their lines.
Unless you do the research you will have no sound basis on which to argue.
Those presenting the report will expect you to have a good knowledge of the area.
Create a list of topics that you expect to see covered.
If you then raise any that are not there you will gain points for your depth of knowledge and being proactive.
As a final bonus to show that you are on the ball you can send the person away with a few additional comments.
These might cover, areas still left that you feel would give extra weight to the report, style of the report writing, the report components etc.
Data
Data is frequently used in presentations to support a leadership proposal. Computers have made it far easier to present data in a variety of formats, for example, spreadsheets, graphs and tables etc. It is unlikely that the calculations will be in doubt so you will probably need to focus on the substance the data is supporting. Is the presenter trust worthy, do they have a track record of being honest with their data presentations?
It is now very easy to use spreadsheets to examine multiple outcomes to see, for example, the effect on a project completion date, profit variations or costlevels.
The key is to understand the underlying factors well enough to question the assumptions being made. If the assumptions are wrong many of the calculations may be worthless.
Get the full details
The Complete
LEADERSHIP package
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