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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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Risk Management - Defining the process
Risk management is part of project management. Within the project life cycle it can be broken down into several steps, e.g. 'defining the process'…
Defining the process
In terms of Rudyard Kipling’s honest serving men we are concerned with identifying:
- WHO:
Do we want to proceed with the risk assessment process using some form of risk analysis?
If this is the case, who is going to do it?
In general, what will be the resources we employ for the whole process?
- WHY: What is the point of this analysis? What will be the benefits?
- WHAT: What will be the format?
- HOW: How will we carry it out in terms of the process?
- WHEN: When will we carry it out?
In other words, we will need to define exactly what the risk management process is, including the resource and then to plan how it will be managed.
You may find some leadership trainng useful (see 'The
Complete Leadership package').
WHO:
Make sure we get the backing of senior managers by finding out exactly what is required and getting suitable input from them.
In addition, make sure other managers and key staff are involved in the input.
This will include technical expertise and the make up of the risk analysis team.
Identify the communication channels and links between the risk analysis team and the other personnel.
The nature of the risk analysis team and its remit needs clarification. Do they report to the project manager or do they report to a higher level e.g. the board.
If the team reports to the board then they must be able to do this in an objective manner.
Remember that the efficiency of the project management (see 'The Complete Project management package') team in general can be the highest risk to the project.
If the quality of staff is poor then this will need to be addressed early and not avoided.
Make sure that we maintain control of the risk management process. Although a body outside of the immediate organisation could carry out the risk
assessment, this may cause its own problems. For example, contractors would view the project from their perspective.
Also, if the risk analysis team gains their information from groups within the organisation then each of these groups must be
aware of the ramifications of their views. There should be an opportunity to modify parts of a report before it is presented to either the project manager
or the board.
This step clarifies everyone’s role in the process.
The project manager will be accountable for all of the risk assessments and their conclusions even if he / she delegates part of the process to others.
WHY:
What is the point of the risk analysis?
Most project managers will need to know the potential budget for the project and more importantly will want to get it approved.
Many people will inflate a possible budget in order to increase the potential for success. This is not good practice for all sorts of
reasons and may actually lead to project rejection from senior managers as being too expensive.
In order to avoid rejection, the project manager will need a better assessment of the cost.
A risk management process can provide this using quantitative analysis as well as a knowledge of the limits to the cost.
We will need to properly assess the risk of resources not turning up on time (see also 'The Complete Time management package') which can dramatically affect the project.
WHAT:
The problem with risk analysis is that it points out potential ‘problems’ that the board must either directly or indirectly take action to avoid.
This would seem to be a negative activity that the project manager is involved in which may not be appreciated by those higher up the ladder.
However, it is up to the project manager to raise such issues even if they are completely ignored.
Thus, the project manager has to take a top down view of the business risk situation with regard to the project. If the project manager dose not do this he will
not clarify his / her position with respect to some of the risks raised. In most cases it will be the project manager’s responsibility to deal with them and for others it will be the direct responsibility of the board.
Once the business risk has been clarified the ‘project’ related ones can be identified in terms of potential costs or delays to the project.
When an assessment is complete the project may have a range of potential costs with even the extreme value having significant risk of being exceeded.
However, provided this is backed up by logical reasons and an associated plan of action to reduce the risk there should be no obvious problem when seeking project approval.
HOW:
How exactly do we intend to approach the risk analysis process?
The process used must fit the nature and size of the project.
This will include the type of model we wish to use to analyse the data.
One model in popular use has been PERT (Program Evaluation Review Technique) which traditionally uses activity – on – node diagrams etc.
However, early use of this technique to look at the relationships of activities did not take into account the dependent nature of one activity on another when considering the overall risk.
It is important to identify not only the risk but the underlying cause that may realise it. The response must vary according to the potential
Underlying cause.
WHEN:
It is clear that the risk management process should be an integral part of the project management process (see 'The Complete Project management package').
Risk management is not a nice to have aspect of project management.
We will need to have a good idea, depending on the nature of the project, of how long it will take us to carry out the assessment.
There is often a temptation, particularly with smaller projects, to put together the initial plan based upon a perceived assessment of all of the risks from individual departments. This may not afford the complete consideration that some of the risks may deserve and may miss key ones.
At the end of this phase you will need to:
- Document the activity
- Identify all input to the report and circulate it to check it for errors
- Check that the information content in the report is adequate and suitable for the forthcoming risk management process
- Circulate the report and present it as necessary
The output of this phase should decide if the risk management process will go ahead.
It is unlikely to be cancelled, but there may be problems if the process requires the identification of risks that the senior managers wish to ignore.
It is also possible that the project could be put on hold if, for example, issues have been raised that require further investigation and the gathering of more data. Some risks could be ‘put to one side’ if they are beyond the control of the project manager and the company.
Get the full details
The Complete
RISK management package
Easy to understand with many examples.
Other useful links at project management basics.com:
Risk management
Risk management - assessment methods
Risk management - general approach
Risk management - risk and issues
Risk management main overview
Project management planning overview
Project management - Control - costs - terms
Project management - estimation overview
Project management - estimation data
Project management - estimation high level plan first pass
Project management - estimation high level plan 2nd pass
Project management - estimation simple budget
Project management - estimation simple plan
Project management - estimation why is it too long?
Project management - estimation why is it too short?
Project management - concept or idea
Project management - Control overview
Project management - Control - documentation
Project management - Control - scope
Project management - project scope
Project management - responsibility
Project management - responsibility - detailed planning
Project management - responsibility - issues
Project management - Control - assessing the situation
Project management - Control - cash flow
Project management - Control - change
Project management - Control - contingency
Project management - Control - costs
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