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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 project
Risk management is part of project management. Within the project life cycle it can be broken down into several steps, e.g. ‘defining the project’…
Defining the project
Risk management needs to carried out in an efficient manner to avoid too much cost for little reward.
If the risk management process is likely to be large, to satisfy a large project, we should give consideration to making the entire risk management process a separate project.
If there are any risks identified that may put the existence of the project in danger this could cause problems as there will be a tendency to want to continue with the project no matter what.
If this is the case it is probable that the risk assessment was not very good in the earlier part of the project. Bear in mind that the risk management process is being instigated at the ‘plan’ phase and we are looking at the earlier ‘design’ or ‘concept’ phases.
In practice, many organisations will run more than one project in parallel and the risk management process can be carried out at a variety of stages.
We will assume that the risk management process is carried out in the planning phase.
The main aim of this phase is to create a firm foundation for the project.
- Current information, data should be collated.
- This process may lead to other aspects of the plan that will need consideration
- 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
Based upon Rudyard Kipling’s poem
‘I keep six honest serving men,
(they taught me all I know)
Their names are What and Why and When
And How and Where and Who.’
In terms of Rudyard Kipling’s honest serving men we are concerned with identifying:
- WHO: Interested stakeholders and the resource required
- WHY: What are the project objectives and purpose?
- WHAT: What is the product design?
- HOW: What approach or strategy will be adopted?
- WHEN: What is the proposed schedule and timing?
We can look at these in more detail:
- WHO
It is good project management (see 'The Complete Project management package') to clarify what people are ‘involved’ in the project.
This will include the project management team and other stakeholders e.g. regulatory and legal bodies
Who is the ultimate ‘user’ of the product. This may not be the direct customer who in effect is commissioning the product which will be passed on to the ultimate user.
Also, consider other parts of the organisation, partners, contractors and of course competitors.
Whilst many of these bodies will be under the direct control of the client, some, such as subcontractors, will be less so.
It is important to assess the business experience, competence and the future existence of some companies.
For example, if a subcontractor is owned by the government, liabilities which apparently would have fallen on the contractor’s shoulders
may well be lost.
It is essential that any contracts and negotiations between two parties are clear and unambiguous.
A complete list of all involved is required.
- WHY
All plans will contain objectives. The only way we will know if these have been completed is by using suitable performance criteria.
If at any stage of the project life cycle the objectives or performance criteria change then the implications for risk will need to be assessed.
You may find some leadership trainng useful (see 'The
Complete Leadership package').
The ‘why’ here does not just relate to the product of the project in the sense of ‘why do we bother to make it’ (marketing) but why do
the objectives exist. One of the overall aims of this stage is to generate objectives and this stage asks for clarity of their purpose.
Many reasons for objectives may exist which relate to company strategy, for example:
- Improved relations with regulatory and legal bodies
- Better public image both locally and nationally
- Increased profits and improvement against competition thus increasing market share
It is important to give due consideration to these areas and not rely too heavily on the technical aspects of a project.
Some objective criteria can be treated as a constraint, for example ‘quality’. If we say the product will meet a certain ‘hardness’ level then
modification of any other criteria must make sure this condition is met.
It is often a useful idea to allocate one of the criteria as a ‘primary’ one and then consider the affect of variations in the others. Although,
some, such as ‘quality’ may well be constraints.
Exactly how this is managed and what we set as the ‘primary’ one needs careful consideration and will vary according to the project.
How the criteria are measured also needs adequate consideration. From a contractors perspective they may be more interested in when they will
get their payments. However, the client will be interested in the time (see also 'The Complete Time management package') taken to reach a satisfactory level of performance of the product.
In other words, delay in a project will have differing affects depending on the point of view of each of the stakeholders.
In another example, we may need to balance capital costs against the overall cost of the project life cycle.
Of course, if safety of the ‘system’ product is a key issue this may become the ‘primary’ criteria to consider.
- WHAT
- This is where we can ask the question ‘just what is the product’ in terms of its design.
- This is a very important step as the product design will govern and direct the rest of the project.
- A close examination of this step will show any inconsistencies and identify any missing areas.
- HOW
What is the project management strategy to produce the end product?
In order to know this we need some idea of the activities via a project management plan (see 'The Complete Project management package') or schedule.
It will need to contain the appropriate level of detail but not too much.
A summary plan some where in the region of 25 to 60 activities should suffice.
The level of detail may be such that that some of these activities are, in fact, projects in their own right.
The first pass of risk assessment in this case will need to cover the inter relationships of the activities before attempting to go into the activities themselves.
As we will see elsewhere it would be dangerous to assume that the risks between the differing activities are entirely independent.
- WHEN
Most people here would generate a Gantt chart to show the project management activity timings and their interdependencies.
This is OK particularly if individual personnel are skilled in their interpretation.
It may also be useful to generate simple activity/node diagrams which often have the advantage of clarity.
At this stage the risk management must, by necessity, be very strategic. Too much detail in the Gantt chart schedule can obscure the big picture.
It is important to consider major approaches to the project and their implications and not to get too embroiled in detail.
Examples that we might consider could be:
- If we have a project that is largely out of doors we will be subject to weather windows to maintain momentum. In this situation, it may be preferred to carry out certain operations on site that could be carried out off site and indoors. The latter option may be more expensive but not subject to the whims of the weather.
- It is often the case that particular activities are run in series on the assumption that the required resource / equipment would not be available. However, we may be able to run these in parallel but at an extra cost of resource.
- General
We started this phase using a ‘initial’ plan to consider the sum of the current information and any omissions.
As a result of this activity we may wish to modify it before the risk management process begins in earnest.
This will become a ‘reference’ plan.
As a reminder the aim of this phase was:
- Current information, data should be collated
- This process may lead to other aspects of the plan that will need consideration
- 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
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
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