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general
independent correlation
independent correlation - cumulative probability graph
positive correlation
positive correlation - cumulative probability graph
negative correlation
conditional correlation
conditonal correlation - cumulative probability graph
Ttriple approach - cumulative probability graph
general
complex branching
complex branching calculations
multiple branching
multiple branching calculations
multiple probability branching
multiple probability branching calculations
production example
production example - more
production example - output graph
nodes and branching networks
nodes and branching networks output graph
Other useful links:
project management project management basics.com. time management time management basics.com. leadership leadership basics.com. The Complete Project management package
Topics include
The complete
Topics include
The Complete Time management package
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Risk Management - Identifying risk issuesRisk management is part of project management. Before we can control risks we must identify them. How can we go about this? Identifying risk issues:We have already mentioned that risks can be identified up front. This is true but it does not mean they will be accurate or valid when the task in question is carried out or a particular milestone is reached.There is no easy scientific method that will guarantee all risks will be identified. Especially, if the mechanism is flawed leading to many minor risks. The best way to approach it is via a brainstorm session utilising the experience of the project management team (see 'The Complete Project management package'). If this is lacking in certain areas then the project management team will need to bring in outside help. For short projects technology changes may have little affect. However, for a project taking some time technology improvements may have a massive impact. If the project is to design an item that has a specific function its use may be severely affected by change e.g. technical, fads, health and safety worries etc. An example where technology may have an impact is in the pharmaceutical industry. If a drug is administered of 5mg and the patient is then scanned by a piece of equipment the amount of drug required will depend upon the sensitivity of the instrument. If its sensitivity doubles only half the original drug dose may be required. This would have a significant impact over the time it takes to launch a drug. In other words project management experience (see 'The Complete Project management package') tends to be based upon historical actions and one should carefully consider aspects of future problems. The basic techniques for a brain storm are: A brain storm requires the generation of a list of ideas to assist the task in hand.
Stepwise procedure Step 1 Make sure everyone is aware of the rules. You may wish to write these out and display them where all can see. In particular 'no discussion'. Step 2 Write down what issue or problem the group is trying to solve. Again display visibly. Step 3 Everyone begins to contribute ideas at a speed that the scribe can write down. The scribe should not try and interpret the idea but write them down as given by the speaker. The scribe should also contribute. Methods for producing ideas could be:
Step 4 Make sure that all of the ideas are recorded accurately and they are all visible. If using a flip chart then full sheets can be posted up on walls. Step 5 The group (or third parties) should then give some time (see also 'The Complete Time management package') to think about the ideas so far. This could be a short time or over a week for example. If the latter, there may be an opportunity to display the ideas to a wider audience. Step 6 The ideas are then evaluated in a structured manner using some or all of these techniques.
Having identified the 'best' solutions consider:
Simple voting procedureThis is just what it sounds like. Having grouped and reduced the ideas in a brain storm the group then vote for the ones they prefer. This can take the form of each person voting as many times as they wish or one vote. After the first round the ideas are reviewed and a further round of voting is used if necessary.Ranking techniqueEach person ranks each idea on the basis of 1 to 5. When each person has finished ranking the ideas the scores for each idea are totalled. The ideas can then be given a priority according to their scores.
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 - responsibility Project management - responsibility - detailed planning Project management - responsibility - issues project management - SPC - statistical process control Project management - Control overview Project management - Control - documentation Project management - Control - scope Project management - project scope Project management - Control Project management - Control - assessing the situation Project management - Control - cash flow Project management - Control - change Project management - Control - contingency Project management - Control - costs Project management - Control - costs - overspending Project management - Control - documentation Project management - Control - general Project management - Control - monitoring Project management - Control - progress reporting - general Project management - Control - progress reporting - meetings Project management - Control - progress reporting - steering committees Project management - Control - progress reporting - taking action Project management - Control - progress reporting - what data? Project management - Control - project completion Project management - Control - project review Project management - Control - resolving issues and problems Project management - Control - time management Project management - PERT Project management - problem solving Project management - Problem solving - brain storm Project management - Problem solving - brain storm - a stepwise procedure Project management - Problem solving - cause and effect Project management - Problem solving - cause and effect - a stepwise procedure Project management - Problem solving - data collection Project management - Problem solving - Pareto Project management - Problem solving - plan, implement, monitor and act Project management - Problem solving - presentation - charts Project management - Problem solving - presentation - scatter diagrams and organisation charts Project management - Problem solving - process analysis Project management - Problem solving - six word system Project management - Problem solving - techniques Project management - Problem solving - when do you use the techniques? Project management - problem solving APIMA Other useful links at time management basics.com: Time management - capturing ideas Time management - brain storm Time management - checklists Time management - projects Time management - blending styles Time management - assessment and planning |
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