Other useful links:
project management
project management basics.com.
time management
time management basics.com.
leadership
leadership basics.com.
The Complete Project management
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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
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Breaking down a project
Milestones, management
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Phases of a project
Concept, feasibility
Specification, design
Installation...
The Project notebook
What is it?
Assumptions, problem statements, mission statements
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Product specification, work break down structure (WBS)
Schedules, resources, control system
Authority, roles and resonsibilities
Risk areas and benefits ...
Planning overview
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Work breakdown structures
Task characteristics
Information and milestones...
Detailed planning
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initial
overview
too long
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budgets...
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Constraints
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Control
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Assess chances and impact
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Reviews
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The role of the Project Manager
Overview
Project teams
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Communication
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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
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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
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Bid and budget control
Risk focus
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Price versus cost
Client versus stakeholder driven...
The Project LIfe Cycle
Overview
Concept
Design
Plan
Allocate
Execute
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Working in parallel
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Contracting
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Cost terminology
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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
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Independent correlation
Cumulative probability graph
Positive correlation
Cumulative probability graph...
Negative correlation
Conditional correlation
Cumulative probability graphs...
Planning detail
Types of plan
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Reference
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Resource level
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Contractors
Customer...
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Overview
Identifying risk issues
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Cost and resources
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The contractor
Overview
Risk assessment positioning
The contract
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Risk combination
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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
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Monte Carlo distribution
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Monte Carlo distribution
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Probability Density Function (PDF)
Triangular Probability Density Function (PDF)...
Uncertain events
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Simple pathway likelihood and frequency versus cost graph
Detailed calculations
A basic risk assessment
Probability versus total cost graph...
Correlated events
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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
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Schedule risk assessment
Detailed planning, 4 basic types
Detailed planning, in software
Simple network
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Production example
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Nodes and branching networks graphical output
Markov chain
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Benefits
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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
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Topics include
Resources
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Physical
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Finite time...
Workaholic
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Old values
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Signs...
What is time management?
Problem time solving
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Goals
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Types
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Short and long term
Quality
Flexibility...
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List of tasks
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Prioritise...
Prioritising objectives
Priority ranking
Multiplication ranking
Tabular matrix...
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Urgent - deadline
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Matrix
Rank
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Job order...
Human nature
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Preconceived ideas...
Blame culture
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Meetings
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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
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Meetings
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Other's errors
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The boss
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Unwanted callers
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Your own errors...
Typical process
Review your personal time log
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Rank them in order of priority
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Consider solutions
Generate action steps
Decide on the time scale
Create deadlines
Teamwork...
Strategies for getting on with it
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Definition
Not knowing
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Resource
Resource...
Delegation process
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Towards independence...
Information collection
Part of time management
Everything
How and where to?
The purpose
Projects
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Processing the information
Define the purpose
Prioritise
Decide on the action and format...
Filing notes
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What system should you use?
Agree
'A' to 'Z'
Day files
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Day files
Detail...
Decision PATH
Priorities
Activity
Time
Health
Decision is not action...
Capturing ideas
Record
Techniques
Computer folders
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Brain storm
Record
Do not criticise
Ideas
Consider
Stepwise procedure
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What next?...
Mind mapping
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Mond mapping...
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Ignored
Orientation
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Reminders
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Triggers
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E-mails
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What not to do
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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
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Areas to consider
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Culture...
Time
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Quality time
Culture
Mono and polychronic time...
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Culture
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Flexibility...
Polychronic time
Attitudes
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Culture
Plans
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Issues
Flexibility...
High and low context culture
High and low
Information transfer...
Divergent thinking
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Flexibility
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Convergent thinking
Takes a narrow view
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Blending styles
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Assess, plan implement, monitor and act...
Assessment and planning
Best v easy
Work area ideas
Take a break
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Prioritising...
Implementing
Combining tasks
Goal posts
Delay
Scheduling...
Prioritising
Visual sorting
Communication and flexibility
Resource
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Inclusion...
Scheduling
Diary or calendar
Visual aids
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Bits and pieces
Assistant
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Visible
The telephone
Proative...
Review
General
Delayed tasks
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E-mails and voice mail
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Projects...
Personality drivers
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Please
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Assertiveness
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Assessment
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Stress
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Signs
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Coping with stress
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Personality driver
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Ideas...
Playtime
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Risk Management - Identify risks and responses
Risk management is part of project management. Within the project life cycle it can comprise several steps, one being 'identify risks and responses.
Identify risks and responses
Identify:
It is all too easy to identify a risk and the first thought is 'what is its impact on the project?'
It is important to understand the impact of any risk because in knowing this the project manager will be able to prioritise any resource in order to minimise the potential affect.
You may find some leadership trainng useful (see 'The
Complete Leadership package').
However, if the underlying cause is not clearly identified the project management 'response' (see 'The Complete Project management package') to try and reduce the occurrence of the risk may be poorly targeted.
As we have mentioned previously, the responses can be 'proactive' or 'reactive'. The former will generate actions to be incorporated in the activity base plan (schedule) and the latter will exist as contingency plans, should the risk materialise.
This early identification of both the project management risks and their responses is the key to a good risk management process.
Do not just concentrate on the identification and impact on the project, delaying the responses until later.
The nature of this process will ensure we don't:
- Waste time identifying responses that are unnecessary
- Overlook any responses
- Miss a small issue which has no apparent solution
In order to find the risks we can employ suitable problem solving techniques:
- Brain storm
- Interview
- Checklists etc.
Having completed the list we will then need to order them in some fashion so that suitable resource can be allocated.
For every risk there MUST be a response, even if this is 'do nothing and accept the risk'.
It is a good idea to just start the exercise with a pencil and a blank sheet of paper.
When a risk has been identified it should be unambiguous in its definition
It is not uncommon for this process of in depth consideration of responses to lead to the identification of 'opportunities' within the project.
Assessing the risks and responses:
At this stage it is a good idea to have some understanding of a 'rank' of the risks.
The terms 'primary' and 'secondary' risks are usually reserved for the 'main' risks derived from the plan (the former) while the latter are those risks existing as a result of the 'responses'.
WHO:
Within any project there will be a number of stakeholders. If significant risk is identified requiring extra expenditure the stakeholder's approval may need to be sought.
For example, as a project progresses there may need to be a new appraisal of safety factors driven by regulatory bodies. This may require changes to product design or other
significant aspects of the project. These modifications may prove very expensive.
One key problem for longer term project management is to try an predict the future in terms of regulatory constraints.
Another major source of risk are contractors and subcontractors. This applies to any areas where project management control is reduced.
Any third party should be carefully selected, monitored and suitably motivated.
When selecting a third part several problems can arise:
- They may not indicate their true experience in the project, which is difficult to verify
- Poor estimate of the work involved and the cost
- It may be difficult to ascertain if the third party is putting in the required amount of effort
- The split of risk allocation between the parties may prove difficult
- There may be a difference of opinion when assessing risk from the client versus third party perspective as each will have different motivations and will have a tendency to manage risk to their own ends
- Even if the third party is within the same organisation there may still be problems
Most of these problem areas should be managed by contracts. Even with these in place problems can exist.
- Poor definition of terms
- Payment and claims arrangements
- Liabilities for problems with anything produced
Any project management (see 'The Complete Project management package') delays may allow third parties to escape penalties in areas that were not directly affected by the problem.
WHAT:
If a project has technological hurdles it may be tempting to avoid these using simpler methods and a different strategy. Whilst this tactic may reduce risk
it could open the door to competitors who are willing to take on the higher risk of more advanced technologies.
In an ideal world once the product design is completed it will never change. This is very unlikely to be the case and even more so for long running projects.
Design may have to be updated during the project which will bring attention to any change project management control procedures.
These should allow for good assessment, coordination and documentation of changes.
The selection of appropriate resource may not be available if particular skills are required.
It is best to try and manage the quantity of resource at a constant level rather than have it going up and down on a regular basis.
There may be a need to employ local labour.
WHEN:
The duration of a project can vary enormously. It is not unusual for there to be pressures to complete within a particular time frame.
The overall duration is often challenged. This is a healthy situation as it will make you consider and justify the schedule.
The main starting point is the Gantt chart or schedule based upon a work breakdown structure.
The Project Life Cycle (PLC)
The Project Life Cycle contains:
- Concept
- Plan
- Execute
- Termination
It is probably best to carry out a risk assessment process during the project management plan phase. Whatever phase is chosen the aim is to identify risks that don't unexpectedly
materialise during the latter phases of the PLC.
Each stage of the PLC has its own issues to be address:
- Concept
At this early stage there is a lack of definition of the product and appropriate objectives.
- Plan
Regulatory bodies need consideration as do the activity plans. It is easy to miss risks here.
Cost and resource estimates may not be accurate.
Allocation of responsibilities and dealing with contracts and terms and conditions.
Selection of third parties.
- Execute
Implementing monitoring and control and progress reporting procedures.
Developing good communication procedures and channels together with effective leadership.
A need to act on any realised risks, implement contingency plans at triggers and respond to missed milestone objectives.
Review newly identified risks and future implications.
Many problems occur due to either human error or project management management error. Human error is exacerbated by complex projects, new technology, the pressure of work activities
and general uncertainty.
- Termination
- Instigate proper field testing and training procedures as necessary.
- Reviewing the project to retain the experience gained and examine any lessons learnt.
- Identification of any liabilities.
More in depth search for risks
It is often a good idea to explore a potential risk in more depth.
Once a risk is identified we can investigate it further by asking additional questions.
For example:
- If there is a risk of adverse weather.
- What is the chance of it happening?
- What might be the affect of the adverse weather? The problem may not just be chance of project delay but possible safety problems or even a knock on effect on another part of the project.
Taking it to another level we may ask:
- How reliable is the data?
- What liabilities might occur etc?
Categorising responses
Having ascertained a particular risk we will need to identify and record a response even if this is 'do nothing'.
Bear in mind that the first determined risk management response may not be the best or the most risk efficient. It is good practice to consider several responses and
if necessary apply more than one in parallel.
We may consider the following options:
- Change the objectives.
This may include a modification of the plan before sorting out contracts in a proactive manner. It may require relaxation of performance criteria as a reactive response.
Allowing adequate time to prepare plans is vital to make them realistic. Any changes will need to be assessed for cost implications and the knock on effect in other areas of the project. We may wish to prioritise certain criteria to third parties by saying 'cost is more important then time' or vice versa.
- Risk evasion.
It might seem easy to just pass on the risk to a third party via suitable contractual terms. This will only work if they manage risk in an efficient manner.
Even so there will still be a limited amount of risk that will need appropriate management from you.
- Risk prevention.
In this case we are trying to promote those events which will nullify the possibility of the risk materialising. This is where the identification of any opportunities may be useful.
- Risk alleviation.
Here we will be trying to reduce the impact of the risk or modifying some aspect of the source of the risk in order to try and reduce its likelihood.
- Contingency plans.
As mentioned elsewhere, these are plans put into place on the chance that a risk will happen. In practice, it is more likely that a 'trigger' will exist to implement the plan when it looks as though the risk is about to occur. The trigger will minimise any time delays due to the risk arising.
This will mean you reserving resource or finance for its implementation.
- Delay the decision.
This gives you a bit of breathing space. We may wish to do this to gather new data or better evaluate existing data to formulate an improved strategy for future use.
- Delay the risk assessment.
This step in effect delays a risk assessment on the grounds that we will 'keep an eye on the situation'. We should be aware of the costs and issues involved as well as formulating benefits. You may feel that the situation will become 'clearer' later but it could also get worse.
- Risk recognition.
Here you just recognise that the risk may happen but you will not proactively do anything. There will be a belief that that if and when the risk materialises management will be able to handle it adequately.
Naturally, there will be many project management risks within a project that should be handled well, as they arise, with the expertise on hand.
Just maintaining a 'flexible approach' to risk management often ends in tears.
It is good for morale to identify 'primary' risk responses as soon as possible.
Secondary risks and responses
Secondary risks occur where the 'response' to the primary risk, in its self, causes a problem. Consideration of these may influence the original design that caused the primary risk.
Major problems often occur when primary responses fail to work.
Obtaining the list of risks
The only way to achieve a list of risks and responses is to ask people.
This means all those involved in the project not just the project manager and his immediate team.
You will need to invite the comment of a wide variety of personnel e.g. finance, legal, engineering, sales, lawyers etc.
To gain suitable comment will be difficult at a single meeting unless the project is small.
A variety of techniques exist to collect opinion:
- Brain storm
- Interview
- Checklists etc.
Naturally, to get opinion from all concerned may need a combination of these approaches with all the data being discussed at separate meetings until it is felt all risks and appropriate responses have been identified.
There may be an element of not raising particular risks if these were apparently managed well in the past.
Past risk management experiences may not be applicable to future projects.
The most common technique is the brain storm but check lists can be quick and useful.
However, they suffer from:
- Interdependence of schedule activities are hard to visualise
- Over years the list to consider can get quite long and risks identified are not readily prioritised
- If its not on the list it is likely to be ignored
- The list may be orientated to a particular project
- Necessary detail may be lacking
- Can promote a simple view of risks and the risk management process
Any checklist used should be considered as an initial help to a more formal procedure.
Brain storm and individual interview are probably the best options to use.
Ideally, the identification of project management risks should be as complete as possible before going on to the next phase.
Other risks will materialise but you want to make sure all major risks are identified at this stage.
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
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
Other useful links at time management basics.com:
Time management - meetings2
Time management - poor communication
Time management - responsibility
Time management - travel time
Time management - prioritising
Time management - what is TM?
Time management - blending styles
Time management - implementing
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