Project Management Training - script

Transcrição

Project Management
Training
- script -
authors:
release:
status:
Finkeldey, Nicole
Niggemann, Karin
v 1.1
13.05.2002
Project Management - Training
Content
Preface .................................................................................................................................................... 3
Project – definition ................................................................................................................................... 3
A Project .............................................................................................................................................. 3
What is project management? ............................................................................................................. 4
Magical Triangle................................................................................................................................... 6
Project Planning ...................................................................................................................................... 7
Thesis of planning................................................................................................................................ 7
Project Phases..................................................................................................................................... 7
Definition of the target/aim................................................................................................................... 8
Stakeholder-Analysis / Surroundings................................................................................................... 9
Specifications....................................................................................................................................... 9
contract management .......................................................................................................................... 9
Quality Management.......................................................................................................................... 10
Project documentation (numbers, data and facts)............................................................................. 11
Project scheduling ................................................................................................................................. 11
PSP (project structure plan ).............................................................................................................. 11
Milestones:......................................................................................................................................... 13
Project network diagram: ................................................................................................................... 13
Risk Management.................................................................................................................................. 16
Possible definitions of “risk” ............................................................................................................... 16
potential (project) risks....................................................................................................................... 16
Background for risk management...................................................................................................... 16
End / Review ......................................................................................................................................... 16
General notes regarding project management...................................................................................... 17
Ten cost effective problem fields ....................................................................................................... 17
Success criteria.................................................................................................................................. 17
Project management – general topics ............................................................................................... 18
Creativity techniques / methods ............................................................................................................ 19
Idea collection and evaluation ........................................................................................................... 19
Brainstorming / -writing ...................................................................................................................... 19
Mind Mapping (fishbone diagram) ..................................................................................................... 20
635-method........................................................................................................................................ 20
Morphological box.............................................................................................................................. 21
Meta plan technique........................................................................................................................... 21
Time-Management ................................................................................................................................ 22
Pareto Principle.................................................................................................................................. 22
Eisenhower-Principle ......................................................................................................................... 22
ABC Analysis ..................................................................................................................................... 23
Costs...................................................................................................................................................... 23
Basic terms of the note of charges .................................................................................................... 23
Cost schedule (coarse/general)......................................................................................................... 23
Appendix:............................................................................................................................................... 24
Feedback rules: ................................................................................................................................. 24
Meeting rule ....................................................................................................................................... 24
Literature............................................................................................................................................ 25
Nicole Finkeldey &
Karin Niggemann
page 2/26
Preface
Project management is a summary to manage terms and resources with several tools which help to
reach a definite aim. This script, as the course itself, should not be used for self studies. It is just a
snapshot of project management and gives an overview of definitions, special terms and topics as well
as some concepts and techniques which are related to project management.
Project – definition
A Project
People have been planning and managing projects for ages. All over the world and in all periods of
time, there were projects to manage, i.e. houses were built.
Without any tools, techniques or methodologies, people created project timelines, located materials
and resources and weighed the risks involved.
By the time, the now known and used techniques for cost control, timeline development, resource
procurement and risk management were developed.
Modern organisations are finding that project management provides many advantages.
The pressures on businesses is high because customers demand more and better products and
services and “Time-to-market” force greater efficiency. Project management is often the helpful
solution to fulfil the expectations in the global business.
Every project has a definite beginning and a definite end. Projects are performed by people, generally
constrained by limited resources, and they have a life cycle with planning, execution and controlling.
Projects differ from operations because operations are ongoing and repetitive while projects are
temporary and unique.
Projects can be found in many organisations and of every possible size: They may be handled by a
single person or thousands from one company or several. The defined time period can be a few days
to many years – It depends all on the project definition.
Project management can be applied to any project regardless of size, budget or timeline.
Project examples:
• Building a house
• Developing a new product or service
• Designing a new machine
• Designing and Implementing of a new software
• Setting up an internet site
• Writing a book or a diploma
• Redesign of “something” (i.e. technical infrastructure)
• Setting up a special course
Project definition according to DIN 69901
A project is an intention with the requirement of uniqueness. Characteristics are a defined purpose,
financial, temporal, personnel or other restrictions and complexity.
Nicole Finkeldey &
Karin Niggemann
page 3/26
Project characteristics:
uniqueness
·
defined purpose
·
surroundings
·
organisation
restrictions
·
task
·
time schedule
·
personnel
·
budget
complexity
·
interdependence
·
innovation
·
risks
Types of projects
Innovation projects (research and development)
investment projects (extension, new machines)
organisation projects (redesign)
What is project management?
Project management is the business of managing the variety of a project to achieve a goal with
benefits in a given time and using resources available for that period only.
It is the application of knowledge, skills, tools and techniques. Project management knowledge and
practices can be described in terms of their processes and knowledge areas:
processes: Initiating, Planning, Executing, Controlling, Closing
knowledge areas: Integration Management, Scope Management, Time Management, Cost
Management, Quality Management, Human Resource Management, Communications Management,
Risk Management, Procurement Management.
The application of project management principles enables to:
·
establish measures of success
·
enable customer focus and alignment
·
optimise the use or resources and specialists (cross organisational boundaries)
·
compare value with cost
·
put strategic plans into practice
·
fast business (time-to-market)
Project management is needed in our days because of changes in business, i.e.:
·
faster business (changes)
·
global business (world-wide)
·
projects are more complex
·
high quality standards for products and services
·
information is faster and easier to access worldwide (internet communications)
·
technological growth
Project Participators
Project management is the successful work of the following group of participants.
·
Client / customer
·
Project team
·
Steering committee
·
Project manager
Client (principal)
The Client or customer is the person who wants to achieve a special aim.
He settles the goals and tasks with the project manager. He controls, prioritises and approves project
resources (personnel and material). He assists and advises the project manager.
Nicole Finkeldey &
Karin Niggemann
page 4/26
Project Team
The members of the project teams are people with different know how, specialists themselves coming
together from different departments. They have one common aim and ideally a high team spirit.
How many people work together differs according to the complexity and scope of the project. Any
team member needs the ability for teamwork and a high level of technical and social competence.
Steering Committee
If a project has several partners involved, sometimes a steering committee is built. Members of a
steering committee are business manager, the client, sometimes the project manager and sometimes
a neutral partner.
Responsibilities are:
• Settling of goals and project tasks with the project manager
• Controlling of reports
• Approval of project resources
• Assistance and advice
• Establish priorities of resources for different projects
Project Manager
The Project Manager is the responsible interface between client and project team. He makes
decisions and together with the project team he takes care of conception, implementation and running
of the project. He controls, co-ordinates and reports every step.
At every stage of the project he has to check
• Responsibility and competence of the team
• Definition of the goals
• Resources
• Timetable
• Product and process quality
• Efficiency of the project organisation
Competences of a project manager include:
• Good manners
• Presentation (skills)
• Decisive
• Entrepreneurial spirit
• Team spirit
• Ability of motivation
• Talent of delegation
• High social competence
• Flair for organisation and planning
• communication skills
• Method Knowledge in all parts of project management
• Personal authority (leading without being a line-manager)
• Talent of negotiation
• Global Knowledge of the subject (expert knowledge helpful but not necessary)
• Ability to cope with stress
Nicole Finkeldey &
Karin Niggemann
page 5/26
The project manager himself
“an entrepreneur on account”
Tasks of a project manager:
• To lead the project
• To take responsibility (client / team)
• To make decisions
• To implement controlling
• To take care of coordination
• To force communication
• To make reporting
To run the project with the hole project team
Together they optimise the “magical triangle”
Magical Triangle
The aim is to get an optimum for the factors of success: achievement, expenses and time.
Achievement stands also for quality (result, functionality, process) and time refers to period and
special dates. Expenses also describe costs, including human and material resources. These three
factors influence each other mutually. Therefore in a project one has to optimise the magical triangle
constantly.
achievement/ quality
time
Nicole Finkeldey &
Karin Niggemann
expences / budget
page 6/26
Project Planning
Planning is a means of:
• Organising the work on a project.
• Deciding who does what, when, how and for how much.
• Determining the resources required.
• Allocating these resources on a time-phased basis.
• Allocating and defining responsibility.
• Communication between all those involved on a project
• Co-ordinating all the activities and people involved.
• Controlling progress.
• Estimating time of completion.
• Handling unexpected events and changes.
It is also a
• basis for the authority of the project manager,
• basis for the budgeting and financial control of a project,
• basis for self analysis and learning, i.e. real experience,
• means of orienting people to look ahead and
• way of initiating and maintaining a sense of urgency that is time consciousness.
Thesis of planning
Planning is the replacement of luck by mistake.
We cannot do anything for luck or chance, but by planning we have the possibility to improve the
situation from a bigger to a smaller mistake. (R. Nef)
Thesis “Viking – Fox”
Every problem needs a solution.
Everyone has the choice of the method:
1. Viking
everyone rows fast and trusts in God
2. Columbus
destination / goal very near but landing far away
3. Titanic
perfect planning and unsinkable but real tragedy
4. Fox
better a useful plan today instead of a perfect plan tomorrow
Project Phases
Idea -> planning / design -> production / operation -> end
(Phase model for all products and services)
start
definition
planning
project process:
initialization
Nicole Finkeldey &
Karin Niggemann
planning
implementation
closing
regular
operation
budget
approval
ending
project
work
charging
of
achievement
ending
project
time
page 7/26
project cost regarding the project period (typical example):
expences
i. e.
- costs (internal
and external)
- working hours
- material
planning
realisation
review
time t
Definition of the target/aim
The target is a main part of the project task.
A target or goal…
defines an expected result by figures, data and facts
explains responsibilities in detail
defines the general circumstances
guides the way
has no interference with other goals (optimum)
allows to choose how to achieve the defined result
is used as result control
gives the base of strategic planning of actions for the project
SMART - criteria for target definitions
S
M
A
R
T
self manageable
Can I personally influence the achievement of the goal by myself?
measurable
can be measured by key figures
How do I realize if I have reached my target?
A method is necessary to prove that the goal has been reached.
attractive
Does the target motivate?
Is there a good or interesting reason to reach the aim or a special challenge?
realistic
Is the target difficult to reach but still reachable?
The targets should be reachable with the given knowledge
and without grave risks and problems
time limit
a special time period or a deadline has to be settled
Are dates exactly determined?
Is the project defined with a time limit
which is based on a real and known basis?
Nicole Finkeldey &
Karin Niggemann
page 8/26
Stakeholder-Analysis / Surroundings
The project surroundings are reviewed by a stakeholder analysis. It ‘s helpful to ask who (person;
group; institution) is involved in the project during the project and
who is affected by the project results and
who has influence on the project.
First it is necessary to think about all so called stakeholders, which means all affected people/groups
and institutions. The next step is to check if any of these people have doubts or negative expectations
and to figure out how to motivate those people so that they support the project – or at least that they
do not anything against the program. In a positive case the project might be supported by a group.
Main Question: What is to be done not to endanger the project?
Example:
A new Interstate road through a swamp area where rare frogs live.
The local environment protection groups are opponents of this project. In order to get their support you
organise information events. Furthermore you could involve the head of the group in the project,
already in the concept phase, to discuss the different routes for the new interstate. As a result, the
resistance of the environment protection groups will be less influential.
Specifications
Specifications define the quality of work, costs, timing and the exact requirements.
Writing specifications is a method to define the expected results in advance of the start of a program
or a project or a special job.
remark:
Often the specification is worked out and discussed together with the customer at the beginning of a
partnership.
Example:
possible list of content of a specification:
1. task definition
1.1 content of project
1.2 documents
1.3 change management
2. target definition
2.1. general definition
2.2 quality requests
2.2.1 company related
2.2.2 function related
3. environmental assumptions
4. Inspections
4.1 test scenario
4.2 customer inspections
contract management
Contracts and task-declarations are necessary for the obligatory determination of service to be
produced not only in the case of contracts with external customers but also in the case of projects
within a company. It occurs in writing and it is the basis for a later charging for services (bill to
customer and internal charging for services).
terms to contract/declaration contents
(some keywords)
·
both partners sign
·
written fixing
·
costs introduction/billing
·
time schedule
·
"Letter of intend" (the costs are undertaken from this date, however, it is still required by
detailed votes for the contract; kind of “pre-contract ")
All money related activities must be fixed by contract with defined goals.
Nicole Finkeldey &
Karin Niggemann
page 9/26
Quality Management
Definition according to DIN 55350
Quality is the state of a unit concerning its suitability, to fulfil determined and presupposed
requirements.
what means:
Quality is the fulfilment of synchronized and presupposed orders.
Generally
The principal/customer defaults the expected status and the actual state corresponds the expected
status
Presentation of quality
Implemented
not requested
„in vain“
Quantity
implemented
-> Dissatisfaction
Ordered
Quantity
Purpose/
Intention
Implemented
as ordered
High-quality measurements
Quality measurements are stipulated in order to avoid
• that missing qualities demanded
• that superfluous qualities later have to be deleted
• that wrong demands must become patched.
representation of high-quality:
implemented
qualities
demands
Q
implemented
qualities
purpose
demands
“top“
average
Q
Nicole Finkeldey &
Karin Niggemann
purpose
page 10/26
Project documentation (numbers, data and facts)
The project documentation is very important to the project team an the customer, i.e. to have an
overview about the status of the project planning and progress.
Parts and contents of project documentation:
1. Records (who, when, what, price, destinations, decisions, information)
status of the total project
status of the subprojects
list of the open activities
change requests
2. Bulletins / posters / information walls
important/critical information transparent and understandable communicated
3. Contract conditions
adhere the precise general conditions in order to avoid later demands
4. Project management- and -implementation plan
describe goals, costs and schedule, to stages and to activities of the project
is updated during the realisation
is used for the documentation of the actual “course” of the project.
Questions:
How to inform all involved people?
Who must get which information?
Are the participants and supervisors informed?
Is only relevant information gathered and passed?
Are reports always transmitted immediately (as soon as possible) ?
Is the documentation understandable and useful?
Project scheduling
PSP (project structure plan )
Project structure plan
visually graphics of all activities which are required for the realisation and implementation of the
project.
determination of key stages – central activities with high importance for project success
hierarchical arrangement of activities (kind of establish priorities)
depending on extent/size of the project subdivided in different levels
distinction according to main and partial tasks
to order different activities/work packages in groups
no time schedule
contain no dependencies
variants: functional PSP: "Who makes it?", object-oriented PSP: "What is to be done?"
total project
main activity
subproject
work package
Nicole Finkeldey &
Karin Niggemann
page 11/26
project
key stage 1
level 1
key stage 2
key stage 3
level 2
level 3
house
1 carcass
2 extension
3 grounds
1.1 digout
2.1 composition floor
3.1 garden
1.2 foundation / masonry
2.2 sanitary, heatung
3.2 fence
1.3 roof
2.3 electricity
3.3 forecourt
1.4 windows, doors
2.4 inside / outside roughcast
Project flowchart
place firm the precedence of the individual tasks (kind of dependency without time schedule)
Questions:
What must we do at first?
What can we do due to basis of the results of this first activity?
Note method (effective):
Noting of every pending activity onto a note/paper
Evolution of logic of the project (Flip chart, pinning wall)
Marking start (S) and end of the project (E)
Pinning of the notes with the tasks in the right order. Start near of (S). The following questions are
basis for the order: "What must we do at first?", "What can we do to basis of the results of this
activity?".
Continue until all notes are incorporated and the end (E) is achieved
Once again control of the order and the precedences
Clarifying dependences by joining the tasks
Testing whether every note has an coming in arrow (input) and an going out arrow (output).
Inspection backwards from (E) according to (S), "what must be done as last?", "what must be done
before that?"
3.1 garden
1.3 roof
1.1 digout
1.2
foundation
1.4 windows
2.1 floor
2.2 sanitary
2.4 in+out
roughcast
3.2 fence
3.3 forecourt
2.3 electricity
example: Project flowchart for the project “build a house“ (Boy, Dudek, Kuschel: Projektmanagement. GABAL)
Nicole Finkeldey &
Karin Niggemann
page 12/26
Milestones:
Milestones are in the project plan for important events:
important decisions (go / no go)
review
important results / destinations and
breaking off criteria
Project network diagram:
Planning by “networking techniques”
Interdependence of the different tasks
The different tasks influence each other. To overview the chronology of the tasks it is useful to set up
a special plan – “network diagram plan”.
It is a schematic display of the logical relationships of the workpackages including time schedules.
Why is planning by “network techniques” useful?
•
•
•
•
•
•
•
•
•
timing due dates
work definitions
cost definitions
planning resources
documentation (for project management)
tools for simulation of possible strategies and results
controlling of timing and resources
support tools for coordination
controlling of discrepancies (see time lacks)
Criteria for negative results of “network techniques”
•
•
•
•
“project network diagram” is only made as a must
(e.g. required by customer or boss)
wrong expectations
(e.g. with “network techniques” nothing can go wrong; no delays or cost increases any more)
used too late
(starting with “network techniques” when the project is already critical and delayed)
timing unrealistic
(e.g. expected due dates of customer/project manager are too short;
the experts/the team was not asked to give a time schedule…)
Criteria for successful results of “network techniques”
•
•
•
•
used during complete project (in all phases)
set up of timing and tasks with all involved parties (project manager; team; customer,
suppliers)
realistic timing (schedule)
timing is valid and respected by everybody (probably by a signed document)
Nicole Finkeldey &
Karin Niggemann
page 13/26
Kind of interdependence
The interdependence of different tasks in timing relations can be very different.
This logical relationship is described by special types or series:
start
task
end
start
A
task
end
B
ND
SD
ED
JD
ND
normal dependency
end-start relation
SD
start dependency
start-start relation
ED
end dependency
end-end relation
JD
jump dependency
start-end relation
The time delay can be positive, negative or zero (+; -; =).
critical path
With planning by “network techniques” it’s possible to show which dependencies influence each other
so much that a delay of one task brings a delay of the whole project. This chain of tasks with direct
time dependencies (have to be done chronologically) build the so-called critical path.
It is also described as the path or sequence of activities which has the least amount of scheduling
flexibility.
Forward and backward pass
(tip: mentioned formulas are valid for a ND end-start relation with no time delay (interval=0))
A
B
C
D
This network diagram shows the relationship of the tasks A to D (which can also be a
milestone=duration of the task=0)
Every task can be described by its duration, and possible start and end dates.
ESD – early start date
EFD – early finish date
LSD – late start date
LFD – late finish date
forward pass:
EFD (A) = ESD (A) + duration (A)
backward pass:
LSD (B) = LFD (B) – duration (B)
In case of more than one possibility (junctions in the network diagram) one must use the maximum for
the forward pass and the minimum for the backward pass.
Nicole Finkeldey &
Karin Niggemann
page 14/26
Reserve
A
B
earliest date A
earliest date B
free reserve
B
total reserve
latest date B
Total reserve (TR)
The time interval between earliest scheduled date for the previous task (A) and the latest scheduled
date of the following task (B) is called total reserve.
TR (A) = LSD (A) – ESD(A)
= LFD (A) – LSD (A)
(If the task is in the critical path, there is no total reserve - TR=0)
Free reserve (FR)
The time interval, which is called free reserve, describes the time schedule in which task (A) can take
longer without an influence on the earliest date for the following task (B).
FR (A) = ESD (task which follows A) – EFD (A)
Tip: Another good overview of the project schedules is a bar chart (also called Gantt chart).
example project network diagram
A
0
0
0
0
0
0
0
1
0
6
6
0
2
2
8
+4
5
0
0
0
0
3
3
3
2
2
10
8
0
7
9
17
3
9
17
8
2
4
13
21
4
15
21
9
6
12
6
0
3
9
15
10
9
15
6
0
6
15
21
6
3
9
6
2
10
+3
13
19
7
18
22
4
0
4 ED
22
26
14
3
3
0
0
15
18
18
13
16
16
0
0
2
JD+10
18
18
1
SD
16
22
6
2
8
17
21
4
4
5
22
26
E
26
26
0
0
0
26
26
ED
11
0
1
1
0
4
4
5
+2
12
6
7
9
15
16
1
1
critical path
t-no.
duration
ESD
TR
EFD
LSD
FR
LFD
t-no.
task number / task identification
duration
scheduled time (for this task)
ESD
early start date
LSD
late start date
EFD
early finish date
LFD
late finish date
TR
total reserve
FR
free reserve
example bar chart:
A
B
D
E
project
start
Nicole Finkeldey &
Karin Niggemann
project
end
time
page 15/26
Risk Management
Tip: Do not avoid any risky situation or business:
If you are an employee, risks are part of what you are payed for. If you work for yourself, taking risks is
the one possibility to have success.
Possible definitions of “risk”
a) risk = scale of the probable damage * probability
b) risk = possibility, that the expectations of goals of the project cannot be fulfilled because of
disrupting incidents.
potential (project) risks
examples:
• time delay
• cost estimates (budget)
• lacks of the contract
• wrong assumptions (for planning)
• lack of resources
• lack of personnel (i.e. because of illness or fluctuation)
• lack of motivation of the team
• market shifts
• government actions (political decisions; change of laws)
• espionage
• environmental incidents
Background for risk management
criteria for alternative views:
- maximum (highest) profit
- minimum loss
- lowest probability to make any loss
- probability for the ruin of the company (because of that business)
Possible Process to analyse risks
It is necessary to identify and qualify the project risks before any discussion about opportunities to
decrease the effect of the threats or to avoid any effect.
1. risk identification and documentation (i.e. during project meetings or special meetings with
specialists for estimated values)
2. risk judgement (value of risk)
3. risk effect (effect on the project)
4. estimation of the probability (w – omega) – percentage %
5. estimation of the incident (money $ or with a special scale)
6. measurement number: probability*estimation of incident
7. Development of alternative actions (to reduce the effect)
8. cost estimations for alternative actions
9. new risk judgement
10. weigh up alternative actions (cost/effort in relation to the possibility to decrease the risk)
“do or not”
11. integration of the selected actions in the project documentation and planning (network diagram)
End / Review
Every project should be concluded in a defined manner so that one can dismiss officially the team
from its task. For this purpose, a decrease document or a result report which is signed by the principal
and the contractor (project management) is very helpful.
Nicole Finkeldey &
Karin Niggemann
page 16/26
In order to learn from the experiences of the project it makes sense to review the entire project course
in a final meeting. The target is to identify positive and negative aspects of the project. Furthermore
that could be useful for everyday’s work or for other projects. Such a workshop is also called "Lessons
Learned Workshop".
If a project ran well or supplied a good result, one should not forget celebrating.... !!!
General notes regarding project management
Ten cost effective problem fields
1. definition of advance payment for planning and realisation are inaccurate (no task clarification)
2. periods between decision regarding capital investments and finishing of the implementation
are too short
3. the cost unit rate of departments is too high
4. some tasks were not implemented
5. implementation deviates from targets or does not fulfil the aims
6. decision organization not target orientated (project organisation makes fast decisions
impossible)
7. meeting disorder – too long, too many … meetings(telephone call sufficient?, who has to take
part?)
8. unqualified an incompetent personnel
9. documentation incomplete and not accessible for the team
10. alter planning during the realisation (too many change requests)
Success criteria
•
•
•
•
•
•
•
•
•
•
•
•
communication
documentation
to define targets and tasks clearly (good task clarification!!)
create translucency so that every project participant knows the targets, methods and the
current status, i.e. knows what happens
write down important points so that misunderstandings can be avoided and it is clear what is
meant precisely
prove everything by NDF – numbers / data / facts
again and again clarify with
* principals
* members of project staff
* users
(* integration of stakeholders)
clear definition of the limiting conditions (frame)
clear interface definitions
full feasibility studies
realistic resource plan (employees, budget, material)
intermediate targets planned (milestones)
Nicole Finkeldey &
Karin Niggemann
page 17/26
Project management – general topics
management in general / leadership
norms, guidelines
social competence
motivation
communication
teams / groups (group dynamics)
conflict management
behaviour in crises
moderation
negotiation
method competence
material planning (costs / resources)
financing management
evaluation of service and control of progress
management of several projects
organization competence
contract management / SLAs
documentation management
personnel economy
electronic tools (EDP support)
quality management
… and in mostly a factor of projects is stress…☺
Nicole Finkeldey &
Karin Niggemann
page 18/26
Creativity techniques / methods
Creativity techniques and methods are used for idea collection and findings, in particular in
heterogeneous teams. Written methods often have the advantage that contributions of quieter team
members are also considered. The aim is that one idea associates with another so that one receives
new innovative implementation approaches as a result (example 635-method).
The ideas are evaluated and arranged for further use.
Idea collection and evaluation
GO
finding ideas
Phase of creativity
STOP
evaluate ideas
Phase of criticism
Brainstorming / -writing
Brainstorming (-writing) is the procedure that is most frequently used in practice to find ideas and
solve problems. This mostly only occurs as an approach wise / or without regard of the basic rules.
Participants contribute ideas spontaneously in a word or a short phrase.
The application is optimal in heterogeneous groups of five to seven participants, where – if possible - a
presenter (with brainstorming experience) should take part.
Basic rules:
no evaluation (no criticism) during location process and collection of ideas (suspend judgement)
free game / floating of thoughts wanted to maximize ideas
the quantity of ideas is more important than the quality
combinations and improvements are desired (building ideas on the thoughts of others)
Presenter (mediator)
•
•
•
•
pays attention to compliance with the rules
ensures recording / visualization (writer)
brakes over-eager participants and invigorates cautious participants
bridges lulls / breaks:
through questions (6 „w“s: who?; what?; which way?; where?; with what?; when?)
makes connections to former ideas (reading of previous results)
expresses own ideas
End
1.
2.
3.
4.
check of all ideas and clarification of only vaguely formulated ideas
course selection: elimination
gleaning of ideas
sort
a) unusual, visionary, new, normal, creative
b) solution directions
c) periods of time
5. proposition for realisation
Nicole Finkeldey &
Karin Niggemann
page 19/26
Advantages of brainstorming
- use of knowledge of several people
- possible psychological blockades are eliminated
- enlargement of the solution variety through associations
- avoidance of unnecessary discussions
Mind Mapping (fishbone diagram)
-
developed by Tony Buzan (1970ies)
method to structure and visualize thoughts to work with these ideas
a mind map (“brain diagram”) is a graphical order for keywords
(main aspects and details)
used to examine the factors influencing a given situation or a product or service
both parts of our brain used parallel:
a) left part “normally used for”: languages, logic, analysis, facts, details
b) right part “normally used for”: pictures, graphics, overview, emotions
support of using both parts of the brain for creative works
To create a fishbone diagram the following tips are helpful:
- there is no standard list of major categories
- draw horizontal lines for any categories or lower levels (details)
- for categories think about conditions, situations, causes as well as machines, materials,
methods, people, policies, procedures,
- use as many levels as needed for a special category
example:
map
rooms
meals
youth hostel
place
arrangements
leisure activities
date
agenda
workshop
project management
v1
paper
documentation
flipcharts
people
material
students
lecture
beamer
Useful Tool: MindManager s.http://www.mindjet.de
635-method
6 participants; 3 ideas; 5 minutes (6 turns)
thereof result 108 ideas (6*3*6)
example stakeholder analysis:
Idea 1
participant 1
principal
participant 2
decision maker
participant 3
controller
Idea 2
sponsors
banks
family (of project
members)
Idea 3
neighbour projects
general manager
.....
Remark:
Ideas can be further developments of already noted ideas or also new; often new ideas are produced
by further suggestions …
Nicole Finkeldey &
Karin Niggemann
page 20/26
Morphological box
With the aid of the morphological box, one can find a variety of contiguous ideas through
combinations.
Parameters as variables and its makedness or “value” are represented in tabular form:
Example: Thrillers (parameter/variables: Culprit, observer ...; Markedness/value: Gardener, butler, ...)
Culprit
Gardener
lecturer
Butler
Uncle
observer
Sherlock Homes
Miss Marple
neighbour
commissioner Rex
sacrific
Butler
Grandma
Stepmother
Horse
doctor
location
Stable
Bed
Movie theatre
forest
City hall
...
By the combinations of individual markedness one get different stories (cross connections within the
chart…):
This example: The gardener murdered the stepmother in the forest and the commissioner Rex
observes…
Meta plan technique
Material: cards, pens, pin boards/setting walls
Meta plan technique can be used diversely (e.g. also during brainstorming). Every participant writes
his ideas on cards which are then visualized on the setting walls for the whole group. One can
immediately assign these to upper points or also first affix them and later arrange them. During the
further processing of this meta plan technique one can resort to the ideas or also utilize in other
refinements. In this way, meta plan technique offers high flexibility.
Example: The project structure plan can be changed rapidly into a network diagram/project flowchart
by using this method.
Nicole Finkeldey &
Karin Niggemann
page 21/26
Time-Management
Pareto Principle
Wilfredo Pareto (*1848 - +1923)
100
100
80%
20% of all activities
achieve
80% of the success
20%
The Pareto principle is also called the 80:20-rule. Another way of interpretation is:
In 20% of the time you achieve 80% of the benefits.
This rule applies to many ways of life and many processes in business.
Eisenhower-Principle
•
•
•
•
•
importance
•
•
gets back to Dwight D. Eisenhower (1890-1969)
favoured for fast decisions, which tasks must be processed with priority
priority allocation according to criteria "importance" and "priority"
urgent and important tasks must immediately be processed personally (A-tasks)
important tasks without high priority (B-tasks) can wait, however should be planned, that
means scheduled. One can analyse whether these topics can be delegated.
delegate urgent tasks which are not important or finish them later (C-tasks)
distance of tasks which are neither urgent nor important (waste-paper basket or file) - they
often automatically finish itself
B-Tasks
A-Tasks
schedule
(and/or already
delegate)
do immediately
Waste Paper
basket
C-Tasks
delegate
reduce
eliminate
priorities
Nicole Finkeldey &
Karin Niggemann
page 22/26
ABC Analysis
The ABC analysis is another possibility to put emphasis on tasks (A - very important; B - important; C almost unimportant = odds and ends / routine tasks) and to create consciousness how much time is
required for which tasks.
65%
15%
20%
20%
15%
65%
Value of activity
actual time use
(waste)
Costs
Basic terms of the note of charges
•
•
•
•
Cost categories (Which costs result?)
Cost section (Where do these costs result?; Where are they charged?)
Cost unit (What did these costs result for?)
Cost unit is the project / subproject / work package
Cost schedule (coarse/general)
The costs that will result during the preparation of the individual services (e.g. products or services) or
resulted (post-calculation) are considered. Basis for budgeting is the PSP. The costs split up into
personnel and sundry costs.
The costs for personnel are defined by required time per tasks. Here the different hourly wages
depending on qualification are to be considered.
The sundry costs are determined by breaking down the resulting sundry costs for every activity of the
PSP.
The following questions can support that:
• which costs of materials do result?
• which operating costs do result?
• which research and development costs are to be expected?
• which development costs are to be considered?
• which arrangement costs do result?
• which distribution and marketing costs do result?
• which administration costs are to be expected?
Different cost categories:
Acquisition costs, installation costs, direct costs, operating costs, taxes, insurance, writing-off,
supplies, production costs, traffic costs, plant costs, energy costs, rent, external services, personnel
costs
Nicole Finkeldey &
Karin Niggemann
page 23/26
Appendix:
Feedback rules:
If I GIVE feedback
- I stress my own opinion
- I might describe behaviour - ("I" instead of "one")
- I might describe my personal, emotional impression
- I might make constructive propositions
- I give immediate response
If I RECEIVE feedback
- I might not defend myself
- I listen once first
- I might ask if I did not understand anything
- I say STOP if it is too much for me
Meeting rules
-
appear prepared well and on time
first determine obligatorily topics and goals
determine presenter and someone who writes the minutes
discuss “freely”
discuss aim-oriented
listen, think, form consens
determine task party responsibles &. dates
summarize results
prepare next meeting
consider meeting effectiveness
Nicole Finkeldey &
Karin Niggemann
page 24/26
Literature
English
1.
The Deadline – “A novel about Project Management” (!) (30,67 Euro)
Tom DeMarco, 1997
ISBN 0-932633-39-0
2.
A guide to the project management body of knowledge (!) (32 Euro)
W. R. Duncan, PMI Standards Committee Project Management Institute, 1996
ISBN 1-880410-12-5
3.
Under Pressure and On Time (30 US$)
E. Sullivan, Microsoft, 2001
ISBN 0-7356-1184-X
4.
Advanced project management
F. L. Gower Harrison, 1985
ISBN 0-566-02475-6
5.
Project management. An introduction to issues in industrial research and development
S. A. Bergen, Blackwell, 1986
ISBN 0-631-14706-3
6.
The Accidental Project Manager: Surviving the Transition from Techie to Manager (34,99 US$)
Patricia Wiley, 2001
ISBN 0-471-41011-X
7.
Project management. Best Practises for IT Professionals (39,99 US$)
Richard Murch, Prentice Hall, 2000
ISBN 0-13-021914-2
8.
90 Days to Launch. Internet Projects on Time and on Budget (34 Euro)
Shayne F. Gilbert, 2001
ISBN 0-471-38826-2
German
1.
Loseblattsammlung zum Lehrgang „Projektmanagement-Fachmann (RKW/GPM)
“Wissensspeicher“ (!)
2.
Der Termin (!)
Autor: Tom DeMarco
Verlag: Hanser
ISBN 3-446-19432-0
3.
30 Minuten bis zum erfolgreichen Projektmanagement (5 Euro))
Autor: Trevor Young
Verlag: GABAL
ISBN 3-930799-89-8
4.
Einführung in Projektmanagement – Definition, Planung, Kontrolle, Abschluss
(SIEMENS-Publikation)
Autor: Manfred Burghardt
ISBN 3-89578-029-4
5.
Projektmanagement – Leitfaden für die Planung, Überwachung und Steuerung von Entwicklungsprojekten
Autor: Manfred Burghardt
ISBN 3-89578-069-3
6.
Projektmanagement
Autoren: Boy, Dudek, Kuschel
Verlag: GABAL, 5. Auflage 1998
7.
Controllinginstrumente(7 Euro)
Autor: Hilmar J. Vollmuth
Verlag: Haufe Verlagsgruppe
ISBN 3-86027-193-8
Nicole Finkeldey &
Karin Niggemann
page 25/26
8.
Das DILBERT Prinzip – Die endgültige Wahrheit über Chefs, Konferenzen, Manager und andere Martyrien
(11 Euro)
Autor: Scott Adams
Verlag: Heyne
ISBN 3-453-14987-4
9.
Das 1*1 des Zeitmanagement (5 Euro)
Autor: Lothar J. Seiwert
Verlag: mvg
ISBN 3-478-81125-2
10. 30 Minuten für optimales Zeitmanagement (6 Euro)
Autor Lothar J. Seiwert
Verlag: Gabal
ISBN 3-930799-86-3
11. 30 Minuten für mehr Durchsetzungskraft (6 Euro)
Autor: Patrick Forsyth
Verlag: Gabal
ISBN 3-89749-045-5
12. 30 Minuten bis zur überzeugenden Präsentation (6 Euro)
Autor: Patrick Forsyth
Verlag: Gabal
ISBN 3-930799-81-2
13. Präsentieren (7 Euro)
Autor: Claudia Nöllke
Verlag: Haufe Mediengruppe
ISBN 3-86027-191-1
14. 30 Minuten für mehr Motivation (6 Euro)
Autor: Reinhard K. Sprenger
Verlag: Gabal
ISBN 3-89749-030-7
15. Praxis des Selbstmanagements – Methoden, Techniken und Hilfsmittel für systematisches Arbeiten im Büro
und unterwegs
Autor: Heinz Hackl
ISBN 3-89578-070-7
16. Selbstmanagement effektiv und effizient (7 Euro)
Autor: Anita Bischof / Klaus Bischof
Verlag: Haufe Verlagsgruppe
ISBN 3-86027-171-1
17. Lifeleadership „Sinnvolles Selbstmanagement für ein Leben in Balance
Autor: Lothar J. Seiwert
Verlag: Campus
ISBN 3-593-36707-6
18. Miteinander Reden 1. Störungen und Klärungen + 2. Stile, Werte und Persönlichkeitsentwicklung
Psychologie der Kommunikation
Autor: Friedemann Schulz von Thun
Verlag: RORORO
ISBN 3-499-60922-3
Nicole Finkeldey &
Karin Niggemann
page 26/26

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