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Leadership

Introduction

Definition of leadership
Leadership and effectiveness
Leadership qualities
Leadership functions

Influence

Influence
Influence position
Influence leadership styles for learning
Influence - who?
Influence - how?
Influence - Personal traits
Influence - Selling

Long term

Long term investment
Direction and vision
Communication

Characteristics

Identifying the leader
Trust
Integrity
Respect
Foresight
Mutual attraction
Relationships
Support
Empowerment
Credibility
Winner mentality
Leadership expansion

Time management

Prioritise
Prioritise Basics
Timing

Personal development

Proactivity
Proactive behaviour
Personal direction
Personal direction - generating ideas
Skill development
Delegation
Values

Problem solving

SWOT analysis
Forces
The problem
Insight
Insight development
Problem solving basics part 1
Problem solving basics part 2

The vision

Practicality
Stakeholders
The vision
The vision - preparing
The vision - personalities
The vision - general

Strategy

Strategy
Strategy - selecting
Strategy - recording
Strategy - developing
Strategy - the schedule plan
Strategy - overview
Strategy - part of leadership

Confidence

Confidence
Confidence development part 1
Confidence development part 2

Change

Progress
Problems of change
Freeze to freedom

Personality traits

Personality - general
Personality - action
Myers Briggs Type Indicator
Myers Briggs Type Indicator uses
FIRO B
OPQ
Pathology
Style spider
Style spider - choices
Leadership styles - adverse behaviour

The three C's

The three Cs
The three Cs - action focus part 1
The three Cs - action focus part 2

The emerging leader

Emerging leaders
The boss

Motivation

Motivation
Motivation Douglas McGregors X and Y theory
Motivation - Abraham Maslow
Motivation - Frederick Herzberg
Motivation - key problems
Motivation - people part 1
Motivation - people part 2

Be positive

Be positive - issues and action
Be positive - be clever
Be positive - when in trouble
Be positive - project management
Be positive - change management
Be positive - communication
Self discipline
Be positive - change
Be positive - attitude

Training

Training
Training selection
Training opportunity
Follow the leader
Follow the leader - adverse behaviour
Chess the middle game
Standards

Communication

Open questions
Meetings
Agenda

At the top

Letting go
Continuity
Top of the ladder
Loneliness at the top part 1
Loneliness at the top part 2
The Top team

General

Structure
Life transitions
Balance
Open questions
CEO
Chairman
Mergers and acquisitions
Leaders and managers

Motivation

Introduction

Introduction
Definition
Delegation

Personal traits

Myers-Briggs
Myers-Briggs uses
FIRO-B
OPQ
Pathology

Performance

Performance part 1
Performance part 2
Empowerment
Improving relations
Identifying people needs

Motivational issues

Motivation - general part 1
Motivation - general part 2
Motivation - general part 3
Frederick Herzberg
Douglas McGregor's X and Y theory part 1
Douglas McGregor's X and Y theory part 2
Abraham Laslow part 1
Abraham Laslow part 2
Key problems part 1
Key problems part 2

People

People part 1
People part 2
People part 3
Integrity and trust
New may not be goood
Common sense
Giving orders
People issues
Limited by attitude part 1
Limited by attitude part 2
Labelling part 1
Labelling part 2

Behaviour

Consequences part 1
Consequences part 2
Model behaviour
Negative reinforcement part 1
Negative reinforcement part 2
Positive reinforcement part 1
Positive reinforcement part 2
Decreasing behaviour
Behavour - results orientated

Measurement

Measuring performance
Counting and judgement
Feedback part 1
Feedback part 2
Simple approach
Goal setting part 1
Goal setting part 2
Goal setting part 3

Reward

Quality part 1
Quality part 2
Demotivators
Downsizing and rightsizing
Reward systems part 1
Reward systems part 2
Appraisals part 1
Appraisals part 2
Hierarchy

Learning

The pace of learning part 1
The pace of learning part 2
Creativity part 1
Creativity part 2
Creativity part 3

Communication

Communication part 1
Communication part 2
Behaviour failure
Feedback

Coaching and resolution

Coaching steps part 1
Coaching steps part 2
Coaching steps part 3
Coaching steps part 4
Stepwise discussion part 1
Stepwise discussion part 2
Stepwise discussion part 3

Teamwork

Teams part 1
Teams part 2
Teams part 3
Teams part 4
Teams part 5
Teams part 6
Teams - leadership

Self motivation

Self motivation part 1
Self motivation part 2
Self motivation part 3
Self motivation part 4
Self motivation part 5
Self motivation part 6
Self motivation part 7
Self motivation part 8
Self motivation part 9
Self motivation part 10
Self motivation part 11
Self motivation part 12

The stage

The stage - general
The stage - impact part 1
The stage - impact part 2
The stage - impact part 3
The stage - personal skills part 1
The stage - personal skills part 2

General issues

Generating ideas
Setbacks part 1
Setbacks part 2
Mentors

Other areas

Insight, intuition and foresight
Personal insight
Inspiration
Influence
Make it fun
Human capacity
Summary thinking

PRINCE2 2005

Introduction

Definition
Terminology
What is a project? Scope.
The processes
Introduction to processes
The components

Starting up a Project

Fundamental principles
Appointing an Executive and Project Manager
Designing a Project Management Team
Appointing a Project Management Team
Preparing a Project Brief
Defining Project Approach
Planning an Initiation Stage

Initiating a Project

Fundamental principles
Planning Quality
Planning a Project
Refining a Business Case and Risks
Setting up Project Controls
Setting up Project Files
Assembling a Project Initiation Document

Directing a Project

Fundamental principles
Authorising Initiation
Authorising a Project
Authorising a Stage or Exception Plan
Giving Ad Hoc Direction
Confirming Project Closure

Controlling a Stage

Fundamental principles
Authorising Work Package
Assessing Progress
Capturing Project Issues
Examining Project Issues
Reviewing Stage Status
Reporting Highlights
Taking Corrective Action
Escalating Project Issues
Receiving Completed Work Package

Managing Product Delivery

Fundamental principles
Accepting a Work Package
Executing a Work Package
Delivering a Work Package

Managing Stage Boundaries

Fundamental principles
Planning a Stage
Updating a Project Plan
Updating a Project Business Case
Updating the Risk Log
Reporting Stage End
Producing an Exception Plan

Closing a Project

Fundamental principles
Decommissioning a Project
Identifying Follow-on Actions
Evaluating a Project

Planning

Fundamental principles
Designing a Plan
Defining and Analysing Products
Identifying Activities and Dependencies
Estimating
Scheduling
Analysing Risks
Completing a Plan

Business Case

What is it?
Developing

Organisation

Overview
The project management team
Team members

Plans

What is a plan?
Levels of plan

Controls

Overview
Project start-up
Tolerance
Product Descriptions
Reports and assessment
Controlled close

Management of Risk

What is it?
Risk analysis and management
Risk profile and budget
Mapping the management of risk to the PRINCE2 processes
Interdependencies
Risk categories

Quality

What is quality?
Purpose and definition
Configuration control
Project Issue management
Product-based planning
Benefits
Producing a Product Breakdown Structure
Writing a Product Description and its contents
Creating a Product Flow Diagram
Change control steps
Overview of the technique
Steps in a formal quality review procedure

Health check

Health check part 1
Health check part 2

PRINCE2 2009

Introduction

Foreword
Purpose
What does a project manager do?
What is it we wish to control?
The structure of PRINCE2
What PRINCE2 does not provide

Principles

Overview
Continued business justification
Learn from experience
Defined roles and responsibilities
Manage by stages
Manage by exception
Focus on products
Tailor to suit the project environment

Themes

What are the themes?
Applying the themes

Business case

Purpose
Business Case defined
Business Case defined - Outputs, outcomes and benefits
Business Case defined - Types of Business Case
The PRINCE2 approach - Overview
The PRINCE2 approach - Developing the Business Case
The PRINCE2 approach - Verifying and maintaining the Business Case
The PRINCE2 approach - Confirming the benefits
The PRINCE2 approach - The contents - Typically contains
The PRINCE2 approach - The contents - Reasons
The PRINCE2 approach - The contents - Business options
The PRINCE2 approach - The contents - Expected benefits
The PRINCE2 approach - The contents - Expected dis-benefits
The PRINCE2 approach - The contents - Timescale
The PRINCE2 approach - The contents - Costs
The PRINCE2 approach - The contents - Investment appraisal
The PRINCE2 approach - The contents - Major risks
Responsibilities

Organization

Purpose
Organization defined
The PRINCE2 approach - Levels of organization
The PRINCE2 approach - The project management team - Project management team structure
The PRINCE2 approach - The project management team - Project Board
The PRINCE2 approach - The project management team - Project Assurance
The PRINCE2 approach - The project management team - Change Authority
The PRINCE2 approach - The project management team - Size of the Project Board
The PRINCE2 approach - The project management team - Project Manager
The PRINCE2 approach - The project management team - Team Manager
The PRINCE2 approach - The project management team - Project Support
The PRINCE2 approach - The project management team - Dealing with changes to the project management team
The PRINCE2 approach - Working with the project team - Balancing the project team and individual
The PRINCE2 approach - Working with the project team - Training needs for project teams
The PRINCE2 approach - Working with the project team - Part time teams
The PRINCE2 approach - Working with the corporate organization - Line management functional management
The PRINCE2 approach - Working with the corporate organization - Centre of excellence
The PRINCE2 approach - Working with stakeholders - Types of stakeholder
The PRINCE2 approach - Working with stakeholders - Stakeholder engagement
The PRINCE2 approach - Working with stakeholders - The Communication Management Strategy
Responsibilities

Quality

Purpose
Quality defined
The PRINCE2 approach
The PRINCE2 approach - Quality planning
The PRINCE2 approach - Quality planning - The customers quality expectations
The PRINCE2 approach - Quality planning - Acceptance criteria
The PRINCE2 approach - Quality planning - The Project Product Description
The PRINCE2 approach - Quality planning - The Quality Management Strategy
The PRINCE2 approach - Quality planning - Product Descriptions
The PRINCE2 approach - Quality planning - The Quality Register
The PRINCE2 approach - Quality control
The PRINCE2 approach - Quality control - Quality methods
The PRINCE2 approach - Quality control - Quality records
The PRINCE2 approach - Quality control - Approval records
The PRINCE2 approach - Quality control - Acceptance records
Responsibilities

Plans

Purpose
Plans defined - What is a plan?
Plans defined - What is planning?
Plans defined - Levels of plan
Plans defined - The Project Plan
Plans defined - Stage Plans
Plans defined - Team Plans
Plans defined - Exception Plans
The PRINCE2 approach - Philosophy
The PRINCE2 approach - Prerequisites for planning - design the plan
The PRINCE2 approach - Define and analyse the products
The PRINCE2 approach - Prerequisites for planning - design the plan - Write the Project Product Description
The PRINCE2 approach - Prerequisites for planning - design the plan - Create the product breakdown structure
The PRINCE2 approach - Prerequisites for planning - design the plan - Write the Product Descriptions
The PRINCE2 approach - Prerequisites for planning - design the plan - Create the product flow diagram
The PRINCE2 approach - Identify activities and dependencies - Activities
The PRINCE2 approach - Identify activities and dependencies - Dependencies
The PRINCE2 approach - Prepare estimates
The PRINCE2 approach - Prepare the schedule
The PRINCE2 approach - Prepare the schedule - Define activity sequence
The PRINCE2 approach - Prepare the schedule - Assess resource availability
The PRINCE2 approach - Prepare the schedule - Assign resources
The PRINCE2 approach - Prepare the schedule - Level resource usage
The PRINCE2 approach - Prepare the schedule - Agree control points
The PRINCE2 approach - Prepare the schedule - Define milestones
The PRINCE2 approach - Prepare the schedule - Calculate total resource requirements and costs
The PRINCE2 approach - Analyse the risks
The PRINCE2 approach - Document the plan
Responsibilities

Risk

Purpose
Risk defined - What is a risk?
Risk defined - What is at risk?
Risk defined - What is risk management?
The PRINCE2 approach - Management of Risk (MoR) principles
The PRINCE2 approach - Risk management in projects
The PRINCE2 approach - Risk Management Strategy
The PRINCE2 approach - Risk Register
The PRINCE2 approach - Risk management procedure
The PRINCE2 approach - Risk management procedure - Identify part 1
The PRINCE2 approach - Risk management procedure - Identify part 2
The PRINCE2 approach - Risk management procedure - Assess
The PRINCE2 approach - Risk management procedure - Plan
The PRINCE2 approach - Risk management procedure - Implement
The PRINCE2 approach - Risk management procedure - Communicate
The PRINCE2 approach - Risk budget
Responsibilities

Change

Purpose
Change defined - Issue and change control
Change defined - Configuration management
Change defined - Issues
Change defined - Types of issue
The PRINCE2 approach - Establish controls
The PRINCE2 approach - Establish controls - Configuration Management Strategy
The PRINCE2 approach - Establish controls - Configuration Item Records
The PRINCE2 approach - Establish controls - Product Status Account
The PRINCE2 approach - Establish controls - Daily Log
The PRINCE2 approach - Establish controls - Issue Register
The PRINCE2 approach - Establish controls - Issue Report
The PRINCE2 approach - Configuration management procedure
The PRINCE2 approach - Issue and change control procedure
The PRINCE2 approach - Issue and change control procedure - Capture
The PRINCE2 approach - Issue and change control procedure - Examine
The PRINCE2 approach - Issue and change control procedure - Propose
The PRINCE2 approach - Issue and change control procedure - Decide
The PRINCE2 approach - Issue and change control procedure - Implement
Responsibilities

Progress

Purpose
Progress defined - What is progress?
Progress defined - What are progress controls?
Progress defined - Exceptions and tolerances
The PRINCE2 approach
The PRINCE2 approach - Delegating authority - The four levels of management
The PRINCE2 approach - Delegating authority - Project Board controls
The PRINCE2 approach - Delegating authority - Project Manager controls
The PRINCE2 approach - Use of management stages for control
The PRINCE2 approach - Use of management stages for control - Number of stages
The PRINCE2 approach - Use of management stages for control - Length of stages
The PRINCE2 approach - Use of management stages for control - Technical
The PRINCE2 approach - Event driven and time driven controls
The PRINCE2 approach - Event driven and time driven controls - Baselines for progress control
The PRINCE2 approach - Event driven and time driven controls - Reviewing progress
The PRINCE2 approach - Event driven and time driven controls - Capturing and reporting lessons
The PRINCE2 approach - Event driven and time driven controls - Reporting progress
The PRINCE2 approach - Raising exceptions
Responsibilities

Introduction to processes

The PRINCE2 processes
The PRINCE2 journey
The PRINCE2 journey - Pre-project
The PRINCE2 journey - Initiation stage
The PRINCE2 journey - Subsequent delivery stages
The PRINCE2 journey - Final delivery stage
The PRINCE2 process model
Structure of the process chapters

Starting up a project

Purpose
Objective
Context
Activities
Activities - Appoint the Executive and the Project Manager
Activities - Capture previous lessons
Activities - Design and appoint the project management team
Activities - Prepare the outline Business Case
Activities - Select the project approach and assemble the Project Brief
Activities - Plan the initiation stage

Directing a project

Purpose
Objective
Context
Activities
Activities - Authorize initiation
Activities - Authorize the project
Activities - Authorize a Stage or Exception Plan
Activities - Give ad hoc direction
Activities - Authorize project closure

Initiating a project

Purpose
Objective
Context
Activities
Activities - Prepare the Risk Management Strategy
Activities - Prepare the Configuration Management Strategy
Activities - Prepare the Quality Management Strategy
Activities - Prepare the Communication Management Strategy
Activities - Set up the project controls
Activities - Create the Project Plan
Activities - Refine the Business Case
Activities - Assemble the Project Initiation Documentation

Controlling a stage

Purpose
Objective
Context
Activities
Activities - Authorize a Work Package
Activities - Review Work Package status
Activities - Receive completed Work Packages
Activities - Review the stage status
Activities - Report highlights
Activities - Capture and examine issues and risks
Activities - Escalate issues and risks
Activities - Take corrective action

Managing product delivery

Purpose
Objective
Objective 2
Activities
Activities - Accept a Work Package
Activities - Execute a Work Package
Activities - Deliver a Work Package

Managing a stage boundary

Purpose
Objective
Objective 2
Activities
Plan the next stage
Activities - Update the Project Plan
Activities - Update the Business Case
Activities - Report stage end
Activities - Produce an Exception Plan

Closing a project

Purpose
Objective
Context
Activities
Activities - Prepare planned closure
Activities - Prepare premature closure
Activities - Hand over products
Activities - Evaluate the project
Activities - Recommend project closure

Tailoring PRINCE2 to the project environment

What is tailoring?
General approach to tailoring
General approach to tailoring - Applying the principles
General approach to tailoring - Adapting the themes
General approach to tailoring - Applying the organizations terms and language
General approach to tailoring - Adapting the management products
General approach to tailoring - Adapting the roles
General approach to tailoring - Adapting the processes
Examples of tailoring PRINCE2
Projects in a programme environment
Projects in a programme environment - Themes - Business Case
Projects in a programme environment - Themes - Organization
Projects in a programme environment - Themes - Quality
Projects in a programme environment - Themes - Plans
Projects in a programme environment - Themes - Risk
Projects in a programme environment - Themes - Change
Projects in a programme environment - Themes Progress
Projects in a programme environment - Processes
Projects in a programme environment - Management products
Project scale
Project scale - Simple project
Project scale - Simple project - Themes
Project scale - Simple project - Processes
Project scale - Simple project - Management products
Commercial customer supplier environment
Commercial customer supplier environment - Themes - Business Case
Commercial customer supplier environment - Themes - Organization
Commercial customer supplier environment - Themes - Quality
Commercial customer supplier environment - Themes - Plans
Commercial customer supplier environment - Themes - Risk
Commercial customer supplier environment - Themes - Change
Commercial customer supplier environment - Themes - Progress
Commercial customer supplier environment - Processes
Commercial customer supplier environment - Management products
Multi organization projects
Project type - Lifecycle models
Project type - The evolving project
Project type - The feasibility project
Sector differences
Sector differences - Senior Responsible Owner
Sector differences - OGC Gateway Review
Project management Bodies of Knowledge

Directing Projects with Prince2

Introduction and overview

Introduction
Overview of PRINCE2 - Key definitions
Overview of PRINCE2 - Structure of PRINCE2
Overview of PRINCE2 - The role of senior management in PRINCE2
Overview of PRINCE2

Project Board duties and behaviours

Project Board duties and behaviours
Project Board duties and behaviours - Be accountable for the project
Project Board duties and behaviours - Provide unified direction
Project Board duties and behaviours - Delegate effectively
Project Board duties and behaviours - Facilitate cross functional integration
Project Board duties and behaviours - Commit resources
Project Board duties and behaviours - Ensure effective decision making
Project Board duties and behaviours - Support the Project Manager
Project Board duties and behaviours - Ensure effective communication

Starting up a Project

Starting up a Project - Purpose
Starting up a Project - Context
Starting up a Project - Confirm the understanding of the project mandate
Starting up a Project - Appoint the Executive and Project Manager
Starting up a Project - Capture previous lessons
Starting up a Project - Design and appoint the project management team
Starting up a Project - Prepare the outline Business Case
Starting up a Project - Prepare the Project Brief
Starting up a Project - Prepare the Initiation Stage Plan
Starting up a Project - Summary

Authorize initiation

Authorize initiation - Purpose
Authorize initiation - Context
Authorize initiation - Approve the Project Brief
Authorize initiation - Approve the Initiation Stage Plan
Communication
Authorize initiation - Suggested Project Board agenda
Summary

Authorize the project

Authorize the project - Purpose
Authorize the project - Context part 1
Authorize the project - Context part 2
Authorize the project - Context part 3
Authorize the project - Communication
Authorize the project - Review the End Stage Report for initiation
Authorize the project - Approve the Project Initiation Documentation
Authorize the project - Approve the next Stage Plan
Authorize the project - Suggested Project Board agenda
Authorize the project - Summary

Authorize a Stage or Exception Plan

Authorize a Stage or Exception Plan - Purpose
Authorize a Stage or Exception Plan - Context part 1
Authorize a Stage or Exception Plan - Context part 2
Authorize a Stage or Exception Plan - Review End Stage Reports
Authorize a Stage or Exception Plan - Approve Stage or Exception Plans
Authorize a Stage or Exception Plan - Assess project viability
Authorize a Stage or Exception Plan - Suggested Project Board agenda
Authorize a Stage or Exception Plan - Summary

Give ad hoc direction

Give ad hoc direction - Purpose
Give ad hoc direction - Context
Give ad hoc direction - Respond to requests
Give ad hoc direction - Respond to reports
Give ad hoc direction - Respond to external influences
Give ad hoc direction - Focus of individual board members
Give ad hoc direction - Communication
Give ad hoc direction - Summary

Authorize project closure

Authorize project closure - Purpose
Authorize project closure - Context
Authorize project closure - Confirm handover and acceptance
Authorize project closure - Approve the End Project Report
Authorize project closure - Approve the Benefits Review Plan
Authorize project closure - Communication
Authorize project closure - Suggested Project Board agenda
Authorize project closure - Summary

Reviewing benefits

Reviewing benefits - Purpose
Reviewing benefits - Context
Reviewing benefits - Hold benefits reviews
Reviewing benefits - Close the Business Case
Reviewing benefits - Communication
Reviewing benefits - Suggested agenda for benefit reviews
Reviewing benefits - Summary

Tailoring PRINCE2

Tailoring PRINCE2 - Purpose
Tailoring PRINCE2 - Introduction
Tailoring PRINCE2 - Environmental factors
Tailoring PRINCE2 - Project-related factors
Tailoring PRINCE2 - What does tailoring involve?
Tailoring PRINCE2 - Adapting the themes

Project management

Introduction

What is a project?
What is project management?
What does a project management system consist of?
Project visualisation
Why breakdown a project?
Concept or idea
Feasibility study
Initiation
Specification
Design
Build
Implementation
Operation and review
The Project Notebook

Assumptions

Assumptions
Assumptions and constraints

Mission statement

Mission statement
Mission statement Simple approach
Mission statement Formal approach

Project management strategy

Strategy
S.W.O.T. Analysis
Selecting a strategy
Recording the strategy

Scope

Scope – part 1
Scope – part 2 – Areas affected

Objectives

Objectives – part 1 - Reasons for setting
Objectives – part 2 – Should be

Work breakdown structure

List of all the components
Simple steps
Work breakdown structure

Authority

Authority / roles / responsibilities
Authority

Plans

Planning - part 1
Planning - part 2 – Introduction - need to answer
Planning - part 3 - Introduction - schedule overview Types of plans

Tasks

Task characteristics
Task information

Milestones

Milestones – part 1 - General
Milestones – part 2 - Deliverables

Detailed planning

Planning
Initial estimation - simple cost plan
Initial estimation - high level plan (first review)
Initial estimation - high level plan (second review)
Initial estimation - budget cost plan
Estimating - overview
Estimating - why are estimates too long?
Estimating - why are estimates too short?
Estimating - data usage
Dependencies (4 basic types)
Dependencies (4 basic types)part 2
Critical path
PERT chart
Slack and float
PERT – part 1
PERT – part 2
PERT – part 3 - Cumulative Probability graph
Elapsed time
Roles and responsibilities
Responsibilities and resources
Gantt chart
Constraints
Critical path – part 1
Critical path – part 2 - choosing one
Critical path – part 3 - eliminating one
Critical path – part 3 - reducing durations

Project control

Why? What can go wrong?
Monitoring
General
What? - scope
Time
Cost
Cost - common terms
Cost - overspend
Cost - cash flow
Progress reporting - general
Progress reporting - Project Board
Progress reporting - what data?
Taking action - what does this entail?
Assessing the situation
Resolving issues and problems
Contingency
Areas of review
Controlling change – part 1
Controlling change – part 2
Document control procedures
Project completion

Quality

Quality management – part 1 - Plan - overview
Quality management – part 2 - Plan - areas to define Statistical control

Risk management

Overview
General approach
Methods of assessing risk
Health and safety

Project review

The benefits
The report

Project manager

Overview
Project manager - Choosing the project team
Choosing the project team
People recruitment
Communication
Project manager – Communication
Managing user expectations
Systematic approach
Empowerment
Project manager – Appointment

Construction projects

Those involved
Project requirements
Project requirements part 2
Direct and indirect costs
Indirect costs
Submitting
Documentation
Project requirements
Tendering
Procurement

Writing reports

Writing reports
Strategies for development
The body of the report
References
Communication

Manual methods

Part 1 – time and duration
Part 2 – precedence grid
Part 3a – task flow charts
Part 3b – task flow charts
Part 3c – task flow charts
Part 3d – task flow charts
Part 3e – task flow charts
Part 3f – task flow charts
Part 4a – contingency (1)
Part 4b – contingency (2)

Resource

Resource procurement – part 1
Resource procurement – part 2
Resource levelling – part 1- summary
Resource levelling – part 2- technique

Project management systems

Six sigma – part 1 - Introduction
Six sigma – part 2 - Implementation roles
Six sigma – part 3 - Criticism
SCRUM – part 1 – Introduction
SCRUM – part 2 – The Product Owner
SCRUM – part 3 – Scrum Meeting
Earned value management – part 1 – Introduction
Earned value management – part 2 – Terminology – Performance terms
Earned value management – part 3 - Terminology – General terms
Earned value management – part 4 – Benefits
Earned value management – part 5 – Scaling
Earned value management – part 6 – Implementation
Sensitivity analysis
PMBOK – part 1 – Introduction
PMBOK – part 2 - The Project Management Knowledge Areas
PMBOK – part 3 - The Project Management Knowledge Areas
PMBOK – part 4 - The Project Management Knowledge Areas
PMBOK – part 5 - The Project Management Knowledge Areas

Risk management

Introduction

What is risk?
6 questions to define the project
The key areas of concern
What should risk analysis provide?
3 Ways to view risk management
General comments on risk assessment
Accountability
General comments on planning
What are the core process steps to assess a risk?
Simple process outline
What are the basic overall process steps?
Stakeholders
Success measures
Why carry out Risk Assessment?

Project life cycle

Project Life Cycle
Project Life Cycle - concept
Project Life Cycle - plan
Project Life Cycle - execute
Project Life Cycle - termination
Project Life Cycle - general points

Terminology

Clarification of terms
Basic statistical terms

The Risk Management Process

The Risk Management Process
Define the project
Define the project management process
Identify the risks and responses
Organise - prioritise risks and responses
Ownership - risks responsibilities and contractors
Estimate - size the risks

The Risk Management Process - Estimate

Estimate - size the risks
Simple estimating of risk
Cumulative probability graph
Simple estimating of risk - more detail
Simple estimation problems
Obtaining the estimates
Breakdown of variables

The Risk Management Process - Evaluate

Estimates
Independent correlation
Cumulative probability graph
Positive correlation
Cumulative probability graph
Negative correlation
Conditional correlation
Cumulative probability graph
Cumulative probability graph 2

The Risk Management Process - Plan

Ways to modify plans
Plans and strategies
Types of plans
Dependencies - 4 basic types
Dependencies - 4 basic types part 2
Manage - plans and strategies

Risk Issues

Identify risk issues
Other issues
The contractor
Other aspects
Risk combination

Assessment of risks

Common methods of assessing risk
Common methods of assessing risk 2
Issue based
Checklists
Qualitative method
Quantitative method
Quantitative method part 2
Quantitative method part 3
Quantitative method part 4

Cost models

Simple cost model
Cost model
Cost model 2

Monte Carlo model

Monte Carlo simulation
Monte Carlo simulation 2
Monte Carlo simulation - output
Monte Carlo distribution
Monte Carlo risk distribution
How do we carry out the simulations?
Probability density function - PDF
PDF - Simplified version

Uncertain events

Uncertain events
Uncertain events part 2
Uncertain events part 3
Uncertain events part 4

Correlated events

Risk of exceeding the target cost
Correlated events
Correlated events part 2
Correlated events part 3

Task information

Risk assessment of a task
Risk assessment of a task part 2

3 point model

2 pathways
Simple probability estimation
Collecting task information
Documentation
Task probability
Monte Carlo risk distribution
Multiple variables

Human relations

Negatives
Benefits

Other

Other areas to consider when reviewing risk
Markov chain
General points to consider

Networks and branching

Simple network
Simple network - no lag
Simple network - with lag
Simple branching
Complex branching
Complex branching part 2
Multiple branching
Multiple branching part 2
Multiple probability branching
Multiple probability branching part 2
Nodes and branching networks
Branching networks

Production example

Production example
Production example part 2
Risk of exceeding target duration

Business forecast

Business forecast
Business schedule risk
Business revenue and profit risk
Business revenue and profit risk 2
Business profit simulation

Time management

Introduction

Resources
Workaholic
What is time management? Problem Time solving
What is time management? General

Goals

Goals 1
Goals 2

Objectives

Objectives
Prioritising objectives 1
Prioritising objectives 2
Prioritising objectives 3

Urgent v important

Urgent v Important 1
Urgent v Important 2

Human issues

Human nature
Blame culture
Stress
Stress sources
Stress problems
Coping with stress
Playtime

Organisation

Productivity
Time log

Key time destroyers

Key Time Destroyers
Action chasing
Being disorganised
Cant say 'No'
Crisis management
Desktop management
Friends
Large reports
Low energy levels
Meetings 1
Meetings 2
Multiple tasks
Others 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, accountability and authority
Socialising
Staff issues
The boss
The telephone 1
The telephone 2
Travel time
Unfinished tasks
Unwanted callers
Work overload
Your own errors

Strategies

Typical process
Strategies for getting on with it
Positive thinking
Commitment

Delegation

People
Poor delegation and the Team
Delegation process
Delegation towards independence
What not to do

Information processing

Information collection 1
Information collection 2
Information flow sheet
Processing the information
Filing notes
Day files

Information gathering

Where are we going? The purpose
Decision PATH
Capturing ideas
Brain storm
Mind mapping
Checklists
Reminders
Emails

Tasks

Projects
Irritating tasks
Combining tasks

Styles

Time
Monochronic time
Polychronic time
High and low context culture
Divergent thinking
Convergent thinking
Blending styles
Personality drivers
Assertiveness

Planning

Assessment and planning
Implementing
Prioritising
Scheduling
Review

Other

General aspects
Tips