Site map
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
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
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
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 overviewTypes 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 defineStatistical control
Risk management
Overview
General approach
Methods of assessing risk
Health and safety
Project review
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
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
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
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