DTU ProjectLab - User contributions [en-gb]

Toolbox

2020-02-21T13:50:59Z

Abelda:

=Purpose=

==Business case==

The business case is the document that contains the most relevant information about the project and it represents the justification for the business. The crucial information it has to contain is the reasons, options, benefits and dis-benefits, timescale, cost, major risks and opportunities.

When defining a business case it is necessary to define the schedule, risk, resources, budget, quality and scope. These five main areas define the called Six Star Constraint Model.

[[File:TripleConstraint.jpg|thumb|Figure 1: Six Star Constraint <ref name=" [5]"/>|300px]]

There are three main tools in order to define the business case, its definition can be followed bellow:

- Cost/benefit analysis: it serves to quantify if the difference between the cost and the expected revenue [1].

- Payback period: its objective is to compare the revenue generated each year and the inicial investment in order to obtain the profit.

- Net Present Value (NPV): it is an indicator of the feasibility of the project. It is the difference between the present value of cash inflows and the present value of cash outflows over a period of time [2].

==Feasibility study==

A feasibility study is an analysis whose objective is to get the likelihood of project success. It takes into account the most relevant influence factors. These factors are the following: [3]

- Technical: it focuses on the technical resources and helps the organisation determining if the technical team is able to deal with the technical challenges.

- Economic: it involves cost-benefit analysis and helps the organisation to check the feasibility of the project.

- Operational: its objective is to establish the organisation to accomplish the objectives.

- Legal: it takes into account all the framework in order to find is there are any conflicts between it and the project.

- Scheduling: its objective is to estimate how much time the project will take to complete [4].

=People=

==Stakeholder map==

Stakeholders are people interested in a company or a project, and can be affected directly or indirectly from it. In every engineering project it is necessary to manage properly the people involved, such as investors, suppliers, clients and line managers, because each of them has a distinct interest in the completion of the same. It is very important to do this after identifying the purpose of the project, otherwise a wrong understanding of stakeholders can occur [1]. A stakeholder map is the ideal tool to accomplish this and have every part involved internally and externally in the project satisfied. All stakeholders are not the same, they have different influences and interest surrounding the project.
Commonly, stakeholders are differentiated or classified depending on three criteria: power, legitimacy and urgency [2]. Stakeholders mapping can lead to many results and outcomes, and it is important to focus the outcomes to achieve a proper stakeholder engagement at all levels.
In addition, improving stakeholder affinity, that depends on power and interest, is a crucial point to take into account. Some stakeholders have more influence than others and it is mandatory to recognize this by means of stakeholder mapping as well. A matrix where each and every stakeholder is classified is what the method suggests [2]:

[[File:aaa.jpg|thumb|Stakeholder map ''International Atomic Energy Agency [5]'' <ref name=" [5]"/>|500px]]

From the matrix it is intuitive to find the stakeholders that have the higher influence. From this it is deducted that a higher priority has to be given to them to make sure they have their demands satisfied. This can be done after the analysis of all the stakeholders. The most typical vias to integrate stakeholders are: buffering, co-optation, mutual learning and meta-problem solving [3].

=Uncertainty=

In engineering, uncertainty is present in every new project as it is very difficult to exactly predict the exact outcomes that it will produce. This is a tonic in engineering as the information and data available is most of the times unreliable, due to the fact that many predictions and forecasts must be performed. Furthermore, uncertainty leads to risk and there are some tools that can help to achieve a proper study to be able to take the best decisions and be fully informed. Risk management, SWOT analysis and the decision tree are very powerful to obtain this.

==Decision tree==

The decision tree is a very powerful tool to analyze the different decisions and outcomes that can be taken in a project by means of a tree-like model. It defines the probabilities for each of the possibilities. This way it is possible to determine the expected future for each of the scenarios. One of the main disadvantages is that one change in the data can change all the possible outcome and therefore the route to follow, including that these trees can become very complex.

=References=
[1] https://youtu.be/bDAsAbMMep0, Procurement Academy 2015, Business Case - Definitions
[2] https://www.investopedia.com/terms/n/npv.asp
[3] https://www.investopedia.com/terms/f/feasibility-study.asp
[4] https://www.simplilearn.com/feasibility-study-article
[5] https://www.google.com/search?q=Six+Star+Constraint+Model&sxsrf=ALeKk01pjWlR-dv-zceA2NRuOVZlmDn4AA:1582289819396&source=lnms&tbm=isch&sa=X&ved=2ahUKEwjCn_f02OLnAhWJqIsKHZYcBPAQ_AUoAXoECAwQAw&biw=965&bih=742#imgrc=Hx8rVvdQQUeDXM
[4] https://www.investopedia.com/terms/f/feasibility-study.asp
[1] H http://wiki.doing-projects.org/index.php/Stakeholder_Management
[2] H https://www.stakeholdermap.com/
[3] H https://www.researchgate.net/figure/Typology-of-Stakeholder-Integration
Mechanisms_fig1_254800916
[4] H https://www.investopedia.com/terms/s/stakeholder.asp
[5] H https://www.iaea.org/resources/nuclear-communicators-toolbox/methods/planning/stakeholder-
analysis

Toolbox

2020-02-21T13:50:10Z

Abelda:

=Purpose=

==Business case==

The business case is the document that contains the most relevant information about the project and it represents the justification for the business. The crucial information it has to contain is the reasons, options, benefits and dis-benefits, timescale, cost, major risks and opportunities.

When defining a business case it is necessary to define the schedule, risk, resources, budget, quality and scope. These five main areas define the called Six Star Constraint Model.

[[File:TripleConstraint.jpg|thumb|Figure 1: Six Star Constraint <ref name=" [5]"/>|500px]]

There are three main tools in order to define the business case, its definition can be followed bellow:

- Cost/benefit analysis: it serves to quantify if the difference between the cost and the expected revenue [1].

- Payback period: its objective is to compare the revenue generated each year and the inicial investment in order to obtain the profit.

- Net Present Value (NPV): it is an indicator of the feasibility of the project. It is the difference between the present value of cash inflows and the present value of cash outflows over a period of time [2].

==Feasibility study==

A feasibility study is an analysis whose objective is to get the likelihood of project success. It takes into account the most relevant influence factors. These factors are the following: [3]

- Technical: it focuses on the technical resources and helps the organisation determining if the technical team is able to deal with the technical challenges.

- Economic: it involves cost-benefit analysis and helps the organisation to check the feasibility of the project.

- Operational: its objective is to establish the organisation to accomplish the objectives.

- Legal: it takes into account all the framework in order to find is there are any conflicts between it and the project.

- Scheduling: its objective is to estimate how much time the project will take to complete [4].

=People=

==Stakeholder map==

Stakeholders are people interested in a company or a project, and can be affected directly or indirectly from it. In every engineering project it is necessary to manage properly the people involved, such as investors, suppliers, clients and line managers, because each of them has a distinct interest in the completion of the same. It is very important to do this after identifying the purpose of the project, otherwise a wrong understanding of stakeholders can occur [1]. A stakeholder map is the ideal tool to accomplish this and have every part involved internally and externally in the project satisfied. All stakeholders are not the same, they have different influences and interest surrounding the project.
Commonly, stakeholders are differentiated or classified depending on three criteria: power, legitimacy and urgency [2]. Stakeholders mapping can lead to many results and outcomes, and it is important to focus the outcomes to achieve a proper stakeholder engagement at all levels.
In addition, improving stakeholder affinity, that depends on power and interest, is a crucial point to take into account. Some stakeholders have more influence than others and it is mandatory to recognize this by means of stakeholder mapping as well. A matrix where each and every stakeholder is classified is what the method suggests [2]:

[[File:aaa.jpg|thumb|Stakeholder map ''International Atomic Energy Agency [5]'' <ref name=" [5]"/>|500px]]

From the matrix it is intuitive to find the stakeholders that have the higher influence. From this it is deducted that a higher priority has to be given to them to make sure they have their demands satisfied. This can be done after the analysis of all the stakeholders. The most typical vias to integrate stakeholders are: buffering, co-optation, mutual learning and meta-problem solving [3].

=Uncertainty=

In engineering, uncertainty is present in every new project as it is very difficult to exactly predict the exact outcomes that it will produce. This is a tonic in engineering as the information and data available is most of the times unreliable, due to the fact that many predictions and forecasts must be performed. Furthermore, uncertainty leads to risk and there are some tools that can help to achieve a proper study to be able to take the best decisions and be fully informed. Risk management, SWOT analysis and the decision tree are very powerful to obtain this.

==Decision tree==

The decision tree is a very powerful tool to analyze the different decisions and outcomes that can be taken in a project by means of a tree-like model. It defines the probabilities for each of the possibilities. This way it is possible to determine the expected future for each of the scenarios. One of the main disadvantages is that one change in the data can change all the possible outcome and therefore the route to follow, including that these trees can become very complex.

=References=
[1] https://youtu.be/bDAsAbMMep0, Procurement Academy 2015, Business Case - Definitions
[2] https://www.investopedia.com/terms/n/npv.asp
[3] https://www.investopedia.com/terms/f/feasibility-study.asp
[4] https://www.simplilearn.com/feasibility-study-article
[5] https://www.google.com/search?q=Six+Star+Constraint+Model&sxsrf=ALeKk01pjWlR-dv-zceA2NRuOVZlmDn4AA:1582289819396&source=lnms&tbm=isch&sa=X&ved=2ahUKEwjCn_f02OLnAhWJqIsKHZYcBPAQ_AUoAXoECAwQAw&biw=965&bih=742#imgrc=Hx8rVvdQQUeDXM
[4] https://www.investopedia.com/terms/f/feasibility-study.asp
[1] H http://wiki.doing-projects.org/index.php/Stakeholder_Management
[2] H https://www.stakeholdermap.com/
[3] H https://www.researchgate.net/figure/Typology-of-Stakeholder-Integration
Mechanisms_fig1_254800916
[4] H https://www.investopedia.com/terms/s/stakeholder.asp
[5] H https://www.iaea.org/resources/nuclear-communicators-toolbox/methods/planning/stakeholder-
analysis

Toolbox

2020-02-21T13:48:27Z

Abelda:

=Purpose=

==Business case==

The business case is the document that contains the most relevant information about the project and it represents the justification for the business. The crucial information it has to contain is the reasons, options, benefits and dis-benefits, timescale, cost, major risks and opportunities.

When defining a business case it is necessary to define the schedule, risk, resources, budget, quality and scope. These five main areas define the called Six Star Constraint Model.

[[File:TripleConstraint.jpg|thumb|Six Star Constraint "6 features to solve the triple constraints of project management"[5] <ref name=" [5]"/>|500px]]

There are three main tools in order to define the business case, its definition can be followed bellow:

- Cost/benefit analysis: it serves to quantify if the difference between the cost and the expected revenue [1].

- Payback period: its objective is to compare the revenue generated each year and the inicial investment in order to obtain the profit.

- Net Present Value (NPV): it is an indicator of the feasibility of the project. It is the difference between the present value of cash inflows and the present value of cash outflows over a period of time [2].

==Feasibility study==

A feasibility study is an analysis whose objective is to get the likelihood of project success. It takes into account the most relevant influence factors. These factors are the following: [3]

- Technical: it focuses on the technical resources and helps the organisation determining if the technical team is able to deal with the technical challenges.

- Economic: it involves cost-benefit analysis and helps the organisation to check the feasibility of the project.

- Operational: its objective is to establish the organisation to accomplish the objectives.

- Legal: it takes into account all the framework in order to find is there are any conflicts between it and the project.

- Scheduling: its objective is to estimate how much time the project will take to complete [4].

=People=

==Stakeholder map==

Stakeholders are people interested in a company or a project, and can be affected directly or indirectly from it. In every engineering project it is necessary to manage properly the people involved, such as investors, suppliers, clients and line managers, because each of them has a distinct interest in the completion of the same. It is very important to do this after identifying the purpose of the project, otherwise a wrong understanding of stakeholders can occur [1]. A stakeholder map is the ideal tool to accomplish this and have every part involved internally and externally in the project satisfied. All stakeholders are not the same, they have different influences and interest surrounding the project.
Commonly, stakeholders are differentiated or classified depending on three criteria: power, legitimacy and urgency [2]. Stakeholders mapping can lead to many results and outcomes, and it is important to focus the outcomes to achieve a proper stakeholder engagement at all levels.
In addition, improving stakeholder affinity, that depends on power and interest, is a crucial point to take into account. Some stakeholders have more influence than others and it is mandatory to recognize this by means of stakeholder mapping as well. A matrix where each and every stakeholder is classified is what the method suggests [2]:

[[File:aaa.jpg|thumb|Stakeholder map ''International Atomic Energy Agency [5]'' <ref name=" [5]"/>|500px]]

From the matrix it is intuitive to find the stakeholders that have the higher influence. From this it is deducted that a higher priority has to be given to them to make sure they have their demands satisfied. This can be done after the analysis of all the stakeholders. The most typical vias to integrate stakeholders are: buffering, co-optation, mutual learning and meta-problem solving [3].

=Uncertainty=

In engineering, uncertainty is present in every new project as it is very difficult to exactly predict the exact outcomes that it will produce. This is a tonic in engineering as the information and data available is most of the times unreliable, due to the fact that many predictions and forecasts must be performed. Furthermore, uncertainty leads to risk and there are some tools that can help to achieve a proper study to be able to take the best decisions and be fully informed. Risk management, SWOT analysis and the decision tree are very powerful to obtain this.

==Decision tree==

The decision tree is a very powerful tool to analyze the different decisions and outcomes that can be taken in a project by means of a tree-like model. It defines the probabilities for each of the possibilities. This way it is possible to determine the expected future for each of the scenarios. One of the main disadvantages is that one change in the data can change all the possible outcome and therefore the route to follow, including that these trees can become very complex.

=References=
[1] https://youtu.be/bDAsAbMMep0, Procurement Academy 2015, Business Case - Definitions
[2] https://www.investopedia.com/terms/n/npv.asp
[3] https://www.investopedia.com/terms/f/feasibility-study.asp
[4] https://www.simplilearn.com/feasibility-study-article
[4] https://www.investopedia.com/terms/f/feasibility-study.asp
[1] H http://wiki.doing-projects.org/index.php/Stakeholder_Management
[2] H https://www.stakeholdermap.com/
[3] H https://www.researchgate.net/figure/Typology-of-Stakeholder-Integration
Mechanisms_fig1_254800916
[4] H https://www.investopedia.com/terms/s/stakeholder.asp
[5] H https://www.iaea.org/resources/nuclear-communicators-toolbox/methods/planning/stakeholder-
analysis

File:TripleConstraint.jpg

2020-02-21T13:44:51Z

Abelda:

Toolbox

2020-02-21T13:44:19Z

Abelda:

=Purpose=

==Business case==

The business case is the document that contains the most relevant information about the project and it represents the justification for the business. The crucial information it has to contain is the reasons, options, benefits and dis-benefits, timescale, cost, major risks and opportunities.

When defining a business case it is necessary to define the schedule, risk, resources, budget, quality and scope. These five main areas define the called Six Star Constraint Model.

[[File:TripleConstraint.jpg]]

There are three main tools in order to define the business case, its definition can be followed bellow:

- Cost/benefit analysis: it serves to quantify if the difference between the cost and the expected revenue [1].

- Payback period: its objective is to compare the revenue generated each year and the inicial investment in order to obtain the profit.

- Net Present Value (NPV): it is an indicator of the feasibility of the project. It is the difference between the present value of cash inflows and the present value of cash outflows over a period of time [2].

==Feasibility study==

A feasibility study is an analysis whose objective is to get the likelihood of project success. It takes into account the most relevant influence factors. These factors are the following: [3]

- Technical: it focuses on the technical resources and helps the organisation determining if the technical team is able to deal with the technical challenges.

- Economic: it involves cost-benefit analysis and helps the organisation to check the feasibility of the project.

- Operational: its objective is to establish the organisation to accomplish the objectives.

- Legal: it takes into account all the framework in order to find is there are any conflicts between it and the project.

- Scheduling: its objective is to estimate how much time the project will take to complete [4].

=People=

==Stakeholder map==

Stakeholders are people interested in a company or a project, and can be affected directly or indirectly from it. In every engineering project it is necessary to manage properly the people involved, such as investors, suppliers, clients and line managers, because each of them has a distinct interest in the completion of the same. It is very important to do this after identifying the purpose of the project, otherwise a wrong understanding of stakeholders can occur [1]. A stakeholder map is the ideal tool to accomplish this and have every part involved internally and externally in the project satisfied. All stakeholders are not the same, they have different influences and interest surrounding the project.
Commonly, stakeholders are differentiated or classified depending on three criteria: power, legitimacy and urgency [2]. Stakeholders mapping can lead to many results and outcomes, and it is important to focus the outcomes to achieve a proper stakeholder engagement at all levels.
In addition, improving stakeholder affinity, that depends on power and interest, is a crucial point to take into account. Some stakeholders have more influence than others and it is mandatory to recognize this by means of stakeholder mapping as well. A matrix where each and every stakeholder is classified is what the method suggests [2]:

[[File:aaa.jpg|thumb|Stakeholder map ''International Atomic Energy Agency [5]'' <ref name=" [5]"/>|500px]]

From the matrix it is intuitive to find the stakeholders that have the higher influence. From this it is deducted that a higher priority has to be given to them to make sure they have their demands satisfied. This can be done after the analysis of all the stakeholders. The most typical vias to integrate stakeholders are: buffering, co-optation, mutual learning and meta-problem solving [3].

=Uncertainty=

In engineering, uncertainty is present in every new project as it is very difficult to exactly predict the exact outcomes that it will produce. This is a tonic in engineering as the information and data available is most of the times unreliable, due to the fact that many predictions and forecasts must be performed. Furthermore, uncertainty leads to risk and there are some tools that can help to achieve a proper study to be able to take the best decisions and be fully informed. Risk management, SWOT analysis and the decision tree are very powerful to obtain this.

==Decision tree==

The decision tree is a very powerful tool to analyze the different decisions and outcomes that can be taken in a project by means of a tree-like model. It defines the probabilities for each of the possibilities. This way it is possible to determine the expected future for each of the scenarios. One of the main disadvantages is that one change in the data can change all the possible outcome and therefore the route to follow, including that these trees can become very complex.

=References=
[1] https://youtu.be/bDAsAbMMep0, Procurement Academy 2015, Business Case - Definitions
[2] https://www.investopedia.com/terms/n/npv.asp
[3] https://www.investopedia.com/terms/f/feasibility-study.asp
[4] https://www.simplilearn.com/feasibility-study-article
[4] https://www.investopedia.com/terms/f/feasibility-study.asp
[1] H http://wiki.doing-projects.org/index.php/Stakeholder_Management
[2] H https://www.stakeholdermap.com/
[3] H https://www.researchgate.net/figure/Typology-of-Stakeholder-Integration
Mechanisms_fig1_254800916
[4] H https://www.investopedia.com/terms/s/stakeholder.asp
[5] H https://www.iaea.org/resources/nuclear-communicators-toolbox/methods/planning/stakeholder-
analysis

Toolbox

2020-02-21T13:41:45Z

Abelda:

=Purpose=

==Business case==

The business case is the document that contains the most relevant information about the project and it represents the justification for the business. The crucial information it has to contain is the reasons, options, benefits and dis-benefits, timescale, cost, major risks and opportunities.

When defining a business case it is necessary to define the schedule, risk, resources, budget, quality and scope. These five main areas define the called Six Star Constraint Model (put a picture).

There are three main tools in order to define the business case, its definition can be followed bellow:

- Cost/benefit analysis: it serves to quantify if the difference between the cost and the expected revenue [1].

- Payback period: its objective is to compare the revenue generated each year and the inicial investment in order to obtain the profit.

- Net Present Value (NPV): it is an indicator of the feasibility of the project. It is the difference between the present value of cash inflows and the present value of cash outflows over a period of time [2].

==Feasibility study==

A feasibility study is an analysis whose objective is to get the likelihood of project success. It takes into account the most relevant influence factors. These factors are the following: [3]

- Technical: it focuses on the technical resources and helps the organisation determining if the technical team is able to deal with the technical challenges.

- Economic: it involves cost-benefit analysis and helps the organisation to check the feasibility of the project.

- Operational: its objective is to establish the organisation to accomplish the objectives.

- Legal: it takes into account all the framework in order to find is there are any conflicts between it and the project.

- Scheduling: its objective is to estimate how much time the project will take to complete [4].

=People=

==Stakeholder map==

Stakeholders are people interested in a company or a project, and can be affected directly or indirectly from it. In every engineering project it is necessary to manage properly the people involved, such as investors, suppliers, clients and line managers, because each of them has a distinct interest in the completion of the same. It is very important to do this after identifying the purpose of the project, otherwise a wrong understanding of stakeholders can occur [1]. A stakeholder map is the ideal tool to accomplish this and have every part involved internally and externally in the project satisfied. All stakeholders are not the same, they have different influences and interest surrounding the project.
Commonly, stakeholders are differentiated or classified depending on three criteria: power, legitimacy and urgency [2]. Stakeholders mapping can lead to many results and outcomes, and it is important to focus the outcomes to achieve a proper stakeholder engagement at all levels.
In addition, improving stakeholder affinity, that depends on power and interest, is a crucial point to take into account. Some stakeholders have more influence than others and it is mandatory to recognize this by means of stakeholder mapping as well. A matrix where each and every stakeholder is classified is what the method suggests [2]:

[[File:aaa.jpg|thumb|Stakeholder map ''International Atomic Energy Agency [5]'' <ref name=" [5]"/>|500px]]

From the matrix it is intuitive to find the stakeholders that have the higher influence. From this it is deducted that a higher priority has to be given to them to make sure they have their demands satisfied. This can be done after the analysis of all the stakeholders. The most typical vias to integrate stakeholders are: buffering, co-optation, mutual learning and meta-problem solving [3].

=Uncertainty=

In engineering, uncertainty is present in every new project as it is very difficult to exactly predict the exact outcomes that it will produce. This is a tonic in engineering as the information and data available is most of the times unreliable, due to the fact that many predictions and forecasts must be performed. Furthermore, uncertainty leads to risk and there are some tools that can help to achieve a proper study to be able to take the best decisions and be fully informed. Risk management, SWOT analysis and the decision tree are very powerful to obtain this.

==Decision tree==

The decision tree is a very powerful tool to analyze the different decisions and outcomes that can be taken in a project by means of a tree-like model. It defines the probabilities for each of the possibilities. This way it is possible to determine the expected future for each of the scenarios. One of the main disadvantages is that one change in the data can change all the possible outcome and therefore the route to follow, including that these trees can become very complex.

=References=
[1] https://youtu.be/bDAsAbMMep0, Procurement Academy 2015, Business Case - Definitions
[2] https://www.investopedia.com/terms/n/npv.asp
[3] https://www.investopedia.com/terms/f/feasibility-study.asp
[4] https://www.simplilearn.com/feasibility-study-article
[4] https://www.investopedia.com/terms/f/feasibility-study.asp
[1] H http://wiki.doing-projects.org/index.php/Stakeholder_Management
[2] H https://www.stakeholdermap.com/
[3] H https://www.researchgate.net/figure/Typology-of-Stakeholder-Integration
Mechanisms_fig1_254800916
[4] H https://www.investopedia.com/terms/s/stakeholder.asp
[5] H https://www.iaea.org/resources/nuclear-communicators-toolbox/methods/planning/stakeholder-
analysis

Toolbox

2020-02-21T13:36:40Z

Abelda:

=Purpose=

==Business case==

The business case is the document that contains the most relevant information about the project and it represents the justification for the business. The crucial information it has to contain is the reasons, options, benefits and dis-benefits, timescale, cost, major risks and opportunities.

When defining a business case it is necessary to define the schedule, risk, resources, budget, quality and scope. These five main areas define the called Six Star Constraint Model (put a picture).

There are three main tools in order to define the business case, its definition can be followed bellow:

- Cost/benefit analysis: it serves to quantify if the difference between the cost and the expected revenue (ref 6).

- Payback period: its objective is to compare the revenue generated each year and the inicial investment in order to obtain the profit.

- Net Present Value (NPV): it is an indicator of the feasibility of the project. It is the difference between the present value of cash inflows and the present value of cash outflows over a period of time.

==Feasibility study==

A feasibility study is an analysis whose objective is to get the likelihood of project success. It takes into account the most relevant influence factors. These factors are the following: (Ref: https://www.investopedia.com/terms/f/feasibility-study.asp).

- Technical: it focuses on the technical resources and helps the organisation determining if the technical team is able to deal with the technical challenges.

- Economic: it involves cost-benefit analysis and helps the organisation to check the feasibility of the project.

- Operational: its objective is to establish the organisation to accomplish the objectives.

- Legal: it takes into account all the framework in order to find is there are any conflicts between it and the project.

- Scheduling: its objective is to estimate how much time the project will take to complete.

=People=

==Stakeholder map==

Stakeholders are people interested in a company or a project, and can be affected directly or indirectly from it. In every engineering project it is necessary to manage properly the people involved, such as investors, suppliers, clients and line managers, because each of them has a distinct interest in the completion of the same. It is very important to do this after identifying the purpose of the project, otherwise a wrong understanding of stakeholders can occur [1]. A stakeholder map is the ideal tool to accomplish this and have every part involved internally and externally in the project satisfied. All stakeholders are not the same, they have different influences and interest surrounding the project.
Commonly, stakeholders are differentiated or classified depending on three criteria: power, legitimacy and urgency [2]. Stakeholders mapping can lead to many results and outcomes, and it is important to focus the outcomes to achieve a proper stakeholder engagement at all levels.
In addition, improving stakeholder affinity, that depends on power and interest, is a crucial point to take into account. Some stakeholders have more influence than others and it is mandatory to recognize this by means of stakeholder mapping as well. A matrix where each and every stakeholder is classified is what the method suggests [2]:

[[File:aaa.jpg|thumb|Stakeholder map ''International Atomic Energy Agency [5]'' <ref name=" [5]"/>|500px]]

From the matrix it is intuitive to find the stakeholders that have the higher influence. From this it is deducted that a higher priority has to be given to them to make sure they have their demands satisfied. This can be done after the analysis of all the stakeholders. The most typical vias to integrate stakeholders are: buffering, co-optation, mutual learning and meta-problem solving [3].

=Uncertainty=

In engineering, uncertainty is present in every new project as it is very difficult to exactly predict the exact outcomes that it will produce. This is a tonic in engineering as the information and data available is most of the times unreliable, due to the fact that many predictions and forecasts must be performed. Furthermore, uncertainty leads to risk and there are some tools that can help to achieve a proper study to be able to take the best decisions and be fully informed. Risk management, SWOT analysis and the decision tree are very powerful to obtain this.

==Decision tree==

The decision tree is a very powerful tool to analyze the different decisions and outcomes that can be taken in a project by means of a tree-like model. It defines the probabilities for each of the possibilities. This way it is possible to determine the expected future for each of the scenarios. One of the main disadvantages is that one change in the data can change all the possible outcome and therefore the route to follow, including that these trees can become very complex.

=References=

[1] http://wiki.doing-projects.org/index.php/Stakeholder_Management
[2] https://www.stakeholdermap.com/
[3] https://www.researchgate.net/figure/Typology-of-Stakeholder-Integration
Mechanisms_fig1_254800916
[4] https://www.investopedia.com/terms/s/stakeholder.asp
[5] https://www.iaea.org/resources/nuclear-communicators-toolbox/methods/planning/stakeholder-
analysis

Articles Spring Term 2020

2020-02-10T09:37:58Z

Abelda:

=Overview of 2020 Wiki articles=

{| class="wikitable sortable"
|+Spring Term 2020 Wiki Articles
|Group name
|First name
|Surname
|Student number
|[[Article name]]
|-
|-
|XX
|Mie
|Anker
|s143895
|[[Example APPPM 2020]]
|-
|-
|-
|-
|XX
|Furkan
|Simsek
|s182730
|[[Example APPPM 2020]]
|-
|-
|XX
|Thorsten
|Eberlin
|s192921
|[[Example APPPM 2020]]
|-
|-
|XX
|Atilla
|Akpinar
|s190053
|[[Example APPPM 2020]]
|-
|-
|Avengineers
|Thomas
|Schosser
|s192402
|[[Example APPPM 2020]]
|-
|-
|XX
|Nikolaos
|Anevlavis
|s192330
|[[Example APPPM 2020]]
|-
|-
|XX
|Ioanna
|Tsiligianni
|s192708
|[[Portfolio Project20]]
|-
|-
|XX
|Eleni
|Batsiou
|s190018
|[[APPPM S2020]]
|-
|-
|XX
|Sveinbjörg Sara
|Baldursdottir
|s192717
|[[PPP 2020]]
|-
|-
|XX
|Hanna M. S.
|Barosen
|s192687
|[[APPPM 2020]]
|-
|-
|XX
|James
|Osborn
|s196647
|[[TBC Article Title]]
|-
|-
|TeamZymes
|Erik Arvid
|Hosszu
|s200154
|[[Toolkit APPPM 2020]]
|-
|-
|TeamZymes
|Jacob
|Clemmensen
|s144069
|[[Example APPPM 2020]]
|-
|-
|XX
|Alexandros
|Apostolidis
|s182323
|[[Portfolio Project202]]
|-
|-
|XX
|Breno
|Strüssmann
|s193580
|[[Example APPM 2020 Breno]]
|-
|XX
|Björgvin
|Hjartarson
|s154659
|[[Design Structure Matrix Methods]]
|-
|NovoCon
|Casper
|Scheel
|s193273
|[[ExampleAPPM2020]]
|-
|XX
|Line
|Tellefsen
|s200449
|[[APPPM 2020 Line]]
|-
|XX
|Simay
|Arpaci
|s153594
|[[Example APPPM 2020]]
|-
|XX
|Kristín Júlía
|Ásgeirsdóttir
|s192303
|[[Example APPPM 2020]]
|-
|XX
|Inés
|Martinez Garcia
|s192924
|[[Example APPPM 2020]]
|-
|Under the Bridge
|Casper
|Andersen
|s164279
|[[Example APPPM 2020]]
|-
|Under the Bridge
|Johan
|Knudsen
|s164316
|[[Example APPPM 2020]]
|-
|Under the Bridge
|Jonathan
|Schouenborg
|s162692
|[[Example APPPM 2020]]
|-
|Under the Bridge
|Sebastian
|Lind
|s164299
|[[Example APPPM 2020]]
|-
|Under the Bridge
|Kristoffer
|Ipsen
|s164293
|[[Example APPPM 2020]]
|-
|Under the Bridge
|Narwan
|Noori
|s164019
|[[Example APPPM 2020]]
|-
|XX
|Aldis Anna
|Ingthorsdottir
|s193152
|[[PPPMtoolbox]]
|-
|XX
|Kristín Lív Svabo
|Jónsdóttir
|s193708
|[[PPP Refrence 2020]]
|-
|XX
|Ivalu Birna
|Falck-Petersen
|s192295
|[[WikiPPP]]
|-
|XX
|Dardan
|Badivuku
|s193550
|[[aepppm 2020]]
|-
|-
|XX
|Rebekka Rut
|Petersen
|s192300
|[[ProjectXXX]]
|-
|-
|NovoCon
|Andy Mattulat
|Filipovic
|s153501
|[[Agile portfolio]]
|-
|-
|NovoCon
|Magnus Thor
|Gunnarsson
|s193154
|[[Article Magnus]]
|-
|-
|NovoCon
|Lucas
|Gunnersen
|s161812
|[[Example APPM 2020 161812]]
|-
|-
|Cake
|Frederik Fynbo
|Carlsson
|s153436
|[[Continuous reporting for portfolios]]
|-
|-
|Femern
|Ali Adnan
|Obeidi
|s154207
|[[AE3XPM]]
|-
|-
|The Minions
|Signe Ebsen
|Olling
|s154194
|[[APPPM 2020S]]
|-
|-
|Mediterranean Mafia
|Hector Manuel
|Fernandez Mortera
|s192414
|[[Ways of maintaining Ikea standards in stores worldwide]]
|-
|-
|Mediterranean Mafia
|Alicia
|Belda Leandro
|s192740
|[[Ways of maintaining Ikea standards in stores worldwide]]
|-
|-
|The Minions
|Janak
|Raja
|s192757
|[[Example APPPM2020]]
|-
|-
|Cake
|Niklas
|Andersen
|s153946
|[[Toolkit for APPPM F20]]
|-
|-
|POYBER
|Ayla
|Patat
|s145135
|[[ExampleAYLA]]
|-
|-
|POYBER
|Tanja
|Birkholm
|s145643
|[[ExampleAYLA]]
|-
|-
|POYBER
|Mette
|Rozario
|s195705
|[[ExampleMette]]
|-
|-
|POYBER
|Nicklas Yeo
|Petersen
|s112897
|[[ExampleNicklas]]
-
|-
|POYBER
|Lisa
|Emanuelsson
|s191930
|[[ExampleLISA]]
|-
|-
|The Minions
|Samarth Shivanand
|Karseri
|s192743
|[[Example Samarth]]
|-
|-
|The Minions
|Kathrine
|Butler
|s153360
|[[Project KBB 2020]]
|-
|-
|POYBER
|Nadia
|Oumaza
|s140197
|[[APPPM Nadia]]
|-
|-
|XX
|Luis
|John
|s196612
|[[LJ Wiki Example 2020]]
|-
|-
|Southerns
|Alexandra
|Koumara
|s192625
|[[Stakeholder Portfolio]]
|-
|-
|Cake
|Jannik
|Ungermand Bichel
|s145074
|[[Example APPPM 2020]]
|-
|-
|XX
|Dimitra
|Mavroudi
|s192333
|[[Portfolio Project2020]]

Articles Spring Term 2020

2020-02-10T09:37:27Z

Abelda:

=Overview of 2020 Wiki articles=

{| class="wikitable sortable"
|+Spring Term 2020 Wiki Articles
|Group name
|First name
|Surname
|Student number
|[[Article name]]
|-
|-
|XX
|Mie
|Anker
|s143895
|[[Example APPPM 2020]]
|-
|-
|-
|-
|XX
|Furkan
|Simsek
|s182730
|[[Example APPPM 2020]]
|-
|-
|XX
|Thorsten
|Eberlin
|s192921
|[[Example APPPM 2020]]
|-
|-
|XX
|Atilla
|Akpinar
|s190053
|[[Example APPPM 2020]]
|-
|-
|Avengineers
|Thomas
|Schosser
|s192402
|[[Example APPPM 2020]]
|-
|-
|XX
|Nikolaos
|Anevlavis
|s192330
|[[Example APPPM 2020]]
|-
|-
|XX
|Ioanna
|Tsiligianni
|s192708
|[[Portfolio Project20]]
|-
|-
|XX
|Eleni
|Batsiou
|s190018
|[[APPPM S2020]]
|-
|-
|XX
|Sveinbjörg Sara
|Baldursdottir
|s192717
|[[PPP 2020]]
|-
|-
|XX
|Hanna M. S.
|Barosen
|s192687
|[[APPPM 2020]]
|-
|-
|XX
|James
|Osborn
|s196647
|[[TBC Article Title]]
|-
|-
|TeamZymes
|Erik Arvid
|Hosszu
|s200154
|[[Toolkit APPPM 2020]]
|-
|-
|TeamZymes
|Jacob
|Clemmensen
|s144069
|[[Example APPPM 2020]]
|-
|-
|XX
|Alexandros
|Apostolidis
|s182323
|[[Portfolio Project202]]
|-
|-
|XX
|Breno
|Strüssmann
|s193580
|[[Example APPM 2020 Breno]]
|-
|XX
|Björgvin
|Hjartarson
|s154659
|[[Design Structure Matrix Methods]]
|-
|NovoCon
|Casper
|Scheel
|s193273
|[[ExampleAPPM2020]]
|-
|XX
|Line
|Tellefsen
|s200449
|[[APPPM 2020 Line]]
|-
|XX
|Simay
|Arpaci
|s153594
|[[Example APPPM 2020]]
|-
|XX
|Kristín Júlía
|Ásgeirsdóttir
|s192303
|[[Example APPPM 2020]]
|-
|XX
|Inés
|Martinez Garcia
|s192924
|[[Example APPPM 2020]]
|-
|Under the Bridge
|Casper
|Andersen
|s164279
|[[Example APPPM 2020]]
|-
|Under the Bridge
|Johan
|Knudsen
|s164316
|[[Example APPPM 2020]]
|-
|Under the Bridge
|Jonathan
|Schouenborg
|s162692
|[[Example APPPM 2020]]
|-
|Under the Bridge
|Sebastian
|Lind
|s164299
|[[Example APPPM 2020]]
|-
|Under the Bridge
|Kristoffer
|Ipsen
|s164293
|[[Example APPPM 2020]]
|-
|Under the Bridge
|Narwan
|Noori
|s164019
|[[Example APPPM 2020]]
|-
|XX
|Aldis Anna
|Ingthorsdottir
|s193152
|[[PPPMtoolbox]]
|-
|XX
|Kristín Lív Svabo
|Jónsdóttir
|s193708
|[[PPP Refrence 2020]]
|-
|XX
|Ivalu Birna
|Falck-Petersen
|s192295
|[[WikiPPP]]
|-
|XX
|Dardan
|Badivuku
|s193550
|[[aepppm 2020]]
|-
|-
|XX
|Rebekka Rut
|Petersen
|s192300
|[[ProjectXXX]]
|-
|-
|NovoCon
|Andy Mattulat
|Filipovic
|s153501
|[[Agile portfolio]]
|-
|-
|NovoCon
|Magnus Thor
|Gunnarsson
|s193154
|[[Article Magnus]]
|-
|-
|NovoCon
|Lucas
|Gunnersen
|s161812
|[[Example APPM 2020 161812]]
|-
|-
|Cake
|Frederik Fynbo
|Carlsson
|s153436
|[[Continuous reporting for portfolios]]
|-
|-
|Femern
|Ali Adnan
|Obeidi
|s154207
|[[AE3XPM]]
|-
|-
|The Minions
|Signe Ebsen
|Olling
|s154194
|[[APPPM 2020S]]
|-
|-
|Mediterranean Mafia
|Hector Manuel
|Fernandez Mortera
|s192414
|[[Ways of maintaining Ikea standards in stores worldwide]]
|-
|-
|Mediterranean Mafia
|Alicia
|Belda Leandro
|s192740
|[[Ways of maintaining Ikea standards in stores worldwide]]
|The Minions
|Janak
|Raja
|s192757
|[[Example APPPM2020]]
|-
|-
|Cake
|Niklas
|Andersen
|s153946
|[[Toolkit for APPPM F20]]
|-
|-
|POYBER
|Ayla
|Patat
|s145135
|[[ExampleAYLA]]
|-
|-
|POYBER
|Tanja
|Birkholm
|s145643
|[[ExampleAYLA]]
|-
|-
|POYBER
|Mette
|Rozario
|s195705
|[[ExampleMette]]
|-
|-
|POYBER
|Nicklas Yeo
|Petersen
|s112897
|[[ExampleNicklas]]
-
|-
|POYBER
|Lisa
|Emanuelsson
|s191930
|[[ExampleLISA]]
|-
|-
|The Minions
|Samarth Shivanand
|Karseri
|s192743
|[[Example Samarth]]
|-
|-
|The Minions
|Kathrine
|Butler
|s153360
|[[Project KBB 2020]]
|-
|-
|POYBER
|Nadia
|Oumaza
|s140197
|[[APPPM Nadia]]
|-
|-
|XX
|Luis
|John
|s196612
|[[LJ Wiki Example 2020]]
|-
|-
|Southerns
|Alexandra
|Koumara
|s192625
|[[Stakeholder Portfolio]]
|-
|-
|Cake
|Jannik
|Ungermand Bichel
|s145074
|[[Example APPPM 2020]]
|-
|-
|XX
|Dimitra
|Mavroudi
|s192333
|[[Portfolio Project2020]]