DTU ProjectLab - User contributions [en-gb]

Successful Project Management

2020-02-24T19:17:34Z

Leahasselsteen: /* Risk Matrix */

Building 310

== Abstract ==

== Meeting Strategies ==

A meeting can be defined in many ways, one of which is: “a focused interaction of cognitive attention, planned or chance, where people agree to come together for a common purpose, whether at the same time and the same place, or at different times in different places” <ref name=''Romanco2001''> ''Romanco, N. and Nunamaker, J. (2001) Meeting Analysis - Findings from Research and Practice. Proceedings of the 34th Annual Hawaii International Conference on System Science, http://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.570.6650&rep=rep1&type=pdf'' </ref>. Or as Kayser defines: “A meeting is a gathering where people speak up, say nothing, and then all disagree” ''' <ref name=''Romanco2001'' /> .''' The last definition indicates how unproductive and unconstructive meetings can be. In fact, research shows that even though managers spend more than 50% of his/her official work time in meetings, many meetings fail and cause great and unnecessary costs on wasted working time.

However, meetings can be very essential for larger groups of people working together, in order to agree upon key project management activities such as scheduling, cost, and quality. For this reason good meeting strategies can be helpful and in some cases necessary. There are many tools which can be applied in order to make meetings more efficient, and in this article some of the most common ones are explained.

'''Making meetings time efficient''' 
Meetings will run throughout the whole project, but according to when the meeting is held there are different things to take into account. The project manager is responsible for facilitating the meetings and for identifying which challenges will be, or can be, met in different phases in order to achieve the overall goal of the project. One useful method is to make a model of the project phases and to identify possible challenges in each phase. One example of such a model can be seen in the figure to the right.

[[File:Example_of_project_phases.png|400px|thumb|right|Example of project phases PMBOK® Guide <ref name=''PMI'' />.]]

The project phase model is unique for every project, but usually the project goes through four phases: (1) Initiation (2) Planning (3) Execution (4) Closing. Each phase has different associated management activities <ref name=''PMI''> ''Project Management Institute, Inc. (2017). Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th Edition), https://app.knovel.com/hotlink/toc/id:kpGPMBKP02/guide-project-management/guide-project-management'' </ref>.

Another tool which can be used together with the project phase model is to identify the costs throughout the whole project’s life cycle. In most projects the costs will be low in the beginning (Initiation) and will start to increase from the end of the planning phase '''(REferer til PMI her)'''. It is important to make the meetings as efficient as possible when the costs are high, which such a model can help you identify.

'''A collection of tools for meeting strategies''' 
''Avoid unnecessary meetings'' 
First of all it is important to avoid unnecessary meetings. This is especially important when the costs are high and the time is scarce, since people are not fond of wasting their time and this will cause higher costs. A good method is therefore to set up some guidelines for when it is acceptable to call a meeting in order to avoid unnecessary meetings. There are a couple of things that indicates when a meeting is needed <ref name=''Rogelberg''> ''Rogelberg, S. & Scott, C. & Kello, J. (2007) The Science and Fiction of Meetings - MIT Sloan Management Review - Volume 48(2), https://orgscience.uncc.edu/sites/orgscience.uncc.edu/files/media/Rogelberg%20et%20al.%20-%202007%20-%20The%20science%20and%20fiction%20of%20meetings.pdf'' </ref> which are listed below:
:* When unresolved issues are inhibiting the progress of a project or interdependent projects
:* Decision making
:* Idea generation
:* Distribution of a compelling agenda prior to the meeting
:* Celebration of reaching a milestone

Sometimes there is a need for communication, but a meeting is not necessary. In many cases this concerns the type of communication where only one person needs to speak (often the project manager). Examples of this type of communication are updates, delivery of information and presentations.

''Plan the meeting in advance'' 
Another important tool is to plan the meeting in advance. This both concerns the aspect of when and where the meeting should be held, but also which specific topics should be discussed at the meeting. These two aspects should be announced in good time to all attending the meeting, so that they are able to prepare.

''Meeting minutes'' 
Another good tool is meeting minutes. These contains important information from the meetings and are saved in the project management plan '''Referer til PMI her'''. It is a good idea to agree on a structure of the minute so that it takes the same structure for each meeting. The meeting minute is useful for people who could not attend the meeting to see what was discussed, to be able to go back in time and see what was discussed and agreed upon, but also to help keep a structure of the meeting..

The tools mentioned above are just a few among many. Other useful tools could be looking at you create valuable meetings and encourage the participation in meetings

== Team development ==

Team development is part of what is called project resource management, which includes the processes to identify, acquire, and manage the resources needed for the successful completion of the specific project <ref name=''PMI'' /> . These processes consist of (1) Plan Resource Management (2) Estimate Activity Resources (3) Acquire Resources '''(4) Develop Team''' (5) Manage Team (6) Control Resources. All these processes help to ensure that the right resources will be available at the right time and place <ref name=''PMI'' /> .

The fourth process, Team Development is about improving the competencies, the interaction between team members and the overall environment of the team to enhance project performance <ref name=''PMI'' />. Different sources <ref name=''Stott 1995''> ''Stott, K. & Walker, A. (1995) Teams Teamwork & Teambuilding'' </ref> and <ref name=''PMI'' /> agree that teams are developed through four stages - called the FSNP model: Forming - Storming - Norming - Performing. First of all the team members meet and learn about the project and their formal roles and responsibilities. In the second stage the team begins to address the project work, technical work and the management approach. It is important that the team members are open to different ideas and perspectives at this point, otherwise the environment can become counterproductive. In the third stage the team starts to work together and they adjust their behaviors to support the team. Not all teams reach the last stage, since this requires a well-functioning unit. In this stage the team is independent and works through issues smoothly and effectively <ref name=''PMI'' />.

Teamwork is a critical but important factor for project success which is why developing effective and dynamic teams is one of the primary responsibilities for the project manager. Six behaviors have been noticed to affect a high team performance:
:* Using open and effective communication,
:* Creating team-building opportunities,
:* Developing trust among team members,
:* Managing conflicts in a constructive manner,
:* Encouraging collaborative problem solving, and
:* Encouraging collaborative decision making.

Furthermore, it improves the performance if the team members get to know each other

A clear result of this is that it improves teamwork which in most cases leads to an improved completion of the project. Furthermore it strengthens personal skills and motivates the employees.

== Project Stakeholder Management ==

Stakeholders can be defined as people, groups or organizations which could impact or be impacted by the considered project <ref name=''PMI'' /> . In a project the stakeholders could for instance be the owners, client and purchaser, but may as well be the project team, architect or a local community. These are just a few examples.

Stakeholder management deals with analyzes of the stakeholders expectations and their impacts on the project/program/portfolio. Furthermore it is about developing an appropriate strategy for effectively engaging stakeholders in project decisions, and the planning and execution of the work <ref name=''PMI'' />. It is an important and useful tool for reducing complications and altercations. Some would even state that ''“The ability of the project manager to correctly identify and manage these stakeholders in an appropriate manner can mean the difference between success and failure”'' <ref name=''PMI'' />.
The Project Stakeholder Management can be divided into four processes:
# Identifying Stakeholders
# Plan Stakeholder Management
# Manage Stakeholder Engagement
# Monitor Stakeholder Engagement
Before engaging any stakeholders in your project, you need to identify and analyze them in order to place them in appropriate groups. This is the first process and will help you develop the right plan for communicating with the different types of stakeholders throughout the project <ref name=''McDonald2016''> ''MacDonald, J., Business2Community (2016) Stakeholder Identification and Analysis Made Easy for Project Managers, https://www.business2community.com/strategy/stakeholder-identification-analysis-made-easy-project-managers-01440041'' </ref>. The analysis of the stakeholders means placing them in categories according to their interests and their power. A possible division could be as illustrated in the Power/Interest Matrix to the right.

[[File:PowerInterest.png|300px|thumb|right|Power/Interest Matrix for grouping and prioritizing important stakeholders. Inspiration from MacDonald <ref name=''MacDonal'' />]]

As illustrated in the Power/Interest Matrix each stakeholder category requires different treatments in order to keep them engaged in the project.

The next process is to plan the stakeholder engagement which is the process of developing approaches to involve stakeholders based on their needs, expectations, interests and potential impacts on the project <ref name=''PMI'' />. This is important in order to interact effectively with stakeholders. The plan can be developed in the beginning of a project, but should be reviewed and corrected throughout the project. This plan should at least consist of a resource management plan, communication management plan and a risk management plan.

The third process of the Project Stakeholder Management is the process of communicating and working with the stakeholders to meet their needs and expectations, address issues, and foster appropriate stakeholder involvement <ref name=''PMI'' />. Working with the stakeholders allows the project manager to increase the support and minimize the resistance from stakeholders. This requires different tools and techniques such as communication skills, conflict management, political awareness, negotiation skills and many more.

The final process is the monitoring of stakeholder engagement in which the project stakeholder relationships are monitored and strategies are tailored for engaging stakeholders through modification of engagement strategies and plans <ref name=''PMI'' />. The purpose of this process is to either maintain or increase the efficiency and effectiveness of the stakeholder engagement activities as the project evolves and possibly changes. This process should be performed throughout the whole project. Also this process requires different tools such as decision making tools, data analysis and interpersonal and team skills.

== The Triple Constraint in Project Management ==

[[File:Triple_constraint.PNG|200px|thumb|right|The Iron Triangle of Project Management]]
The triple constraint in Project Management is often referred to as the Iron Triangle, where the three corners represent the triple constraints: time, cost and scope.

It is important to establish the goals and requirements (the scope) in the beginning of the project. By defining the scope of the project, you ensure that everybody is working towards the same goal and knows how the final deliverable should turn out. If a clear scope for the project is not defined - and documented - a lot of minor add-ons can end up turning the final deliverable into a completely different project than intended. Additional features can also result in changes in the budget and time constraints as you have to increase the project cost by e.g. assigning more people to the project or extending the project time frame. Constant awareness of changes in the project scope gives you the possibility to discuss the trade-offs within the triple constraints and thereby adjust the changes and thereby keeping the project on track <ref name="IronTriangle">''Van Wyngaard, C.J., Pretorius, J. H. C., Pretorius, L. (2012). Theory of the triple constraint – a conceptual review, IEEE International Conference on Industrial Engineering and Engineering Management'' </ref>.

A detailed description of the project scope can be a good foundation for the overall understanding of the time constraint, as an estimate of the project can be made. If you want the project to be done before time it will probably cost you if you are not willing to lack on the project requirements established in the scope, as a short deadline requires extra resources in order to get the wanted work done in the wanted quality. The establishment of the project time frame can thereby form the basis for the project costs.

The triple constraint in project management is focusing on the output in the management expressed by operating within a set of boundaries consisting of the project time cost and scope. This means that changes in one of the factors will affect the outcome of the two other factors. The triple constraints therefore need to be balanced, as it all depends on trade-offs, in order to achieve a successful project.

== Key Performance Indicators ==
In order to determine if the project is on track Key Performance Indicators (KPI’s) can be used. KPI’s makes the performance of the project measurable by providing a value, that indicates how effectively the project is at the given moment compared to the project scope. In order to get a measurable performance indicator, the person in charge of the project (project manager) typically chooses some key points (about 2-5) concerning the project objectives, effort and cost and/or the project performance<ref name="KPI">''Klipfolio Inc. (2020). What is a KPI? Measure your performance against key business objectives, https://www.klipfolio.com/resources/articles/what-is-a-key-performance-indicator//'' </ref>.

== Scope Control ==
[[File:Scope_control.PNG|150px|thumb|right|Scope Control Processes - 4 Steps]]
In order to control a project scope control must be handled. Scope Control processes makes it possible to identify possible conflicts in connection with the approved Project Scope Statement and thereby to manage these conflicts. In order to manage Scope control implemented changes of the scope must be identified, evaluated, proposed and then authorised. Always ensuring the scope of the projects is considered very important when managing project changes throughout the project life cycle, as changes may cause changes in the deliverables and thereby the functionality, resources needed and overall completion of the project.

== Earned Value Analysis ==
In order to ensure the project progress Earned Value Management can be used to indicate the overall performance of the project. An Earned Value Analysis is based on the comparison of the work performed and the work planned and can thus be used as cost (CPI) and schedule (SPI) control in project forecasting. By the use of EVM decision making can be simplified, as it provides quantitative data, that can easily be communicated<ref name="EVM">''Warburton, Roger David Hand (2008). The practical calculation of schedule variance in terms of schedule, https://www.pmi.org/learning/library/practical-calculation-schedule-variance-7028//'' </ref>.

== Scenario analysis ==
In order to identify the risks in a project different tools, such as Scenario Analysis, can be used. The Scenario Analysis is used to analyze future events with different outcomes in order to present several developments from the given project. This analysis does not rely on any past data or observations, but should take all scenarios to be plausible. By making a scenario analysis at the beginning of the project the risk can be easily identified and thereby managed throughout the project phases<ref name="ScenarioAnalysis">''Wikipedia (2019). Scenario analysis, https://en.wikipedia.org/wiki/Scenario_analysis//'' </ref>.

== Risk Matrix ==
[[File:Risk_matrix2.PNG|300px|thumb|right|Risk Matrix]]
A risk matrix can be used for assessing the risks of the project by defining the level of the risks by its impact and likelihood.

== Value Proposition Canvas ==

Classically the value proposition canvas has two sides. The customer profile you clarify in which way you understand your customers needs. While the value proposition describes your intention to create value for your customers. The optimal starting position for each company is the fit between these two requests (Value Proposition Design: How to Create Products and Services Customers Want).
[[File:VPC.png|300px|thumb|right|Value Proposition Canvas figure <ref name="VPC">''B2B International (2020). What is the Value Proposition Canvas?, https://www.b2binternational.com/research/methods/faq/what-is-the-value-proposition-canvas//'' </ref>]]

Customer Profile
:* Gains: the benefits which the customer expects and needs, what would delight customers and the things which may increase likelihood of adopting a value proposition.
:* Pains: the negative experiences, emotions and risks that the customer experiences in the process of getting the job done.
:* Customer jobs: the functional, social and emotional tasks customers are trying to perform, problems they are trying to solve and needs they wish to satisfy.

Value Proposition
:* Gain creators: how the product or service creates customer gains and how it offers added value to the customer.
:* Pain relievers: a description of exactly how the product or service alleviates customer pains.
:* Products and services: the products and services which create gain and relieve pain, and which underpin the creation of value for the customer.

== How to wiki ==

How to add a reference?
Do it in the text like this:
write <ref name=''name''> ''Author (year) title, link'' </ref>
Refer to the same reference again by writing: <ref name=''name'' />

It automaticly print it under References :-)

How to add a picture:
Click on the botton "Upload file" on the left. Give the file a name you can remember
Go into the wikipage to edit. write: [File:name.jpg|300px|thumb|right|picture text]

== Application ==

== Limitations ==

== Annotated Bibliography ==

== References ==

<references/>

Successful Project Management

2020-02-24T18:39:19Z

Leahasselsteen:

Building 310

== Abstract ==

== Meeting Strategies ==

A meeting can be defined in many ways, one of which is: “a focused interaction of cognitive attention, planned or chance, where people agree to come together for a common purpose, whether at the same time and the same place, or at different times in different places” <ref name=''Romanco2001''> ''Romanco, N. and Nunamaker, J. (2001) Meeting Analysis - Findings from Research and Practice. Proceedings of the 34th Annual Hawaii International Conference on System Science, http://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.570.6650&rep=rep1&type=pdf'' </ref>. Or as Kayser defines: “A meeting is a gathering where people speak up, say nothing, and then all disagree” ''' <ref name=''Romanco2001'' /> .''' The last definition indicates how unproductive and unconstructive meetings can be. In fact, research shows that even though managers spend more than 50% of his/her official work time in meetings, many meetings fail and cause great and unnecessary costs on wasted working time.

However, meetings can be very essential for larger groups of people working together, in order to agree upon key project management activities such as scheduling, cost, and quality. For this reason good meeting strategies can be helpful and in some cases necessary. There are many tools which can be applied in order to make meetings more efficient, and in this article some of the most common ones are explained.

'''Making meetings time efficient''' 
Meetings will run throughout the whole project, but according to when the meeting is held there are different things to take into account. The project manager is responsible for facilitating the meetings and for identifying which challenges will be, or can be, met in different phases in order to achieve the overall goal of the project. One useful method is to make a model of the project phases and to identify possible challenges in each phase. One example of such a model can be seen in the figure to the right.

[[File:Example_of_project_phases.png|400px|thumb|right|Example of project phases PMBOK® Guide <ref name=''PMI'' />.]]

The project phase model is unique for every project, but usually the project goes through four phases: (1) Initiation (2) Planning (3) Execution (4) Closing. Each phase has different associated management activities <ref name=''PMI''> ''Project Management Institute, Inc. (2017). Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th Edition), https://app.knovel.com/hotlink/toc/id:kpGPMBKP02/guide-project-management/guide-project-management'' </ref>.

Another tool which can be used together with the project phase model is to identify the costs throughout the whole project’s life cycle. In most projects the costs will be low in the beginning (Initiation) and will start to increase from the end of the planning phase '''(REferer til PMI her)'''. It is important to make the meetings as efficient as possible when the costs are high, which such a model can help you identify.

'''A collection of tools for meeting strategies''' 
''Avoid unnecessary meetings'' 
First of all it is important to avoid unnecessary meetings. This is especially important when the costs are high and the time is scarce, since people are not fond of wasting their time and this will cause higher costs. A good method is therefore to set up some guidelines for when it is acceptable to call a meeting in order to avoid unnecessary meetings. There are a couple of things that indicates when a meeting is needed <ref name=''Rogelberg''> ''Rogelberg, S. & Scott, C. & Kello, J. (2007) The Science and Fiction of Meetings - MIT Sloan Management Review - Volume 48(2), https://orgscience.uncc.edu/sites/orgscience.uncc.edu/files/media/Rogelberg%20et%20al.%20-%202007%20-%20The%20science%20and%20fiction%20of%20meetings.pdf'' </ref> which are listed below:
:* When unresolved issues are inhibiting the progress of a project or interdependent projects
:* Decision making
:* Idea generation
:* Distribution of a compelling agenda prior to the meeting
:* Celebration of reaching a milestone

Sometimes there is a need for communication, but a meeting is not necessary. In many cases this concerns the type of communication where only one person needs to speak (often the project manager). Examples of this type of communication are updates, delivery of information and presentations.

''Plan the meeting in advance'' 
Another important tool is to plan the meeting in advance. This both concerns the aspect of when and where the meeting should be held, but also which specific topics should be discussed at the meeting. These two aspects should be announced in good time to all attending the meeting, so that they are able to prepare.

''Meeting minutes'' 
Another good tool is meeting minutes. These contains important information from the meetings and are saved in the project management plan '''Referer til PMI her'''. It is a good idea to agree on a structure of the minute so that it takes the same structure for each meeting. The meeting minute is useful for people who could not attend the meeting to see what was discussed, to be able to go back in time and see what was discussed and agreed upon, but also to help keep a structure of the meeting..

The tools mentioned above are just a few among many. Other useful tools could be looking at you create valuable meetings and encourage the participation in meetings

== Team development ==

Team development is part of what is called project resource management, which includes the processes to identify, acquire, and manage the resources needed for the successful completion of the specific project <ref name=''PMI'' /> . These processes consist of (1) Plan Resource Management (2) Estimate Activity Resources (3) Acquire Resources '''(4) Develop Team''' (5) Manage Team (6) Control Resources. All these processes help to ensure that the right resources will be available at the right time and place <ref name=''PMI'' /> .

The fourth process, Team Development is about improving the competencies, the interaction between team members and the overall environment of the team to enhance project performance <ref name=''PMI'' />. Different sources <ref name=''Stott 1995''> ''Stott, K. & Walker, A. (1995) Teams Teamwork & Teambuilding'' </ref> and <ref name=''PMI'' /> agree that teams are developed through four stages - called the FSNP model: Forming - Storming - Norming - Performing. First of all the team members meet and learn about the project and their formal roles and responsibilities. In the second stage the team begins to address the project work, technical work and the management approach. It is important that the team members are open to different ideas and perspectives at this point, otherwise the environment can become counterproductive. In the third stage the team starts to work together and they adjust their behaviors to support the team. Not all teams reach the last stage, since this requires a well-functioning unit. In this stage the team is independent and works through issues smoothly and effectively <ref name=''PMI'' />.

Teamwork is a critical but important factor for project success which is why developing effective and dynamic teams is one of the primary responsibilities for the project manager. Six behaviors have been noticed to affect a high team performance:
:* Using open and effective communication,
:* Creating team-building opportunities,
:* Developing trust among team members,
:* Managing conflicts in a constructive manner,
:* Encouraging collaborative problem solving, and
:* Encouraging collaborative decision making.

Furthermore, it improves the performance if the team members get to know each other

A clear result of this is that it improves teamwork which in most cases leads to an improved completion of the project. Furthermore it strengthens personal skills and motivates the employees.

== Project Stakeholder Management ==

Stakeholders can be defined as people, groups or organizations which could impact or be impacted by the considered project <ref name=''PMI'' /> . In a project the stakeholders could for instance be the owners, client and purchaser, but may as well be the project team, architect or a local community. These are just a few examples.

Stakeholder management deals with analyzes of the stakeholders expectations and their impacts on the project/program/portfolio. Furthermore it is about developing an appropriate strategy for effectively engaging stakeholders in project decisions, and the planning and execution of the work <ref name=''PMI'' />. It is an important and useful tool for reducing complications and altercations. Some would even state that ''“The ability of the project manager to correctly identify and manage these stakeholders in an appropriate manner can mean the difference between success and failure”'' <ref name=''PMI'' />.
The Project Stakeholder Management can be divided into four processes:
# Identifying Stakeholders
# Plan Stakeholder Management
# Manage Stakeholder Engagement
# Monitor Stakeholder Engagement
Before engaging any stakeholders in your project, you need to identify and analyze them in order to place them in appropriate groups. This is the first process and will help you develop the right plan for communicating with the different types of stakeholders throughout the project <ref name=''McDonald2016''> ''MacDonald, J., Business2Community (2016) Stakeholder Identification and Analysis Made Easy for Project Managers, https://www.business2community.com/strategy/stakeholder-identification-analysis-made-easy-project-managers-01440041'' </ref>. The analysis of the stakeholders means placing them in categories according to their interests and their power. A possible division could be as illustrated in the Power/Interest Matrix to the right.

[[File:PowerInterest.png|300px|thumb|right|Power/Interest Matrix for grouping and prioritizing important stakeholders. Inspiration from MacDonald <ref name=''MacDonal'' />]]

As illustrated in the Power/Interest Matrix each stakeholder category requires different treatments in order to keep them engaged in the project.

The next process is to plan the stakeholder engagement which is the process of developing approaches to involve stakeholders based on their needs, expectations, interests and potential impacts on the project <ref name=''PMI'' />. This is important in order to interact effectively with stakeholders. The plan can be developed in the beginning of a project, but should be reviewed and corrected throughout the project. This plan should at least consist of a resource management plan, communication management plan and a risk management plan.

The third process of the Project Stakeholder Management is the process of communicating and working with the stakeholders to meet their needs and expectations, address issues, and foster appropriate stakeholder involvement <ref name=''PMI'' />. Working with the stakeholders allows the project manager to increase the support and minimize the resistance from stakeholders. This requires different tools and techniques such as communication skills, conflict management, political awareness, negotiation skills and many more.

The final process is the monitoring of stakeholder engagement in which the project stakeholder relationships are monitored and strategies are tailored for engaging stakeholders through modification of engagement strategies and plans <ref name=''PMI'' />. The purpose of this process is to either maintain or increase the efficiency and effectiveness of the stakeholder engagement activities as the project evolves and possibly changes. This process should be performed throughout the whole project. Also this process requires different tools such as decision making tools, data analysis and interpersonal and team skills.

== The Triple Constraint in Project Management ==

[[File:Triple_constraint.PNG|200px|thumb|right|The Iron Triangle of Project Management]]
The triple constraint in Project Management is often referred to as the Iron Triangle, where the three corners represent the triple constraints: time, cost and scope.

It is important to establish the goals and requirements (the scope) in the beginning of the project. By defining the scope of the project, you ensure that everybody is working towards the same goal and knows how the final deliverable should turn out. If a clear scope for the project is not defined - and documented - a lot of minor add-ons can end up turning the final deliverable into a completely different project than intended. Additional features can also result in changes in the budget and time constraints as you have to increase the project cost by e.g. assigning more people to the project or extending the project time frame. Constant awareness of changes in the project scope gives you the possibility to discuss the trade-offs within the triple constraints and thereby adjust the changes and thereby keeping the project on track <ref name="IronTriangle">''Van Wyngaard, C.J., Pretorius, J. H. C., Pretorius, L. (2012). Theory of the triple constraint – a conceptual review, IEEE International Conference on Industrial Engineering and Engineering Management'' </ref>.

A detailed description of the project scope can be a good foundation for the overall understanding of the time constraint, as an estimate of the project can be made. If you want the project to be done before time it will probably cost you if you are not willing to lack on the project requirements established in the scope, as a short deadline requires extra resources in order to get the wanted work done in the wanted quality. The establishment of the project time frame can thereby form the basis for the project costs.

The triple constraint in project management is focusing on the output in the management expressed by operating within a set of boundaries consisting of the project time cost and scope. This means that changes in one of the factors will affect the outcome of the two other factors. The triple constraints therefore need to be balanced, as it all depends on trade-offs, in order to achieve a successful project.

== Key Performance Indicators ==
In order to determine if the project is on track Key Performance Indicators (KPI’s) can be used. KPI’s makes the performance of the project measurable by providing a value, that indicates how effectively the project is at the given moment compared to the project scope. In order to get a measurable performance indicator, the person in charge of the project (project manager) typically chooses some key points (about 2-5) concerning the project objectives, effort and cost and/or the project performance<ref name="KPI">''Klipfolio Inc. (2020). What is a KPI? Measure your performance against key business objectives, https://www.klipfolio.com/resources/articles/what-is-a-key-performance-indicator//'' </ref>.

== Scope Control ==
[[File:Scope_control.PNG|150px|thumb|right|Scope Control Processes - 4 Steps]]
In order to control a project scope control must be handled. Scope Control processes makes it possible to identify possible conflicts in connection with the approved Project Scope Statement and thereby to manage these conflicts. In order to manage Scope control implemented changes of the scope must be identified, evaluated, proposed and then authorised. Always ensuring the scope of the projects is considered very important when managing project changes throughout the project life cycle, as changes may cause changes in the deliverables and thereby the functionality, resources needed and overall completion of the project.

== Earned Value Analysis ==
In order to ensure the project progress Earned Value Management can be used to indicate the overall performance of the project. An Earned Value Analysis is based on the comparison of the work performed and the work planned and can thus be used as cost (CPI) and schedule (SPI) control in project forecasting. By the use of EVM decision making can be simplified, as it provides quantitative data, that can easily be communicated<ref name="EVM">''Warburton, Roger David Hand (2008). The practical calculation of schedule variance in terms of schedule, https://www.pmi.org/learning/library/practical-calculation-schedule-variance-7028//'' </ref>.

== Scenario analysis ==
In order to identify the risks in a project different tools, such as Scenario Analysis, can be used. The Scenario Analysis is used to analyze future events with different outcomes in order to present several developments from the given project. This analysis does not rely on any past data or observations, but should take all scenarios to be plausible. By making a scenario analysis at the beginning of the project the risk can be easily identified and thereby managed throughout the project phases<ref name="ScenarioAnalysis">''Wikipedia (2019). Scenario analysis, https://en.wikipedia.org/wiki/Scenario_analysis//'' </ref>.

== Risk Matrix ==
[[File:Risk_matrix2.PNG|300px|thumb|right|Risk Matrix]]

== Value Proposition Canvas ==

Classically the value proposition canvas has two sides. The customer profile you clarify in which way you understand your customers needs. While the value proposition describes your intention to create value for your customers. The optimal starting position for each company is the fit between these two requests (Value Proposition Design: How to Create Products and Services Customers Want).
[[File:VPC.png|300px|thumb|right|Value Proposition Canvas figure <ref name="VPC">''B2B International (2020). What is the Value Proposition Canvas?, https://www.b2binternational.com/research/methods/faq/what-is-the-value-proposition-canvas//'' </ref>]]

Customer Profile
:* Gains: the benefits which the customer expects and needs, what would delight customers and the things which may increase likelihood of adopting a value proposition.
:* Pains: the negative experiences, emotions and risks that the customer experiences in the process of getting the job done.
:* Customer jobs: the functional, social and emotional tasks customers are trying to perform, problems they are trying to solve and needs they wish to satisfy.

Value Proposition
:* Gain creators: how the product or service creates customer gains and how it offers added value to the customer.
:* Pain relievers: a description of exactly how the product or service alleviates customer pains.
:* Products and services: the products and services which create gain and relieve pain, and which underpin the creation of value for the customer.

== How to wiki ==

How to add a reference?
Do it in the text like this:
write <ref name=''name''> ''Author (year) title, link'' </ref>
Refer to the same reference again by writing: <ref name=''name'' />

It automaticly print it under References :-)

How to add a picture:
Click on the botton "Upload file" on the left. Give the file a name you can remember
Go into the wikipage to edit. write: [File:name.jpg|300px|thumb|right|picture text]

== Application ==

== Limitations ==

== Annotated Bibliography ==

== References ==

<references/>

File:Risk matrix2.PNG

2020-02-24T18:38:25Z

Leahasselsteen:

Successful Project Management

2020-02-24T18:27:25Z

Leahasselsteen:

Building 310

== Abstract ==

== Meeting Strategies ==

A meeting can be defined in many ways, one of which is: “a focused interaction of cognitive attention, planned or chance, where people agree to come together for a common purpose, whether at the same time and the same place, or at different times in different places” <ref name=''Romanco2001''> ''Romanco, N. and Nunamaker, J. (2001) Meeting Analysis - Findings from Research and Practice. Proceedings of the 34th Annual Hawaii International Conference on System Science, http://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.570.6650&rep=rep1&type=pdf'' </ref>. Or as Kayser defines: “A meeting is a gathering where people speak up, say nothing, and then all disagree” ''' <ref name=''Romanco2001'' /> .''' The last definition indicates how unproductive and unconstructive meetings can be. In fact, research shows that even though managers spend more than 50% of his/her official work time in meetings, many meetings fail and cause great and unnecessary costs on wasted working time.

However, meetings can be very essential for larger groups of people working together, in order to agree upon key project management activities such as scheduling, cost, and quality. For this reason good meeting strategies can be helpful and in some cases necessary. There are many tools which can be applied in order to make meetings more efficient, and in this article some of the most common ones are explained.

'''Making meetings time efficient''' 
Meetings will run throughout the whole project, but according to when the meeting is held there are different things to take into account. The project manager is responsible for facilitating the meetings and for identifying which challenges will be, or can be, met in different phases in order to achieve the overall goal of the project. One useful method is to make a model of the project phases and to identify possible challenges in each phase. One example of such a model can be seen in the figure to the right.

[[File:Example_of_project_phases.png|400px|thumb|right|Example of project phases PMBOK® Guide <ref name=''PMI'' />.]]

The project phase model is unique for every project, but usually the project goes through four phases: (1) Initiation (2) Planning (3) Execution (4) Closing. Each phase has different associated management activities <ref name=''PMI''> ''Project Management Institute, Inc. (2017). Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th Edition), https://app.knovel.com/hotlink/toc/id:kpGPMBKP02/guide-project-management/guide-project-management'' </ref>.

Another tool which can be used together with the project phase model is to identify the costs throughout the whole project’s life cycle. In most projects the costs will be low in the beginning (Initiation) and will start to increase from the end of the planning phase '''(REferer til PMI her)'''. It is important to make the meetings as efficient as possible when the costs are high, which such a model can help you identify.

'''A collection of tools for meeting strategies''' 
''Avoid unnecessary meetings'' 
First of all it is important to avoid unnecessary meetings. This is especially important when the costs are high and the time is scarce, since people are not fond of wasting their time and this will cause higher costs. A good method is therefore to set up some guidelines for when it is acceptable to call a meeting in order to avoid unnecessary meetings. There are a couple of things that indicates when a meeting is needed <ref name=''Rogelberg''> ''Rogelberg, S. & Scott, C. & Kello, J. (2007) The Science and Fiction of Meetings - MIT Sloan Management Review - Volume 48(2), https://orgscience.uncc.edu/sites/orgscience.uncc.edu/files/media/Rogelberg%20et%20al.%20-%202007%20-%20The%20science%20and%20fiction%20of%20meetings.pdf'' </ref> which are listed below:
:* When unresolved issues are inhibiting the progress of a project or interdependent projects
:* Decision making
:* Idea generation
:* Distribution of a compelling agenda prior to the meeting
:* Celebration of reaching a milestone

Sometimes there is a need for communication, but a meeting is not necessary. In many cases this concerns the type of communication where only one person needs to speak (often the project manager). Examples of this type of communication are updates, delivery of information and presentations.

''Plan the meeting in advance'' 
Another important tool is to plan the meeting in advance. This both concerns the aspect of when and where the meeting should be held, but also which specific topics should be discussed at the meeting. These two aspects should be announced in good time to all attending the meeting, so that they are able to prepare.

''Meeting minutes'' 
Another good tool is meeting minutes. These contains important information from the meetings and are saved in the project management plan '''Referer til PMI her'''. It is a good idea to agree on a structure of the minute so that it takes the same structure for each meeting. The meeting minute is useful for people who could not attend the meeting to see what was discussed, to be able to go back in time and see what was discussed and agreed upon, but also to help keep a structure of the meeting..

The tools mentioned above are just a few among many. Other useful tools could be looking at you create valuable meetings and encourage the participation in meetings

== Team development ==

Team development is part of what is called project resource management, which includes the processes to identify, acquire, and manage the resources needed for the successful completion of the specific project <ref name=''PMI'' /> . These processes consist of (1) Plan Resource Management (2) Estimate Activity Resources (3) Acquire Resources '''(4) Develop Team''' (5) Manage Team (6) Control Resources. All these processes help to ensure that the right resources will be available at the right time and place <ref name=''PMI'' /> .

The fourth process, Team Development is about improving the competencies, the interaction between team members and the overall environment of the team to enhance project performance <ref name=''PMI'' />. Different sources <ref name=''Stott 1995''> ''Stott, K. & Walker, A. (1995) Teams Teamwork & Teambuilding'' </ref> and <ref name=''PMI'' /> agree that teams are developed through four stages - called the FSNP model: Forming - Storming - Norming - Performing. First of all the team members meet and learn about the project and their formal roles and responsibilities. In the second stage the team begins to address the project work, technical work and the management approach. It is important that the team members are open to different ideas and perspectives at this point, otherwise the environment can become counterproductive. In the third stage the team starts to work together and they adjust their behaviors to support the team. Not all teams reach the last stage, since this requires a well-functioning unit. In this stage the team is independent and works through issues smoothly and effectively <ref name=''PMI'' />.

Teamwork is a critical but important factor for project success which is why developing effective and dynamic teams is one of the primary responsibilities for the project manager. Six behaviors have been noticed to affect a high team performance:
:* Using open and effective communication,
:* Creating team-building opportunities,
:* Developing trust among team members,
:* Managing conflicts in a constructive manner,
:* Encouraging collaborative problem solving, and
:* Encouraging collaborative decision making.

Furthermore, it improves the performance if the team members get to know each other

A clear result of this is that it improves teamwork which in most cases leads to an improved completion of the project. Furthermore it strengthens personal skills and motivates the employees.

== Project Stakeholder Management ==

Stakeholders can be defined as people, groups or organizations which could impact or be impacted by the considered project <ref name=''PMI'' /> . In a project the stakeholders could for instance be the owners, client and purchaser, but may as well be the project team, architect or a local community. These are just a few examples.

Stakeholder management deals with analyzes of the stakeholders expectations and their impacts on the project/program/portfolio. Furthermore it is about developing an appropriate strategy for effectively engaging stakeholders in project decisions, and the planning and execution of the work <ref name=''PMI'' />. It is an important and useful tool for reducing complications and altercations. Some would even state that ''“The ability of the project manager to correctly identify and manage these stakeholders in an appropriate manner can mean the difference between success and failure”'' <ref name=''PMI'' />.
The Project Stakeholder Management can be divided into four processes:
# Identifying Stakeholders
# Plan Stakeholder Management
# Manage Stakeholder Engagement
# Monitor Stakeholder Engagement
Before engaging any stakeholders in your project, you need to identify and analyze them in order to place them in appropriate groups. This is the first process and will help you develop the right plan for communicating with the different types of stakeholders throughout the project <ref name=''McDonald2016''> ''MacDonald, J., Business2Community (2016) Stakeholder Identification and Analysis Made Easy for Project Managers, https://www.business2community.com/strategy/stakeholder-identification-analysis-made-easy-project-managers-01440041'' </ref>. The analysis of the stakeholders means placing them in categories according to their interests and their power. A possible division could be as illustrated in the Power/Interest Matrix to the right.

[[File:PowerInterest.png|300px|thumb|right|Power/Interest Matrix for grouping and prioritizing important stakeholders. Inspiration from MacDonald <ref name=''MacDonal'' />]]

As illustrated in the Power/Interest Matrix each stakeholder category requires different treatments in order to keep them engaged in the project.

The next process is to plan the stakeholder engagement which is the process of developing approaches to involve stakeholders based on their needs, expectations, interests and potential impacts on the project <ref name=''PMI'' />. This is important in order to interact effectively with stakeholders. The plan can be developed in the beginning of a project, but should be reviewed and corrected throughout the project. This plan should at least consist of a resource management plan, communication management plan and a risk management plan.

The third process of the Project Stakeholder Management is the process of communicating and working with the stakeholders to meet their needs and expectations, address issues, and foster appropriate stakeholder involvement <ref name=''PMI'' />. Working with the stakeholders allows the project manager to increase the support and minimize the resistance from stakeholders. This requires different tools and techniques such as communication skills, conflict management, political awareness, negotiation skills and many more.

The final process is the monitoring of stakeholder engagement in which the project stakeholder relationships are monitored and strategies are tailored for engaging stakeholders through modification of engagement strategies and plans <ref name=''PMI'' />. The purpose of this process is to either maintain or increase the efficiency and effectiveness of the stakeholder engagement activities as the project evolves and possibly changes. This process should be performed throughout the whole project. Also this process requires different tools such as decision making tools, data analysis and interpersonal and team skills.

== The Triple Constraint in Project Management ==

[[File:Triple_constraint.PNG|200px|thumb|right|The Iron Triangle of Project Management]]
The triple constraint in Project Management is often referred to as the Iron Triangle, where the three corners represent the triple constraints: time, cost and scope.

It is important to establish the goals and requirements (the scope) in the beginning of the project. By defining the scope of the project, you ensure that everybody is working towards the same goal and knows how the final deliverable should turn out. If a clear scope for the project is not defined - and documented - a lot of minor add-ons can end up turning the final deliverable into a completely different project than intended. Additional features can also result in changes in the budget and time constraints as you have to increase the project cost by e.g. assigning more people to the project or extending the project time frame. Constant awareness of changes in the project scope gives you the possibility to discuss the trade-offs within the triple constraints and thereby adjust the changes and thereby keeping the project on track <ref name="IronTriangle">''Van Wyngaard, C.J., Pretorius, J. H. C., Pretorius, L. (2012). Theory of the triple constraint – a conceptual review, IEEE International Conference on Industrial Engineering and Engineering Management'' </ref>.

A detailed description of the project scope can be a good foundation for the overall understanding of the time constraint, as an estimate of the project can be made. If you want the project to be done before time it will probably cost you if you are not willing to lack on the project requirements established in the scope, as a short deadline requires extra resources in order to get the wanted work done in the wanted quality. The establishment of the project time frame can thereby form the basis for the project costs.

The triple constraint in project management is focusing on the output in the management expressed by operating within a set of boundaries consisting of the project time cost and scope. This means that changes in one of the factors will affect the outcome of the two other factors. The triple constraints therefore need to be balanced, as it all depends on trade-offs, in order to achieve a successful project.

== Key Performance Indicators ==
In order to determine if the project is on track Key Performance Indicators (KPI’s) can be used. KPI’s makes the performance of the project measurable by providing a value, that indicates how effectively the project is at the given moment compared to the project scope. In order to get a measurable performance indicator, the person in charge of the project (project manager) typically chooses some key points (about 2-5) concerning the project objectives, effort and cost and/or the project performance<ref name="KPI">''Klipfolio Inc. (2020). What is a KPI? Measure your performance against key business objectives, https://www.klipfolio.com/resources/articles/what-is-a-key-performance-indicator//'' </ref>.

== Scope Control ==
[[File:Scope_control.PNG|150px|thumb|right|Scope Control Processes - 4 Steps]]
In order to control a project scope control must be handled. Scope Control processes makes it possible to identify possible conflicts in connection with the approved Project Scope Statement and thereby to manage these conflicts. In order to manage Scope control implemented changes of the scope must be identified, evaluated, proposed and then authorised. Always ensuring the scope of the projects is considered very important when managing project changes throughout the project life cycle, as changes may cause changes in the deliverables and thereby the functionality, resources needed and overall completion of the project.

== Earned Value Analysis ==
In order to ensure the project progress Earned Value Management can be used to indicate the overall performance of the project. An Earned Value Analysis is based on the comparison of the work performed and the work planned and can thus be used as cost (CPI) and schedule (SPI) control in project forecasting. By the use of EVM decision making can be simplified, as it provides quantitative data, that can easily be communicated<ref name="EVM">''Warburton, Roger David Hand (2008). The practical calculation of schedule variance in terms of schedule, https://www.pmi.org/learning/library/practical-calculation-schedule-variance-7028//'' </ref>.

== Scenario analysis ==
In order to identify the risks in a project different tools, such as Scenario Analysis, can be used. The Scenario Analysis is used to analyze future events with different outcomes in order to present several developments from the given project. This analysis does not rely on any past data or observations, but should take all scenarios to be plausible. By making a scenario analysis at the beginning of the project the risk can be easily identified and thereby managed throughout the project phases<ref name="ScenarioAnalysis">''Wikipedia (2019). Scenario analysis, https://en.wikipedia.org/wiki/Scenario_analysis//'' </ref>.

== Value Proposition Canvas ==

Classically the value proposition canvas has two sides. The customer profile you clarify in which way you understand your customers needs. While the value proposition describes your intention to create value for your customers. The optimal starting position for each company is the fit between these two requests (Value Proposition Design: How to Create Products and Services Customers Want).
[[File:VPC.png|300px|thumb|right|Value Proposition Canvas figure <ref name="VPC">''B2B International (2020). What is the Value Proposition Canvas?, https://www.b2binternational.com/research/methods/faq/what-is-the-value-proposition-canvas//'' </ref>]]

Customer Profile
:* Gains: the benefits which the customer expects and needs, what would delight customers and the things which may increase likelihood of adopting a value proposition.
:* Pains: the negative experiences, emotions and risks that the customer experiences in the process of getting the job done.
:* Customer jobs: the functional, social and emotional tasks customers are trying to perform, problems they are trying to solve and needs they wish to satisfy.

Value Proposition
:* Gain creators: how the product or service creates customer gains and how it offers added value to the customer.
:* Pain relievers: a description of exactly how the product or service alleviates customer pains.
:* Products and services: the products and services which create gain and relieve pain, and which underpin the creation of value for the customer.

== How to wiki ==

How to add a reference?
Do it in the text like this:
write <ref name=''name''> ''Author (year) title, link'' </ref>
Refer to the same reference again by writing: <ref name=''name'' />

It automaticly print it under References :-)

How to add a picture:
Click on the botton "Upload file" on the left. Give the file a name you can remember
Go into the wikipage to edit. write: [File:name.jpg|300px|thumb|right|picture text]

== Application ==

== Limitations ==

== Annotated Bibliography ==

== References ==

<references/>

Successful Project Management

2020-02-24T18:13:55Z

Leahasselsteen:

Building 310

== Abstract ==

== Meeting Strategies ==

A meeting can be defined in many ways, one of which is: “a focused interaction of cognitive attention, planned or chance, where people agree to come together for a common purpose, whether at the same time and the same place, or at different times in different places” <ref name=''Romanco2001''> ''Romanco, N. and Nunamaker, J. (2001) Meeting Analysis - Findings from Research and Practice. Proceedings of the 34th Annual Hawaii International Conference on System Science, http://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.570.6650&rep=rep1&type=pdf'' </ref>. Or as Kayser defines: “A meeting is a gathering where people speak up, say nothing, and then all disagree” ''' <ref name=''Romanco2001'' /> .''' The last definition indicates how unproductive and unconstructive meetings can be. In fact, research shows that even though managers spend more than 50% of his/her official work time in meetings, many meetings fail and cause great and unnecessary costs on wasted working time.

However, meetings can be very essential for larger groups of people working together, in order to agree upon key project management activities such as scheduling, cost, and quality. For this reason good meeting strategies can be helpful and in some cases necessary. There are many tools which can be applied in order to make meetings more efficient, and in this article some of the most common ones are explained.

'''Making meetings time efficient''' 
Meetings will run throughout the whole project, but according to when the meeting is held there are different things to take into account. The project manager is responsible for facilitating the meetings and for identifying which challenges will be, or can be, met in different phases in order to achieve the overall goal of the project. One useful method is to make a model of the project phases and to identify possible challenges in each phase. One example of such a model can be seen in the figure to the right.

[[File:Example_of_project_phases.png|400px|thumb|right|Example of project phases PMBOK® Guide <ref name=''PMI'' />.]]

The project phase model is unique for every project, but usually the project goes through four phases: (1) Initiation (2) Planning (3) Execution (4) Closing. Each phase has different associated management activities <ref name=''PMI''> ''Project Management Institute, Inc. (2017). Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th Edition), https://app.knovel.com/hotlink/toc/id:kpGPMBKP02/guide-project-management/guide-project-management'' </ref>.

Another tool which can be used together with the project phase model is to identify the costs throughout the whole project’s life cycle. In most projects the costs will be low in the beginning (Initiation) and will start to increase from the end of the planning phase '''(REferer til PMI her)'''. It is important to make the meetings as efficient as possible when the costs are high, which such a model can help you identify.

'''A collection of tools for meeting strategies''' 
''Avoid unnecessary meetings'' 
First of all it is important to avoid unnecessary meetings. This is especially important when the costs are high and the time is scarce, since people are not fond of wasting their time and this will cause higher costs. A good method is therefore to set up some guidelines for when it is acceptable to call a meeting in order to avoid unnecessary meetings. There are a couple of things that indicates when a meeting is needed <ref name=''Rogelberg''> ''Rogelberg, S. & Scott, C. & Kello, J. (2007) The Science and Fiction of Meetings - MIT Sloan Management Review - Volume 48(2), https://orgscience.uncc.edu/sites/orgscience.uncc.edu/files/media/Rogelberg%20et%20al.%20-%202007%20-%20The%20science%20and%20fiction%20of%20meetings.pdf'' </ref> which are listed below:
:* When unresolved issues are inhibiting the progress of a project or interdependent projects
:* Decision making
:* Idea generation
:* Distribution of a compelling agenda prior to the meeting
:* Celebration of reaching a milestone

Sometimes there is a need for communication, but a meeting is not necessary. In many cases this concerns the type of communication where only one person needs to speak (often the project manager). Examples of this type of communication are updates, delivery of information and presentations.

''Plan the meeting in advance'' 
Another important tool is to plan the meeting in advance. This both concerns the aspect of when and where the meeting should be held, but also which specific topics should be discussed at the meeting. These two aspects should be announced in good time to all attending the meeting, so that they are able to prepare.

''Meeting minutes'' 
Another good tool is meeting minutes. These contains important information from the meetings and are saved in the project management plan '''Referer til PMI her'''. It is a good idea to agree on a structure of the minute so that it takes the same structure for each meeting. The meeting minute is useful for people who could not attend the meeting to see what was discussed, to be able to go back in time and see what was discussed and agreed upon, but also to help keep a structure of the meeting..

The tools mentioned above are just a few among many. Other useful tools could be looking at you create valuable meetings and encourage the participation in meetings

== Team development ==

Team development is part of what is called project resource management, which includes the processes to identify, acquire, and manage the resources needed for the successful completion of the specific project <ref name=''PMI'' /> . These processes consist of (1) Plan Resource Management (2) Estimate Activity Resources (3) Acquire Resources '''(4) Develop Team''' (5) Manage Team (6) Control Resources. All these processes help to ensure that the right resources will be available at the right time and place <ref name=''PMI'' /> .

The fourth process, Team Development is about improving the competencies, the interaction between team members and the overall environment of the team to enhance project performance <ref name=''PMI'' />. Different sources <ref name=''Stott 1995''> ''Stott, K. & Walker, A. (1995) Teams Teamwork & Teambuilding'' </ref> and <ref name=''PMI'' /> agree that teams are developed through four stages - called the FSNP model: Forming - Storming - Norming - Performing. First of all the team members meet and learn about the project and their formal roles and responsibilities. In the second stage the team begins to address the project work, technical work and the management approach. It is important that the team members are open to different ideas and perspectives at this point, otherwise the environment can become counterproductive. In the third stage the team starts to work together and they adjust their behaviors to support the team. Not all teams reach the last stage, since this requires a well-functioning unit. In this stage the team is independent and works through issues smoothly and effectively <ref name=''PMI'' />.

Teamwork is a critical but important factor for project success which is why developing effective and dynamic teams is one of the primary responsibilities for the project manager. Six behaviors have been noticed to affect a high team performance:
:* Using open and effective communication,
:* Creating team-building opportunities,
:* Developing trust among team members,
:* Managing conflicts in a constructive manner,
:* Encouraging collaborative problem solving, and
:* Encouraging collaborative decision making.

Furthermore, it improves the performance if the team members get to know each other

A clear result of this is that it improves teamwork which in most cases leads to an improved completion of the project. Furthermore it strengthens personal skills and motivates the employees.

== Project Stakeholder Management ==

Stakeholders can be defined as people, groups or organizations which could impact or be impacted by the considered project <ref name=''PMI'' /> . In a project the stakeholders could for instance be the owners, client and purchaser, but may as well be the project team, architect or a local community. These are just a few examples.

Stakeholder management deals with analyzes of the stakeholders expectations and their impacts on the project/program/portfolio. Furthermore it is about developing an appropriate strategy for effectively engaging stakeholders in project decisions, and the planning and execution of the work <ref name=''PMI'' />. It is an important and useful tool for reducing complications and altercations. Some would even state that ''“The ability of the project manager to correctly identify and manage these stakeholders in an appropriate manner can mean the difference between success and failure”'' <ref name=''PMI'' />.
The Project Stakeholder Management can be divided into four processes:
# Identifying Stakeholders
# Plan Stakeholder Management
# Manage Stakeholder Engagement
# Monitor Stakeholder Engagement
Before engaging any stakeholders in your project, you need to identify and analyze them in order to place them in appropriate groups. This is the first process and will help you develop the right plan for communicating with the different types of stakeholders throughout the project <ref name=''McDonald2016''> ''MacDonald, J., Business2Community (2016) Stakeholder Identification and Analysis Made Easy for Project Managers, https://www.business2community.com/strategy/stakeholder-identification-analysis-made-easy-project-managers-01440041'' </ref>. The analysis of the stakeholders means placing them in categories according to their interests and their power. A possible division could be as illustrated in the Power/Interest Matrix to the right.

[[File:PowerInterest.png|300px|thumb|right|Power/Interest Matrix for grouping and prioritizing important stakeholders. Inspiration from MacDonald <ref name=''MacDonal'' />]]

As illustrated in the Power/Interest Matrix each stakeholder category requires different treatments in order to keep them engaged in the project.

The next process is to plan the stakeholder engagement which is the process of developing approaches to involve stakeholders based on their needs, expectations, interests and potential impacts on the project <ref name=''PMI'' />. This is important in order to interact effectively with stakeholders. The plan can be developed in the beginning of a project, but should be reviewed and corrected throughout the project. This plan should at least consist of a resource management plan, communication management plan and a risk management plan.

The third process of the Project Stakeholder Management is the process of communicating and working with the stakeholders to meet their needs and expectations, address issues, and foster appropriate stakeholder involvement <ref name=''PMI'' />. Working with the stakeholders allows the project manager to increase the support and minimize the resistance from stakeholders. This requires different tools and techniques such as communication skills, conflict management, political awareness, negotiation skills and many more.

The final process is the monitoring of stakeholder engagement in which the project stakeholder relationships are monitored and strategies are tailored for engaging stakeholders through modification of engagement strategies and plans <ref name=''PMI'' />. The purpose of this process is to either maintain or increase the efficiency and effectiveness of the stakeholder engagement activities as the project evolves and possibly changes. This process should be performed throughout the whole project. Also this process requires different tools such as decision making tools, data analysis and interpersonal and team skills.

== The Triple Constraint in Project Management ==

[[File:Triple_constraint.PNG|200px|thumb|right|The Iron Triangle of Project Management]]
The triple constraint in Project Management is often referred to as the Iron Triangle, where the three corners represent the triple constraints: time, cost and scope.

It is important to establish the goals and requirements (the scope) in the beginning of the project. By defining the scope of the project, you ensure that everybody is working towards the same goal and knows how the final deliverable should turn out. If a clear scope for the project is not defined - and documented - a lot of minor add-ons can end up turning the final deliverable into a completely different project than intended. Additional features can also result in changes in the budget and time constraints as you have to increase the project cost by e.g. assigning more people to the project or extending the project time frame. Constant awareness of changes in the project scope gives you the possibility to discuss the trade-offs within the triple constraints and thereby adjust the changes and thereby keeping the project on track <ref name="IronTriangle">''Van Wyngaard, C.J., Pretorius, J. H. C., Pretorius, L. (2012). Theory of the triple constraint – a conceptual review, IEEE International Conference on Industrial Engineering and Engineering Management'' </ref>.

A detailed description of the project scope can be a good foundation for the overall understanding of the time constraint, as an estimate of the project can be made. If you want the project to be done before time it will probably cost you if you are not willing to lack on the project requirements established in the scope, as a short deadline requires extra resources in order to get the wanted work done in the wanted quality. The establishment of the project time frame can thereby form the basis for the project costs.

The triple constraint in project management is focusing on the output in the management expressed by operating within a set of boundaries consisting of the project time cost and scope. This means that changes in one of the factors will affect the outcome of the two other factors. The triple constraints therefore need to be balanced, as it all depends on trade-offs, in order to achieve a successful project.

== Key Performance Indicators ==
In order to determine if the project is on track Key Performance Indicators (KPI’s) can be used. KPI’s makes the performance of the project measurable by providing a value, that indicates how effectively the project is at the given moment compared to the project scope. In order to get a measurable performance indicator, the person in charge of the project (project manager) typically chooses some key points (about 2-5) concerning the project objectives, effort and cost and/or the project performance<ref name="KPI">''Klipfolio Inc. (2020). What is a KPI? Measure your performance against key business objectives, https://www.klipfolio.com/resources/articles/what-is-a-key-performance-indicator//'' </ref>.

== Scope Control ==
[[File:Scope_control.PNG|150px|thumb|right|Scope Control Processes - 4 Steps]]
In order to control a project scope control must be handled. Scope Control processes makes it possible to identify possible conflicts in connection with the approved Project Scope Statement and thereby to manage these conflicts. In order to manage Scope control implemented changes of the scope must be identified, evaluated, proposed and then authorised. Always ensuring the scope of the projects is considered very important when managing project changes throughout the project life cycle, as changes may cause changes in the deliverables and thereby the functionality, resources needed and overall completion of the project.

== Earned Value Analysis ==
In order to ensure the project progress Earned Value Management can be used to indicate the overall performance of the project. An Earned Value Analysis is based on the comparison of the work performed and the work planned and can thus be used as cost (CPI) and schedule (SPI) control in project forecasting. By the use of EVM decision making can be simplified, as it provides quantitative data, that can easily be communicated<ref name="EVM">''Warburton, Roger David Hand (2008). The practical calculation of schedule variance in terms of schedule, https://www.pmi.org/learning/library/practical-calculation-schedule-variance-7028//'' </ref>.

== Value Proposition Canvas ==

Classically the value proposition canvas has two sides. The customer profile you clarify in which way you understand your customers needs. While the value proposition describes your intention to create value for your customers. The optimal starting position for each company is the fit between these two requests (Value Proposition Design: How to Create Products and Services Customers Want).
[[File:VPC.png|300px|thumb|right|Value Proposition Canvas figure <ref name="VPC">''B2B International (2020). What is the Value Proposition Canvas?, https://www.b2binternational.com/research/methods/faq/what-is-the-value-proposition-canvas//'' </ref>]]

Customer Profile
:* Gains: the benefits which the customer expects and needs, what would delight customers and the things which may increase likelihood of adopting a value proposition.
:* Pains: the negative experiences, emotions and risks that the customer experiences in the process of getting the job done.
:* Customer jobs: the functional, social and emotional tasks customers are trying to perform, problems they are trying to solve and needs they wish to satisfy.

Value Proposition
:* Gain creators: how the product or service creates customer gains and how it offers added value to the customer.
:* Pain relievers: a description of exactly how the product or service alleviates customer pains.
:* Products and services: the products and services which create gain and relieve pain, and which underpin the creation of value for the customer.

== How to wiki ==

How to add a reference?
Do it in the text like this:
write <ref name=''name''> ''Author (year) title, link'' </ref>
Refer to the same reference again by writing: <ref name=''name'' />

It automaticly print it under References :-)

How to add a picture:
Click on the botton "Upload file" on the left. Give the file a name you can remember
Go into the wikipage to edit. write: [File:name.jpg|300px|thumb|right|picture text]

== Application ==

== Limitations ==

== Annotated Bibliography ==

== References ==

<references/>

Successful Project Management

2020-02-24T18:02:17Z

Leahasselsteen:

Building 310

== Abstract ==

== Meeting Strategies ==

A meeting can be defined in many ways, one of which is: “a focused interaction of cognitive attention, planned or chance, where people agree to come together for a common purpose, whether at the same time and the same place, or at different times in different places” <ref name=''Romanco2001''> ''Romanco, N. and Nunamaker, J. (2001) Meeting Analysis - Findings from Research and Practice. Proceedings of the 34th Annual Hawaii International Conference on System Science, http://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.570.6650&rep=rep1&type=pdf'' </ref>. Or as Kayser defines: “A meeting is a gathering where people speak up, say nothing, and then all disagree” ''' <ref name=''Romanco2001'' /> .''' The last definition indicates how unproductive and unconstructive meetings can be. In fact, research shows that even though managers spend more than 50% of his/her official work time in meetings, many meetings fail and cause great and unnecessary costs on wasted working time.

However, meetings can be very essential for larger groups of people working together, in order to agree upon key project management activities such as scheduling, cost, and quality. For this reason good meeting strategies can be helpful and in some cases necessary. There are many tools which can be applied in order to make meetings more efficient, and in this article some of the most common ones are explained.

'''Making meetings time efficient''' 
Meetings will run throughout the whole project, but according to when the meeting is held there are different things to take into account. The project manager is responsible for facilitating the meetings and for identifying which challenges will be, or can be, met in different phases in order to achieve the overall goal of the project. One useful method is to make a model of the project phases and to identify possible challenges in each phase. One example of such a model can be seen in the figure to the right.

[[File:Example_of_project_phases.png|400px|thumb|right|Example of project phases PMBOK® Guide <ref name=''PMI'' />.]]

The project phase model is unique for every project, but usually the project goes through four phases: (1) Initiation (2) Planning (3) Execution (4) Closing. Each phase has different associated management activities <ref name=''PMI''> ''Project Management Institute, Inc. (2017). Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th Edition), https://app.knovel.com/hotlink/toc/id:kpGPMBKP02/guide-project-management/guide-project-management'' </ref>.

Another tool which can be used together with the project phase model is to identify the costs throughout the whole project’s life cycle. In most projects the costs will be low in the beginning (Initiation) and will start to increase from the end of the planning phase '''(REferer til PMI her)'''. It is important to make the meetings as efficient as possible when the costs are high, which such a model can help you identify.

'''A collection of tools for meeting strategies''' 
''Avoid unnecessary meetings'' 
First of all it is important to avoid unnecessary meetings. This is especially important when the costs are high and the time is scarce, since people are not fond of wasting their time and this will cause higher costs. A good method is therefore to set up some guidelines for when it is acceptable to call a meeting in order to avoid unnecessary meetings. There are a couple of things that indicates when a meeting is needed <ref name=''Rogelberg''> ''Rogelberg, S. & Scott, C. & Kello, J. (2007) The Science and Fiction of Meetings - MIT Sloan Management Review - Volume 48(2), https://orgscience.uncc.edu/sites/orgscience.uncc.edu/files/media/Rogelberg%20et%20al.%20-%202007%20-%20The%20science%20and%20fiction%20of%20meetings.pdf'' </ref> which are listed below:
:* When unresolved issues are inhibiting the progress of a project or interdependent projects
:* Decision making
:* Idea generation
:* Distribution of a compelling agenda prior to the meeting
:* Celebration of reaching a milestone

Sometimes there is a need for communication, but a meeting is not necessary. In many cases this concerns the type of communication where only one person needs to speak (often the project manager). Examples of this type of communication are updates, delivery of information and presentations.

''Plan the meeting in advance'' 
Another important tool is to plan the meeting in advance. This both concerns the aspect of when and where the meeting should be held, but also which specific topics should be discussed at the meeting. These two aspects should be announced in good time to all attending the meeting, so that they are able to prepare.

''Meeting minutes'' 
Another good tool is meeting minutes. These contains important information from the meetings and are saved in the project management plan '''Referer til PMI her'''. It is a good idea to agree on a structure of the minute so that it takes the same structure for each meeting. The meeting minute is useful for people who could not attend the meeting to see what was discussed, to be able to go back in time and see what was discussed and agreed upon, but also to help keep a structure of the meeting..

The tools mentioned above are just a few among many. Other useful tools could be looking at you create valuable meetings and encourage the participation in meetings

== Team development ==

Team development is part of what is called project resource management, which includes the processes to identify, acquire, and manage the resources needed for the successful completion of the specific project <ref name=''PMI'' /> . These processes consist of (1) Plan Resource Management (2) Estimate Activity Resources (3) Acquire Resources '''(4) Develop Team''' (5) Manage Team (6) Control Resources. All these processes help to ensure that the right resources will be available at the right time and place <ref name=''PMI'' /> .

The fourth process, Team Development is about improving the competencies, the interaction between team members and the overall environment of the team to enhance project performance <ref name=''PMI'' />. Different sources <ref name=''Stott 1995''> ''Stott, K. & Walker, A. (1995) Teams Teamwork & Teambuilding'' </ref> and <ref name=''PMI'' /> agree that teams are developed through four stages - called the FSNP model: Forming - Storming - Norming - Performing. First of all the team members meet and learn about the project and their formal roles and responsibilities. In the second stage the team begins to address the project work, technical work and the management approach. It is important that the team members are open to different ideas and perspectives at this point, otherwise the environment can become counterproductive. In the third stage the team starts to work together and they adjust their behaviors to support the team. Not all teams reach the last stage, since this requires a well-functioning unit. In this stage the team is independent and works through issues smoothly and effectively <ref name=''PMI'' />.

Teamwork is a critical but important factor for project success which is why developing effective and dynamic teams is one of the primary responsibilities for the project manager. Six behaviors have been noticed to affect a high team performance:
:* Using open and effective communication,
:* Creating team-building opportunities,
:* Developing trust among team members,
:* Managing conflicts in a constructive manner,
:* Encouraging collaborative problem solving, and
:* Encouraging collaborative decision making.

Furthermore, it improves the performance if the team members get to know each other

A clear result of this is that it improves teamwork which in most cases leads to an improved completion of the project. Furthermore it strengthens personal skills and motivates the employees.

== Project Stakeholder Management ==

Stakeholders can be defined as people, groups or organizations which could impact or be impacted by the considered project <ref name=''PMI'' /> . In a project the stakeholders could for instance be the owners, client and purchaser, but may as well be the project team, architect or a local community. These are just a few examples.

Stakeholder management deals with analyzes of the stakeholders expectations and their impacts on the project/program/portfolio. Furthermore it is about developing an appropriate strategy for effectively engaging stakeholders in project decisions, and the planning and execution of the work <ref name=''PMI'' />. It is an important and useful tool for reducing complications and altercations. Some would even state that ''“The ability of the project manager to correctly identify and manage these stakeholders in an appropriate manner can mean the difference between success and failure”'' <ref name=''PMI'' />.
The Project Stakeholder Management can be divided into four processes:
# Identifying Stakeholders
# Plan Stakeholder Management
# Manage Stakeholder Engagement
# Monitor Stakeholder Engagement
Before engaging any stakeholders in your project, you need to identify and analyze them in order to place them in appropriate groups. This is the first process and will help you develop the right plan for communicating with the different types of stakeholders throughout the project <ref name=''McDonald2016''> ''MacDonald, J., Business2Community (2016) Stakeholder Identification and Analysis Made Easy for Project Managers, https://www.business2community.com/strategy/stakeholder-identification-analysis-made-easy-project-managers-01440041'' </ref>. The analysis of the stakeholders means placing them in categories according to their interests and their power. A possible division could be as illustrated in the Power/Interest Matrix to the right.

[[File:PowerInterest.png|300px|thumb|right|Power/Interest Matrix for grouping and prioritizing important stakeholders. Inspiration from MacDonald <ref name=''MacDonal'' />]]

As illustrated in the Power/Interest Matrix each stakeholder category requires different treatments in order to keep them engaged in the project.

The next process is to plan the stakeholder engagement which is the process of developing approaches to involve stakeholders based on their needs, expectations, interests and potential impacts on the project <ref name=''PMI'' />. This is important in order to interact effectively with stakeholders. The plan can be developed in the beginning of a project, but should be reviewed and corrected throughout the project. This plan should at least consist of a resource management plan, communication management plan and a risk management plan.

The third process of the Project Stakeholder Management is the process of communicating and working with the stakeholders to meet their needs and expectations, address issues, and foster appropriate stakeholder involvement <ref name=''PMI'' />. Working with the stakeholders allows the project manager to increase the support and minimize the resistance from stakeholders. This requires different tools and techniques such as communication skills, conflict management, political awareness, negotiation skills and many more.

The final process is the monitoring of stakeholder engagement in which the project stakeholder relationships are monitored and strategies are tailored for engaging stakeholders through modification of engagement strategies and plans <ref name=''PMI'' />. The purpose of this process is to either maintain or increase the efficiency and effectiveness of the stakeholder engagement activities as the project evolves and possibly changes. This process should be performed throughout the whole project. Also this process requires different tools such as decision making tools, data analysis and interpersonal and team skills.

== The Triple Constraint in Project Management ==

[[File:Triple_constraint.PNG|200px|thumb|right|The Iron Triangle of Project Management]]
The triple constraint in Project Management is often referred to as the Iron Triangle, where the three corners represent the triple constraints: time, cost and scope.

It is important to establish the goals and requirements (the scope) in the beginning of the project. By defining the scope of the project, you ensure that everybody is working towards the same goal and knows how the final deliverable should turn out. If a clear scope for the project is not defined - and documented - a lot of minor add-ons can end up turning the final deliverable into a completely different project than intended. Additional features can also result in changes in the budget and time constraints as you have to increase the project cost by e.g. assigning more people to the project or extending the project time frame. Constant awareness of changes in the project scope gives you the possibility to discuss the trade-offs within the triple constraints and thereby adjust the changes and thereby keeping the project on track <ref name="IronTriangle">''Van Wyngaard, C.J., Pretorius, J. H. C., Pretorius, L. (2012). Theory of the triple constraint – a conceptual review, IEEE International Conference on Industrial Engineering and Engineering Management'' </ref>.

A detailed description of the project scope can be a good foundation for the overall understanding of the time constraint, as an estimate of the project can be made. If you want the project to be done before time it will probably cost you if you are not willing to lack on the project requirements established in the scope, as a short deadline requires extra resources in order to get the wanted work done in the wanted quality. The establishment of the project time frame can thereby form the basis for the project costs.

The triple constraint in project management is focusing on the output in the management expressed by operating within a set of boundaries consisting of the project time cost and scope. This means that changes in one of the factors will affect the outcome of the two other factors. The triple constraints therefore need to be balanced, as it all depends on trade-offs, in order to achieve a successful project.

== Key Performance Indicators ==
In order to determine if the project is on track Key Performance Indicators (KPI’s) can be used. KPI’s makes the performance of the project measurable by providing a value, that indicates how effectively the project is at the given moment compared to the project scope. In order to get a measurable performance indicator, the person in charge of the project (project manager) typically chooses some key points (about 2-5) concerning the project objectives, effort and cost and/or the project performance<ref name="KPI">''Klipfolio Inc. (2020). What is a KPI? Measure your performance against key business objectives, https://www.klipfolio.com/resources/articles/what-is-a-key-performance-indicator//'' </ref>.

== Scope Control ==

[[File:Scope_control.PNG|150px|thumb|right|Scope Control Processes - 4 Steps]]
In order to control a project scope control must be handled. Scope Control processes makes it possible to identify possible conflicts in connection with the approved Project Scope Statement and thereby to manage these conflicts. In order to manage Scope control implemented changes of the scope must be identified, evaluated, proposed and then authorised. Always ensuring the scope of the projects is considered very important when managing project changes throughout the project life cycle, as changes may cause changes in the deliverables and thereby the functionality, resources needed and overall completion of the project.

== Value Proposition Canvas ==

Classically the value proposition canvas has two sides. The customer profile you clarify in which way you understand your customers needs. While the value proposition describes your intention to create value for your customers. The optimal starting position for each company is the fit between these two requests (Value Proposition Design: How to Create Products and Services Customers Want).
[[File:VPC.png|300px|thumb|right|Value Proposition Canvas figure <ref name="VPC">''B2B International (2020). What is the Value Proposition Canvas?, https://www.b2binternational.com/research/methods/faq/what-is-the-value-proposition-canvas//'' </ref>]]

Customer Profile
:* Gains: the benefits which the customer expects and needs, what would delight customers and the things which may increase likelihood of adopting a value proposition.
:* Pains: the negative experiences, emotions and risks that the customer experiences in the process of getting the job done.
:* Customer jobs: the functional, social and emotional tasks customers are trying to perform, problems they are trying to solve and needs they wish to satisfy.

Value Proposition
:* Gain creators: how the product or service creates customer gains and how it offers added value to the customer.
:* Pain relievers: a description of exactly how the product or service alleviates customer pains.
:* Products and services: the products and services which create gain and relieve pain, and which underpin the creation of value for the customer.

== How to wiki ==

How to add a reference?
Do it in the text like this:
write <ref name=''name''> ''Author (year) title, link'' </ref>
Refer to the same reference again by writing: <ref name=''name'' />

It automaticly print it under References :-)

How to add a picture:
Click on the botton "Upload file" on the left. Give the file a name you can remember
Go into the wikipage to edit. write: [File:name.jpg|300px|thumb|right|picture text]

== Application ==

== Limitations ==

== Annotated Bibliography ==

== References ==

<references/>

File:Scope control.PNG

2020-02-24T17:45:23Z

Leahasselsteen:

Successful Project Management

2020-02-24T17:38:35Z

Leahasselsteen: /* Key Performance Indicators */

Building 310

== Abstract ==

== Meeting Strategies ==

A meeting can be defined in many ways, one of which is: “a focused interaction of cognitive attention, planned or chance, where people agree to come together for a common purpose, whether at the same time and the same place, or at different times in different places” <ref name=''Romanco2001''> ''Romanco, N. and Nunamaker, J. (2001) Meeting Analysis - Findings from Research and Practice. Proceedings of the 34th Annual Hawaii International Conference on System Science, http://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.570.6650&rep=rep1&type=pdf'' </ref>. Or as Kayser defines: “A meeting is a gathering where people speak up, say nothing, and then all disagree” ''' <ref name=''Romanco2001'' /> .''' The last definition indicates how unproductive and unconstructive meetings can be. In fact, research shows that even though managers spend more than 50% of his/her official work time in meetings, many meetings fail and cause great and unnecessary costs on wasted working time.

However, meetings can be very essential for larger groups of people working together, in order to agree upon key project management activities such as scheduling, cost, and quality. For this reason good meeting strategies can be helpful and in some cases necessary. There are many tools which can be applied in order to make meetings more efficient, and in this article some of the most common ones are explained.

'''Making meetings time efficient''' 
Meetings will run throughout the whole project, but according to when the meeting is held there are different things to take into account. The project manager is responsible for facilitating the meetings and for identifying which challenges will be, or can be, met in different phases in order to achieve the overall goal of the project. One useful method is to make a model of the project phases and to identify possible challenges in each phase. One example of such a model can be seen in the figure to the right.

[[File:Example_of_project_phases.png|400px|thumb|right|Example of project phases PMBOK® Guide <ref name=''PMI'' />.]]

The project phase model is unique for every project, but usually the project goes through four phases: (1) Initiation (2) Planning (3) Execution (4) Closing. Each phase has different associated management activities <ref name=''PMI''> ''Project Management Institute, Inc. (2017). Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th Edition), https://app.knovel.com/hotlink/toc/id:kpGPMBKP02/guide-project-management/guide-project-management'' </ref>.

Another tool which can be used together with the project phase model is to identify the costs throughout the whole project’s life cycle. In most projects the costs will be low in the beginning (Initiation) and will start to increase from the end of the planning phase '''(REferer til PMI her)'''. It is important to make the meetings as efficient as possible when the costs are high, which such a model can help you identify.

'''A collection of tools for meeting strategies''' 
''Avoid unnecessary meetings'' 
First of all it is important to avoid unnecessary meetings. This is especially important when the costs are high and the time is scarce, since people are not fond of wasting their time and this will cause higher costs. A good method is therefore to set up some guidelines for when it is acceptable to call a meeting in order to avoid unnecessary meetings. There are a couple of things that indicates when a meeting is needed <ref name=''Rogelberg''> ''Rogelberg, S. & Scott, C. & Kello, J. (2007) The Science and Fiction of Meetings - MIT Sloan Management Review - Volume 48(2), https://orgscience.uncc.edu/sites/orgscience.uncc.edu/files/media/Rogelberg%20et%20al.%20-%202007%20-%20The%20science%20and%20fiction%20of%20meetings.pdf'' </ref> which are listed below:
:* When unresolved issues are inhibiting the progress of a project or interdependent projects
:* Decision making
:* Idea generation
:* Distribution of a compelling agenda prior to the meeting
:* Celebration of reaching a milestone

Sometimes there is a need for communication, but a meeting is not necessary. In many cases this concerns the type of communication where only one person needs to speak (often the project manager). Examples of this type of communication are updates, delivery of information and presentations.

''Plan the meeting in advance'' 
Another important tool is to plan the meeting in advance. This both concerns the aspect of when and where the meeting should be held, but also which specific topics should be discussed at the meeting. These two aspects should be announced in good time to all attending the meeting, so that they are able to prepare.

''Meeting minutes'' 
Another good tool is meeting minutes. These contains important information from the meetings and are saved in the project management plan '''Referer til PMI her'''. It is a good idea to agree on a structure of the minute so that it takes the same structure for each meeting. The meeting minute is useful for people who could not attend the meeting to see what was discussed, to be able to go back in time and see what was discussed and agreed upon, but also to help keep a structure of the meeting..

The tools mentioned above are just a few among many. Other useful tools could be looking at you create valuable meetings and encourage the participation in meetings

== Team development ==

Team development is part of what is called project resource management, which includes the processes to identify, acquire, and manage the resources needed for the successful completion of the specific project <ref name=''PMI'' /> . These processes consist of (1) Plan Resource Management (2) Estimate Activity Resources (3) Acquire Resources '''(4) Develop Team''' (5) Manage Team (6) Control Resources. All these processes help to ensure that the right resources will be available at the right time and place <ref name=''PMI'' /> .

The fourth process, Team Development is about improving the competencies, the interaction between team members and the overall environment of the team to enhance project performance <ref name=''PMI'' />. Different sources <ref name=''Stott 1995''> ''Stott, K. & Walker, A. (1995) Teams Teamwork & Teambuilding'' </ref> and <ref name=''PMI'' /> agree that teams are developed through four stages - called the FSNP model: Forming - Storming - Norming - Performing. First of all the team members meet and learn about the project and their formal roles and responsibilities. In the second stage the team begins to address the project work, technical work and the management approach. It is important that the team members are open to different ideas and perspectives at this point, otherwise the environment can become counterproductive. In the third stage the team starts to work together and they adjust their behaviors to support the team. Not all teams reach the last stage, since this requires a well-functioning unit. In this stage the team is independent and works through issues smoothly and effectively <ref name=''PMI'' />.

Teamwork is a critical but important factor for project success which is why developing effective and dynamic teams is one of the primary responsibilities for the project manager. Six behaviors have been noticed to affect a high team performance:
:* Using open and effective communication,
:* Creating team-building opportunities,
:* Developing trust among team members,
:* Managing conflicts in a constructive manner,
:* Encouraging collaborative problem solving, and
:* Encouraging collaborative decision making.

Furthermore, it improves the performance if the team members get to know each other

A clear result of this is that it improves teamwork which in most cases leads to an improved completion of the project. Furthermore it strengthens personal skills and motivates the employees.

== Project Stakeholder Management ==

Stakeholders can be defined as people, groups or organizations which could impact or be impacted by the considered project <ref name=''PMI'' /> . In a project the stakeholders could for instance be the owners, client and purchaser, but may as well be the project team, architect or a local community. These are just a few examples.

Stakeholder management deals with analyzes of the stakeholders expectations and their impacts on the project/program/portfolio. Furthermore it is about developing an appropriate strategy for effectively engaging stakeholders in project decisions, and the planning and execution of the work <ref name=''PMI'' />. It is an important and useful tool for reducing complications and altercations. Some would even state that ''“The ability of the project manager to correctly identify and manage these stakeholders in an appropriate manner can mean the difference between success and failure”'' <ref name=''PMI'' />.
The Project Stakeholder Management can be divided into four processes:
# Identifying Stakeholders
# Plan Stakeholder Management
# Manage Stakeholder Engagement
# Monitor Stakeholder Engagement
Before engaging any stakeholders in your project, you need to identify and analyze them in order to place them in appropriate groups. This is the first process and will help you develop the right plan for communicating with the different types of stakeholders throughout the project <ref name=''McDonald2016''> ''MacDonald, J., Business2Community (2016) Stakeholder Identification and Analysis Made Easy for Project Managers, https://www.business2community.com/strategy/stakeholder-identification-analysis-made-easy-project-managers-01440041'' </ref>. The analysis of the stakeholders means placing them in categories according to their interests and their power. A possible division could be as illustrated in the Power/Interest Matrix to the right.

[[File:PowerInterest.png|300px|thumb|right|Power/Interest Matrix for grouping and prioritizing important stakeholders. Inspiration from MacDonald <ref name=''MacDonal'' />]]

As illustrated in the Power/Interest Matrix each stakeholder category requires different treatments in order to keep them engaged in the project.

The next process is to plan the stakeholder engagement which is the process of developing approaches to involve stakeholders based on their needs, expectations, interests and potential impacts on the project <ref name=''PMI'' />. This is important in order to interact effectively with stakeholders. The plan can be developed in the beginning of a project, but should be reviewed and corrected throughout the project. This plan should at least consist of a resource management plan, communication management plan and a risk management plan.

The third process of the Project Stakeholder Management is the process of communicating and working with the stakeholders to meet their needs and expectations, address issues, and foster appropriate stakeholder involvement <ref name=''PMI'' />. Working with the stakeholders allows the project manager to increase the support and minimize the resistance from stakeholders. This requires different tools and techniques such as communication skills, conflict management, political awareness, negotiation skills and many more.

The final process is the monitoring of stakeholder engagement in which the project stakeholder relationships are monitored and strategies are tailored for engaging stakeholders through modification of engagement strategies and plans <ref name=''PMI'' />. The purpose of this process is to either maintain or increase the efficiency and effectiveness of the stakeholder engagement activities as the project evolves and possibly changes. This process should be performed throughout the whole project. Also this process requires different tools such as decision making tools, data analysis and interpersonal and team skills.

== The Triple Constraint in Project Management ==

The triple constraint in Project Management is often referred to as the Iron Triangle, where the three corners represent the triple constraints: time, cost and scope.

[[File:Triple_constraint.PNG|200px|thumb|right|The Iron Triangle of Project Management]]

It is important to establish the goals and requirements (the scope) in the beginning of the project. By defining the scope of the project, you ensure that everybody is working towards the same goal and knows how the final deliverable should turn out. If a clear scope for the project is not defined - and documented - a lot of minor add-ons can end up turning the final deliverable into a completely different project than intended. Additional features can also result in changes in the budget and time constraints as you have to increase the project cost by e.g. assigning more people to the project or extending the project time frame. Constant awareness of changes in the project scope gives you the possibility to discuss the trade-offs within the triple constraints and thereby adjust the changes and thereby keeping the project on track <ref name="IronTriangle">''Van Wyngaard, C.J., Pretorius, J. H. C., Pretorius, L. (2012). Theory of the triple constraint – a conceptual review, IEEE International Conference on Industrial Engineering and Engineering Management'' </ref>.

A detailed description of the project scope can be a good foundation for the overall understanding of the time constraint, as an estimate of the project can be made. If you want the project to be done before time it will probably cost you if you are not willing to lack on the project requirements established in the scope, as a short deadline requires extra resources in order to get the wanted work done in the wanted quality. The establishment of the project time frame can thereby form the basis for the project costs.

The triple constraint in project management is focusing on the output in the management expressed by operating within a set of boundaries consisting of the project time cost and scope. This means that changes in one of the factors will affect the outcome of the two other factors. The triple constraints therefore need to be balanced, as it all depends on trade-offs, in order to achieve a successful project.

== Key Performance Indicators ==
In order to determine if the project is on track Key Performance Indicators (KPI’s) can be used. KPI’s makes the performance of the project measurable by providing a value, that indicates how effectively the project is at the given moment compared to the project scope. In order to get a measurable performance indicator, the person in charge of the project (project manager) typically chooses some key points (about 2-5) concerning the project objectives, effort and cost and/or the project performance<ref name="KPI">''Klipfolio Inc. (2020). What is a KPI? Measure your performance against key business objectives, https://www.klipfolio.com/resources/articles/what-is-a-key-performance-indicator//'' </ref>.

== Value Proposition Canvas ==

Classically the value proposition canvas has two sides. The customer profile you clarify in which way you understand your customers needs. While the value proposition describes your intention to create value for your customers. The optimal starting position for each company is the fit between these two requests (Value Proposition Design: How to Create Products and Services Customers Want).
[[File:VPC.png|300px|thumb|right|Value Proposition Canvas figure <ref name="VPC">''B2B International (2020). What is the Value Proposition Canvas?, https://www.b2binternational.com/research/methods/faq/what-is-the-value-proposition-canvas//'' </ref>]]

Customer Profile
:* Gains: the benefits which the customer expects and needs, what would delight customers and the things which may increase likelihood of adopting a value proposition.
:* Pains: the negative experiences, emotions and risks that the customer experiences in the process of getting the job done.
:* Customer jobs: the functional, social and emotional tasks customers are trying to perform, problems they are trying to solve and needs they wish to satisfy.

Value Proposition
:* Gain creators: how the product or service creates customer gains and how it offers added value to the customer.
:* Pain relievers: a description of exactly how the product or service alleviates customer pains.
:* Products and services: the products and services which create gain and relieve pain, and which underpin the creation of value for the customer.

== How to wiki ==

How to add a reference?
Do it in the text like this:
write <ref name=''name''> ''Author (year) title, link'' </ref>
Refer to the same reference again by writing: <ref name=''name'' />

It automaticly print it under References :-)

How to add a picture:
Click on the botton "Upload file" on the left. Give the file a name you can remember
Go into the wikipage to edit. write: [File:name.jpg|300px|thumb|right|picture text]

== Application ==

== Limitations ==

== Annotated Bibliography ==

== References ==

<references/>

Successful Project Management

2020-02-24T17:37:52Z

Leahasselsteen:

Building 310

== Abstract ==

== Meeting Strategies ==

A meeting can be defined in many ways, one of which is: “a focused interaction of cognitive attention, planned or chance, where people agree to come together for a common purpose, whether at the same time and the same place, or at different times in different places” <ref name=''Romanco2001''> ''Romanco, N. and Nunamaker, J. (2001) Meeting Analysis - Findings from Research and Practice. Proceedings of the 34th Annual Hawaii International Conference on System Science, http://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.570.6650&rep=rep1&type=pdf'' </ref>. Or as Kayser defines: “A meeting is a gathering where people speak up, say nothing, and then all disagree” ''' <ref name=''Romanco2001'' /> .''' The last definition indicates how unproductive and unconstructive meetings can be. In fact, research shows that even though managers spend more than 50% of his/her official work time in meetings, many meetings fail and cause great and unnecessary costs on wasted working time.

However, meetings can be very essential for larger groups of people working together, in order to agree upon key project management activities such as scheduling, cost, and quality. For this reason good meeting strategies can be helpful and in some cases necessary. There are many tools which can be applied in order to make meetings more efficient, and in this article some of the most common ones are explained.

'''Making meetings time efficient''' 
Meetings will run throughout the whole project, but according to when the meeting is held there are different things to take into account. The project manager is responsible for facilitating the meetings and for identifying which challenges will be, or can be, met in different phases in order to achieve the overall goal of the project. One useful method is to make a model of the project phases and to identify possible challenges in each phase. One example of such a model can be seen in the figure to the right.

[[File:Example_of_project_phases.png|400px|thumb|right|Example of project phases PMBOK® Guide <ref name=''PMI'' />.]]

The project phase model is unique for every project, but usually the project goes through four phases: (1) Initiation (2) Planning (3) Execution (4) Closing. Each phase has different associated management activities <ref name=''PMI''> ''Project Management Institute, Inc. (2017). Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th Edition), https://app.knovel.com/hotlink/toc/id:kpGPMBKP02/guide-project-management/guide-project-management'' </ref>.

Another tool which can be used together with the project phase model is to identify the costs throughout the whole project’s life cycle. In most projects the costs will be low in the beginning (Initiation) and will start to increase from the end of the planning phase '''(REferer til PMI her)'''. It is important to make the meetings as efficient as possible when the costs are high, which such a model can help you identify.

'''A collection of tools for meeting strategies''' 
''Avoid unnecessary meetings'' 
First of all it is important to avoid unnecessary meetings. This is especially important when the costs are high and the time is scarce, since people are not fond of wasting their time and this will cause higher costs. A good method is therefore to set up some guidelines for when it is acceptable to call a meeting in order to avoid unnecessary meetings. There are a couple of things that indicates when a meeting is needed <ref name=''Rogelberg''> ''Rogelberg, S. & Scott, C. & Kello, J. (2007) The Science and Fiction of Meetings - MIT Sloan Management Review - Volume 48(2), https://orgscience.uncc.edu/sites/orgscience.uncc.edu/files/media/Rogelberg%20et%20al.%20-%202007%20-%20The%20science%20and%20fiction%20of%20meetings.pdf'' </ref> which are listed below:
:* When unresolved issues are inhibiting the progress of a project or interdependent projects
:* Decision making
:* Idea generation
:* Distribution of a compelling agenda prior to the meeting
:* Celebration of reaching a milestone

Sometimes there is a need for communication, but a meeting is not necessary. In many cases this concerns the type of communication where only one person needs to speak (often the project manager). Examples of this type of communication are updates, delivery of information and presentations.

''Plan the meeting in advance'' 
Another important tool is to plan the meeting in advance. This both concerns the aspect of when and where the meeting should be held, but also which specific topics should be discussed at the meeting. These two aspects should be announced in good time to all attending the meeting, so that they are able to prepare.

''Meeting minutes'' 
Another good tool is meeting minutes. These contains important information from the meetings and are saved in the project management plan '''Referer til PMI her'''. It is a good idea to agree on a structure of the minute so that it takes the same structure for each meeting. The meeting minute is useful for people who could not attend the meeting to see what was discussed, to be able to go back in time and see what was discussed and agreed upon, but also to help keep a structure of the meeting..

The tools mentioned above are just a few among many. Other useful tools could be looking at you create valuable meetings and encourage the participation in meetings

== Team development ==

Team development is part of what is called project resource management, which includes the processes to identify, acquire, and manage the resources needed for the successful completion of the specific project <ref name=''PMI'' /> . These processes consist of (1) Plan Resource Management (2) Estimate Activity Resources (3) Acquire Resources '''(4) Develop Team''' (5) Manage Team (6) Control Resources. All these processes help to ensure that the right resources will be available at the right time and place <ref name=''PMI'' /> .

The fourth process, Team Development is about improving the competencies, the interaction between team members and the overall environment of the team to enhance project performance <ref name=''PMI'' />. Different sources <ref name=''Stott 1995''> ''Stott, K. & Walker, A. (1995) Teams Teamwork & Teambuilding'' </ref> and <ref name=''PMI'' /> agree that teams are developed through four stages - called the FSNP model: Forming - Storming - Norming - Performing. First of all the team members meet and learn about the project and their formal roles and responsibilities. In the second stage the team begins to address the project work, technical work and the management approach. It is important that the team members are open to different ideas and perspectives at this point, otherwise the environment can become counterproductive. In the third stage the team starts to work together and they adjust their behaviors to support the team. Not all teams reach the last stage, since this requires a well-functioning unit. In this stage the team is independent and works through issues smoothly and effectively <ref name=''PMI'' />.

Teamwork is a critical but important factor for project success which is why developing effective and dynamic teams is one of the primary responsibilities for the project manager. Six behaviors have been noticed to affect a high team performance:
:* Using open and effective communication,
:* Creating team-building opportunities,
:* Developing trust among team members,
:* Managing conflicts in a constructive manner,
:* Encouraging collaborative problem solving, and
:* Encouraging collaborative decision making.

Furthermore, it improves the performance if the team members get to know each other

A clear result of this is that it improves teamwork which in most cases leads to an improved completion of the project. Furthermore it strengthens personal skills and motivates the employees.

== Project Stakeholder Management ==

Stakeholders can be defined as people, groups or organizations which could impact or be impacted by the considered project <ref name=''PMI'' /> . In a project the stakeholders could for instance be the owners, client and purchaser, but may as well be the project team, architect or a local community. These are just a few examples.

Stakeholder management deals with analyzes of the stakeholders expectations and their impacts on the project/program/portfolio. Furthermore it is about developing an appropriate strategy for effectively engaging stakeholders in project decisions, and the planning and execution of the work <ref name=''PMI'' />. It is an important and useful tool for reducing complications and altercations. Some would even state that ''“The ability of the project manager to correctly identify and manage these stakeholders in an appropriate manner can mean the difference between success and failure”'' <ref name=''PMI'' />.
The Project Stakeholder Management can be divided into four processes:
# Identifying Stakeholders
# Plan Stakeholder Management
# Manage Stakeholder Engagement
# Monitor Stakeholder Engagement
Before engaging any stakeholders in your project, you need to identify and analyze them in order to place them in appropriate groups. This is the first process and will help you develop the right plan for communicating with the different types of stakeholders throughout the project <ref name=''McDonald2016''> ''MacDonald, J., Business2Community (2016) Stakeholder Identification and Analysis Made Easy for Project Managers, https://www.business2community.com/strategy/stakeholder-identification-analysis-made-easy-project-managers-01440041'' </ref>. The analysis of the stakeholders means placing them in categories according to their interests and their power. A possible division could be as illustrated in the Power/Interest Matrix to the right.

[[File:PowerInterest.png|300px|thumb|right|Power/Interest Matrix for grouping and prioritizing important stakeholders. Inspiration from MacDonald <ref name=''MacDonal'' />]]

As illustrated in the Power/Interest Matrix each stakeholder category requires different treatments in order to keep them engaged in the project.

The next process is to plan the stakeholder engagement which is the process of developing approaches to involve stakeholders based on their needs, expectations, interests and potential impacts on the project <ref name=''PMI'' />. This is important in order to interact effectively with stakeholders. The plan can be developed in the beginning of a project, but should be reviewed and corrected throughout the project. This plan should at least consist of a resource management plan, communication management plan and a risk management plan.

The third process of the Project Stakeholder Management is the process of communicating and working with the stakeholders to meet their needs and expectations, address issues, and foster appropriate stakeholder involvement <ref name=''PMI'' />. Working with the stakeholders allows the project manager to increase the support and minimize the resistance from stakeholders. This requires different tools and techniques such as communication skills, conflict management, political awareness, negotiation skills and many more.

The final process is the monitoring of stakeholder engagement in which the project stakeholder relationships are monitored and strategies are tailored for engaging stakeholders through modification of engagement strategies and plans <ref name=''PMI'' />. The purpose of this process is to either maintain or increase the efficiency and effectiveness of the stakeholder engagement activities as the project evolves and possibly changes. This process should be performed throughout the whole project. Also this process requires different tools such as decision making tools, data analysis and interpersonal and team skills.

== The Triple Constraint in Project Management ==

The triple constraint in Project Management is often referred to as the Iron Triangle, where the three corners represent the triple constraints: time, cost and scope.

[[File:Triple_constraint.PNG|200px|thumb|right|The Iron Triangle of Project Management]]

It is important to establish the goals and requirements (the scope) in the beginning of the project. By defining the scope of the project, you ensure that everybody is working towards the same goal and knows how the final deliverable should turn out. If a clear scope for the project is not defined - and documented - a lot of minor add-ons can end up turning the final deliverable into a completely different project than intended. Additional features can also result in changes in the budget and time constraints as you have to increase the project cost by e.g. assigning more people to the project or extending the project time frame. Constant awareness of changes in the project scope gives you the possibility to discuss the trade-offs within the triple constraints and thereby adjust the changes and thereby keeping the project on track <ref name="IronTriangle">''Van Wyngaard, C.J., Pretorius, J. H. C., Pretorius, L. (2012). Theory of the triple constraint – a conceptual review, IEEE International Conference on Industrial Engineering and Engineering Management'' </ref>.

A detailed description of the project scope can be a good foundation for the overall understanding of the time constraint, as an estimate of the project can be made. If you want the project to be done before time it will probably cost you if you are not willing to lack on the project requirements established in the scope, as a short deadline requires extra resources in order to get the wanted work done in the wanted quality. The establishment of the project time frame can thereby form the basis for the project costs.

The triple constraint in project management is focusing on the output in the management expressed by operating within a set of boundaries consisting of the project time cost and scope. This means that changes in one of the factors will affect the outcome of the two other factors. The triple constraints therefore need to be balanced, as it all depends on trade-offs, in order to achieve a successful project.

== Key Performance Indicators ==
In order to determine if the project is on track Key Performance Indicators (KPI’s) can be used. KPI’s makes the performance of the project measurable by providing a value, that indicates how effectively the project is at the given moment compared to the project scope. In order to get a measurable performance indicator, the person in charge of the project (project manager) typically chooses some key points (about 2-5) concerning the project objectives, effort and cost and/or the project performance. <ref name="KPI">''Klipfolio Inc. (2020). What is a KPI? Measure your performance against key business objectives, https://www.klipfolio.com/resources/articles/what-is-a-key-performance-indicator//'' </ref>

== Value Proposition Canvas ==

Classically the value proposition canvas has two sides. The customer profile you clarify in which way you understand your customers needs. While the value proposition describes your intention to create value for your customers. The optimal starting position for each company is the fit between these two requests (Value Proposition Design: How to Create Products and Services Customers Want).
[[File:VPC.png|300px|thumb|right|Value Proposition Canvas figure <ref name="VPC">''B2B International (2020). What is the Value Proposition Canvas?, https://www.b2binternational.com/research/methods/faq/what-is-the-value-proposition-canvas//'' </ref>]]

Customer Profile
:* Gains: the benefits which the customer expects and needs, what would delight customers and the things which may increase likelihood of adopting a value proposition.
:* Pains: the negative experiences, emotions and risks that the customer experiences in the process of getting the job done.
:* Customer jobs: the functional, social and emotional tasks customers are trying to perform, problems they are trying to solve and needs they wish to satisfy.

Value Proposition
:* Gain creators: how the product or service creates customer gains and how it offers added value to the customer.
:* Pain relievers: a description of exactly how the product or service alleviates customer pains.
:* Products and services: the products and services which create gain and relieve pain, and which underpin the creation of value for the customer.

== How to wiki ==

How to add a reference?
Do it in the text like this:
write <ref name=''name''> ''Author (year) title, link'' </ref>
Refer to the same reference again by writing: <ref name=''name'' />

It automaticly print it under References :-)

How to add a picture:
Click on the botton "Upload file" on the left. Give the file a name you can remember
Go into the wikipage to edit. write: [File:name.jpg|300px|thumb|right|picture text]

== Application ==

== Limitations ==

== Annotated Bibliography ==

== References ==

<references/>

Successful Project Management

2020-02-24T17:26:10Z

Leahasselsteen:

Building 310

== Abstract ==

== Meeting Strategies ==

A meeting can be defined in many ways, one of which is: “a focused interaction of cognitive attention, planned or chance, where people agree to come together for a common purpose, whether at the same time and the same place, or at different times in different places” <ref name=''Romanco2001''> ''Romanco, N. and Nunamaker, J. (2001) Meeting Analysis - Findings from Research and Practice. Proceedings of the 34th Annual Hawaii International Conference on System Science, http://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.570.6650&rep=rep1&type=pdf'' </ref>. Or as Kayser defines: “A meeting is a gathering where people speak up, say nothing, and then all disagree” ''' <ref name=''Romanco2001'' /> .''' The last definition indicates how unproductive and unconstructive meetings can be. In fact, research shows that even though managers spend more than 50% of his/her official work time in meetings, many meetings fail and cause great and unnecessary costs on wasted working time.

However, meetings can be very essential for larger groups of people working together, in order to agree upon key project management activities such as scheduling, cost, and quality. For this reason good meeting strategies can be helpful and in some cases necessary. There are many tools which can be applied in order to make meetings more efficient, and in this article some of the most common ones are explained.

'''Making meetings time efficient''' 
Meetings will run throughout the whole project, but according to when the meeting is held there are different things to take into account. The project manager is responsible for facilitating the meetings and for identifying which challenges will be, or can be, met in different phases in order to achieve the overall goal of the project. One useful method is to make a model of the project phases and to identify possible challenges in each phase. One example of such a model can be seen in the figure to the right.

[[File:Example_of_project_phases.png|400px|thumb|right|Example of project phases PMBOK® Guide <ref name=''PMI'' />.]]

The project phase model is unique for every project, but usually the project goes through four phases: (1) Initiation (2) Planning (3) Execution (4) Closing. Each phase has different associated management activities <ref name=''PMI''> ''Project Management Institute, Inc. (2017). Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th Edition), https://app.knovel.com/hotlink/toc/id:kpGPMBKP02/guide-project-management/guide-project-management'' </ref>.

Another tool which can be used together with the project phase model is to identify the costs throughout the whole project’s life cycle. In most projects the costs will be low in the beginning (Initiation) and will start to increase from the end of the planning phase '''(REferer til PMI her)'''. It is important to make the meetings as efficient as possible when the costs are high, which such a model can help you identify.

'''A collection of tools for meeting strategies''' 
''Avoid unnecessary meetings'' 
First of all it is important to avoid unnecessary meetings. This is especially important when the costs are high and the time is scarce, since people are not fond of wasting their time and this will cause higher costs. A good method is therefore to set up some guidelines for when it is acceptable to call a meeting in order to avoid unnecessary meetings. There are a couple of things that indicates when a meeting is needed <ref name=''Rogelberg''> ''Rogelberg, S. & Scott, C. & Kello, J. (2007) The Science and Fiction of Meetings - MIT Sloan Management Review - Volume 48(2), https://orgscience.uncc.edu/sites/orgscience.uncc.edu/files/media/Rogelberg%20et%20al.%20-%202007%20-%20The%20science%20and%20fiction%20of%20meetings.pdf'' </ref> which are listed below:
:* When unresolved issues are inhibiting the progress of a project or interdependent projects
:* Decision making
:* Idea generation
:* Distribution of a compelling agenda prior to the meeting
:* Celebration of reaching a milestone

Sometimes there is a need for communication, but a meeting is not necessary. In many cases this concerns the type of communication where only one person needs to speak (often the project manager). Examples of this type of communication are updates, delivery of information and presentations.

''Plan the meeting in advance'' 
Another important tool is to plan the meeting in advance. This both concerns the aspect of when and where the meeting should be held, but also which specific topics should be discussed at the meeting. These two aspects should be announced in good time to all attending the meeting, so that they are able to prepare.

''Meeting minutes'' 
Another good tool is meeting minutes. These contains important information from the meetings and are saved in the project management plan '''Referer til PMI her'''. It is a good idea to agree on a structure of the minute so that it takes the same structure for each meeting. The meeting minute is useful for people who could not attend the meeting to see what was discussed, to be able to go back in time and see what was discussed and agreed upon, but also to help keep a structure of the meeting..

The tools mentioned above are just a few among many. Other useful tools could be looking at you create valuable meetings and encourage the participation in meetings

== Team development ==

Team development is part of what is called project resource management, which includes the processes to identify, acquire, and manage the resources needed for the successful completion of the specific project <ref name=''PMI'' /> . These processes consist of (1) Plan Resource Management (2) Estimate Activity Resources (3) Acquire Resources '''(4) Develop Team''' (5) Manage Team (6) Control Resources. All these processes help to ensure that the right resources will be available at the right time and place <ref name=''PMI'' /> .

The fourth process, Team Development is about improving the competencies, the interaction between team members and the overall environment of the team to enhance project performance <ref name=''PMI'' />. Different sources <ref name=''Stott 1995''> ''Stott, K. & Walker, A. (1995) Teams Teamwork & Teambuilding'' </ref> and <ref name=''PMI'' /> agree that teams are developed through four stages - called the FSNP model: Forming - Storming - Norming - Performing. First of all the team members meet and learn about the project and their formal roles and responsibilities. In the second stage the team begins to address the project work, technical work and the management approach. It is important that the team members are open to different ideas and perspectives at this point, otherwise the environment can become counterproductive. In the third stage the team starts to work together and they adjust their behaviors to support the team. Not all teams reach the last stage, since this requires a well-functioning unit. In this stage the team is independent and works through issues smoothly and effectively <ref name=''PMI'' />.

Teamwork is a critical but important factor for project success which is why developing effective and dynamic teams is one of the primary responsibilities for the project manager. Six behaviors have been noticed to affect a high team performance:
:* Using open and effective communication,
:* Creating team-building opportunities,
:* Developing trust among team members,
:* Managing conflicts in a constructive manner,
:* Encouraging collaborative problem solving, and
:* Encouraging collaborative decision making.

Furthermore, it improves the performance if the team members get to know each other

A clear result of this is that it improves teamwork which in most cases leads to an improved completion of the project. Furthermore it strengthens personal skills and motivates the employees.

== Project Stakeholder Management ==

Stakeholders can be defined as people, groups or organizations which could impact or be impacted by the considered project <ref name=''PMI'' /> . In a project the stakeholders could for instance be the owners, client and purchaser, but may as well be the project team, architect or a local community. These are just a few examples.

Stakeholder management deals with analyzes of the stakeholders expectations and their impacts on the project/program/portfolio. Furthermore it is about developing an appropriate strategy for effectively engaging stakeholders in project decisions, and the planning and execution of the work <ref name=''PMI'' />. It is an important and useful tool for reducing complications and altercations. Some would even state that ''“The ability of the project manager to correctly identify and manage these stakeholders in an appropriate manner can mean the difference between success and failure”'' <ref name=''PMI'' />.
The Project Stakeholder Management can be divided into four processes:
# Identifying Stakeholders
# Plan Stakeholder Management
# Manage Stakeholder Engagement
# Monitor Stakeholder Engagement
Before engaging any stakeholders in your project, you need to identify and analyze them in order to place them in appropriate groups. This is the first process and will help you develop the right plan for communicating with the different types of stakeholders throughout the project <ref name=''McDonald2016''> ''MacDonald, J., Business2Community (2016) Stakeholder Identification and Analysis Made Easy for Project Managers, https://www.business2community.com/strategy/stakeholder-identification-analysis-made-easy-project-managers-01440041'' </ref>. The analysis of the stakeholders means placing them in categories according to their interests and their power. A possible division could be as illustrated in the Power/Interest Matrix to the right.

[[File:PowerInterest.png|300px|thumb|right|Power/Interest Matrix for grouping and prioritizing important stakeholders. Inspiration from MacDonald <ref name=''MacDonal'' />]]

As illustrated in the Power/Interest Matrix each stakeholder category requires different treatments in order to keep them engaged in the project.

The next process is to plan the stakeholder engagement which is the process of developing approaches to involve stakeholders based on their needs, expectations, interests and potential impacts on the project <ref name=''PMI'' />. This is important in order to interact effectively with stakeholders. The plan can be developed in the beginning of a project, but should be reviewed and corrected throughout the project. This plan should at least consist of a resource management plan, communication management plan and a risk management plan.

The third process of the Project Stakeholder Management is the process of communicating and working with the stakeholders to meet their needs and expectations, address issues, and foster appropriate stakeholder involvement <ref name=''PMI'' />. Working with the stakeholders allows the project manager to increase the support and minimize the resistance from stakeholders. This requires different tools and techniques such as communication skills, conflict management, political awareness, negotiation skills and many more.

The final process is the monitoring of stakeholder engagement in which the project stakeholder relationships are monitored and strategies are tailored for engaging stakeholders through modification of engagement strategies and plans <ref name=''PMI'' />. The purpose of this process is to either maintain or increase the efficiency and effectiveness of the stakeholder engagement activities as the project evolves and possibly changes. This process should be performed throughout the whole project. Also this process requires different tools such as decision making tools, data analysis and interpersonal and team skills.

== The Triple Constraint in Project Management ==

The triple constraint in Project Management is often referred to as the Iron Triangle, where the three corners represent the triple constraints: time, cost and scope.

[[File:Triple_constraint.PNG|200px|thumb|right|The Iron Triangle of Project Management]]

It is important to establish the goals and requirements (the scope) in the beginning of the project. By defining the scope of the project, you ensure that everybody is working towards the same goal and knows how the final deliverable should turn out. If a clear scope for the project is not defined - and documented - a lot of minor add-ons can end up turning the final deliverable into a completely different project than intended. Additional features can also result in changes in the budget and time constraints as you have to increase the project cost by e.g. assigning more people to the project or extending the project time frame. Constant awareness of changes in the project scope gives you the possibility to discuss the trade-offs within the triple constraints and thereby adjust the changes and thereby keeping the project on track <ref name="IronTriangle">''Van Wyngaard, C.J., Pretorius, J. H. C., Pretorius, L. (2012). Theory of the triple constraint – a conceptual review, IEEE International Conference on Industrial Engineering and Engineering Management'' </ref>.

A detailed description of the project scope can be a good foundation for the overall understanding of the time constraint, as an estimate of the project can be made. If you want the project to be done before time it will probably cost you if you are not willing to lack on the project requirements established in the scope, as a short deadline requires extra resources in order to get the wanted work done in the wanted quality. The establishment of the project time frame can thereby form the basis for the project costs.

The triple constraint in project management is focusing on the output in the management expressed by operating within a set of boundaries consisting of the project time cost and scope. This means that changes in one of the factors will affect the outcome of the two other factors. The triple constraints therefore need to be balanced, as it all depends on trade-offs, in order to achieve a successful project.

== Value Proposition Canvas ==

Classically the value proposition canvas has two sides. The customer profile you clarify in which way you understand your customers needs. While the value proposition describes your intention to create value for your customers. The optimal starting position for each company is the fit between these two requests (Value Proposition Design: How to Create Products and Services Customers Want).
[[File:VPC.png|300px|thumb|right|Value Proposition Canvas figure <ref name="VPC">''B2B International (2020). What is the Value Proposition Canvas?, https://www.b2binternational.com/research/methods/faq/what-is-the-value-proposition-canvas//'' </ref>]]

Customer Profile
:* Gains: the benefits which the customer expects and needs, what would delight customers and the things which may increase likelihood of adopting a value proposition.
:* Pains: the negative experiences, emotions and risks that the customer experiences in the process of getting the job done.
:* Customer jobs: the functional, social and emotional tasks customers are trying to perform, problems they are trying to solve and needs they wish to satisfy.

Value Proposition
:* Gain creators: how the product or service creates customer gains and how it offers added value to the customer.
:* Pain relievers: a description of exactly how the product or service alleviates customer pains.
:* Products and services: the products and services which create gain and relieve pain, and which underpin the creation of value for the customer.

== How to wiki ==

How to add a reference?
Do it in the text like this:
write <ref name=''name''> ''Author (year) title, link'' </ref>
Refer to the same reference again by writing: <ref name=''name'' />

It automaticly print it under References :-)

How to add a picture:
Click on the botton "Upload file" on the left. Give the file a name you can remember
Go into the wikipage to edit. write: [File:name.jpg|300px|thumb|right|picture text]

== Application ==

== Limitations ==

== Annotated Bibliography ==

== References ==

<references/>

Successful Project Management

2020-02-24T17:24:38Z

Leahasselsteen:

Building 310

== Abstract ==

== Meeting Strategies ==

A meeting can be defined in many ways, one of which is: “a focused interaction of cognitive attention, planned or chance, where people agree to come together for a common purpose, whether at the same time and the same place, or at different times in different places” <ref name=''Romanco2001''> ''Romanco, N. and Nunamaker, J. (2001) Meeting Analysis - Findings from Research and Practice. Proceedings of the 34th Annual Hawaii International Conference on System Science, http://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.570.6650&rep=rep1&type=pdf'' </ref>. Or as Kayser defines: “A meeting is a gathering where people speak up, say nothing, and then all disagree” ''' <ref name=''Romanco2001'' /> .''' The last definition indicates how unproductive and unconstructive meetings can be. In fact, research shows that even though managers spend more than 50% of his/her official work time in meetings, many meetings fail and cause great and unnecessary costs on wasted working time.

However, meetings can be very essential for larger groups of people working together, in order to agree upon key project management activities such as scheduling, cost, and quality. For this reason good meeting strategies can be helpful and in some cases necessary. There are many tools which can be applied in order to make meetings more efficient, and in this article some of the most common ones are explained.

'''Making meetings time efficient''' 
Meetings will run throughout the whole project, but according to when the meeting is held there are different things to take into account. The project manager is responsible for facilitating the meetings and for identifying which challenges will be, or can be, met in different phases in order to achieve the overall goal of the project. One useful method is to make a model of the project phases and to identify possible challenges in each phase. One example of such a model can be seen in the figure to the right.

[[File:Example_of_project_phases.png|400px|thumb|right|Example of project phases PMBOK® Guide <ref name=''PMI'' />.]]

The project phase model is unique for every project, but usually the project goes through four phases: (1) Initiation (2) Planning (3) Execution (4) Closing. Each phase has different associated management activities <ref name=''PMI''> ''Project Management Institute, Inc. (2017). Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th Edition), https://app.knovel.com/hotlink/toc/id:kpGPMBKP02/guide-project-management/guide-project-management'' </ref>.

Another tool which can be used together with the project phase model is to identify the costs throughout the whole project’s life cycle. In most projects the costs will be low in the beginning (Initiation) and will start to increase from the end of the planning phase '''(REferer til PMI her)'''. It is important to make the meetings as efficient as possible when the costs are high, which such a model can help you identify.

'''A collection of tools for meeting strategies''' 
''Avoid unnecessary meetings'' 
First of all it is important to avoid unnecessary meetings. This is especially important when the costs are high and the time is scarce, since people are not fond of wasting their time and this will cause higher costs. A good method is therefore to set up some guidelines for when it is acceptable to call a meeting in order to avoid unnecessary meetings. There are a couple of things that indicates when a meeting is needed <ref name=''Rogelberg''> ''Rogelberg, S. & Scott, C. & Kello, J. (2007) The Science and Fiction of Meetings - MIT Sloan Management Review - Volume 48(2), https://orgscience.uncc.edu/sites/orgscience.uncc.edu/files/media/Rogelberg%20et%20al.%20-%202007%20-%20The%20science%20and%20fiction%20of%20meetings.pdf'' </ref> which are listed below:
:* When unresolved issues are inhibiting the progress of a project or interdependent projects
:* Decision making
:* Idea generation
:* Distribution of a compelling agenda prior to the meeting
:* Celebration of reaching a milestone

Sometimes there is a need for communication, but a meeting is not necessary. In many cases this concerns the type of communication where only one person needs to speak (often the project manager). Examples of this type of communication are updates, delivery of information and presentations.

''Plan the meeting in advance'' 
Another important tool is to plan the meeting in advance. This both concerns the aspect of when and where the meeting should be held, but also which specific topics should be discussed at the meeting. These two aspects should be announced in good time to all attending the meeting, so that they are able to prepare.

''Meeting minutes'' 
Another good tool is meeting minutes. These contains important information from the meetings and are saved in the project management plan '''Referer til PMI her'''. It is a good idea to agree on a structure of the minute so that it takes the same structure for each meeting. The meeting minute is useful for people who could not attend the meeting to see what was discussed, to be able to go back in time and see what was discussed and agreed upon, but also to help keep a structure of the meeting..

The tools mentioned above are just a few among many. Other useful tools could be looking at you create valuable meetings and encourage the participation in meetings

== Team development ==

Team development is part of what is called project resource management, which includes the processes to identify, acquire, and manage the resources needed for the successful completion of the specific project <ref name=''PMI'' /> . These processes consist of (1) Plan Resource Management (2) Estimate Activity Resources (3) Acquire Resources '''(4) Develop Team''' (5) Manage Team (6) Control Resources. All these processes help to ensure that the right resources will be available at the right time and place <ref name=''PMI'' /> .

The fourth process, Team Development is about improving the competencies, the interaction between team members and the overall environment of the team to enhance project performance <ref name=''PMI'' />. Different sources <ref name=''Stott 1995''> ''Stott, K. & Walker, A. (1995) Teams Teamwork & Teambuilding'' </ref> and <ref name=''PMI'' /> agree that teams are developed through four stages - called the FSNP model: Forming - Storming - Norming - Performing. First of all the team members meet and learn about the project and their formal roles and responsibilities. In the second stage the team begins to address the project work, technical work and the management approach. It is important that the team members are open to different ideas and perspectives at this point, otherwise the environment can become counterproductive. In the third stage the team starts to work together and they adjust their behaviors to support the team. Not all teams reach the last stage, since this requires a well-functioning unit. In this stage the team is independent and works through issues smoothly and effectively <ref name=''PMI'' />.

Teamwork is a critical but important factor for project success which is why developing effective and dynamic teams is one of the primary responsibilities for the project manager. Six behaviors have been noticed to affect a high team performance:
:* Using open and effective communication,
:* Creating team-building opportunities,
:* Developing trust among team members,
:* Managing conflicts in a constructive manner,
:* Encouraging collaborative problem solving, and
:* Encouraging collaborative decision making.

Furthermore, it improves the performance if the team members get to know each other

A clear result of this is that it improves teamwork which in most cases leads to an improved completion of the project. Furthermore it strengthens personal skills and motivates the employees.

== Project Stakeholder Management ==

Stakeholders can be defined as people, groups or organizations which could impact or be impacted by the considered project <ref name=''PMI'' /> . In a project the stakeholders could for instance be the owners, client and purchaser, but may as well be the project team, architect or a local community. These are just a few examples.

Stakeholder management deals with analyzes of the stakeholders expectations and their impacts on the project/program/portfolio. Furthermore it is about developing an appropriate strategy for effectively engaging stakeholders in project decisions, and the planning and execution of the work <ref name=''PMI'' />. It is an important and useful tool for reducing complications and altercations. Some would even state that ''“The ability of the project manager to correctly identify and manage these stakeholders in an appropriate manner can mean the difference between success and failure”'' <ref name=''PMI'' />.
The Project Stakeholder Management can be divided into four processes:
# Identifying Stakeholders
# Plan Stakeholder Management
# Manage Stakeholder Engagement
# Monitor Stakeholder Engagement
Before engaging any stakeholders in your project, you need to identify and analyze them in order to place them in appropriate groups. This is the first process and will help you develop the right plan for communicating with the different types of stakeholders throughout the project <ref name=''McDonald2016''> ''MacDonald, J., Business2Community (2016) Stakeholder Identification and Analysis Made Easy for Project Managers, https://www.business2community.com/strategy/stakeholder-identification-analysis-made-easy-project-managers-01440041'' </ref>. The analysis of the stakeholders means placing them in categories according to their interests and their power. A possible division could be as illustrated in the Power/Interest Matrix to the right.

[[File:PowerInterest.png|300px|thumb|right|Power/Interest Matrix for grouping and prioritizing important stakeholders. Inspiration from MacDonald <ref name=''MacDonal'' />]]

As illustrated in the Power/Interest Matrix each stakeholder category requires different treatments in order to keep them engaged in the project.

The next process is to plan the stakeholder engagement which is the process of developing approaches to involve stakeholders based on their needs, expectations, interests and potential impacts on the project <ref name=''PMI'' />. This is important in order to interact effectively with stakeholders. The plan can be developed in the beginning of a project, but should be reviewed and corrected throughout the project. This plan should at least consist of a resource management plan, communication management plan and a risk management plan.

The third process of the Project Stakeholder Management is the process of communicating and working with the stakeholders to meet their needs and expectations, address issues, and foster appropriate stakeholder involvement <ref name=''PMI'' />. Working with the stakeholders allows the project manager to increase the support and minimize the resistance from stakeholders. This requires different tools and techniques such as communication skills, conflict management, political awareness, negotiation skills and many more.

The final process is the monitoring of stakeholder engagement in which the project stakeholder relationships are monitored and strategies are tailored for engaging stakeholders through modification of engagement strategies and plans <ref name=''PMI'' />. The purpose of this process is to either maintain or increase the efficiency and effectiveness of the stakeholder engagement activities as the project evolves and possibly changes. This process should be performed throughout the whole project. Also this process requires different tools such as decision making tools, data analysis and interpersonal and team skills.

== The Triple Constraint in Project Management ==

The triple constraint in Project Management is often referred to as the Iron Triangle, where the three corners represent the triple constraints: time, cost and scope.

[[File:Triple_constraint.PNG|200px|thumb|right|The Iron Triangle of Project Management <ref name="IronTriangle">''Van Wyngaard, C.J., Pretorius, J. H. C., Pretorius, L. (2012). Theory of the triple constraint – a conceptual review, IEEE International Conference on Industrial Engineering and Engineering Management'' </ref>]]

It is important to establish the goals and requirements (the scope) in the beginning of the project. By defining the scope of the project, you ensure that everybody is working towards the same goal and knows how the final deliverable should turn out. If a clear scope for the project is not defined - and documented - a lot of minor add-ons can end up turning the final deliverable into a completely different project than intended. Additional features can also result in changes in the budget and time constraints as you have to increase the project cost by e.g. assigning more people to the project or extending the project time frame. Constant awareness of changes in the project scope gives you the possibility to discuss the trade-offs within the triple constraints and thereby adjust the changes and thereby keeping the project on track.

A detailed description of the project scope can be a good foundation for the overall understanding of the time constraint, as an estimate of the project can be made. If you want the project to be done before time it will probably cost you if you are not willing to lack on the project requirements established in the scope, as a short deadline requires extra resources in order to get the wanted work done in the wanted quality. The establishment of the project time frame can thereby form the basis for the project costs.

The triple constraint in project management is focusing on the output in the management expressed by operating within a set of boundaries consisting of the project time cost and scope. This means that changes in one of the factors will affect the outcome of the two other factors. The triple constraints therefore need to be balanced, as it all depends on trade-offs, in order to achieve a successful project.

== Value Proposition Canvas ==

Classically the value proposition canvas has two sides. The customer profile you clarify in which way you understand your customers needs. While the value proposition describes your intention to create value for your customers. The optimal starting position for each company is the fit between these two requests (Value Proposition Design: How to Create Products and Services Customers Want).
[[File:VPC.png|300px|thumb|right|Value Proposition Canvas figure <ref name="VPC">''B2B International (2020). What is the Value Proposition Canvas?, https://www.b2binternational.com/research/methods/faq/what-is-the-value-proposition-canvas//'' </ref>]]

Customer Profile
:* Gains: the benefits which the customer expects and needs, what would delight customers and the things which may increase likelihood of adopting a value proposition.
:* Pains: the negative experiences, emotions and risks that the customer experiences in the process of getting the job done.
:* Customer jobs: the functional, social and emotional tasks customers are trying to perform, problems they are trying to solve and needs they wish to satisfy.

Value Proposition
:* Gain creators: how the product or service creates customer gains and how it offers added value to the customer.
:* Pain relievers: a description of exactly how the product or service alleviates customer pains.
:* Products and services: the products and services which create gain and relieve pain, and which underpin the creation of value for the customer.

== How to wiki ==

How to add a reference?
Do it in the text like this:
write <ref name=''name''> ''Author (year) title, link'' </ref>
Refer to the same reference again by writing: <ref name=''name'' />

It automaticly print it under References :-)

How to add a picture:
Click on the botton "Upload file" on the left. Give the file a name you can remember
Go into the wikipage to edit. write: [File:name.jpg|300px|thumb|right|picture text]

== Application ==

== Limitations ==

== Annotated Bibliography ==

== References ==

<references/>

File:Triple constraint.PNG

2020-02-24T17:21:21Z

Leahasselsteen:

Successful Project Management

2020-02-24T17:20:54Z

Leahasselsteen:

Building 310

== Abstract ==

== Meeting Strategies ==

A meeting can be defined in many ways, one of which is: “a focused interaction of cognitive attention, planned or chance, where people agree to come together for a common purpose, whether at the same time and the same place, or at different times in different places” <ref name=''Romanco2001''> ''Romanco, N. and Nunamaker, J. (2001) Meeting Analysis - Findings from Research and Practice. Proceedings of the 34th Annual Hawaii International Conference on System Science, http://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.570.6650&rep=rep1&type=pdf'' </ref>. Or as Kayser defines: “A meeting is a gathering where people speak up, say nothing, and then all disagree” ''' <ref name=''Romanco2001'' /> .''' The last definition indicates how unproductive and unconstructive meetings can be. In fact, research shows that even though managers spend more than 50% of his/her official work time in meetings, many meetings fail and cause great and unnecessary costs on wasted working time.

However, meetings can be very essential for larger groups of people working together, in order to agree upon key project management activities such as scheduling, cost, and quality. For this reason good meeting strategies can be helpful and in some cases necessary. There are many tools which can be applied in order to make meetings more efficient, and in this article some of the most common ones are explained.

'''Making meetings time efficient''' 
Meetings will run throughout the whole project, but according to when the meeting is held there are different things to take into account. The project manager is responsible for facilitating the meetings and for identifying which challenges will be, or can be, met in different phases in order to achieve the overall goal of the project. One useful method is to make a model of the project phases and to identify possible challenges in each phase. One example of such a model can be seen in the figure to the right.

[[File:Example_of_project_phases.png|400px|thumb|right|Example of project phases PMBOK® Guide <ref name=''PMI'' />.]]

The project phase model is unique for every project, but usually the project goes through four phases: (1) Initiation (2) Planning (3) Execution (4) Closing. Each phase has different associated management activities <ref name=''PMI''> ''Project Management Institute, Inc. (2017). Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th Edition), https://app.knovel.com/hotlink/toc/id:kpGPMBKP02/guide-project-management/guide-project-management'' </ref>.

Another tool which can be used together with the project phase model is to identify the costs throughout the whole project’s life cycle. In most projects the costs will be low in the beginning (Initiation) and will start to increase from the end of the planning phase '''(REferer til PMI her)'''. It is important to make the meetings as efficient as possible when the costs are high, which such a model can help you identify.

'''A collection of tools for meeting strategies''' 
''Avoid unnecessary meetings'' 
First of all it is important to avoid unnecessary meetings. This is especially important when the costs are high and the time is scarce, since people are not fond of wasting their time and this will cause higher costs. A good method is therefore to set up some guidelines for when it is acceptable to call a meeting in order to avoid unnecessary meetings. There are a couple of things that indicates when a meeting is needed <ref name=''Rogelberg''> ''Rogelberg, S. & Scott, C. & Kello, J. (2007) The Science and Fiction of Meetings - MIT Sloan Management Review - Volume 48(2), https://orgscience.uncc.edu/sites/orgscience.uncc.edu/files/media/Rogelberg%20et%20al.%20-%202007%20-%20The%20science%20and%20fiction%20of%20meetings.pdf'' </ref> which are listed below:
:* When unresolved issues are inhibiting the progress of a project or interdependent projects
:* Decision making
:* Idea generation
:* Distribution of a compelling agenda prior to the meeting
:* Celebration of reaching a milestone

Sometimes there is a need for communication, but a meeting is not necessary. In many cases this concerns the type of communication where only one person needs to speak (often the project manager). Examples of this type of communication are updates, delivery of information and presentations.

''Plan the meeting in advance'' 
Another important tool is to plan the meeting in advance. This both concerns the aspect of when and where the meeting should be held, but also which specific topics should be discussed at the meeting. These two aspects should be announced in good time to all attending the meeting, so that they are able to prepare.

''Meeting minutes'' 
Another good tool is meeting minutes. These contains important information from the meetings and are saved in the project management plan '''Referer til PMI her'''. It is a good idea to agree on a structure of the minute so that it takes the same structure for each meeting. The meeting minute is useful for people who could not attend the meeting to see what was discussed, to be able to go back in time and see what was discussed and agreed upon, but also to help keep a structure of the meeting..

The tools mentioned above are just a few among many. Other useful tools could be looking at you create valuable meetings and encourage the participation in meetings

== Team development ==

Team development is part of what is called project resource management, which includes the processes to identify, acquire, and manage the resources needed for the successful completion of the specific project <ref name=''PMI'' /> . These processes consist of (1) Plan Resource Management (2) Estimate Activity Resources (3) Acquire Resources '''(4) Develop Team''' (5) Manage Team (6) Control Resources. All these processes help to ensure that the right resources will be available at the right time and place <ref name=''PMI'' /> .

The fourth process, Team Development is about improving the competencies, the interaction between team members and the overall environment of the team to enhance project performance <ref name=''PMI'' />. Different sources <ref name=''Stott 1995''> ''Stott, K. & Walker, A. (1995) Teams Teamwork & Teambuilding'' </ref> and <ref name=''PMI'' /> agree that teams are developed through four stages - called the FSNP model: Forming - Storming - Norming - Performing. First of all the team members meet and learn about the project and their formal roles and responsibilities. In the second stage the team begins to address the project work, technical work and the management approach. It is important that the team members are open to different ideas and perspectives at this point, otherwise the environment can become counterproductive. In the third stage the team starts to work together and they adjust their behaviors to support the team. Not all teams reach the last stage, since this requires a well-functioning unit. In this stage the team is independent and works through issues smoothly and effectively <ref name=''PMI'' />.

Teamwork is a critical but important factor for project success which is why developing effective and dynamic teams is one of the primary responsibilities for the project manager. Six behaviors have been noticed to affect a high team performance:
:* Using open and effective communication,
:* Creating team-building opportunities,
:* Developing trust among team members,
:* Managing conflicts in a constructive manner,
:* Encouraging collaborative problem solving, and
:* Encouraging collaborative decision making.

Furthermore, it improves the performance if the team members get to know each other

A clear result of this is that it improves teamwork which in most cases leads to an improved completion of the project. Furthermore it strengthens personal skills and motivates the employees.

== Project Stakeholder Management ==

Stakeholders can be defined as people, groups or organizations which could impact or be impacted by the considered project <ref name=''PMI'' /> . In a project the stakeholders could for instance be the owners, client and purchaser, but may as well be the project team, architect or a local community. These are just a few examples.

Stakeholder management deals with analyzes of the stakeholders expectations and their impacts on the project/program/portfolio. Furthermore it is about developing an appropriate strategy for effectively engaging stakeholders in project decisions, and the planning and execution of the work <ref name=''PMI'' />. It is an important and useful tool for reducing complications and altercations. Some would even state that ''“The ability of the project manager to correctly identify and manage these stakeholders in an appropriate manner can mean the difference between success and failure”'' <ref name=''PMI'' />.
The Project Stakeholder Management can be divided into four processes:
# Identifying Stakeholders
# Plan Stakeholder Management
# Manage Stakeholder Engagement
# Monitor Stakeholder Engagement
Before engaging any stakeholders in your project, you need to identify and analyze them in order to place them in appropriate groups. This is the first process and will help you develop the right plan for communicating with the different types of stakeholders throughout the project <ref name=''McDonald2016''> ''MacDonald, J., Business2Community (2016) Stakeholder Identification and Analysis Made Easy for Project Managers, https://www.business2community.com/strategy/stakeholder-identification-analysis-made-easy-project-managers-01440041'' </ref>. The analysis of the stakeholders means placing them in categories according to their interests and their power. A possible division could be as illustrated in the Power/Interest Matrix to the right.

[[File:PowerInterest.png|300px|thumb|right|Power/Interest Matrix for grouping and prioritizing important stakeholders. Inspiration from MacDonald <ref name=''MacDonal'' />]]

As illustrated in the Power/Interest Matrix each stakeholder category requires different treatments in order to keep them engaged in the project.

The next process is to plan the stakeholder engagement which is the process of developing approaches to involve stakeholders based on their needs, expectations, interests and potential impacts on the project <ref name=''PMI'' />. This is important in order to interact effectively with stakeholders. The plan can be developed in the beginning of a project, but should be reviewed and corrected throughout the project. This plan should at least consist of a resource management plan, communication management plan and a risk management plan.

The third process of the Project Stakeholder Management is the process of communicating and working with the stakeholders to meet their needs and expectations, address issues, and foster appropriate stakeholder involvement <ref name=''PMI'' />. Working with the stakeholders allows the project manager to increase the support and minimize the resistance from stakeholders. This requires different tools and techniques such as communication skills, conflict management, political awareness, negotiation skills and many more.

The final process is the monitoring of stakeholder engagement in which the project stakeholder relationships are monitored and strategies are tailored for engaging stakeholders through modification of engagement strategies and plans <ref name=''PMI'' />. The purpose of this process is to either maintain or increase the efficiency and effectiveness of the stakeholder engagement activities as the project evolves and possibly changes. This process should be performed throughout the whole project. Also this process requires different tools such as decision making tools, data analysis and interpersonal and team skills.

== The Triple Constraint in Project Management ==

The triple constraint in Project Management is often referred to as the Iron Triangle, where the three corners represent the triple constraints: time, cost and scope.

[[File:VPC.png|300px|thumb|right|Value Proposition Canvas figure <ref name="IronTriangle">''Van Wyngaard, C.J., Pretorius, J. H. C., Pretorius, L. (2012). Theory of the triple constraint – a conceptual review, IEEE International Conference on Industrial Engineering and Engineering Management'' </ref>]]

It is important to establish the goals and requirements (the scope) in the beginning of the project. By defining the scope of the project, you ensure that everybody is working towards the same goal and knows how the final deliverable should turn out. If a clear scope for the project is not defined - and documented - a lot of minor add-ons can end up turning the final deliverable into a completely different project than intended. Additional features can also result in changes in the budget and time constraints as you have to increase the project cost by e.g. assigning more people to the project or extending the project time frame. Constant awareness of changes in the project scope gives you the possibility to discuss the trade-offs within the triple constraints and thereby adjust the changes and thereby keeping the project on track.

A detailed description of the project scope can be a good foundation for the overall understanding of the time constraint, as an estimate of the project can be made. If you want the project to be done before time it will probably cost you if you are not willing to lack on the project requirements established in the scope, as a short deadline requires extra resources in order to get the wanted work done in the wanted quality. The establishment of the project time frame can thereby form the basis for the project costs.

The triple constraint in project management is focusing on the output in the management expressed by operating within a set of boundaries consisting of the project time cost and scope. This means that changes in one of the factors will affect the outcome of the two other factors. The triple constraints therefore need to be balanced, as it all depends on trade-offs, in order to achieve a successful project.

== Value Proposition Canvas ==

Classically the value proposition canvas has two sides. The customer profile you clarify in which way you understand your customers needs. While the value proposition describes your intention to create value for your customers. The optimal starting position for each company is the fit between these two requests (Value Proposition Design: How to Create Products and Services Customers Want).
[[File:VPC.png|300px|thumb|right|Value Proposition Canvas figure <ref name="VPC">''B2B International (2020). What is the Value Proposition Canvas?, https://www.b2binternational.com/research/methods/faq/what-is-the-value-proposition-canvas//'' </ref>]]

Customer Profile
:* Gains: the benefits which the customer expects and needs, what would delight customers and the things which may increase likelihood of adopting a value proposition.
:* Pains: the negative experiences, emotions and risks that the customer experiences in the process of getting the job done.
:* Customer jobs: the functional, social and emotional tasks customers are trying to perform, problems they are trying to solve and needs they wish to satisfy.

Value Proposition
:* Gain creators: how the product or service creates customer gains and how it offers added value to the customer.
:* Pain relievers: a description of exactly how the product or service alleviates customer pains.
:* Products and services: the products and services which create gain and relieve pain, and which underpin the creation of value for the customer.

== How to wiki ==

How to add a reference?
Do it in the text like this:
write <ref name=''name''> ''Author (year) title, link'' </ref>
Refer to the same reference again by writing: <ref name=''name'' />

It automaticly print it under References :-)

How to add a picture:
Click on the botton "Upload file" on the left. Give the file a name you can remember
Go into the wikipage to edit. write: [File:name.jpg|300px|thumb|right|picture text]

== Application ==

== Limitations ==

== Annotated Bibliography ==

== References ==

<references/>

Articles Spring Term 2020

2020-02-11T10:41:17Z

Leahasselsteen: /* Overview of 2020 Wiki articles */

=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]]
|-
|-
|Phekla
|Eleni
|Batsiou
|s190018
|[[APPPM S2020]]
|-
|-
|Scandies
|Sveinbjörg Sara
|Baldursdottir
|s192717
|[[PPP 2020]]
|-
|-
|Scandies
|Hanna M. S.
|Barosen
|s192687
|[[APPPM 2020]]
|-
|-
|Team Femern
|James
|Osborn
|s196647
|[[TBC Article Title]]
|-
|-
|TeamZymes
|Erik Arvid
|Hosszu
|s200154
|[[Toolkit APPPM 2020]]
|-
|-
|TeamZymes
|Jacob
|Clemmensen
|s144069
|[[Example APPPM 2020]]
|-
|TeamZymes
|Björgvin
|Hjartarson
|s154659
|[[stuff n´things]]
|-
|-
|XX
|Alexandros
|Apostolidis
|s182323
|[[Portfolio Project202]]
|-
|-
|XX
|Breno
|Strüssmann
|s193580
|[[Example APPM 2020 Breno]]
|-
|NovoCon
|Casper
|Scheel
|s193273
|[[ExampleAPPM2020]]
|-
|XX
|Line
|Tellefsen
|s200449
|[[APPPM 2020 Line]]
|-
|XX
|Simay
|Arpaci
|s153594
|[[Example APPPM 2020]]
|-
|PPP North
|Kristín Júlía
|Ásgeirsdóttir
|s192303
|[[Example APPPM 2020]]
|-
|XX
|Inés
|Martinez Garcia
|s192924
|[[Example APPPM 2020]]
|-
|Under the Bridge
|Casper
|Andersen
|s164279
|[[Construction of the new Strostroem Bridge]]
|-
|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]]
|-
|Scandies
|Dardan
|Badivuku
|s193550
|[[aepppm 2020]]
|-
|-
|Scandies
|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 (MM)
|Hector Manuel
|Fernandez Mortera
|s192414
|[[Ways of maintaining Ikea standards in stores worldwide]]
|-
|-
|Mediterranean Mafia (MM)
|Alicia
|Belda Leandro
|s192740
|[[Ways of maintaining Ikea standards in stores worldwide]]
|-
|-
|Mediterranean Mafia (MM)
|Jesus
|Blazquez Mulas
|s192781
|[[Ways of maintaining Ikea standards in stores worldwide]]
|-
|-
|Mediterranean Mafia (MM)
|Georgios
|Bekakos
|s193104
|[[Ways of maintaining Ikea standards in stores worldwide]]
|-
|-
|Mediterranean Mafia (MM)
|Maria
|Maniati
|s192903
|[[Ways of maintaining Ikea standards in stores worldwide]]
|-
|-
|Mediterranean Mafia (MM)
|Christos
|Natsikas
|s192758
|[[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]]
|-
|-
|The Minions
|Amalie
|Hammershøy
|s152985
|[[Project 2020 APH]]
|-
|-
|The Minions
|Arsalan
|Aman
|s190218
|[[A3PM 2K20]]
|-
|-
|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]]
|-
|-
|PPP north
|Arna
|Gudlaugsdottir
|s193090
|[[Wikipage123]]
|-
|-
|DS Solution
|Alexander
|Heiede
|s144603
|[[APPM2020APPM]]
|-
|-
|XX
|Emilie
|Riberholt Henriksen
|s200450
|[[APPPM 2020 Emilie]]
|-
|-
|NovoSix
|Johannes
|Kreimer
|s200159
|[[Example APPPM 2020]]
|-
|-
|NovoSix
|Ida
|Vejrup Holtsmark
|s161721
|[[Example APPPM 2020]]
|-
|-
|cake
|Line
|Werngreen-Nielsen
|s164336
|[[APPPM 2020 - LWN]]
|-
|-

|cake
|Anna
|Gallaus Jacobsen
|s164286
|[[APPPM 2020 - AGJ]]
|-
|-

|cake
|Anne
|Arendt Louring
|s153877
|[[Resources for APPPM 2020]]
|-
|-
|XX
|Ian
|Ikeda
|s192357
|[['Project' APPPM 2020]]
|-
|-

|XX
|Romina
|Shkurtaj
|s192639
|[[Project resources APPPM 2020]]
|-
|-
|LECANAJ
|Ali
|El Chaabi
|s193726
|[[Digital project management]]
|-
|-
|Southerns
|Dilan
|Özmen
|s193437
|[[Portfolio Management]]
|-
|-
|Southerns
|Chiara
|Zanon
|s192381
|[[Portfolio Management]]
|-
|-
|Southerns
|Tommaso
|Piaggio
|s192335
|[[Portfolio Management]]
|-
|-
|Team Money
|Shylendhar
|Gunasekaran
|s192203
|[[APPPM 20]]
|-
|-
|Team Money
|Sushanth
|Kapisthalam
|s190031
|[[APPPM 20]]
|-
|-
|Team Money
|Idriss
|El Quassimi
|s192383
|[[APPPM 20]]
|-
|-
|Team Money
|Andrea
|Casali
|s190067
|[[APPPM 20]]
|-
|-
|Team Money
|Beatrice
|Chiusi
|s190696
|[[APPPM 20]]
|-
|-
|Team Money
|Yao
|Xu
|s196619
|[[APPPM 20]]
|-
|-
|Building 310
|Kristine
|Marburger
|s165473
|[[Successful Project Management]]
|-
|-
|Building 310
|Liv
|Stranddorf
|s163832
|[[Successful Project Management]]
|-
|-
|Building 310
|Lea
|Hasselsteen
|s163827
|[[Successful Project Management]]