DTU ProjectLab - User contributions [en-gb]

Poyber

2020-02-28T09:00:08Z

NicklasYeo: /* KPI */

== Competency Matrix - Abstract ==
A competency matrix is a tool used to map the different desired competencies of the employees in a team, project or organization. The tool visualizes and gives a comprehensive overview of what competencies each employee has, the competencies the team/project has, and it also identifies who lacks the training to achieve more competencies write <ref>[https://www.analyticsinhr.com/blog/create-skills-matrix-competency-matrix/ "APM"]</ref>
. An example of how a competency matrix can look like can be seen at the table below:

[[File:Screenshot 2020-02-25 at 19.43.31.png]]

== Gantt Chart - Abstract ==
A Gantt chart is a project management tool used for organizing, planning, scheduling, and monitoring of projects and events. The Gantt chart breaks down projects to minor tasks/activities that are shown as a horizontal bar chart with a start and end date. Furthermore, the Gantt chart also shows dependencies (among activities), if activities overlap, scheduling, deadlines, who the activity should be performed by, resources needed, cost of activity, etc. It illustrates and creates an overview of the progress/phase of the project and gives information related to time, costs, and resources (planned and actual) <ref>[https://www.apm.org.uk/resources/find-a-resource/gantt-chart/ "AIHR Analytics"]</ref>
. An example of a very simple Gantt chart can be seen below:

[[File:Screenshot_2020-02-25_at_20.43.48.png]]

== Problem Tree Analysis ==

The problem tree analysis is a visual representation of a problem and its causes and effects. It is effectively used with broad issues where the consequences and root causes are not fully known. Since it enables breaking down a problem into manageable parts as well as generating discussions and sharing new views on a topic. The first step when creating a problem tree is to identify an issue to be analysed, the “focal problem”. Thereafter the causes and effects are identified and placed out on either the top or bottom <ref>[https://www.odi.org/sites/odi.org.uk/files/odi-assets/publications-opinion-files/192.pdf/ A report from the "Overseas Development Institute"]</ref>.

== Standardized work - LEAN ==

Standardized work is a part of LEAN production that is performed to define and document what should be done, by who and when. The work sequences of a process are carefully studied when performed by employees and a takt time is decided. The purpose of the method is to communicate precisely how workers should perform so that variations in production are reduced while aiming for the optimal effectiveness and efficiency. Important to remember is that standardized work is not static, but a continuous process that can be improved at any time. <ref>[https://www.shmula.com/about-peter-abilla/what-is-standard-work/ Article in "schmula.com"]</ref>

== Managing multiple projects ==

Managing multiple projects require several actions. Making integrated plans for the execution of the projects and making schedules to get an overview over the different deadlines and milestones, are a criteria for successful project management. Several managing softwares can be used to get an overview over multiple projects and ensure no overlaps. It is important to delegate the projects so the workload is reasonable. When managing multiple projects, a manager should prioritize the tasks in an urgent to non-urgent scale, to get a sense of what to focus on at the given time. Continuous communication is key to successfully manage multiple projects.
<ref>[https://www.wrike.com/project-management-guide/faq/how-to-manage-multiple-projects/ Article in "Wrike.com"]</ref>

==A3 Problem-Solving==

When evaluating projects today you often use metrics as measurements for defining whether a project have been executed successfully or not. When a project is defined as not successfully often an important KPI have not been meet with the expected performance. Example could be time, cost or quality. When evaluating a project, it is important to find out, why we couldn’t meet the expectations. The A3 tool is a tool for making a root cause analysis, to find out why the outcome was not as expected. The A3 allows a systematic approach to find the actually cause of the problem and eliminate the possibility for the problem to happen again. The method is based on a systematical step approach, which is illustrated in the figure. <ref>[https://kanbanize.com/lean-management/improvement/a3-problem-solving/ "kanbanize.com"]</ref>

[[File:A3_-_Problem_solving.PNG]]

==Risk assessment==

Managing complex projects today is often related to managing uncertainties. Risk is an assessment of a possible event that can have an either positive or negative effect on the project. The key purpose of assessing the possible risk in a project is to ensure that if a possible identified risk occurs then we have had the opportunity to plan how to manage the situation. When making the preparation for possible risk management we can take a 3-step approach for assessing the project risk.
<ref>[https://www.wrike.com/blog/ultimate-guide-to-project-risk-part-1-risk-assessment/ "www.wrike.com"]</ref>

[[File:Risk Assessment - 3 step.PNG]]

==KPI==

KPI stands for Key Performance Indicator and is a term for a Lean method that can help a department, or an organization evaluate how well their goals are achieved. KPI’s provide information about how the department performs in relation to its goals and as well where there is room for improvement and development. It’s important that a KPI reflects the actual performance, while giving the employee or group an opportunity to influence their KPI’s. When the KPI’s are you used properly, they can create motivation and great job satisfaction in a department. It strengthens the collective unity and prepares the employees for when the next challenges must be faced. It’s important that the KPI’s are measurable and dynamic. <ref>[https://centerforlean.dk/kpi/"KPI - Key Performance Indicators"]</ref>

==Notes==
<references/>

Poyber

2020-02-28T08:59:35Z

NicklasYeo:

== Competency Matrix - Abstract ==
A competency matrix is a tool used to map the different desired competencies of the employees in a team, project or organization. The tool visualizes and gives a comprehensive overview of what competencies each employee has, the competencies the team/project has, and it also identifies who lacks the training to achieve more competencies write <ref>[https://www.analyticsinhr.com/blog/create-skills-matrix-competency-matrix/ "APM"]</ref>
. An example of how a competency matrix can look like can be seen at the table below:

[[File:Screenshot 2020-02-25 at 19.43.31.png]]

== Gantt Chart - Abstract ==
A Gantt chart is a project management tool used for organizing, planning, scheduling, and monitoring of projects and events. The Gantt chart breaks down projects to minor tasks/activities that are shown as a horizontal bar chart with a start and end date. Furthermore, the Gantt chart also shows dependencies (among activities), if activities overlap, scheduling, deadlines, who the activity should be performed by, resources needed, cost of activity, etc. It illustrates and creates an overview of the progress/phase of the project and gives information related to time, costs, and resources (planned and actual) <ref>[https://www.apm.org.uk/resources/find-a-resource/gantt-chart/ "AIHR Analytics"]</ref>
. An example of a very simple Gantt chart can be seen below:

[[File:Screenshot_2020-02-25_at_20.43.48.png]]

== Problem Tree Analysis ==

The problem tree analysis is a visual representation of a problem and its causes and effects. It is effectively used with broad issues where the consequences and root causes are not fully known. Since it enables breaking down a problem into manageable parts as well as generating discussions and sharing new views on a topic. The first step when creating a problem tree is to identify an issue to be analysed, the “focal problem”. Thereafter the causes and effects are identified and placed out on either the top or bottom <ref>[https://www.odi.org/sites/odi.org.uk/files/odi-assets/publications-opinion-files/192.pdf/ A report from the "Overseas Development Institute"]</ref>.

== Standardized work - LEAN ==

Standardized work is a part of LEAN production that is performed to define and document what should be done, by who and when. The work sequences of a process are carefully studied when performed by employees and a takt time is decided. The purpose of the method is to communicate precisely how workers should perform so that variations in production are reduced while aiming for the optimal effectiveness and efficiency. Important to remember is that standardized work is not static, but a continuous process that can be improved at any time. <ref>[https://www.shmula.com/about-peter-abilla/what-is-standard-work/ Article in "schmula.com"]</ref>

== Managing multiple projects ==

Managing multiple projects require several actions. Making integrated plans for the execution of the projects and making schedules to get an overview over the different deadlines and milestones, are a criteria for successful project management. Several managing softwares can be used to get an overview over multiple projects and ensure no overlaps. It is important to delegate the projects so the workload is reasonable. When managing multiple projects, a manager should prioritize the tasks in an urgent to non-urgent scale, to get a sense of what to focus on at the given time. Continuous communication is key to successfully manage multiple projects.
<ref>[https://www.wrike.com/project-management-guide/faq/how-to-manage-multiple-projects/ Article in "Wrike.com"]</ref>

==A3 Problem-Solving==

When evaluating projects today you often use metrics as measurements for defining whether a project have been executed successfully or not. When a project is defined as not successfully often an important KPI have not been meet with the expected performance. Example could be time, cost or quality. When evaluating a project, it is important to find out, why we couldn’t meet the expectations. The A3 tool is a tool for making a root cause analysis, to find out why the outcome was not as expected. The A3 allows a systematic approach to find the actually cause of the problem and eliminate the possibility for the problem to happen again. The method is based on a systematical step approach, which is illustrated in the figure. <ref>[https://kanbanize.com/lean-management/improvement/a3-problem-solving/ "kanbanize.com"]</ref>

[[File:A3_-_Problem_solving.PNG]]

==Risk assessment==

Managing complex projects today is often related to managing uncertainties. Risk is an assessment of a possible event that can have an either positive or negative effect on the project. The key purpose of assessing the possible risk in a project is to ensure that if a possible identified risk occurs then we have had the opportunity to plan how to manage the situation. When making the preparation for possible risk management we can take a 3-step approach for assessing the project risk.
<ref>[https://www.wrike.com/blog/ultimate-guide-to-project-risk-part-1-risk-assessment/ "www.wrike.com"]</ref>

[[File:Risk Assessment - 3 step.PNG]]

==KPI==

KPI stands for Key Performance Indicator and is a term for a Lean method that can help a department, or an organization evaluate how well their goals are achieved. KPI’s provide information about how the department performs in relation to its goals and as well where there is room for improvement and development. It’s important that a KPI reflects the actual performance, while giving the employee or group an opportunity to influence their KPI’s. When the KPI’s are you used properly, they can create motivation and great job satisfaction in a department. It strengthens the collective unity and prepares the employees for when the next challenges must be faced. It’s important that the KPI’s are measurable and dynamic.

<ref>[https://centerforlean.dk/kpi/"KPI - Key Performance Indicators"]</ref>

==Notes==
<references/>

ExampleNicklas

2020-02-09T14:00:13Z

NicklasYeo: Created page with "ExampleNicklas"

ExampleNicklas

Articles Spring Term 2020

2020-02-09T13:55:46Z

NicklasYeo: /* 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]]
|-
|-
|XX
|Eleni
|Batsiou
|s190018
|[[APPPM S2020]]
|-
|-
|XX
|Sveinbjörg Sara
|Baldursdottir
|s192717
|[[PPP 2020]]
|-
|-
|XX
|Hanna M. S.
|Barosen
|s192687
|[[APPPM 2020]]
|-
|-
|XX
|James
|Osborn
|s196647
|[[TBC Article Title]]
|-
|-
|TeamZymes
|Erik Arvid
|Hosszu
|s200154
|[[Toolkit APPPM 2020]]
|-
|-
|XX
|Alexandros
|Apostolidis
|s182323
|[[Portfolio Project202]]
|-
|-
|XX
|Breno
|Strüssmann
|s193580
|[[Example APPM 2020 Breno]]
|-
|XX
|Björgvin
|Hjartarson
|s154659
|[[Design Structure Matrix Methods]]
|-
|NovoCon
|Casper
|Scheel
|s193273
|[[ExampleAPPM2020]]
|-
|XX
|Line
|Tellefsen
|s200449
|[[APPPM 2020 Line]]
|-
|XX
|Simay
|Arpaci
|s153594
|[[Example APPPM 2020]]
|-
|XX
|Kristín Júlía
|Ásgeirsdóttir
|s192303
|[[Example APPPM 2020]]
|-
|XX
|Inés
|Martinez Garcia
|s192924
|[[Example APPPM 2020]]
|-
|Under the Bridge
|Casper
|Andersen
|s164279
|[[Example APPPM 2020]]
|-
|Under the Bridge
|Johan
|Knudsen
|s164316
|[[Example APPPM 2020]]
|-
|Under the Bridge
|Jonathan
|Schouenborg
|s162692
|[[Example APPPM 2020]]
|-
|Under the Bridge
|Sebastian
|Lind
|s164299
|[[Example APPPM 2020]]
|-
|Under the Bridge
|Kristoffer
|Ipsen
|s164293
|[[Example APPPM 2020]]
|-
|Under the Bridge
|Narwan
|Noori
|s164019
|[[Example APPPM 2020]]
|-
|XX
|Aldis Anna
|Ingthorsdottir
|s193152
|[[PPPMtoolbox]]
|-
|XX
|Kristín Lív Svabo
|Jónsdóttir
|s193708
|[[PPP Refrence 2020]]
|-
|XX
|Ivalu Birna
|Falck-Petersen
|s192295
|[[WikiPPP]]
|-
|XX
|Dardan
|Badivuku
|s193550
|[[aepppm 2020]]
|-
|-
|XX
|Rebekka Rut
|Petersen
|s192300
|[[ProjectXXX]]
|-
|-
|NovoCon
|Andy Mattulat
|Filipovic
|s153501
|[[Agile portfolio]]
|-
|-
|NovoCon
|Magnus Thor
|Gunnarsson
|s193154
|[[Article Magnus]]
|-
|-
|NovoCon
|Lucas
|Gunnersen
|s161812
|[[Example APPM 2020 161812]]
|-
|-
|Cake
|Frederik Fynbo
|Carlsson
|s153436
|[[Continuous reporting for portfolios]]
|-
|-
|Femern
|Ali Adnan
|Obeidi
|s154207
|[[AE3XPM]]
|-
|-
|The Minions
|Signe Ebsen
|Olling
|s154194
|[[APPPM 2020S]]
|-
|-
|Mediterranean Mafia
|Hector Manuel
|Fernandez Mortera
|s192414
|[[Project1]]
|-
|-
|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]]

Articles Spring Term 2020

2020-02-09T13:55:04Z

NicklasYeo: /* Overview of 2020 Wiki articles */