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==Collection of tools==
<!--* Provide the reader with a summary which addresses the key aspects of the tool
* What kind of problem addresses (and solves) the specific tool?-->

'''Risk Management In Project Portfolios'''<br />
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'''Including Risk Management in Construction Projects'''<br />
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'''Mapping Stakeholders/Stakeholder Management ''' <ref>Wiki.doing-projects. ''Stakeholder Management''. Wiki.doing-projects. Retrieved from
http://wiki.doing-projects.org/index.php/Stakeholder_Management?fbclid=IwAR3U2VJAeVPPLIoqnqVVGCyfZOtXbvyutGO_lgejXhlkxY4ZQvZTwebugW4#Differences_in_stakeholder_influence</ref>
<ref>Wiki.doing-projects. ''Wiki.doing-projects. ''Stakeholder Management''. Wiki.doing-projects''. Wiki.doing-projects. Retrieved from http://wiki.doing-projects.org/index.php/Mapping_stakeholders?fbclid=IwAR2lLCqNabItIShY_-HNbD8AxFQLTRmy6w1cztdCcTVXTYHyNs888HYDoa0</ref>

A stakeholder is a person, group or organisation that has interests in, or can affect, be affected by, or perceive itself to be affected by, any aspect of the project. Stakeholder Management is the art of keeping your stakeholders content, and making decisions that are mutually beneficial. To aid the process of managing stakeholders, they are categorized. There are several ways to categorize stakeholders: Classification according to "direction", Power, legitimacy, and urgency classification and Detailed stakeholder classification. 

BILLEDE<!--[[File: Stakeholder123.png |500px|thumb|center|Figure 1: Salience Model Representing the Importance of Different Stakeholders<ref name="Salience"> Ronald K. Mitchell, Bradley R. Agle, Donna J. Wood. ''The Academy of Management Review'', Vol. 22, No. 4, 1997, p872 </ref> ]]-->

Secondly we want to evaluate a stakeholder match by Stakeholder Compatibility. This is done by categorizing the relationships into the “Four Stakeholder Configurations”. It is also this step where the “Stakeholder Matrix” comes in play, which is an interest/power matrix. 
Lastly Stakeholder Management involves creating stakeholder engagement. In this step we utilize “Stakeholder Engagement approaches” and “Stakeholder integration methods”.



'''Fault Tree Analysis''' <br />
This tool is one of the methods that is used the most in system reliability, maintainability and security analysis. It is used to determine which undesired events could happen. This method starts by having a conclusion from where specific causes are determined by constructing the fault tree. When using this method, the purpose is to identify potential causes of a failure before it happens. When the analysis is performed it can be determined what happens based on the different factors through the tree. <ref>ASG. ''What Is a Fault Tree Analysis?''. ASQ. Retrieved from http://asq.org/quality-progress/2002/03/problem-solving/what-is-a-fault-tree-analysis.html.</ref> <br />
The benefits of this method is that it creates a visual understanding of the events and it is easy for other people to get a quick understanding of the results. The fault tree is like a foundation for further analyses. It is easy to go through the tree to check for failures in other or future projects, to make sure that the risk for bad events are minimized. The model also has to be updated if it is going to be used later on, which can be time consuming if there is no one currently working with the method. 
This method is often used in engineering industries where there may be huge consequences of failures. <br />
Step 1: Define the undesired event: the primary fault or failure being analyzed<br />
Step 2: Deduce the event's immediate causes<br />
Step 3: Keep stepping back through events until the most basic causes are identified<br />
Step 4: Construct a fault tree diagram<br />
Step 5: Evaluate your fault tree analysis <ref>Smartdraw. ''Fault Tree Analysis''. Smartdraw. Retrieved from https://www.smartdraw.com/fault-tree/.</ref>


'''Earned Value Management'''<br />
Earned value management (EVM) is a way that helps project managers with the measuring of project performance. This method is used to find variances according to work performed and work planned in different projects and is based on cost and scheduling. 
EVM is used in companies in different industries, consulting firms and others. 
EVM consists of different data elements such as; budget for a project vs total cost of the project, cost for work scheduled vs the amount of actual work done, etc. <ref>. Project Smart. ''EARNED VALUE MANAGEMENT EXPLAINED''. Project smart. Retrieved from https://www.projectsmart.co.uk/earned-value-management-explained.php.</ref><br />
By asking the questions “Have we got to where we want to be in the project?” and “When are we going to finish this project?”, it helps to define a more specific plan as to where the project is going to end.
When the value of work done is equal to the planned the basic principle of EVM is achieved. The following indicators can be used to describe how good/bad the project are performed: 
<ul>
<li>Schedule variance (SV); difference between actually work done vs the amount of planned work to be done. This will show if the project follows the timeplan. /li>
<li>Cost variance (CV); difference between the cost for the project vs the budget that was made. This shows if the project is on budget.</li>
<li>Schedule performance index (SPI); ratio between the approved budget for the performed work to the approved budget for the planned work in the first place. A measure of the project’s time efficiency.</li>
<li>Cost performance index (CPI); ratio between approved budgets for the performed work to the actually spent budget for the stipulated work. <ref>APMG International. ''What is Earned Value Management and Why is it Important?''. APMG International. Retrieved from https://apmg-international.com/article/what-earned-value-management-and-why-it-important.</ref></li>
</ul> 


'''Lessons Learned'''<br />
This tool builds on Knowledge Management, specifically Knowledge Sharing. Project management tool that aims to bring together any insight gained during a specific project, after identifying what went wrong and what went right. 
PRINCE2 (PRojects In Controlled Environments, version 2) is a commonly used framework, but companies tend to emphasize the initialisation and execution of a project, and disregard the closing of a project. here on can utilize the Lessons Learned tool, which consist of the following steps: <br />
Step 1: Collecting (Record)<br />
Step 2: Validating<br />
Step 3: Storing (and categorise)<br />
Step 4: Disseminating (Communicate)<br />
Step 5: Reuse<ref>Wiki.doing-projects. ''Lessons learned - a tool for sharing knowledge in project management''. Wiki.doing-projects. Retrieved from http://wiki.doing-projects.org/index.php/Lessons_learned_-_a_tool_for_sharing_knowledge_in_project_management.</ref>


'''Business Canvas Model'''<br />
The business canvas model is a great tool to describe any company core business model, the models provide a visualization of the company in an effective manner, and clearly show the relation of the 9 building blocks. It lays the groundwork for an easier assessing process of the company's business model, that ls need to make any effective and useful changes in the model. 

[[File: BusinessModelCanvas.jpg |200px|thumb|right|Figure xx: Business Model Canvas]]

The figure above is known as the business canvas model, in that it has 9 building blocks, the are as follow, KP is Keypartners , KA is Key activities, KR is key resources, VP is value proposition, CR is customer relationship, CH is channels, CS is customer segment, CS is cost structure and RS is revenue streams. 

The use of this tool,  is to divide the business model into smaller parts/blocks which provide  a better overview of the whole picture, and make the process for any change tangible. 


'''SWOT'''<br />
SWOT-analysis is a tool that helps the organization to identify strengths, weakness, opportunities and threats. The internal organization concerns the strengths and weakness of the organization and externally the environmental opportunities and threats are analyzed and defined.

The manager can based on the SWOT-analysis select the corporate, business, and functional strategies to put the organization in a better position and achieve the desired goals.

The first step for the manager is to identify the strengths and weaknesses from the current situation of the organization. Afterwards it is desired to take benefit from the strengths and correct the weakness that may affect the organization in the future. 

The second step is defining the external factors and taking advantage of any opportunity that might occur and work on the threats.  

The tool ensures the managers that they make the most of what the organization got and reduces the risk of failures by understanding and defining what the organization is lacking, which will result in a better position in that market. 

BILLEDE<!--[[File: Stakeholder123.png |500px|thumb|center|Figure 1: Salience Model Representing the Importance of Different Stakeholders<ref name="Salience"> Ronald K. Mitchell, Bradley R. Agle, Donna J. Wood. ''The Academy of Management Review'', Vol. 22, No. 4, 1997, p872 </ref> ]]-->
Tabel
The table above shows what a SWOT Analysis matrix could look like. 


'''Four Classical Functions of Management'''<br />
The use of this tool is to establish a overlook for the mangere, of where the problem of his/hers management is, and to help provide the understanding and information needed to any changes to help solve that problem. When working with this tool, there are four functions, first function is Planning, which is that the manager is choosing the right organizational goals to provide and achieve those goals, second function is Organizing, which is that the manager has the right setup for his works, and is best suited to their abilities. Third one is Leading, which the managers ability to motivate and coordinate their staff to achieve organizational goals. And the last one is Controlling, here there is looked at  which system or ways the manager measure og monitor the work progress. 


'''STAR-model'''<br />
The Star Model consists of five areas that should be connected and aligned to successfully shape the decisions and behaviors of your organization: Strategy, Structure, Processes, Rewards, and People. 

BILLEDE<!--[[File: Stakeholder123.png |500px|thumb|center|Figure 1: Salience Model Representing the Importance of Different Stakeholders<ref name="Salience"> Ronald K. Mitchell, Bradley R. Agle, Donna J. Wood. ''The Academy of Management Review'', Vol. 22, No. 4, 1997, p872 </ref> ]]-->
<ol>
<li>Strategy
The strategy comes first in the model as it sets the direction of the organization. An organization's strategy of an organization is defined by the vision, mision and values as well as the goals.</li>
<li>Structure</li>
<li>Business, processes & lateral links</li>
<li>Rewards systems </li>
<li>Human resource management </li>
</ol>


'''Key Problem'''<br />
The biggest-priority problems that can affect a business is the rise of one or more major negative impacts that lead to a problem. It is essential to define a key problem for a business since it is the foundation for the rest of the analysis. By using the key problem as explained, various analysis tools would continuously help either reduce the key problem or completely eliminate the problem.


'''Best Practices for Project Portfolio Selection'''<ref> apppm.man.dtu. ''Best Practices for Project Portfolio Selection''. apppm.man.dtu. Retrieved fromhttp://apppm.man.dtu.dk/index.php/Best_Practices_for_Project_Portfolio_Selection</ref> <br />
According to studies it has been found that there are five tools, used by a larger amount of organisations, which ensures good project portfolio management.
The five tools/methods are the following:

Financial methods:<br />
The financial methods include a variety of profit and return metrics i.e. NPV (Net Present Value) and ROI (Return on Investment)[2]. The financial methods can be used to rank projects by comparing the expected economic value that each project will generate.

Business strategy:<br />
The business’s strategy is used to allocate resources. The resources are allocated into separate areas based on their strategic priorities.

Bubble diagram:<br />
The idea is fairly basic; projects are plotted on an X-Y coordinates map often as balloons or circles. The Bubble diagram consists of three sets of data; of where they are expressed through the X-axis, the Y-axis and the size of the bubbles.

BILLEDE
Each of the four quadrants represents a category and each project will be placed in one of the quadrants. The most common bubble diagram is the Risk/Reward diagram where you typically have the NPV on one axis and the probability for success on the other axis. <br />

Scoring models:<br />
Often used by organisations to create a fast and intuitive overview of the projects rating. It could as an example be a rating scale from 0-10. Some of the most commonly used criteria are financial reward and strategic fit.

Checklists:<br />
The checklist consists of a number of Yes/No questions as the evaluation criteria. To determine whether a project is good enough it must achieve enough Yes’s. Checklists are usually viewed as a supporting tool.

Dependency of each other:<br />
Studies show that 47,5% of the best organisations use three or more methods.




<!--'''PMI on Salience Model '''  
<ref>Wiki.doing-projects. ''Stakeholder Management''. Wiki.doing-projects. Retrieved from
http://wiki.doing-projects.org/index.php/Stakeholder_Management?fbclid=IwAR3U2VJAeVPPLIoqnqVVGCyfZOtXbvyutGO_lgejXhlkxY4ZQvZTwebugW4#Differences_in_stakeholder_influence</ref> 
<ref>Wiki.doing-projects. ''Wiki.doing-projects. ''Stakeholder Management''. Wiki.doing-projects''. Wiki.doing-projects. Retrieved from http://wiki.doing-projects.org/index.php/Mapping_stakeholders?fbclid=IwAR2lLCqNabItIShY_-HNbD8AxFQLTRmy6w1cztdCcTVXTYHyNs888HYDoa0</ref>
<ref>ASG. ''What Is a Fault Tree Analysis?''. ASQ. Retrieved from http://asq.org/quality-progress/2002/03/problem-solving/what-is-a-fault-tree-analysis.html</ref>
<ref>Smartdraw. ''Fault Tree Analysis''. Smartdraw. Retrieved from https://www.smartdraw.com/fault-tree/
<ref>. Project Smart. ''EARNED VALUE MANAGEMENT EXPLAINED''. Project smart. Retrieved from https://www.projectsmart.co.uk/earned-value-management-explained.php</ref>
<ref>APMG International. ''What is Earned Value Management and Why is it Important?''. APMG International. Retrieved from https://apmg-international.com/article/what-earned-value-management-and-why-it-important</ref>
<ref>Wiki.doing-projects. ''Lessons learned - a tool for sharing knowledge in project management''. Wiki.doing-projects. Retrieved from http://wiki.doing-projects.org/index.php/Lessons_learned_-_a_tool_for_sharing_knowledge_in_project_management</ref>
* What is the focus of the reference? 
* What are the limitations of the reference? 
* Which part of your tool is well explained in the reference? 
* Is the use of figures/models sufficient? 
* How is the language? 
* Is the reference providing hands on guidance? 
* Can the reader apply the method after discovering it through this article?
* ... 



'''Examples of other highly relevant references:''' 
* Same questions should be answered ''for each tool''.

''Wiki article on Salience Model ''  
<ref> Anna Maria Greve, ''Stakeholder Management''. (sec. 2). Retrieved from http://wiki.doing-projects.org/index.php/Stakeholder_Management#Power.2C_legitimacy.2C_and_urgency_classification </ref> 

''External source on Salience Model ''  <ref> Stakeholdermap, ''Stakeholder Salience''. Retrieved from https://www.stakeholdermap.com/stakeholder-analysis/stakeholder-salience.html </ref>

''Project Canvas on Salience Model ''  
<ref> DTU ProjectLab, ''Project Canvas''. Retrieved from https://www.doing-projects.org/resources/projectcanvas </ref>-->





==References==
<references />