Construction of the new Storstroem Bridge - Revision history

Johanknudsen: /* Reference Class Forecasting */

2020-03-08T17:28:12Z

Reference Class Forecasting

← Older revision		Revision as of 17:28, 8 March 2020
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	== Reference Class Forecasting ==		== Reference Class Forecasting ==
	Reference Class Forecasting is a forecasting method for future events aiming to be unbiased. This requires the user to take an outside view. Reference Class Forecasting can be divided into three categories; identification of relevant reference classes, creation of a probability distribution, and benchmarking the project to the reference class. From this, the most probable outcome can be estimated.		Reference Class Forecasting is a forecasting method for future events aiming to be unbiased. This requires the user to take an outside view. Reference Class Forecasting can be divided into three categories; identification of relevant reference classes, creation of a probability distribution, and benchmarking the project to the reference class. From this, the most probable outcome can be estimated.<ref name= "Reference Class Forecasting">http://wiki.doing-projects.org/index.php/Reference_Class_Forecasting_(RCF) visited 08-03-2020</ref>

	= '''Bibliography''' =		= '''Bibliography''' =
	<references/>		<references/>

Johanknudsen: /* Integrated Cost and Schedule Control */

2020-03-08T17:27:10Z

Integrated Cost and Schedule Control

← Older revision		Revision as of 17:27, 8 March 2020
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	Planning is an essential part of succeeding projects. Since the future is unpredictable, controlling the progress of different tasks is important. When measuring the performance of a project, the actual accomplishment can be compared to the project plan and in that way get an indication of the alignment/misalignment. Schedule control can be divided into six steps; schedule development, communication, evaluation, comparison, problem identification, and procedure development.		Planning is an essential part of succeeding projects. Since the future is unpredictable, controlling the progress of different tasks is important. When measuring the performance of a project, the actual accomplishment can be compared to the project plan and in that way get an indication of the alignment/misalignment. Schedule control can be divided into six steps; schedule development, communication, evaluation, comparison, problem identification, and procedure development.

	Cost control is monitoring the status of the project costs. It helps managing changes and understands how the project is processing. Cost control can be divided into five steps; budget distribution, monitoring, comparison, calculation of variance, and implementation.		Cost control is monitoring the status of the project costs. It helps managing changes and understands how the project is processing. Cost control can be divided into five steps; budget distribution, monitoring, comparison, calculation of variance, and implementation. <ref name= "Integrated COst and Schedule Control">http://wiki.doing-projects.org/index.php/Integrated_Cost_and_Schedule_Control visited 08-03-2020</ref>



	<ref name= "Integrated COst and Schedule Control">http://wiki.doing-projects.org/index.php/Integrated_Cost_and_Schedule_Control visited 08-03-2020</ref>

	== Reference Class Forecasting ==		== Reference Class Forecasting ==

Johanknudsen: /* Integrated Cost and Schedule Control */

2020-03-08T17:26:50Z

Integrated Cost and Schedule Control

← Older revision		Revision as of 17:26, 8 March 2020
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	Cost control is monitoring the status of the project costs. It helps managing changes and understands how the project is processing. Cost control can be divided into five steps; budget distribution, monitoring, comparison, calculation of variance, and implementation.		Cost control is monitoring the status of the project costs. It helps managing changes and understands how the project is processing. Cost control can be divided into five steps; budget distribution, monitoring, comparison, calculation of variance, and implementation.



			<ref name= "Integrated COst and Schedule Control">http://wiki.doing-projects.org/index.php/Integrated_Cost_and_Schedule_Control visited 08-03-2020</ref>

	== Reference Class Forecasting ==		== Reference Class Forecasting ==

Johanknudsen: /* Collection of Tools */

2020-03-08T17:25:02Z

Collection of Tools

← Older revision		Revision as of 17:25, 8 March 2020
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	== Earned Value Analysis (EVA) ==		== Earned Value Analysis (EVA) ==
	In order to better control a project and its outcome, an Earned Value Analysis provides a quantitative method of estimating performance in accordance to time, cost and work progress. Generally it compares the planned progress to the amount of work actually completed at any given time during the project. Estimations are based on basic calculations, which indicate terms such as		In order to better control a project and its outcome, an Earned Value Analysis provides a quantitative method of estimating performance in accordance to time, cost and work progress. Generally, it compares the planned progress to the amount of work actually completed at any given time during the project. Estimations are based on basic calculations, which indicate terms such as

	* Planned Value (PV)		* Planned Value (PV)
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	* Cost Variance (CV) and more.		* Cost Variance (CV) and more.

	The terms in these calculations must be characterised before the analysis can take place. The key benefits of an Earned Value Analysis is that it offers a framework for ~~monitering~~ and optimising the processes within a project, program or portfolio, so to be able to know if the project will be finished in time and what the cost overrun, if any, is.		The terms in these calculations must be characterised before the analysis can take place. The key benefits of an Earned Value Analysis are that it offers a framework for monitoring and optimising the processes within a project, program or portfolio, so to be able to know if the project will be finished in time and what the cost overrun, if any, is.
	<ref name= "Earned Value Analysis">http://wiki.doing-projects.org/index.php/Earned_Value_Analysis visited 06-03-2020</ref>		<ref name= "Earned Value Analysis">http://wiki.doing-projects.org/index.php/Earned_Value_Analysis visited 06-03-2020</ref>

	== Integrated Cost and Schedule Control ==		== Integrated Cost and Schedule Control ==

	Planning is an essential part ~~for~~ succeeding projects. Since the future is unpredictable, controlling the progress of different tasks is important. When measuring the performance of a project, the actual accomplishment can be compared to the project plan and in that way get an indication of the alignment/misalignment. Schedule control can be divided into six steps; schedule development, communication, evaluation, comparison, problem identification, and procedure development.		Planning is an essential part of succeeding projects. Since the future is unpredictable, controlling the progress of different tasks is important. When measuring the performance of a project, the actual accomplishment can be compared to the project plan and in that way get an indication of the alignment/misalignment. Schedule control can be divided into six steps; schedule development, communication, evaluation, comparison, problem identification, and procedure development.

	Cost control is monitoring the status of the project costs. It helps managing changes and ~~understand~~ how the project is processing. Cost control can be divided into five steps; budget distribution, monitoring, comparison, calculation of variance, and implementation.		Cost control is monitoring the status of the project costs. It helps managing changes and understands how the project is processing. Cost control can be divided into five steps; budget distribution, monitoring, comparison, calculation of variance, and implementation.

			== Reference Class Forecasting ==
			Reference Class Forecasting is a forecasting method for future events aiming to be unbiased. This requires the user to take an outside view. Reference Class Forecasting can be divided into three categories; identification of relevant reference classes, creation of a probability distribution, and benchmarking the project to the reference class. From this, the most probable outcome can be estimated.

	= '''Bibliography''' =		= '''Bibliography''' =
	<references/>		<references/>

Johanknudsen: /* Integrated Cost and Schedule Control */

2020-03-08T17:23:46Z

Integrated Cost and Schedule Control

← Older revision		Revision as of 17:23, 8 March 2020
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	== Integrated Cost and Schedule Control ==		== Integrated Cost and Schedule Control ==

			Planning is an essential part for succeeding projects. Since the future is unpredictable, controlling the progress of different tasks is important. When measuring the performance of a project, the actual accomplishment can be compared to the project plan and in that way get an indication of the alignment/misalignment. Schedule control can be divided into six steps; schedule development, communication, evaluation, comparison, problem identification, and procedure development.

			Cost control is monitoring the status of the project costs. It helps managing changes and understand how the project is processing. Cost control can be divided into five steps; budget distribution, monitoring, comparison, calculation of variance, and implementation.

	= '''Bibliography''' =		= '''Bibliography''' =
	<references/>		<references/>

Johanknudsen: /* Collection of Tools */

2020-03-08T17:22:48Z

Collection of Tools

← Older revision		Revision as of 17:22, 8 March 2020
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	The terms in these calculations must be characterised before the analysis can take place. The key benefits of an Earned Value Analysis is that it offers a framework for monitering and optimising the processes within a project, program or portfolio, so to be able to know if the project will be finished in time and what the cost overrun, if any, is.		The terms in these calculations must be characterised before the analysis can take place. The key benefits of an Earned Value Analysis is that it offers a framework for monitering and optimising the processes within a project, program or portfolio, so to be able to know if the project will be finished in time and what the cost overrun, if any, is.
	<ref name= "Earned Value Analysis">http://wiki.doing-projects.org/index.php/Earned_Value_Analysis visited 06-03-2020</ref>		<ref name= "Earned Value Analysis">http://wiki.doing-projects.org/index.php/Earned_Value_Analysis visited 06-03-2020</ref>

			== Integrated Cost and Schedule Control ==

	= '''Bibliography''' =		= '''Bibliography''' =
	<references/>		<references/>

Johanknudsen: /* PESTEL Analysis */

2020-03-08T16:07:02Z

PESTEL Analysis

← Older revision		Revision as of 16:07, 8 March 2020
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	== PESTEL Analysis ==		== PESTEL Analysis ==
	[[File:PESTEL.PNG\|right\|thumb\|250px\|Figure 1: Shows the factors included in a PESTEL analysis <ref name= "PESTEL Analysis" >https://www.professionalacademy.com/blogs-and-advice/marketing-theories---pestel-analysis visited 03-03-2020</ref>]]		[[File:PESTEL.PNG\|right\|thumb\|250px\|Figure 3: Shows the factors included in a PESTEL analysis <ref name= "PESTEL Analysis" >https://www.professionalacademy.com/blogs-and-advice/marketing-theories---pestel-analysis visited 03-03-2020</ref>]]
	A PESTEL analysis is an extended version of the PEST analysis and it contains political, economic, social, technological, environmental and legal aspects. The manager can apply this to analyze and monitor macro-environmental factors that may have an impact on the organization. A PESTEL analysis is often applied in combination with a SWOT analysis where you are looking at strengths, weaknesses, opportunities, and threats to a company or a special case of the company.
			A PESTEL analysis is an extended version of the PEST analysis and it contains political, economic, social, technological, environmental and legal aspects. The manager can apply this to analyze and monitor macro-environmental factors that may have an impact on the organization. A PESTEL analysis is often applied in combination with a SWOT analysis where you are looking at strengths, weaknesses, opportunities, and threats to a company or a special case of the company. An illustration of the PESTEL analysis can be found in figure 3 to the right.

Johanknudsen: /* Crisis Management Strategy */

2020-03-08T16:05:49Z

Crisis Management Strategy

← Older revision		Revision as of 16:05, 8 March 2020
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	=== Crisis Management Strategy ===		=== Crisis Management Strategy ===

	[[File:Strategy.jpg\|right\|thumb\|300px\|Figure 1: The elements of the crisis management plan. <ref name= "Crisis Management">http://wiki.doing-projects.org/index.php/Crisis_management visited 06-03-2020</ref>]]		[[File:Strategy.jpg\|right\|thumb\|300px\|Figure 6: The elements of the crisis management plan. <ref name= "Crisis Management">http://wiki.doing-projects.org/index.php/Crisis_management visited 06-03-2020</ref>]]

	According to this tool, the crisis management approach is divided into five different steps, which is depicted in figure 1. First, the crisis needs to be identified, isolated and the correct people need to be recruited. Next, a crisis management team (CMT) is deployed which consists of project-, crisis-, communication-, and stakeholder experts. The CMT is to develop a crisis management plan (CMP) and a crisis communication strategy (CCM), which describes what to do (“New project plan” with costs, predictions, schedules, milestones, etc) and how to communicate to the public, respectively.		According to this tool, the crisis management approach is divided into five different steps, which is depicted in figure 6. First, the crisis needs to be identified, isolated and the correct people need to be recruited. Next, a crisis management team (CMT) is deployed which consists of project-, crisis-, communication-, and stakeholder experts. The CMT is to develop a crisis management plan (CMP) and a crisis communication strategy (CCM), which describes what to do (“New project plan” with costs, predictions, schedules, milestones, etc) and how to communicate to the public, respectively.
	The whole purpose of crisis management is of cause to restore the project and bring it back on track.		The whole purpose of crisis management is of cause to restore the project and bring it back on track.

Johanknudsen: /* Risk Assessment */

2020-03-08T16:05:19Z

Risk Assessment

← Older revision		Revision as of 16:05, 8 March 2020
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	== Risk Assessment==		== Risk Assessment==
	[[File:Risk_Matrix.PNG\|right\|thumb\|300px\|Figure 1: Shows the Risk Matrix based on the likelyhood and impact of the risk <ref name= "SRisk Matrix" >https://www.thereliabilityblog.com/tag/value-based-decisions/ visited 06-03-2020</ref>]]		[[File:Risk_Matrix.PNG\|right\|thumb\|300px\|Figure 5: Shows the Risk Matrix based on the likelyhood and impact of the risk <ref name= "SRisk Matrix" >https://www.thereliabilityblog.com/tag/value-based-decisions/ visited 06-03-2020</ref>]]

	There are many ways of evaluating risk within a project. One of the tools to do so is “The Risk Matrix”. The risk matrix is a tool that allows you to evaluate the risk factor on a likelihood scale and an impact scale. Within the likelihood scale, you evaluate the risk factor from a scale of “very likely, likely, possible, unlikely and very unlikely”. On the impact scale, you evaluate the risk on the scale “ negligible, minor, moderate, significant and severe”. The risk matrix then evaluates how severe the risk is by ~~color~~-coding is based on the likelihood of the risk as well as the impact of the risk. The Risk matrix can be found in figure ~~xxx~~ to the right.		There are many ways of evaluating risk within a project. One of the tools to do so is “The Risk Matrix”. The risk matrix is a tool that allows you to evaluate the risk factor on a likelihood scale and an impact scale. Within the likelihood scale, you evaluate the risk factor from a scale of “very likely, likely, possible, unlikely and very unlikely”. On the impact scale, you evaluate the risk on the scale “ negligible, minor, moderate, significant and severe”. The risk matrix then evaluates how severe the risk is by colour-coding is based on the likelihood of the risk as well as the impact of the risk. The Risk matrix can be found in figure 5 to the right.
	The following steps can be applied to create a risk assessment <ref name= "Risk Matrix1" >https://www.thereliabilityblog.com/tag/value-based-decisions/		The following steps can be applied to create a risk assessment <ref name= "Risk Matrix1" >https://www.thereliabilityblog.com/tag/value-based-decisions/
	visited 04-03-2020</ref>		visited 04-03-2020</ref>

Johanknudsen: /* The Stage Gate Model */

2020-03-08T16:04:36Z

The Stage Gate Model

← Older revision		Revision as of 16:04, 8 March 2020
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	== The Stage Gate Model ==		== The Stage Gate Model ==

	[[File:Stage_gate_process.PNG\|right\|thumb\|250px\|Figure 1: shows the five stages of the stage gate process <ref name= "Stage gate process picture" >https://www.smartsheet.com/phase-gate-process visited 04-03-2020</ref>]]		[[File:Stage_gate_process.PNG\|right\|thumb\|250px\|Figure 4: shows the five stages of the stage gate process <ref name= "Stage gate process picture" >https://www.smartsheet.com/phase-gate-process visited 04-03-2020</ref>]]