Novozymes - CAPEX Portfolio Management - Revision history

JannikB: /* References */

2020-03-08T12:54:32Z

References

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	*7. The risk management plan : Blakemore, S., Kogon, K. and Wood, J. (2015). Project Management for the Unofficial Project Manager. BenBella Books, Inc. ISBN: 978-1-941631-10-2. PP ??-??		*7. The risk management plan : Blakemore, S., Kogon, K. and Wood, J. (2015). Project Management for the Unofficial Project Manager. BenBella Books, Inc. ISBN: 978-1-941631-10-2. PP ??-??

	*8. Work Breakdown Structure : ~~Reference Jannick ?~~		*8. Work Breakdown Structure : http://wiki.doing-projects.org/index.php/The_work_breakdown_structure_in_project_management, The standard for portfolio management 4th Edition. PMI. ISBN: 978-1-628253-97-9 Chapter 8.



	*9. Fault three analysis: Reliability of Safety-Critical Systems: Theory and Applications, 2014, by Rausand, Marvin. From Department of production and quality engineering & http://asq.org/quality-progress/2002/03/problem-solving/what-is-a-fault-tree-analysis.html		*9. Fault three analysis: Reliability of Safety-Critical Systems: Theory and Applications, 2014, by Rausand, Marvin. From Department of production and quality engineering & http://asq.org/quality-progress/2002/03/problem-solving/what-is-a-fault-tree-analysis.html

	*10. Iron Triangle: https://www.stakeholdermap.com/project-management/project-triangle.html & https://www.villanovau.com/resources/project-management/iron-triangle-project-management/ & https://www.villanovau.com/resources/project-management/iron-triangle-project-management/		*10. Iron Triangle: https://www.stakeholdermap.com/project-management/project-triangle.html & https://www.villanovau.com/resources/project-management/iron-triangle-project-management/ & https://www.villanovau.com/resources/project-management/iron-triangle-project-management/

NiklasSaedder at 18:06, 7 March 2020

2020-03-07T18:06:50Z

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-[[File:Novozymes_logo.jpg|350 px|link=https://www.novozymes.com/en/about-us]]
+[[File:Novozymes_logo.jpg|400 px|link=https://www.novozymes.com/en/about-us]]
+== Collection of tools==
 The following section will describe the project- and portfolio management related tools, which will be the base literature study for Group Cake further analysis.
 ==== 1. Portfolio communication plan ====

NiklasSaedder: /* References */

2020-03-07T17:50:48Z

References

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	*9. Fault three analysis: Reliability of Safety-Critical Systems: Theory and Applications, 2014, by Rausand, Marvin. From Department of production and quality engineering & http://asq.org/quality-progress/2002/03/problem-solving/what-is-a-fault-tree-analysis.html		*9. Fault three analysis: Reliability of Safety-Critical Systems: Theory and Applications, 2014, by Rausand, Marvin. From Department of production and quality engineering & http://asq.org/quality-progress/2002/03/problem-solving/what-is-a-fault-tree-analysis.html

			*10. Iron Triangle: https://www.stakeholdermap.com/project-management/project-triangle.html & https://www.villanovau.com/resources/project-management/iron-triangle-project-management/ & https://www.villanovau.com/resources/project-management/iron-triangle-project-management/

NiklasSaedder: /* 10. Iron triangle */

2020-03-07T17:49:44Z

10. Iron triangle

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	The iron triangle is as the name indicates shaped like a triangle with time (or schedule) is placed at the top of the triangle, scope in the left and cost (or budget) at the right. One of these constraints could be the most important to the end-user depending on the project and/or who is involved.		The iron triangle is as the name indicates shaped like a triangle with time (or schedule) is placed at the top of the triangle, scope in the left and cost (or budget) at the right. One of these constraints could be the most important to the end-user depending on the project and/or who is involved.

	[[File:Iron_tri.png\|~~350~~ px\|link=https://www.visual-paradigm.com/project-management/what-is-iron-triangle-of-projects/]]		[[File:Iron_tri.png\|500 px\|link=https://www.visual-paradigm.com/project-management/what-is-iron-triangle-of-projects/]]

	The iron triangle can help the group maintain constant awareness of changes in the project scope which brings with it the opportunity of discussing the trade-offs within the different constraints and thereby make adjustments to the changes/analysis and thereby keep the project on track.		The iron triangle can help the group maintain constant awareness of changes in the project scope which brings with it the opportunity of discussing the trade-offs within the different constraints and thereby make adjustments to the changes/analysis and thereby keep the project on track.

NiklasSaedder: /* 10. Iron triangle */

2020-03-07T17:49:34Z

10. Iron triangle

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	The iron triangle is as the name indicates shaped like a triangle with time (or schedule) is placed at the top of the triangle, scope in the left and cost (or budget) at the right. One of these constraints could be the most important to the end-user depending on the project and/or who is involved.		The iron triangle is as the name indicates shaped like a triangle with time (or schedule) is placed at the top of the triangle, scope in the left and cost (or budget) at the right. One of these constraints could be the most important to the end-user depending on the project and/or who is involved.

	[[File:Iron_tri.png\|~~250~~ px\|link=https://www.visual-paradigm.com/project-management/what-is-iron-triangle-of-projects/]]		[[File:Iron_tri.png\|350 px\|link=https://www.visual-paradigm.com/project-management/what-is-iron-triangle-of-projects/]]

	The iron triangle can help the group maintain constant awareness of changes in the project scope which brings with it the opportunity of discussing the trade-offs within the different constraints and thereby make adjustments to the changes/analysis and thereby keep the project on track.		The iron triangle can help the group maintain constant awareness of changes in the project scope which brings with it the opportunity of discussing the trade-offs within the different constraints and thereby make adjustments to the changes/analysis and thereby keep the project on track.

NiklasSaedder: /* Tool Kit */

2020-03-07T17:44:32Z

Tool Kit

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	This tool can help the group investigate and understand the underlying reasons for errors in the current system of the company’s current practices and ways of e.g. estimating running project budgets at Novozymes.		This tool can help the group investigate and understand the underlying reasons for errors in the current system of the company’s current practices and ways of e.g. estimating running project budgets at Novozymes.

			==== 10. Iron triangle ====
			Project managers work within three constraints: cost, scope and time also known as the three constraints. In order to model these constraints that project managers work within on every project, they oversee the Iron triangle also known as flexibility matrix or project management triangle. The iron triangle was created in the mid-1980s by Dr Martin Barnes and demonstrates that the constraints are interrelated which means that if focussing or fixing one constraint of the triangle impacts the two other points. Since the creation of the Iron triangle, multiple versions have been proposed where some are more common variations than others.

			The iron triangle is as the name indicates shaped like a triangle with time (or schedule) is placed at the top of the triangle, scope in the left and cost (or budget) at the right. One of these constraints could be the most important to the end-user depending on the project and/or who is involved.

			[[File:Iron_tri.png\|250 px\|link=https://www.visual-paradigm.com/project-management/what-is-iron-triangle-of-projects/]]

			The iron triangle can help the group maintain constant awareness of changes in the project scope which brings with it the opportunity of discussing the trade-offs within the different constraints and thereby make adjustments to the changes/analysis and thereby keep the project on track.

	==References==		==References==

NiklasSaedder: /* 9. Fault tree analysis */

2020-03-07T17:40:01Z

9. Fault tree analysis

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	==== 9. Fault tree analysis ====		==== 9. Fault tree analysis ====
	At Bell Telephone Laboratories in 1962 the Fault tree analysis (FTA) was introduced as a top-down logic diagram which “displays the interrelationships between a ~~potential~~ critical event in a system and the cause of this event”. Depending on the scope of the analysis the FTA may be quantitative, qualitative, or both. The FTA is a widely used method where one of the main objectives is to “determine the various combinations of hardware and software failures and human errors that could cause undesired events at the system level”. Th FTA is a binary analysis where all event, from the undesired event/hazard/fault condition to the lower level events, are assumed to either do not occur or do occur, henze binary events. This ~~mean~~ that no intermediate state ~~are~~ allowed in a fault tree (e.g. the state of 60% good). The Fault Tree ~~diagram are~~ a deterministic model and single-event oriented which mean that a separate fault tree must therefore be constructed for each potential top level event (undesired event/hazard/fault condition) in the system.		At Bell Telephone Laboratories in 1962 the Fault tree analysis (FTA) was introduced as a top-down logic diagram which “displays the interrelationships between a potentially critical event in a system and the cause of this event”. Depending on the scope of the analysis the FTA may be quantitative, qualitative, or both. The FTA is a widely used method where one of the main objectives is to “determine the various combinations of hardware and software failures and human errors that could cause undesired events at the system level”. The FTA is a binary analysis where all event, from the undesired event/hazard/fault condition to the lower-level events, are assumed to either does not occur or do occur henze binary events. This means that no intermediate state is allowed in a fault tree (e.g. the state of 60% good). The Fault Tree diagrams is a deterministic model and single-event oriented which mean that a separate fault tree must, therefore, be constructed for each potential top-level event (undesired event/hazard/fault condition) in the system.

	'''In order to do a comprehensive Fault Tree analysis, the following steps should be followed:'''		'''In order to do a comprehensive Fault Tree analysis, the following steps should be followed:'''

	# Identify the undesired event/hazard/fault condition: the primary event/fault being analyzed		# Identify the undesired event/hazard/fault condition: the primary event/fault being analyzed
	# Obtain understanding of the system being analyzed: determine the possible reasons for the undesired event/hazard/fault condition to occur by using professional judgement and technical information.		# Obtain an understanding of the system being analyzed: determine the possible reasons for the undesired event/hazard/fault condition to occur by using professional judgement and technical information.
	# Continue to move one step ~~backwards~~ until the ~~most~~ lowest level has been identified.		# Continue to move one step back until the lowest level has been identified.
	# Construct and review the final fault tree. It’s important to know that the chain can only be terminated in a basic fault: human, software or hardware.		# Construct and review the final fault tree. It’s important to know that the chain can only be terminated in a basic fault: human, software or hardware.
	# Evaluate the created fault tree: If possible, the probability of occurrence for each of the lowest level elements should be evaluated which enables the calculation of the statistical probabilities from the bottom up.		# Evaluate the created fault tree: If possible, the probability of occurrence for each of the lowest level elements should be evaluated which enables the calculation of the statistical probabilities from the bottom up.

NiklasSaedder: /* 9. Fault tree analysis */

2020-03-07T17:39:13Z

9. Fault tree analysis

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	# Evaluate the created fault tree: If possible, the probability of occurrence for each of the lowest level elements should be evaluated which enables the calculation of the statistical probabilities from the bottom up.		# Evaluate the created fault tree: If possible, the probability of occurrence for each of the lowest level elements should be evaluated which enables the calculation of the statistical probabilities from the bottom up.

	[[File:Faulththree_cake.png\|~~250~~ px\|link=http://asq.org/quality-progress/2002/03/problem-solving/what-is-a-fault-tree-analysis.html]]		[[File:Faulththree_cake.png\|150 px\|link=http://asq.org/quality-progress/2002/03/problem-solving/what-is-a-fault-tree-analysis.html]]

	This tool can help the group investigate and understand the underlying reasons for errors in the current system of the company’s current practices and ways of e.g. estimating running project budgets at Novozymes.		This tool can help the group investigate and understand the underlying reasons for errors in the current system of the company’s current practices and ways of e.g. estimating running project budgets at Novozymes.

NiklasSaedder: /* 9. Fault tree analysis */

2020-03-07T17:39:03Z

9. Fault tree analysis

← Older revision		Revision as of 17:39, 7 March 2020
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	# Evaluate the created fault tree: If possible, the probability of occurrence for each of the lowest level elements should be evaluated which enables the calculation of the statistical probabilities from the bottom up.		# Evaluate the created fault tree: If possible, the probability of occurrence for each of the lowest level elements should be evaluated which enables the calculation of the statistical probabilities from the bottom up.

	[[File:Faulththree_cake.png\|~~500~~ px\|link=http://asq.org/quality-progress/2002/03/problem-solving/what-is-a-fault-tree-analysis.html]]		[[File:Faulththree_cake.png\|250 px\|link=http://asq.org/quality-progress/2002/03/problem-solving/what-is-a-fault-tree-analysis.html]]

	This tool can help the group investigate and understand the underlying reasons for errors in the current system of the company’s current practices and ways of e.g. estimating running project budgets at Novozymes.		This tool can help the group investigate and understand the underlying reasons for errors in the current system of the company’s current practices and ways of e.g. estimating running project budgets at Novozymes.

NiklasSaedder: /* 9. Fault tree analysis */

2020-03-07T17:38:51Z

9. Fault tree analysis

← Older revision		Revision as of 17:38, 7 March 2020
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	# Evaluate the created fault tree: If possible, the probability of occurrence for each of the lowest level elements should be evaluated which enables the calculation of the statistical probabilities from the bottom up.		# Evaluate the created fault tree: If possible, the probability of occurrence for each of the lowest level elements should be evaluated which enables the calculation of the statistical probabilities from the bottom up.

	[[File:~~faultthree_cake~~.png\|500 px\|link=http://asq.org/quality-progress/2002/03/problem-solving/what-is-a-fault-tree-analysis.html]]		[[File:Faulththree_cake.png\|500 px\|link=http://asq.org/quality-progress/2002/03/problem-solving/what-is-a-fault-tree-analysis.html]]

	This tool can help the group investigate and understand the underlying reasons for errors in the current system of the company’s current practices and ways of e.g. estimating running project budgets at Novozymes.		This tool can help the group investigate and understand the underlying reasons for errors in the current system of the company’s current practices and ways of e.g. estimating running project budgets at Novozymes.