Successful Project Management - Revision history

Annsofiebille: /* Work Breakdown Structure */

2020-03-06T12:41:28Z

Work Breakdown Structure

← Older revision		Revision as of 12:41, 6 March 2020
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	Many projects today involve large-scale planning with different departments and even firms involved in the projects, why planning is an essential part of the process. Work Breakdown structure can be used as the backbone of the project. <ref name="WBS">''DTU wiki page, Work Breakdown Structure in Project Management, http://wiki.doing-projects.org/index.php/The_work_breakdown_structure_in_project_management''</ref>.		Many projects today involve large-scale planning with different departments and even firms involved in the projects, why planning is an essential part of the process. Work Breakdown structure can be used as the backbone of the project. <ref name="WBS">''DTU wiki page, Work Breakdown Structure in Project Management, http://wiki.doing-projects.org/index.php/The_work_breakdown_structure_in_project_management''</ref>.
	~~ref:~~ This management tool is used to form a consistent basis of the project by setting up deliverables there are able to be managed, delegated and controlled by the project manager. To use WBS is important to understand the main structure of the tool, before setting up the model. WBS is therefore modeled after four different areas; scope, time, cost and resources.		This management tool is used to form a consistent basis of the project by setting up deliverables there are able to be managed, delegated and controlled by the project manager. To use WBS is important to understand the main structure of the tool, before setting up the model. WBS is therefore modeled after four different areas; scope, time, cost and resources.

	'''The hierarchy of WBS.'''		'''The hierarchy of WBS.'''

Annsofiebille: /* Work Breakdown Structure */

2020-03-06T12:41:00Z

Work Breakdown Structure

← Older revision		Revision as of 12:41, 6 March 2020
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	[[File:WBS2.png\|300px\|thumb\|left\|The WBS structure]]		[[File:WBS2.png\|300px\|thumb\|left\|The WBS structure]]

	Many projects today involve large-scale planning with different departments and even firms involved in the projects, why planning is an essential part of the process. Work Breakdown structure can be used as the backbone of the project. ref: http://wiki.doing-projects.org/index.php/The_work_breakdown_structure_in_project_management This management tool is used to form a consistent basis of the project by setting up deliverables there are able to be managed, delegated and controlled by the project manager. To use WBS is important to understand the main structure of the tool, before setting up the model. WBS is therefore modeled after four different areas; scope, time, cost and resources.		Many projects today involve large-scale planning with different departments and even firms involved in the projects, why planning is an essential part of the process. Work Breakdown structure can be used as the backbone of the project. <ref name="WBS">''DTU wiki page, Work Breakdown Structure in Project Management, http://wiki.doing-projects.org/index.php/The_work_breakdown_structure_in_project_management''</ref>.
			ref: This management tool is used to form a consistent basis of the project by setting up deliverables there are able to be managed, delegated and controlled by the project manager. To use WBS is important to understand the main structure of the tool, before setting up the model. WBS is therefore modeled after four different areas; scope, time, cost and resources.

	'''The hierarchy of WBS.'''		'''The hierarchy of WBS.'''

Annsofiebille: /* Work Breakdown Structure */

2020-03-06T12:38:00Z

Work Breakdown Structure

← Older revision		Revision as of 12:38, 6 March 2020
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	[[File:WBS2.png\|300px\|thumb\|left\|The WBS structure]]		[[File:WBS2.png\|300px\|thumb\|left\|The WBS structure]]

	Many projects today involve large-scale planning with different departments and even firms involved in the projects, why planning is an essential part of the process. Work Breakdown structure can be used as the backbone of the project. This management tool is used to form a consistent basis of the project by setting up deliverables there are able to be managed, delegated and controlled by the project manager. To use WBS is important to understand the main structure of the tool, before setting up the model. WBS is therefore modeled after four different areas; scope, time, cost and resources.		Many projects today involve large-scale planning with different departments and even firms involved in the projects, why planning is an essential part of the process. Work Breakdown structure can be used as the backbone of the project. ref: http://wiki.doing-projects.org/index.php/The_work_breakdown_structure_in_project_management This management tool is used to form a consistent basis of the project by setting up deliverables there are able to be managed, delegated and controlled by the project manager. To use WBS is important to understand the main structure of the tool, before setting up the model. WBS is therefore modeled after four different areas; scope, time, cost and resources.

	'''The hierarchy of WBS.'''		'''The hierarchy of WBS.'''
			[[File: WBS3.png\|300px\|thumb\|right\|The Hiararchy of WBS]]

	WBS is a deliverable oriented hierarchical decomposition of the work to be executed by the project team to create the deliverables and to reach the project goals and objectives. WBS can not be used before the scope of the project has been set.		WBS is a deliverable oriented hierarchical decomposition of the work to be executed by the project team to create the deliverables and to reach the project goals and objectives. WBS can not be used before the scope of the project has been set.
	The first stage in the process is to hold a team meeting, where the members begin planning the first hierarchy level and set the project objectives and create the project title. The hierarchical levels are shown in the figure below.		The first stage in the process is to hold a team meeting, where the members begin planning the first hierarchy level and set the project objectives and create the project title. The hierarchical levels are shown in the figure below.

	~~[[File: WBS3.png\|300px\|thumb\|right\|The Hiararchy of WBS]]~~

	'''Level 1:''' The members starts setting the project objectives and makes the project title.		'''Level 1:''' The members starts setting the project objectives and makes the project title.

Kmarburger: /* Benefits Map */

2020-03-04T12:58:22Z

Benefits Map

← Older revision		Revision as of 12:58, 4 March 2020
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	== Benefits Map ==		== Benefits Map ==

			[[File:B_map.png\|350px\|thumb\|Left\|Benefits Map example]]

	A benefits map is a central tool within Benefits realization management, and can be used to identify the benefits, outcomes and objectives from a project. It is a valuable tool to use during the execution of a project. There are many ways to create a benefits map and they are mostly rather large and complex, as many elements within the map can be interconnected. It is therefore important to have a facilitator with knowledge of benefits realisation management.		A benefits map is a central tool within Benefits realization management, and can be used to identify the benefits, outcomes and objectives from a project. It is a valuable tool to use during the execution of a project. There are many ways to create a benefits map and they are mostly rather large and complex, as many elements within the map can be interconnected. It is therefore important to have a facilitator with knowledge of benefits realisation management.

	A benefits map will have four columns: outputs, outcomes, benefits and strategic objectives. The benefits column will be the largest one. When filling out a benefits map, it is common to start on the right-hand side with the objectives. After this, the benefits needed to obtain the objectives can be mapped out. Finally, the outcomes and outputs (projects) necessary to create the changes can be mapped out. Due to the complexity of the final map it can be a good idea to appoint a manager, who is in charge of managing the map throughout the execution process.<ref name="c4m">"Centre for Change Management, Course Material on Benefits Management (https://c4cm.co.uk/CourseMaterial/BensMgt/Benefits%20Management%20material.pdf)</ref>		A benefits map will have four columns: outputs, outcomes, benefits and strategic objectives. The benefits column will be the largest one. When filling out a benefits map, it is common to start on the right-hand side with the objectives. After this, the benefits needed to obtain the objectives can be mapped out. Finally, the outcomes and outputs (projects) necessary to create the changes can be mapped out. Due to the complexity of the final map it can be a good idea to appoint a manager, who is in charge of managing the map throughout the execution process.<ref name="c4m">"Centre for Change Management, Course Material on Benefits Management (https://c4cm.co.uk/CourseMaterial/BensMgt/Benefits%20Management%20material.pdf)</ref>

	~~[[File:B_map.png\|350px\|thumb\|Left\|Benefits Map example]]~~

	During the execution of the project, it can be that some of the benefits are instant, or appear rather quickly. Other benefits can take years to appear, as a result time management can also be an important aspect to managing the benefits map. Therefore, the main intended purpose of the map is important to keep in mind when making and using the map.<ref name="c4m">"Centre for Change Management, Course Material on Benefits Management (https://c4cm.co.uk/CourseMaterial/BensMgt/Benefits%20Management%20material.pdf)</ref>		During the execution of the project, it can be that some of the benefits are instant, or appear rather quickly. Other benefits can take years to appear, as a result time management can also be an important aspect to managing the benefits map. Therefore, the main intended purpose of the map is important to keep in mind when making and using the map.<ref name="c4m">"Centre for Change Management, Course Material on Benefits Management (https://c4cm.co.uk/CourseMaterial/BensMgt/Benefits%20Management%20material.pdf)</ref>

Kmarburger: /* Benefits Map */

2020-03-04T12:57:42Z

Benefits Map

← Older revision		Revision as of 12:57, 4 March 2020
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	A benefits map will have four columns: outputs, outcomes, benefits and strategic objectives. The benefits column will be the largest one. When filling out a benefits map, it is common to start on the right-hand side with the objectives. After this, the benefits needed to obtain the objectives can be mapped out. Finally, the outcomes and outputs (projects) necessary to create the changes can be mapped out. Due to the complexity of the final map it can be a good idea to appoint a manager, who is in charge of managing the map throughout the execution process.<ref name="c4m">"Centre for Change Management, Course Material on Benefits Management (https://c4cm.co.uk/CourseMaterial/BensMgt/Benefits%20Management%20material.pdf)</ref>		A benefits map will have four columns: outputs, outcomes, benefits and strategic objectives. The benefits column will be the largest one. When filling out a benefits map, it is common to start on the right-hand side with the objectives. After this, the benefits needed to obtain the objectives can be mapped out. Finally, the outcomes and outputs (projects) necessary to create the changes can be mapped out. Due to the complexity of the final map it can be a good idea to appoint a manager, who is in charge of managing the map throughout the execution process.<ref name="c4m">"Centre for Change Management, Course Material on Benefits Management (https://c4cm.co.uk/CourseMaterial/BensMgt/Benefits%20Management%20material.pdf)</ref>

			[[File:B_map.png\|350px\|thumb\|Left\|Benefits Map example]]

	During the execution of the project, it can be that some of the benefits are instant, or appear rather quickly. Other benefits can take years to appear, as a result time management can also be an important aspect to managing the benefits map. Therefore, the main intended purpose of the map is important to keep in mind when making and using the map.<ref name="c4m">"Centre for Change Management, Course Material on Benefits Management (https://c4cm.co.uk/CourseMaterial/BensMgt/Benefits%20Management%20material.pdf)</ref>		During the execution of the project, it can be that some of the benefits are instant, or appear rather quickly. Other benefits can take years to appear, as a result time management can also be an important aspect to managing the benefits map. Therefore, the main intended purpose of the map is important to keep in mind when making and using the map.<ref name="c4m">"Centre for Change Management, Course Material on Benefits Management (https://c4cm.co.uk/CourseMaterial/BensMgt/Benefits%20Management%20material.pdf)</ref>

Kmarburger: /* Benefits Map */

2020-03-04T12:24:30Z

Benefits Map

← Older revision		Revision as of 12:24, 4 March 2020
Line 239:		Line 239:
	A benefits map is a central tool within Benefits realization management, and can be used to identify the benefits, outcomes and objectives from a project. It is a valuable tool to use during the execution of a project. There are many ways to create a benefits map and they are mostly rather large and complex, as many elements within the map can be interconnected. It is therefore important to have a facilitator with knowledge of benefits realisation management.		A benefits map is a central tool within Benefits realization management, and can be used to identify the benefits, outcomes and objectives from a project. It is a valuable tool to use during the execution of a project. There are many ways to create a benefits map and they are mostly rather large and complex, as many elements within the map can be interconnected. It is therefore important to have a facilitator with knowledge of benefits realisation management.

	A benefits map will have four columns: outputs, outcomes, benefits and strategic objectives. The benefits column will be the largest one. When filling out a benefits map, it is common to start on the right-hand side with the objectives. After this, the benefits needed to obtain the objectives can be mapped out. Finally, the outcomes and outputs (projects) necessary to create the changes can be mapped out. Due to the complexity of the final map it can be a good idea to appoint a manager, who is in charge of managing the map throughout the execution process.		A benefits map will have four columns: outputs, outcomes, benefits and strategic objectives. The benefits column will be the largest one. When filling out a benefits map, it is common to start on the right-hand side with the objectives. After this, the benefits needed to obtain the objectives can be mapped out. Finally, the outcomes and outputs (projects) necessary to create the changes can be mapped out. Due to the complexity of the final map it can be a good idea to appoint a manager, who is in charge of managing the map throughout the execution process.<ref name="c4m">"Centre for Change Management, Course Material on Benefits Management (https://c4cm.co.uk/CourseMaterial/BensMgt/Benefits%20Management%20material.pdf)</ref>

	During the execution of the project, it can be that some of the benefits are instant, or appear rather quickly. Other benefits can take years to appear, as a result time management can also be an important aspect to managing the benefits map. Therefore, the main intended purpose of the map is important to keep in mind when making and using the map.<ref name="c4m">"Centre for Change Management, Course Material on Benefits Management (https://c4cm.co.uk/CourseMaterial/BensMgt/Benefits%20Management%20material.pdf)</ref>		During the execution of the project, it can be that some of the benefits are instant, or appear rather quickly. Other benefits can take years to appear, as a result time management can also be an important aspect to managing the benefits map. Therefore, the main intended purpose of the map is important to keep in mind when making and using the map.<ref name="c4m">"Centre for Change Management, Course Material on Benefits Management (https://c4cm.co.uk/CourseMaterial/BensMgt/Benefits%20Management%20material.pdf)</ref>

Laurinekeller: /* Value Proposition Canvas */

2020-03-04T10:39:55Z

Value Proposition Canvas

@@ Line 259: / Line 259: @@
 [[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.
 = Uncertainty =

Laurinekeller: /* Roles & Responsibilities in the Team */

2020-03-04T10:38:05Z

Roles & Responsibilities in the Team

← Older revision		Revision as of 10:38, 4 March 2020
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	Workers with expert knowledge in a particular area comprise the specialist role. Their contribution to the team is limited only to their area of expertise. Their priority is in maintaining their professional standards. Though they show great pride in their area of expertise, they show little or no interest in the expertise of others.		Workers with expert knowledge in a particular area comprise the specialist role. Their contribution to the team is limited only to their area of expertise. Their priority is in maintaining their professional standards. Though they show great pride in their area of expertise, they show little or no interest in the expertise of others.
	:* The Plants		:* The Plants
	Plants are innovative members of the team. They come up with original approaches and ideas that help the team in solving problems or overcoming challenges.<ref name=''The Nine Belbin Team Roles''> ''~~Beblin~~(2020) The Nine Belbin Team Roles, https://www.belbin.com/about/belbin-team-roles/</ref>.		Plants are innovative members of the team. They come up with original approaches and ideas that help the team in solving problems or overcoming challenges.<ref name=''The Nine Belbin Team Roles''> ''Belbin(2020) The Nine Belbin Team Roles, https://www.belbin.com/about/belbin-team-roles/</ref>.

	== Team development ==		== Team development ==

Laurinekeller: /* Roles & Responsibilities in the Team */

2020-03-04T10:37:22Z

Roles & Responsibilities in the Team

← Older revision		Revision as of 10:37, 4 March 2020
Line 143:		Line 143:
	Workers with expert knowledge in a particular area comprise the specialist role. Their contribution to the team is limited only to their area of expertise. Their priority is in maintaining their professional standards. Though they show great pride in their area of expertise, they show little or no interest in the expertise of others.		Workers with expert knowledge in a particular area comprise the specialist role. Their contribution to the team is limited only to their area of expertise. Their priority is in maintaining their professional standards. Though they show great pride in their area of expertise, they show little or no interest in the expertise of others.
	:* The Plants		:* The Plants
	Plants are innovative members of the team. They come up with original approaches and ideas that help the team in solving problems or overcoming challenges.		Plants are innovative members of the team. They come up with original approaches and ideas that help the team in solving problems or overcoming challenges.<ref name=''The Nine Belbin Team Roles''> ''Beblin(2020) The Nine Belbin Team Roles, https://www.belbin.com/about/belbin-team-roles/</ref>.

	== Team development ==		== Team development ==

Laurinekeller: /* Meeting Strategies */

2020-03-04T10:31:41Z

Meeting Strategies

← Older revision		Revision as of 10:31, 4 March 2020
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	''Meeting minutes''<br>		''Meeting minutes''<br>
	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..		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		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.

	== Roles & Responsibilities in the Team ==		== Roles & Responsibilities in the Team ==