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    Leadership

    Introduction

    Definition of leadership
    Leadership and effectiveness
    Leadership qualities
    Leadership functions

    Influence

    Influence
    Influence position
    Influence leadership styles for learning
    Influence - who?
    Influence - how?
    Influence - Personal traits
    Influence - Selling

    Long term

    Long term investment
    Direction and vision
    Communication

    Characteristics

    Identifying the leader
    Trust
    Integrity
    Respect
    Foresight
    Mutual attraction
    Relationships
    Support
    Empowerment
    Credibility
    Winner mentality
    Leadership expansion

    Time management

    Prioritise
    Prioritise Basics
    Timing

    Personal development

    Proactivity
    Proactive behaviour
    Personal direction
    Personal direction - generating ideas
    Skill development
    Delegation
    Values

    Problem solving

    SWOT analysis
    Forces
    The problem
    Insight
    Insight development
    Problem solving basics part 1
    Problem solving basics part 2

    The vision

    Practicality
    Stakeholders
    The vision
    The vision - preparing
    The vision - personalities
    The vision - general

    Strategy

    Strategy
    Strategy - selecting
    Strategy - recording
    Strategy - developing
    Strategy - the schedule plan
    Strategy - overview
    Strategy - part of leadership

    Confidence

    Confidence
    Confidence development part 1
    Confidence development part 2

    Change

    Progress
    Problems of change
    Freeze to freedom

    Personality traits

    Personality - general
    Personality - action
    Myers Briggs Type Indicator
    Myers Briggs Type Indicator uses
    FIRO B
    OPQ
    Pathology
    Style spider
    Style spider - choices
    Leadership styles - adverse behaviour

    The three C's

    The three Cs
    The three Cs - action focus part 1
    The three Cs - action focus part 2

    The emerging leader

    Emerging leaders
    The boss

    Motivation

    Motivation
    Motivation Douglas McGregors X and Y theory
    Motivation - Abraham Maslow
    Motivation - Frederick Herzberg
    Motivation - key problems
    Motivation - people part 1
    Motivation - people part 2

    Be positive

    Be positive - issues and action
    Be positive - be clever
    Be positive - when in trouble
    Be positive - project management
    Be positive - change management
    Be positive - communication
    Self discipline
    Be positive - change
    Be positive - attitude

    Training

    Training
    Training selection
    Training opportunity
    Follow the leader
    Follow the leader - adverse behaviour
    Chess the middle game
    Standards

    Communication

    Open questions
    Meetings
    Agenda

    At the top

    Letting go
    Continuity
    Top of the ladder
    Loneliness at the top part 1
    Loneliness at the top part 2
    The Top team

    General

    Structure
    Life transitions
    Balance
    Open questions
    CEO
    Chairman
    Mergers and acquisitions
    Leaders and managers

    Motivation

    Introduction

    Introduction
    Definition
    Delegation

    Personal traits

    Myers-Briggs
    Myers-Briggs uses
    FIRO-B
    OPQ
    Pathology

    Performance

    Performance part 1
    Performance part 2
    Empowerment
    Improving relations
    Identifying people needs

    Motivational issues

    Motivation - general part 1
    Motivation - general part 2
    Motivation - general part 3
    Frederick Herzberg
    Douglas McGregor's X and Y theory part 1
    Douglas McGregor's X and Y theory part 2
    Abraham Laslow part 1
    Abraham Laslow part 2
    Key problems part 1
    Key problems part 2

    People

    People part 1
    People part 2
    People part 3
    Integrity and trust
    New may not be goood
    Common sense
    Giving orders
    People issues
    Limited by attitude part 1
    Limited by attitude part 2
    Labelling part 1
    Labelling part 2

    Behaviour

    Consequences part 1
    Consequences part 2
    Model behaviour
    Negative reinforcement part 1
    Negative reinforcement part 2
    Positive reinforcement part 1
    Positive reinforcement part 2
    Decreasing behaviour
    Behavour - results orientated

    Measurement

    Measuring performance
    Counting and judgement
    Feedback part 1
    Feedback part 2
    Simple approach
    Goal setting part 1
    Goal setting part 2
    Goal setting part 3

    Reward

    Quality part 1
    Quality part 2
    Demotivators
    Downsizing and rightsizing
    Reward systems part 1
    Reward systems part 2
    Appraisals part 1
    Appraisals part 2
    Hierarchy

    Learning

    The pace of learning part 1
    The pace of learning part 2
    Creativity part 1
    Creativity part 2
    Creativity part 3

    Communication

    Communication part 1
    Communication part 2
    Behaviour failure
    Feedback

    Coaching and resolution

    Coaching steps part 1
    Coaching steps part 2
    Coaching steps part 3
    Coaching steps part 4
    Stepwise discussion part 1
    Stepwise discussion part 2
    Stepwise discussion part 3

    Teamwork

    Teams part 1
    Teams part 2
    Teams part 3
    Teams part 4
    Teams part 5
    Teams part 6
    Teams - leadership

    Self motivation

    Self motivation part 1
    Self motivation part 2
    Self motivation part 3
    Self motivation part 4
    Self motivation part 5
    Self motivation part 6
    Self motivation part 7
    Self motivation part 8
    Self motivation part 9
    Self motivation part 10
    Self motivation part 11
    Self motivation part 12

    The stage

    The stage - general
    The stage - impact part 1
    The stage - impact part 2
    The stage - impact part 3
    The stage - personal skills part 1
    The stage - personal skills part 2

    General issues

    Generating ideas
    Setbacks part 1
    Setbacks part 2
    Mentors

    Other areas

    Insight, intuition and foresight
    Personal insight
    Inspiration
    Influence
    Make it fun
    Human capacity
    Summary thinking

    PRINCE2 2005

    Introduction

    Definition
    Terminology
    What is a project? Scope.
    The processes
    Introduction to processes
    The components

    Starting up a Project

    Fundamental principles
    Appointing an Executive and Project Manager
    Designing a Project Management Team
    Appointing a Project Management Team
    Preparing a Project Brief
    Defining Project Approach
    Planning an Initiation Stage

    Initiating a Project

    Fundamental principles
    Planning Quality
    Planning a Project
    Refining a Business Case and Risks
    Setting up Project Controls
    Setting up Project Files
    Assembling a Project Initiation Document

    Directing a Project

    Fundamental principles
    Authorising Initiation
    Authorising a Project
    Authorising a Stage or Exception Plan
    Giving Ad Hoc Direction
    Confirming Project Closure

    Controlling a Stage

    Fundamental principles
    Authorising Work Package
    Assessing Progress
    Capturing Project Issues
    Examining Project Issues
    Reviewing Stage Status
    Reporting Highlights
    Taking Corrective Action
    Escalating Project Issues
    Receiving Completed Work Package

    Managing Product Delivery

    Fundamental principles
    Accepting a Work Package
    Executing a Work Package
    Delivering a Work Package

    Managing Stage Boundaries

    Fundamental principles
    Planning a Stage
    Updating a Project Plan
    Updating a Project Business Case
    Updating the Risk Log
    Reporting Stage End
    Producing an Exception Plan

    Closing a Project

    Fundamental principles
    Decommissioning a Project
    Identifying Follow-on Actions
    Evaluating a Project

    Planning

    Fundamental principles
    Designing a Plan
    Defining and Analysing Products
    Identifying Activities and Dependencies
    Estimating
    Scheduling
    Analysing Risks
    Completing a Plan

    Business Case

    What is it?
    Developing

    Organisation

    Overview
    The project management team
    Team members

    Plans

    What is a plan?
    Levels of plan

    Controls

    Overview
    Project start-up
    Tolerance
    Product Descriptions
    Reports and assessment
    Controlled close

    Management of Risk

    What is it?
    Risk analysis and management
    Risk profile and budget
    Mapping the management of risk to the PRINCE2 processes
    Interdependencies
    Risk categories

    Quality

    What is quality?
    Purpose and definition
    Configuration control
    Project Issue management
    Product-based planning
    Benefits
    Producing a Product Breakdown Structure
    Writing a Product Description and its contents
    Creating a Product Flow Diagram
    Change control steps
    Overview of the technique
    Steps in a formal quality review procedure

    Health check

    Health check part 1
    Health check part 2

    PRINCE2 2009

    Introduction

    Foreword
    Purpose
    What does a project manager do?
    What is it we wish to control?
    The structure of PRINCE2
    What PRINCE2 does not provide

    Principles

    Overview
    Continued business justification
    Learn from experience
    Defined roles and responsibilities
    Manage by stages
    Manage by exception
    Focus on products
    Tailor to suit the project environment

    Themes

    What are the themes?
    Applying the themes

    Business case

    Purpose
    Business Case defined
    Business Case defined - Outputs, outcomes and benefits
    Business Case defined - Types of Business Case
    The PRINCE2 approach - Overview
    The PRINCE2 approach - Developing the Business Case
    The PRINCE2 approach - Verifying and maintaining the Business Case
    The PRINCE2 approach - Confirming the benefits
    The PRINCE2 approach - The contents - Typically contains
    The PRINCE2 approach - The contents - Reasons
    The PRINCE2 approach - The contents - Business options
    The PRINCE2 approach - The contents - Expected benefits
    The PRINCE2 approach - The contents - Expected dis-benefits
    The PRINCE2 approach - The contents - Timescale
    The PRINCE2 approach - The contents - Costs
    The PRINCE2 approach - The contents - Investment appraisal
    The PRINCE2 approach - The contents - Major risks
    Responsibilities

    Organization

    Purpose
    Organization defined
    The PRINCE2 approach - Levels of organization
    The PRINCE2 approach - The project management team - Project management team structure
    The PRINCE2 approach - The project management team - Project Board
    The PRINCE2 approach - The project management team - Project Assurance
    The PRINCE2 approach - The project management team - Change Authority
    The PRINCE2 approach - The project management team - Size of the Project Board
    The PRINCE2 approach - The project management team - Project Manager
    The PRINCE2 approach - The project management team - Team Manager
    The PRINCE2 approach - The project management team - Project Support
    The PRINCE2 approach - The project management team - Dealing with changes to the project management team
    The PRINCE2 approach - Working with the project team - Balancing the project team and individual
    The PRINCE2 approach - Working with the project team - Training needs for project teams
    The PRINCE2 approach - Working with the project team - Part time teams
    The PRINCE2 approach - Working with the corporate organization - Line management functional management
    The PRINCE2 approach - Working with the corporate organization - Centre of excellence
    The PRINCE2 approach - Working with stakeholders - Types of stakeholder
    The PRINCE2 approach - Working with stakeholders - Stakeholder engagement
    The PRINCE2 approach - Working with stakeholders - The Communication Management Strategy
    Responsibilities

    Quality

    Purpose
    Quality defined
    The PRINCE2 approach
    The PRINCE2 approach - Quality planning
    The PRINCE2 approach - Quality planning - The customers quality expectations
    The PRINCE2 approach - Quality planning - Acceptance criteria
    The PRINCE2 approach - Quality planning - The Project Product Description
    The PRINCE2 approach - Quality planning - The Quality Management Strategy
    The PRINCE2 approach - Quality planning - Product Descriptions
    The PRINCE2 approach - Quality planning - The Quality Register
    The PRINCE2 approach - Quality control
    The PRINCE2 approach - Quality control - Quality methods
    The PRINCE2 approach - Quality control - Quality records
    The PRINCE2 approach - Quality control - Approval records
    The PRINCE2 approach - Quality control - Acceptance records
    Responsibilities

    Plans

    Purpose
    Plans defined - What is a plan?
    Plans defined - What is planning?
    Plans defined - Levels of plan
    Plans defined - The Project Plan
    Plans defined - Stage Plans
    Plans defined - Team Plans
    Plans defined - Exception Plans
    The PRINCE2 approach - Philosophy
    The PRINCE2 approach - Prerequisites for planning - design the plan
    The PRINCE2 approach - Define and analyse the products
    The PRINCE2 approach - Prerequisites for planning - design the plan - Write the Project Product Description
    The PRINCE2 approach - Prerequisites for planning - design the plan - Create the product breakdown structure
    The PRINCE2 approach - Prerequisites for planning - design the plan - Write the Product Descriptions
    The PRINCE2 approach - Prerequisites for planning - design the plan - Create the product flow diagram
    The PRINCE2 approach - Identify activities and dependencies - Activities
    The PRINCE2 approach - Identify activities and dependencies - Dependencies
    The PRINCE2 approach - Prepare estimates
    The PRINCE2 approach - Prepare the schedule
    The PRINCE2 approach - Prepare the schedule - Define activity sequence
    The PRINCE2 approach - Prepare the schedule - Assess resource availability
    The PRINCE2 approach - Prepare the schedule - Assign resources
    The PRINCE2 approach - Prepare the schedule - Level resource usage
    The PRINCE2 approach - Prepare the schedule - Agree control points
    The PRINCE2 approach - Prepare the schedule - Define milestones
    The PRINCE2 approach - Prepare the schedule - Calculate total resource requirements and costs
    The PRINCE2 approach - Analyse the risks
    The PRINCE2 approach - Document the plan
    Responsibilities

    Risk

    Purpose
    Risk defined - What is a risk?
    Risk defined - What is at risk?
    Risk defined - What is risk management?
    The PRINCE2 approach - Management of Risk (MoR) principles
    The PRINCE2 approach - Risk management in projects
    The PRINCE2 approach - Risk Management Strategy
    The PRINCE2 approach - Risk Register
    The PRINCE2 approach - Risk management procedure
    The PRINCE2 approach - Risk management procedure - Identify part 1
    The PRINCE2 approach - Risk management procedure - Identify part 2
    The PRINCE2 approach - Risk management procedure - Assess
    The PRINCE2 approach - Risk management procedure - Plan
    The PRINCE2 approach - Risk management procedure - Implement
    The PRINCE2 approach - Risk management procedure - Communicate
    The PRINCE2 approach - Risk budget
    Responsibilities

    Change

    Purpose
    Change defined - Issue and change control
    Change defined - Configuration management
    Change defined - Issues
    Change defined - Types of issue
    The PRINCE2 approach - Establish controls
    The PRINCE2 approach - Establish controls - Configuration Management Strategy
    The PRINCE2 approach - Establish controls - Configuration Item Records
    The PRINCE2 approach - Establish controls - Product Status Account
    The PRINCE2 approach - Establish controls - Daily Log
    The PRINCE2 approach - Establish controls - Issue Register
    The PRINCE2 approach - Establish controls - Issue Report
    The PRINCE2 approach - Configuration management procedure
    The PRINCE2 approach - Issue and change control procedure
    The PRINCE2 approach - Issue and change control procedure - Capture
    The PRINCE2 approach - Issue and change control procedure - Examine
    The PRINCE2 approach - Issue and change control procedure - Propose
    The PRINCE2 approach - Issue and change control procedure - Decide
    The PRINCE2 approach - Issue and change control procedure - Implement
    Responsibilities

    Progress

    Purpose
    Progress defined - What is progress?
    Progress defined - What are progress controls?
    Progress defined - Exceptions and tolerances
    The PRINCE2 approach
    The PRINCE2 approach - Delegating authority - The four levels of management
    The PRINCE2 approach - Delegating authority - Project Board controls
    The PRINCE2 approach - Delegating authority - Project Manager controls
    The PRINCE2 approach - Use of management stages for control
    The PRINCE2 approach - Use of management stages for control - Number of stages
    The PRINCE2 approach - Use of management stages for control - Length of stages
    The PRINCE2 approach - Use of management stages for control - Technical
    The PRINCE2 approach - Event driven and time driven controls
    The PRINCE2 approach - Event driven and time driven controls - Baselines for progress control
    The PRINCE2 approach - Event driven and time driven controls - Reviewing progress
    The PRINCE2 approach - Event driven and time driven controls - Capturing and reporting lessons
    The PRINCE2 approach - Event driven and time driven controls - Reporting progress
    The PRINCE2 approach - Raising exceptions
    Responsibilities

    Introduction to processes

    The PRINCE2 processes
    The PRINCE2 journey
    The PRINCE2 journey - Pre-project
    The PRINCE2 journey - Initiation stage
    The PRINCE2 journey - Subsequent delivery stages
    The PRINCE2 journey - Final delivery stage
    The PRINCE2 process model
    Structure of the process chapters

    Starting up a project

    Purpose
    Objective
    Context
    Activities
    Activities - Appoint the Executive and the Project Manager
    Activities - Capture previous lessons
    Activities - Design and appoint the project management team
    Activities - Prepare the outline Business Case
    Activities - Select the project approach and assemble the Project Brief
    Activities - Plan the initiation stage

    Directing a project

    Purpose
    Objective
    Context
    Activities
    Activities - Authorize initiation
    Activities - Authorize the project
    Activities - Authorize a Stage or Exception Plan
    Activities - Give ad hoc direction
    Activities - Authorize project closure

    Initiating a project

    Purpose
    Objective
    Context
    Activities
    Activities - Prepare the Risk Management Strategy
    Activities - Prepare the Configuration Management Strategy
    Activities - Prepare the Quality Management Strategy
    Activities - Prepare the Communication Management Strategy
    Activities - Set up the project controls
    Activities - Create the Project Plan
    Activities - Refine the Business Case
    Activities - Assemble the Project Initiation Documentation

    Controlling a stage

    Purpose
    Objective
    Context
    Activities
    Activities - Authorize a Work Package
    Activities - Review Work Package status
    Activities - Receive completed Work Packages
    Activities - Review the stage status
    Activities - Report highlights
    Activities - Capture and examine issues and risks
    Activities - Escalate issues and risks
    Activities - Take corrective action

    Managing product delivery

    Purpose
    Objective
    Objective 2
    Activities
    Activities - Accept a Work Package
    Activities - Execute a Work Package
    Activities - Deliver a Work Package

    Managing a stage boundary

    Purpose
    Objective
    Objective 2
    Activities
    Plan the next stage
    Activities - Update the Project Plan
    Activities - Update the Business Case
    Activities - Report stage end
    Activities - Produce an Exception Plan

    Closing a project

    Purpose
    Objective
    Context
    Activities
    Activities - Prepare planned closure
    Activities - Prepare premature closure
    Activities - Hand over products
    Activities - Evaluate the project
    Activities - Recommend project closure

    Tailoring PRINCE2 to the project environment

    What is tailoring?
    General approach to tailoring
    General approach to tailoring - Applying the principles
    General approach to tailoring - Adapting the themes
    General approach to tailoring - Applying the organizations terms and language
    General approach to tailoring - Adapting the management products
    General approach to tailoring - Adapting the roles
    General approach to tailoring - Adapting the processes
    Examples of tailoring PRINCE2
    Projects in a programme environment
    Projects in a programme environment - Themes - Business Case
    Projects in a programme environment - Themes - Organization
    Projects in a programme environment - Themes - Quality
    Projects in a programme environment - Themes - Plans
    Projects in a programme environment - Themes - Risk
    Projects in a programme environment - Themes - Change
    Projects in a programme environment - Themes Progress
    Projects in a programme environment - Processes
    Projects in a programme environment - Management products
    Project scale
    Project scale - Simple project
    Project scale - Simple project - Themes
    Project scale - Simple project - Processes
    Project scale - Simple project - Management products
    Commercial customer supplier environment
    Commercial customer supplier environment - Themes - Business Case
    Commercial customer supplier environment - Themes - Organization
    Commercial customer supplier environment - Themes - Quality
    Commercial customer supplier environment - Themes - Plans
    Commercial customer supplier environment - Themes - Risk
    Commercial customer supplier environment - Themes - Change
    Commercial customer supplier environment - Themes - Progress
    Commercial customer supplier environment - Processes
    Commercial customer supplier environment - Management products
    Multi organization projects
    Project type - Lifecycle models
    Project type - The evolving project
    Project type - The feasibility project
    Sector differences
    Sector differences - Senior Responsible Owner
    Sector differences - OGC Gateway Review
    Project management Bodies of Knowledge

    Directing Projects with Prince2

    Introduction and overview

    Introduction
    Overview of PRINCE2 - Key definitions
    Overview of PRINCE2 - Structure of PRINCE2
    Overview of PRINCE2 - The role of senior management in PRINCE2
    Overview of PRINCE2

    Project Board duties and behaviours

    Project Board duties and behaviours
    Project Board duties and behaviours - Be accountable for the project
    Project Board duties and behaviours - Provide unified direction
    Project Board duties and behaviours - Delegate effectively
    Project Board duties and behaviours - Facilitate cross functional integration
    Project Board duties and behaviours - Commit resources
    Project Board duties and behaviours - Ensure effective decision making
    Project Board duties and behaviours - Support the Project Manager
    Project Board duties and behaviours - Ensure effective communication

    Starting up a Project

    Starting up a Project - Purpose
    Starting up a Project - Context
    Starting up a Project - Confirm the understanding of the project mandate
    Starting up a Project - Appoint the Executive and Project Manager
    Starting up a Project - Capture previous lessons
    Starting up a Project - Design and appoint the project management team
    Starting up a Project - Prepare the outline Business Case
    Starting up a Project - Prepare the Project Brief
    Starting up a Project - Prepare the Initiation Stage Plan
    Starting up a Project - Summary

    Authorize initiation

    Authorize initiation - Purpose
    Authorize initiation - Context
    Authorize initiation - Approve the Project Brief
    Authorize initiation - Approve the Initiation Stage Plan
    Communication
    Authorize initiation - Suggested Project Board agenda
    Summary

    Authorize the project

    Authorize the project - Purpose
    Authorize the project - Context part 1
    Authorize the project - Context part 2
    Authorize the project - Context part 3
    Authorize the project - Communication
    Authorize the project - Review the End Stage Report for initiation
    Authorize the project - Approve the Project Initiation Documentation
    Authorize the project - Approve the next Stage Plan
    Authorize the project - Suggested Project Board agenda
    Authorize the project - Summary

    Authorize a Stage or Exception Plan

    Authorize a Stage or Exception Plan - Purpose
    Authorize a Stage or Exception Plan - Context part 1
    Authorize a Stage or Exception Plan - Context part 2
    Authorize a Stage or Exception Plan - Review End Stage Reports
    Authorize a Stage or Exception Plan - Approve Stage or Exception Plans
    Authorize a Stage or Exception Plan - Assess project viability
    Authorize a Stage or Exception Plan - Suggested Project Board agenda
    Authorize a Stage or Exception Plan - Summary

    Give ad hoc direction

    Give ad hoc direction - Purpose
    Give ad hoc direction - Context
    Give ad hoc direction - Respond to requests
    Give ad hoc direction - Respond to reports
    Give ad hoc direction - Respond to external influences
    Give ad hoc direction - Focus of individual board members
    Give ad hoc direction - Communication
    Give ad hoc direction - Summary

    Authorize project closure

    Authorize project closure - Purpose
    Authorize project closure - Context
    Authorize project closure - Confirm handover and acceptance
    Authorize project closure - Approve the End Project Report
    Authorize project closure - Approve the Benefits Review Plan
    Authorize project closure - Communication
    Authorize project closure - Suggested Project Board agenda
    Authorize project closure - Summary

    Reviewing benefits

    Reviewing benefits - Purpose
    Reviewing benefits - Context
    Reviewing benefits - Hold benefits reviews
    Reviewing benefits - Close the Business Case
    Reviewing benefits - Communication
    Reviewing benefits - Suggested agenda for benefit reviews
    Reviewing benefits - Summary

    Tailoring PRINCE2

    Tailoring PRINCE2 - Purpose
    Tailoring PRINCE2 - Introduction
    Tailoring PRINCE2 - Environmental factors
    Tailoring PRINCE2 - Project-related factors
    Tailoring PRINCE2 - What does tailoring involve?
    Tailoring PRINCE2 - Adapting the themes

    Project management

    Introduction

    What is a project?
    What is project management?
    What does a project management system consist of?
    Project visualisation
    Why breakdown a project?
    Concept or idea
    Feasibility study
    Initiation
    Specification
    Design
    Build
    Implementation
    Operation and review
    The Project Notebook

    Assumptions

    Assumptions
    Assumptions and constraints

    Mission statement

    Mission statement
    Mission statement Simple approach
    Mission statement Formal approach

    Project management strategy

    Strategy
    S.W.O.T. Analysis
    Selecting a strategy
    Recording the strategy

    Scope

    Scope – part 1
    Scope – part 2 – Areas affected

    Objectives

    Objectives – part 1 - Reasons for setting
    Objectives – part 2 – Should be

    Work breakdown structure

    List of all the components
    Simple steps
    Work breakdown structure

    Authority

    Authority / roles / responsibilities
    Authority

    Plans

    Planning - part 1
    Planning - part 2 – Introduction - need to answer
    Planning - part 3 - Introduction - schedule overview Types of plans

    Tasks

    Task characteristics
    Task information

    Milestones

    Milestones – part 1 - General
    Milestones – part 2 - Deliverables

    Detailed planning

    Planning
    Initial estimation - simple cost plan
    Initial estimation - high level plan (first review)
    Initial estimation - high level plan (second review)
    Initial estimation - budget cost plan
    Estimating - overview
    Estimating - why are estimates too long?
    Estimating - why are estimates too short?
    Estimating - data usage
    Dependencies (4 basic types)
    Dependencies (4 basic types)part 2
    Critical path
    PERT chart
    Slack and float
    PERT – part 1
    PERT – part 2
    PERT – part 3 - Cumulative Probability graph
    Elapsed time
    Roles and responsibilities
    Responsibilities and resources
    Gantt chart
    Constraints
    Critical path – part 1
    Critical path – part 2 - choosing one
    Critical path – part 3 - eliminating one
    Critical path – part 3 - reducing durations

    Project control

    Why? What can go wrong?
    Monitoring
    General
    What? - scope
    Time
    Cost
    Cost - common terms
    Cost - overspend
    Cost - cash flow
    Progress reporting - general
    Progress reporting - Project Board
    Progress reporting - what data?
    Taking action - what does this entail?
    Assessing the situation
    Resolving issues and problems
    Contingency
    Areas of review
    Controlling change – part 1
    Controlling change – part 2
    Document control procedures
    Project completion

    Quality

    Quality management – part 1 - Plan - overview
    Quality management – part 2 - Plan - areas to define Statistical control

    Risk management

    Overview
    General approach
    Methods of assessing risk
    Health and safety

    Project review

    The benefits
    The report

    Project manager

    Overview
    Project manager - Choosing the project team
    Choosing the project team
    People recruitment
    Communication
    Project manager – Communication
    Managing user expectations
    Systematic approach
    Empowerment
    Project manager – Appointment

    Construction projects

    Those involved
    Project requirements
    Project requirements part 2
    Direct and indirect costs
    Indirect costs
    Submitting
    Documentation
    Project requirements
    Tendering
    Procurement

    Writing reports

    Writing reports
    Strategies for development
    The body of the report
    References
    Communication

    Manual methods

    Part 1 – time and duration
    Part 2 – precedence grid
    Part 3a – task flow charts
    Part 3b – task flow charts
    Part 3c – task flow charts
    Part 3d – task flow charts
    Part 3e – task flow charts
    Part 3f – task flow charts
    Part 4a – contingency (1)
    Part 4b – contingency (2)

    Resource

    Resource procurement – part 1
    Resource procurement – part 2
    Resource levelling – part 1- summary
    Resource levelling – part 2- technique

    Project management systems

    Six sigma – part 1 - Introduction
    Six sigma – part 2 - Implementation roles
    Six sigma – part 3 - Criticism
    SCRUM – part 1 – Introduction
    SCRUM – part 2 – The Product Owner
    SCRUM – part 3 – Scrum Meeting
    Earned value management – part 1 – Introduction
    Earned value management – part 2 – Terminology – Performance terms
    Earned value management – part 3 - Terminology – General terms
    Earned value management – part 4 – Benefits
    Earned value management – part 5 – Scaling
    Earned value management – part 6 – Implementation
    Sensitivity analysis
    PMBOK – part 1 – Introduction
    PMBOK – part 2 - The Project Management Knowledge Areas
    PMBOK – part 3 - The Project Management Knowledge Areas
    PMBOK – part 4 - The Project Management Knowledge Areas
    PMBOK – part 5 - The Project Management Knowledge Areas

    Risk management

    Introduction

    What is risk?
    6 questions to define the project
    The key areas of concern
    What should risk analysis provide?
    3 Ways to view risk management
    General comments on risk assessment
    Accountability
    General comments on planning
    What are the core process steps to assess a risk?
    Simple process outline
    What are the basic overall process steps?
    Stakeholders
    Success measures
    Why carry out Risk Assessment?

    Project life cycle

    Project Life Cycle
    Project Life Cycle - concept
    Project Life Cycle - plan
    Project Life Cycle - execute
    Project Life Cycle - termination
    Project Life Cycle - general points

    Terminology

    Clarification of terms
    Basic statistical terms

    The Risk Management Process

    The Risk Management Process
    Define the project
    Define the project management process
    Identify the risks and responses
    Organise - prioritise risks and responses
    Ownership - risks responsibilities and contractors
    Estimate - size the risks

    The Risk Management Process - Estimate

    Estimate - size the risks
    Simple estimating of risk
    Cumulative probability graph
    Simple estimating of risk - more detail
    Simple estimation problems
    Obtaining the estimates
    Breakdown of variables

    The Risk Management Process - Evaluate

    Estimates
    Independent correlation
    Cumulative probability graph
    Positive correlation
    Cumulative probability graph
    Negative correlation
    Conditional correlation
    Cumulative probability graph
    Cumulative probability graph 2

    The Risk Management Process - Plan

    Ways to modify plans
    Plans and strategies
    Types of plans
    Dependencies - 4 basic types
    Dependencies - 4 basic types part 2
    Manage - plans and strategies

    Risk Issues

    Identify risk issues
    Other issues
    The contractor
    Other aspects
    Risk combination

    Assessment of risks

    Common methods of assessing risk
    Common methods of assessing risk 2
    Issue based
    Checklists
    Qualitative method
    Quantitative method
    Quantitative method part 2
    Quantitative method part 3
    Quantitative method part 4

    Cost models

    Simple cost model
    Cost model
    Cost model 2

    Monte Carlo model

    Monte Carlo simulation
    Monte Carlo simulation 2
    Monte Carlo simulation - output
    Monte Carlo distribution
    Monte Carlo risk distribution
    How do we carry out the simulations?
    Probability density function - PDF
    PDF - Simplified version

    Uncertain events

    Uncertain events
    Uncertain events part 2
    Uncertain events part 3
    Uncertain events part 4

    Correlated events

    Risk of exceeding the target cost
    Correlated events
    Correlated events part 2
    Correlated events part 3

    Task information

    Risk assessment of a task
    Risk assessment of a task part 2

    3 point model

    2 pathways
    Simple probability estimation
    Collecting task information
    Documentation
    Task probability
    Monte Carlo risk distribution
    Multiple variables

    Human relations

    Negatives
    Benefits

    Other

    Other areas to consider when reviewing risk
    Markov chain
    General points to consider

    Networks and branching

    Simple network
    Simple network - no lag
    Simple network - with lag
    Simple branching
    Complex branching
    Complex branching part 2
    Multiple branching
    Multiple branching part 2
    Multiple probability branching
    Multiple probability branching part 2
    Nodes and branching networks
    Branching networks

    Production example

    Production example
    Production example part 2
    Risk of exceeding target duration

    Business forecast

    Business forecast
    Business schedule risk
    Business revenue and profit risk
    Business revenue and profit risk 2
    Business profit simulation

    Time management

    Introduction

    Resources
    Workaholic
    What is time management? Problem Time solving
    What is time management? General

    Goals

    Goals 1
    Goals 2

    Objectives

    Objectives
    Prioritising objectives 1
    Prioritising objectives 2
    Prioritising objectives 3

    Urgent v important

    Urgent v Important 1
    Urgent v Important 2

    Human issues

    Human nature
    Blame culture
    Stress
    Stress sources
    Stress problems
    Coping with stress
    Playtime

    Organisation

    Productivity
    Time log

    Key time destroyers

    Key Time Destroyers
    Action chasing
    Being disorganised
    Cant say 'No'
    Crisis management
    Desktop management
    Friends
    Large reports
    Low energy levels
    Meetings 1
    Meetings 2
    Multiple tasks
    Others errors
    Other's jobs
    Paperwork
    Perfection
    Poor communication
    Poor control and reporting
    Poor delegation
    Poor information
    Poor leadership
    Poor planning
    Poor preparation
    Poor self discipline
    Putting things off
    Resource issues
    Responsibility, accountability and authority
    Socialising
    Staff issues
    The boss
    The telephone 1
    The telephone 2
    Travel time
    Unfinished tasks
    Unwanted callers
    Work overload
    Your own errors

    Strategies

    Typical process
    Strategies for getting on with it
    Positive thinking
    Commitment

    Delegation

    People
    Poor delegation and the Team
    Delegation process
    Delegation towards independence
    What not to do

    Information processing

    Information collection 1
    Information collection 2
    Information flow sheet
    Processing the information
    Filing notes
    Day files

    Information gathering

    Where are we going? The purpose
    Decision PATH
    Capturing ideas
    Brain storm
    Mind mapping
    Checklists
    Reminders
    Emails

    Tasks

    Projects
    Irritating tasks
    Combining tasks

    Styles

    Time
    Monochronic time
    Polychronic time
    High and low context culture
    Divergent thinking
    Convergent thinking
    Blending styles
    Personality drivers
    Assertiveness

    Planning

    Assessment and planning
    Implementing
    Prioritising
    Scheduling
    Review

    Other

    General aspects
    Tips

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