zaterdag 25 oktober 2008
Goede referentie www prince2
goedemprince2 www http://www.crazycolour.com/prince2/?title=Project_Initiation_Document
PID statisch deel / dynamisch deel
De PID is feitelijk een contract tussen betrokken partijen.
Statische deel
Projectachtergrond
Context, aanleiding.
Projectdefinitie
Doelstelling(en).
Bereik (scope).
Resultaten (deliverables).
Uitsluitingen (out of scope).
Beperkingen (constraints).
Relaties met andere projecten.
Randvoorwaarden.
Aannamen.
Aanpak.
Organisatiestructuur
Stuctuur, rollen, taken en verantwoordelijkheden.
Project quality plan
Zie project quality plan
Project controls
Zie project controls
Communication plan
Zie communicatie plan
Dynamische deel
Initiële Busines Case
Zie business case.
Initieel Project plan
Zie project plan.
Initieel Risk log
Zie risk log.
Statische deel
Projectachtergrond
Context, aanleiding.
Projectdefinitie
Doelstelling(en).
Bereik (scope).
Resultaten (deliverables).
Uitsluitingen (out of scope).
Beperkingen (constraints).
Relaties met andere projecten.
Randvoorwaarden.
Aannamen.
Aanpak.
Organisatiestructuur
Stuctuur, rollen, taken en verantwoordelijkheden.
Project quality plan
Zie project quality plan
Project controls
Zie project controls
Communication plan
Zie communicatie plan
Dynamische deel
Initiële Busines Case
Zie business case.
Initieel Project plan
Zie project plan.
Initieel Risk log
Zie risk log.
zondag 11 mei 2008
Defining Your Project
6. Produce a written project definition statement (sometimes called PID) and use it to inform stakeholders. This document is ‘your contract’ to carry out the project and should be circulated to key stakeholders.
7. Use the project definition statement to prevent creep. Use it to prevent you going beyond the scope of the project through its use in the review process.
8. Identify in detail what will and will not be included in the project scope. Avoid wasting time by working on those areas which should not be included – identify these in the PID.
9. Identify who fulfils which roles in your project. Document them on the PID. Include a paragraph to show what each person does.
10. Identify who has responsibility for what in the project e.g. project communications is the responsibility of AD. This helps reduce doubt early in the life of the project.
11. Think ‘Team Selection’ – give some thought to who should be in your team. Analyse whether they have the skills required to enable them to carry out their role? If not, ensure they receive the right training. Check they are available for the period of the project.
12. Form a group of Project Managers. The Project Manager role can sometimes be very lonely! Give support to each other by forming a group of Project Managers.
13. Identify who the stakeholders are for your project – those affected and ‘impacted’ by the project. This should be an in- depth analysis which needs updating regularly.
14. Recognise early in the life of the project what is driving the project. Is it a drive to improve quality, reduce costs or hit a particular deadline? You can only have 1. Discuss with the sponsor what is driving the project and ensure you stick to this throughout the project. Keep “the driver” in mind especially when you monitor and review.
15. Hold a kick off meeting (Start up Workshop) with key stakeholders, sponsor, project manager project team. Use the meeting to help develop the PID (see Tip 6). Identify risks and generally plan the project. If appropriate hold new meetings at the start of a new stage.
16. Ensure you review the project during the Defining Your Project Stage – involve your sponsor or senior manager in this process. Remember to check progress against the business case.
7. Use the project definition statement to prevent creep. Use it to prevent you going beyond the scope of the project through its use in the review process.
8. Identify in detail what will and will not be included in the project scope. Avoid wasting time by working on those areas which should not be included – identify these in the PID.
9. Identify who fulfils which roles in your project. Document them on the PID. Include a paragraph to show what each person does.
10. Identify who has responsibility for what in the project e.g. project communications is the responsibility of AD. This helps reduce doubt early in the life of the project.
11. Think ‘Team Selection’ – give some thought to who should be in your team. Analyse whether they have the skills required to enable them to carry out their role? If not, ensure they receive the right training. Check they are available for the period of the project.
12. Form a group of Project Managers. The Project Manager role can sometimes be very lonely! Give support to each other by forming a group of Project Managers.
13. Identify who the stakeholders are for your project – those affected and ‘impacted’ by the project. This should be an in- depth analysis which needs updating regularly.
14. Recognise early in the life of the project what is driving the project. Is it a drive to improve quality, reduce costs or hit a particular deadline? You can only have 1. Discuss with the sponsor what is driving the project and ensure you stick to this throughout the project. Keep “the driver” in mind especially when you monitor and review.
15. Hold a kick off meeting (Start up Workshop) with key stakeholders, sponsor, project manager project team. Use the meeting to help develop the PID (see Tip 6). Identify risks and generally plan the project. If appropriate hold new meetings at the start of a new stage.
16. Ensure you review the project during the Defining Your Project Stage – involve your sponsor or senior manager in this process. Remember to check progress against the business case.
Getting started: initiation TIPS
1. Develop a solid business case for your projects. Ensure you obtain senior managers’ agreement before you start the project. Research points out that too many projects are started without a firm reason or rationale. Developing a business case will identify whether it is worth working on.
2. Ensure your project fits with the key organisational or departmental agenda. If not, why do it? Stick to priority projects.
3. Carry out risk analysis at a high level at the initiation stage. Avoid going into great detail here – more an overview focussing on the key risks.
4. Identify at this early stage key stakeholders. Consider how much you need to consult or involve them at the business case stage. Seek advice if necessary from senior managers
5. Involve finance people in putting the business case together. They can be great allies in helping crunch the numbers which should give credibility to your business case.
2. Ensure your project fits with the key organisational or departmental agenda. If not, why do it? Stick to priority projects.
3. Carry out risk analysis at a high level at the initiation stage. Avoid going into great detail here – more an overview focussing on the key risks.
4. Identify at this early stage key stakeholders. Consider how much you need to consult or involve them at the business case stage. Seek advice if necessary from senior managers
5. Involve finance people in putting the business case together. They can be great allies in helping crunch the numbers which should give credibility to your business case.
Vergaderingen: tips
I was trying to get hold of the project manager. Or rather he was trying to get hold of me. However, I had tried 3 times already so I sent him an email knowing it would sink to the bottom of the pile. I got to thinking that it wasn’t just this project manager who always seemed to be in meetings. Several people I have been trying to get hold of always seem to be in back to back meetings. Project Agency has been collecting statistics for several years. One of the questions is quite revealing: ‘Project meetings are collaborative events which look at achievements not past failures’. The percentages are shown below:
Strongly agree: 1.3%
Agree: 25.6%
Disagree: 57.3%
Strongly Disagree 12.6%
Don’t know 3.2%
Not very good stats are they? Interesting that just over 3% do not know how effective their meetings are!! So, what can be done?
Well, here are some golden rules for project management meetings (and meetings in general):
Rule 1: Ensure you have the right people there. May seem obvious but how many meetings go ahead with the wrong people there and the right people ‘on the way’ or a key stakeholder not even invited?
Rule 2: Have an agenda for each meeting and against each item put a time (the length of time the item will take). Ensure you stick to the stated time.
Rule 3: Have a clear objective. Is it to receive a highlight report, or to prepare a highlight report. Is it to review project progress based on milestones, or develop part of your plan, or all of these! If you go off agenda / objective here is a quick tip. Everyone is given a coloured card (any colour as long as they are the same). If a person goes off the agenda or is rambling on you put up your card. It works….try it!
Rule 4: Summarise before moving on to the next point. This ensures everyone is clear about what has been agreed or said
Rule 5: Have a stand up meeting! Yes, stand up meetings i.e. NO chairs – speeds up the meeting & really does focus attention.
Rule 6: Papers…..we are supposedly in the era of a paperless office! Ensure the meeting is not bogged down with papers. Use highlight reports to cut down paper & speed up the meeting.
Rule 7: Rules….what rules have you agreed? I know of one person who said that if the start time for a meeting was 3pm then no one was allowed in after this time! What are your rules for your meetings and does everyone know about them. Useful to use your cards here (rule 3)
Rule 8: Train….yes you can train people to be better in meetings. Chairing a meeting, contributing via appropriate questions, listening, preparing an agenda, these are all areas a person can be trained and developed. And finally
(Rule 9) - review how successful your meetings have been. If you set out an hour and a half for a meeting and it has only lasted an hour then you should be saying well done (provided the meeting met its objective). If it lasted 2 hours then you should review why to stop it happening again. Help make sure your meetings go well AND help make the scores above better, much better!!
Strongly agree: 1.3%
Agree: 25.6%
Disagree: 57.3%
Strongly Disagree 12.6%
Don’t know 3.2%
Not very good stats are they? Interesting that just over 3% do not know how effective their meetings are!! So, what can be done?
Well, here are some golden rules for project management meetings (and meetings in general):
Rule 1: Ensure you have the right people there. May seem obvious but how many meetings go ahead with the wrong people there and the right people ‘on the way’ or a key stakeholder not even invited?
Rule 2: Have an agenda for each meeting and against each item put a time (the length of time the item will take). Ensure you stick to the stated time.
Rule 3: Have a clear objective. Is it to receive a highlight report, or to prepare a highlight report. Is it to review project progress based on milestones, or develop part of your plan, or all of these! If you go off agenda / objective here is a quick tip. Everyone is given a coloured card (any colour as long as they are the same). If a person goes off the agenda or is rambling on you put up your card. It works….try it!
Rule 4: Summarise before moving on to the next point. This ensures everyone is clear about what has been agreed or said
Rule 5: Have a stand up meeting! Yes, stand up meetings i.e. NO chairs – speeds up the meeting & really does focus attention.
Rule 6: Papers…..we are supposedly in the era of a paperless office! Ensure the meeting is not bogged down with papers. Use highlight reports to cut down paper & speed up the meeting.
Rule 7: Rules….what rules have you agreed? I know of one person who said that if the start time for a meeting was 3pm then no one was allowed in after this time! What are your rules for your meetings and does everyone know about them. Useful to use your cards here (rule 3)
Rule 8: Train….yes you can train people to be better in meetings. Chairing a meeting, contributing via appropriate questions, listening, preparing an agenda, these are all areas a person can be trained and developed. And finally
(Rule 9) - review how successful your meetings have been. If you set out an hour and a half for a meeting and it has only lasted an hour then you should be saying well done (provided the meeting met its objective). If it lasted 2 hours then you should review why to stop it happening again. Help make sure your meetings go well AND help make the scores above better, much better!!
SWOT analysis method and examples, with free SWOT template
The SWOT analysis is an extremely useful tool for understanding and decision-making for all sorts of situations in business and organizations. SWOT is an acronym for Strengths, Weaknesses, Opportunities, Threats. Information about the origins and inventors of SWOT analysis is below. The SWOT analysis headings provide a good framework for reviewing strategy, position and direction of a company or business proposition, or any other idea. Completing a SWOT analysis is very simple, and is a good subject for workshop sessions.
SWOT analysis also works well in brainstorming meetings. U
se SWOT analysis for business planning, strategic planning, competitor evaluation, marketing, business and product development and research reports. You can also use SWOT analysis exercises for team building games. See also PEST analysis, which measures a business's market and potential according to external factors; Political, Economic, Social and Technological. It is often helpful to complete a PEST analysis prior to a SWOT analysis. See also Porter's Five Forces model, which is used to analyse competitive position.
Here is a free SWOT analysis template worksheet (in MSWord). And the same free SWOT analysis tool in pdf format.
A SWOT analysis measures a business unit, a proposition or idea; a PEST analysis measures a market.
A SWOT analysis is a subjective assessment of data which is organized by the SWOT format into a logical order that helps understanding, presentation, discussion and decision-making. The four dimensions are a useful extension of a basic two heading list of pro's and con's (free pro's and con's template here).
SWOT analysis can be used for all sorts of decision-making, and the SWOT template enables proactive thinking, rather than relying on habitual or instinctive reactions.
The SWOT analysis template is normally presented as a grid, comprising four sections, one for each of the SWOT headings: Strengths, Weaknesses, Opportunities, and Threats. The free SWOT template below includes sample questions, whose answers are inserted into the relevant section of the SWOT grid. The questions are examples, or discussion points, and obviously can be altered depending on the subject of the SWOT analysis. Note that many of the SWOT questions are also talking points for other headings - use them as you find most helpful, and make up your own to suit the issue being analysed. It is important to clearly identify the subject of a SWOT analysis, because a SWOT analysis is a perspective of one thing, be it a company, a product, a proposition, and idea, a method, or option, etc.
Here are some examples of what a SWOT analysis can be used to assess:
a company (its position in the market, commercial viability, etc)
a method of sales distribution
a product or brand
a business idea
a strategic option, such as entering a new market or launching a new product
a opportunity to make an acquisition
a potential partnership
changing a supplier
outsourcing a service, activity or resource
an investment opportunity
SWOT analysis also works well in brainstorming meetings. U
se SWOT analysis for business planning, strategic planning, competitor evaluation, marketing, business and product development and research reports. You can also use SWOT analysis exercises for team building games. See also PEST analysis, which measures a business's market and potential according to external factors; Political, Economic, Social and Technological. It is often helpful to complete a PEST analysis prior to a SWOT analysis. See also Porter's Five Forces model, which is used to analyse competitive position.
Here is a free SWOT analysis template worksheet (in MSWord). And the same free SWOT analysis tool in pdf format.
A SWOT analysis measures a business unit, a proposition or idea; a PEST analysis measures a market.
A SWOT analysis is a subjective assessment of data which is organized by the SWOT format into a logical order that helps understanding, presentation, discussion and decision-making. The four dimensions are a useful extension of a basic two heading list of pro's and con's (free pro's and con's template here).
SWOT analysis can be used for all sorts of decision-making, and the SWOT template enables proactive thinking, rather than relying on habitual or instinctive reactions.
The SWOT analysis template is normally presented as a grid, comprising four sections, one for each of the SWOT headings: Strengths, Weaknesses, Opportunities, and Threats. The free SWOT template below includes sample questions, whose answers are inserted into the relevant section of the SWOT grid. The questions are examples, or discussion points, and obviously can be altered depending on the subject of the SWOT analysis. Note that many of the SWOT questions are also talking points for other headings - use them as you find most helpful, and make up your own to suit the issue being analysed. It is important to clearly identify the subject of a SWOT analysis, because a SWOT analysis is a perspective of one thing, be it a company, a product, a proposition, and idea, a method, or option, etc.
Here are some examples of what a SWOT analysis can be used to assess:
a company (its position in the market, commercial viability, etc)
a method of sales distribution
a product or brand
a business idea
a strategic option, such as entering a new market or launching a new product
a opportunity to make an acquisition
a potential partnership
changing a supplier
outsourcing a service, activity or resource
an investment opportunity
People performance potential model
simple group-profiling matrix tool for teams and organizations
This elegant and simple model has been around in various forms for many years. Its precise origins are not clear. I hope to clarify them soon. The model appears in different formats, with different terminology - and no doubt different titles of the model itself - although by implication the basic structure is constant, relying on a four-part 2 x 2 matrix, which is a common method of classification in management and beyond.
See also the pdf diagram, based on an interpretation kindly provided by John Addy, 2004.
The purpose of the model is to enable a simple assessment and representation of the mixture of types (according to potential and performance) within any work group or team, but it is a relatively blunt instrument and is neither designed nor recommended for detailed individual staff assessment.
The model provides a quick view or perspective of a group profile that often is elusive in complex human resources audits, and can assist in making investment decisions, although this apparently early purpose of the model should be approached with care given the more sophisticated expectations and considerations of modern organizational management.
It is therefore ideal for presentations and for reflecting a complex situation using a simple graphic. The model is not for individual counselling and development, other than for reference and interest alongside more accurate and objective individual assessment tools and processes.
The 'people potential performance model' (or whatever else it might be called) is especially useful in illustrating clearly and broadly the mix or profile of quite large groups of people within a human resources or organizational planning context. It's also helpful in understanding, determining, and explaining the different treatment that is appropriate for different categories of people with a group, according to local definitions and implications.
The model can also be used to show an ideal mix, and an actual mix, and thereby highlight the gap or difference, from an overall strategic viewpoint.
It can be a useful supplementary tool or reference point alongside more detailed and complex appraisals and training needs analysis processes.
The model also has a good training and educational value, which is why it's featured here. It can help managers and leaders to understand that people are different, have different needs, and can be helped in different ways and directions, appropriate to their situation.
This elegant and simple model has been around in various forms for many years. Its precise origins are not clear. I hope to clarify them soon. The model appears in different formats, with different terminology - and no doubt different titles of the model itself - although by implication the basic structure is constant, relying on a four-part 2 x 2 matrix, which is a common method of classification in management and beyond.
See also the pdf diagram, based on an interpretation kindly provided by John Addy, 2004.
The purpose of the model is to enable a simple assessment and representation of the mixture of types (according to potential and performance) within any work group or team, but it is a relatively blunt instrument and is neither designed nor recommended for detailed individual staff assessment.
The model provides a quick view or perspective of a group profile that often is elusive in complex human resources audits, and can assist in making investment decisions, although this apparently early purpose of the model should be approached with care given the more sophisticated expectations and considerations of modern organizational management.
It is therefore ideal for presentations and for reflecting a complex situation using a simple graphic. The model is not for individual counselling and development, other than for reference and interest alongside more accurate and objective individual assessment tools and processes.
The 'people potential performance model' (or whatever else it might be called) is especially useful in illustrating clearly and broadly the mix or profile of quite large groups of people within a human resources or organizational planning context. It's also helpful in understanding, determining, and explaining the different treatment that is appropriate for different categories of people with a group, according to local definitions and implications.
The model can also be used to show an ideal mix, and an actual mix, and thereby highlight the gap or difference, from an overall strategic viewpoint.
It can be a useful supplementary tool or reference point alongside more detailed and complex appraisals and training needs analysis processes.
The model also has a good training and educational value, which is why it's featured here. It can help managers and leaders to understand that people are different, have different needs, and can be helped in different ways and directions, appropriate to their situation.
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