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Techniques and Methodologies

"Its a bad plan that admits of no modification"
Publillius Syrus, 1st Century BC

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Techniques and Methodologies


Some techniques are harder
than others!

5-STEPS (Five Steps To Ensure Project Success)
Earned Value
Organisational Project Management Maturity Model - OPM3
- OPM3 ProductSuite
- OPM3 and OPM3 ProductSuite Training and Consultancy
Practical Risk Management
Stakeholder Circle
Tools - Software Packages
ACOS Plus 1
FleetOPS
Microsoft Project
Open Plan
Pertmaster Risk Analysis
Primavera
Stakeholder Circle
VIPER
Annotated Links to scheduling S/ware Vendors
A select list of other portfilio, program and project management tools
Risk & Stakeholder Templates and Tools for Sale
Planning and Scheduling Home Page

(All listings are alphabetical)

Techniques and Methodologies


The Stakeholder Circle™ a stakeholder mapping & visualisation tool

www.stakeholder-management.com
Description

The Stakeholder Circle™ is based on the premise that a project can only exist with the informed consent of its stakeholder community. This community comprises individuals and groups, each with a different potential to influence the project’s outcome. The Stakeholder Circle™ has been devised to offer a mechanism for mapping a project's unique stakeholder community, assessing the relative influence of each of the key stakeholders and planning ways to engage with and manage their expectations/contributions. The benefit of using this tool is derived in part from the analysis process itself as well as from the ease with which the influence of key stakeholder’s on the project can be judged once the ‘Stakeholder Circle’ diagram is complete.

The tool facilitates the regular updating of this assessment as the stakeholder community changes to reflect the dynamic nature of the project and its relationships. Changes and trends are tracked over time to help the team identify which engagement strategies are working and which need reviewing.

To develop the 'circle', Stakeholders are weighted according to the three characteristics.

Stakeholder Management Power
Some stakeholders (either alone or operating as a group) can kill the project using their own power, other stakeholders have the power to change or damage the project but cannot on their own cause it to be cancelled or fail – this is the power axis in the stakeholder circle.

Proximity
This aspect considers how closely a stakeholder is associated with the day-to-day running of the project. The small circle in the centre of the
diagram represents the project. The space between the two circles represents the sphere of influence of the project on its whole stakeholder
community. The proximity of a stakeholder to the project is represented by how close their segment is to the project in the centre.

Urgency / Importance
The width of the arc represents the amount of urgency or importance attributed to a stakeholder from the teams perspective (ie, how likely the
stakeholder is to use its power), the wider the segment, the greater the urgency.

Stakeholder Circle Development
Stakeholder Management Pty Ltd (SHM) is focused on improving project success rates by developing innovative and effective ways to help project teams: identify, prioritize, visualize, engage with, and monitor their unique stakeholder community. Working with Dr. Lynda Bourne, SHM has developed the Stakeholder Circle™ tool set and methodology to achieve these aims, supported by a range of workshops and training courses to introduce organisations to the methodology. For additional information email: lyndab@stakeholder-management.com

Lynda has published a number of papers discussing aspects of the Stakeholder Circle™ (including her Doctoral thesis). These may be down loaded from the 'Published Papers' section of this site [go to Stakeholder Circle™ papers]

For additional information, visit our [ Stakeholder Management home page ]

Stakeholder Management Pty Ltd

For world-wide Stakeholder Circle™ software sales and support - see www.stakeholder-management.com

Download a free version of the Stakeholder Circle™ software from
[ www.stakeholder-management.com ]




Organisational Project Management Maturity Model® (OPM3®)
- OPM3
- OPM3 ProductSuite
- OPM3 and OPM3 ProductSuite: Assessment, Consultancy, Training and Support



OPM3 Product

OPM3 was developed by an international team of PMI volunteers that included Mosaic's Director of Training, Lynda Bourne. Both Lynda Bourne and Patrick Weaver are members of the current OPM3 update team. Some of the key benefits of using OPM3 include:

  • OPM3 helps your organization identify and deliver the right projects to advance its strategy.  
  • With OPM3, you will use organisational inputs to align projects across operations and select only the projects that will deliver business results.
  • Improved project performance and return on investment with OPM3. OPM3 isolates process improvements while forcing organizations to consider external pressures increasing operational and organizational efficiency. 
  • Experience a shift in thinking that will position your organization for immediate gains and long-term success. OPM3 helps your organization align its strategy with the projects that sustain business success. 
  • Through a comprehensive collection of best practices, OPM3 guides your organization on when to stay the course and when to change direction. 
  • OPM3 mitigates operating costs by keeping projects aligned to business strategy. 
  • Scalable by both size and maturity, OPM3’s diagnostic capabilities can guide any organization to improved performance.  
Mosaic's OPM3 Papers, Briefings and Training:-
OPM3 offers the key to organizational project management maturity with three interlocking elements:

The KNOWLEDGE element lets organizations uncover hundreds of Best Practices and shows them how to use the information available in OPM3.

The ASSESSMENT element is an interactive database tool that lets organizations evaluate their current situation and identify their areas in need of improvement should an organization decided to embark on the path to higher maturity.

The IMPROVEMENT element will help map out the steps needed to achieve their goals.

"I have been an IT Project Manager for twenty years and have to say that ProductSuite is by far the best tool I have ever used. It is easy to use but clearly sophisticated; the [DNV] development team has worked wonders in rendering a complex set of user-friendly requirements."
Lynda Bourne, DPM, PMP, Director of Training, Mosaic Project Services Pty Ltd

For additional information, visit our [ OPM3 home page ]



5-STEPS, Five Steps To Ensure Project Success (Planning & Scheduling)

The ‘5 Steps To Ensure Project Success’ methodology is a proven process designed to focus the thinking of key Stakeholders onto the parameters required to achieve a successful project outcome. It uses the development of the schedule as a central plank in its approach to developing an effective project team and fostering positive stakeholder involvement.

The process is designed as a logical sequence of activities (and importantly, agreements) but recognises iterative passes through some of the key steps may be required to achieve agreement.

The five sequential steps are:

The 5–STEPS methodology requires each step to be completed, validated and "signed off" before moving onto the next.

5-STEPS is supportive of, and recognises the overall structure of the PMBOK, but focuses on activities in the key Planning and Controlling ‘process groups’ to develop a realistic schedule and then managing it through to a successful conclusion.

  • Mosaic's 5-STEPS training is a well established course [View Training Details]
    The Practice Standard for Scheduling  2nd Edition
    Price: $60.50 including free Express Post delivery in Australia For more on Time Management & Training see: Mosaic's Scheduling Home Page 

    Effective project scheduling is critical to the success of a project. The Practice Standard for Scheduling is a systematic guide describing hallmarks of an effective schedule methodology, as well as providing quantifiable means for assessing the maturity of a schedule model. Chapters: 1 - Intro , 2 - Schedule Model principles and concepts (methods and techniques), 3 - Good Practices Overview, 4 - Scheduling Components (listing of items and characteristics: name, required/optional, calculated/manual, data format, behaviour description, good practices, associated component, definition), 5 - Conformance Index (Conformance Scoring in App D & E), plus lengthy Glossary.
    See more on PMI-SP Scheduling training
      For implementation of the Practice Standard, see Mosaic's 'How To' develop an effective schedule workshop [view outline].  

    For additional information, visit our [ Scheduling home page ]

    Earned Value

    Earned Value Management (EVM) has proven itself to be one of the most effective performance measurement and feedback tools for managing projects. Timely and targeted feedback can enable project managers to identify problems early and make adjustments that can keep a project on time and on budget. It enables managers to close the loop in the classic business formula, “Plan, Do, Check, Act.” EVM uses the fundamental principle that patterns and trends in the past can be good predictors of the future.

    EVM provides organizations with the methodology needed to integrate the management of project scope, schedule, and cost. It can play a crucial role in answering management questions that are critical to the success of every project, such as:

    • Are we ahead of or behind schedule?
    • How efficiently are we using our time?
    • When is the project likely to be completed?
    • Are we under or over our budget?
    • What is the remaining work likely to cost?
    • What is the entire project likely to cost?
    • How much will we be under or over budget?

    The project manager can use the EVM methodology to help identify:

    • Where problems are occurring;
    • Whether the problems are critical or not;
    • What it will take to get the project back on track.

    Effective use of EVM requires the principles of good project management, as outlined in the PMBOK® Guide, to be used and requires the foundations of a well defined WBS and schedule (Refer 5-STEPS Technique). EVM adds a number of effective practices in the areas of project planning and control that are related to the goal of measuring, analysing, forecasting, and reporting cost and schedule performance data for evaluation and action by the project team, managers and other key stakeholders.

    Training:  Mosaic's Earned Value Business Management Training is a well established course View Training Details

    The Practice Standard for Earned Value Management  2nd Edition
     
    Price: $60.50
    including free Express Post delivery in Australia

    The Practice Standard for Earned Value Management—Second Edition expands on the earned value information in A Guide to the Project Management Body of Knowledge (PMBOK® Guide) –Fourth Edition. EVM is often referred to as “management with the lights on” because it helps objectively and succinctly identify where a project is and where it is going. The methodology incorporates project scope, schedule and costs, and the process is applicable across many Knowledge Areas and Process Groups. This practice standard is intended for anyone who wants to better develop their project management toolset and know how to potentially improve project performance through the use of earned value. The standard expands the available resources on the use of EVM for medium and smaller projects, whilst still being relevant for larger projects. The practice standard provides insight and detailed explanations of the basic elements and processes of EVM, and demonstrates how to scale EVM to fit varying project sizes and situations.

      For implementation of the Practice Standard, see Mosaic's 'How To' Implement Earned Value Business Management workshop [view outline].  
    Resources:     
    Download WP1081  Earned Value Formulae

    More EV Resources:
    Earned Value Forums & Links:

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