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Resources"},"link":[{"rel":"http://schemas.google.com/g/2005#feed","type":"application/atom+xml","href":"http:\/\/itpmpro.blogspot.com\/feeds\/posts\/default"},{"rel":"self","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default?alt=json-in-script\u0026max-results=1000"},{"rel":"alternate","type":"text/html","href":"http:\/\/itpmpro.blogspot.com\/"},{"rel":"hub","href":"http://pubsubhubbub.appspot.com/"}],"author":[{"name":{"$t":"Iman Budi Setiawan"},"uri":{"$t":"http:\/\/www.blogger.com\/profile\/14019051950832045250"},"email":{"$t":"noreply@blogger.com"},"gd$image":{"rel":"http://schemas.google.com/g/2005#thumbnail","width":"29","height":"32","src":"http:\/\/1.bp.blogspot.com\/_hg1QUg8_uH0\/SfJxLK18ydI\/AAAAAAAAAD8\/CE06bwq3IcU\/S220\/imansmall.jpg"}}],"generator":{"version":"7.00","uri":"http://www.blogger.com","$t":"Blogger"},"openSearch$totalResults":{"$t":"281"},"openSearch$startIndex":{"$t":"1"},"openSearch$itemsPerPage":{"$t":"1000"},"entry":[{"id":{"$t":"tag:blogger.com,1999:blog-1130871870265736647.post-6974788797274377887"},"published":{"$t":"2012-05-25T05:46:00.000+07:00"},"updated":{"$t":"2012-05-25T05:49:18.832+07:00"},"category":[{"scheme":"http://www.blogger.com/atom/ns#","term":"Project Management Input"}],"title":{"type":"text","$t":"Expert Judgment Role in the Project Management"},"content":{"type":"html","$t":"Expert judgment is an approach for soliciting information provided by any group or individual with specialized knowledge or training. The judgment and expertise can be any technical or management details. Expert judgment can help to identify the potential cost, schedule impact, evaluate the performance, evaluate and mitigate any risks, review project quality, and any other processes in the project management.\u003Cbr \/\u003E\u003Cbr \/\u003EThere are many sources that can provide expert judgment, such as:\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003EOther units within organization,\u003C\/li\u003E\u003Cli\u003EConsultants,\u003C\/li\u003E\u003Cli\u003EStakeholders, including customers or sponsors,\u003C\/li\u003E\u003Cli\u003EProfessional and technical associations,\u003C\/li\u003E\u003Cli\u003EIndustry groups,\u003C\/li\u003E\u003Cli\u003ESubject matter experts, and\u003C\/li\u003E\u003Cli\u003EProject Management Office (PMO).\u003C\/li\u003E\u003C\/ul\u003EProject managers should consider about the expert judgment role in the project management. Such experts can be identified early during the Identify Stakeholders process. Their role in providing technical or management expertise can help the project managers to decide the best decision during the project processes."},"link":[{"rel":"replies","type":"application/atom+xml","href":"http:\/\/itpmpro.blogspot.com\/feeds\/6974788797274377887\/comments\/default","title":"Post Comments"},{"rel":"replies","type":"text/html","href":"http:\/\/www.blogger.com\/comment.g?blogID=1130871870265736647\u0026postID=6974788797274377887","title":"12 Comments"},{"rel":"edit","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/6974788797274377887"},{"rel":"self","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/6974788797274377887"},{"rel":"alternate","type":"text/html","href":"http:\/\/itpmpro.blogspot.com\/2012\/05\/expert-judgment-role-in-project.html","title":"Expert Judgment Role in the Project Management"}],"author":[{"name":{"$t":"Unknown"},"email":{"$t":"noreply@blogger.com"},"gd$image":{"rel":"http://schemas.google.com/g/2005#thumbnail","width":"16","height":"16","src":"https:\/\/img1.blogblog.com\/img\/b16-rounded.gif"}}],"thr$total":{"$t":"12"}},{"id":{"$t":"tag:blogger.com,1999:blog-1130871870265736647.post-1534027908766496180"},"published":{"$t":"2012-04-22T08:32:00.002+07:00"},"updated":{"$t":"2012-05-04T05:15:55.255+07:00"},"category":[{"scheme":"http://www.blogger.com/atom/ns#","term":"Project Management Skills"}],"title":{"type":"text","$t":"Interpersonal Skills in Project Management"},"content":{"type":"html","$t":"Effective project managers acquire a balance of technical, interpersonal, and conceptual skills that help them analyze situations and interact appropriately. The following are some important interpersonal skills required for project management based on the project management of body knowledge (PMBOK® Guide):\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003ELeadership\u003C\/li\u003E\u003Cli\u003ETeam building\u003C\/li\u003E\u003Cli\u003EMotivation\u003C\/li\u003E\u003Cli\u003ECommunication\u003C\/li\u003E\u003Cli\u003EInfluencing\u003C\/li\u003E\u003Cli\u003EDecision Making\u003C\/li\u003E\u003Cli\u003EPolitical and cultural awareness\u003C\/li\u003E\u003Cli\u003ENegotiation\u003C\/li\u003E\u003C\/ul\u003EThe appropriate use of these skills assists the project manager in effectively managing the project."},"link":[{"rel":"replies","type":"application/atom+xml","href":"http:\/\/itpmpro.blogspot.com\/feeds\/1534027908766496180\/comments\/default","title":"Post Comments"},{"rel":"replies","type":"text/html","href":"http:\/\/www.blogger.com\/comment.g?blogID=1130871870265736647\u0026postID=1534027908766496180","title":"7 Comments"},{"rel":"edit","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/1534027908766496180"},{"rel":"self","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/1534027908766496180"},{"rel":"alternate","type":"text/html","href":"http:\/\/itpmpro.blogspot.com\/2012\/04\/interpersonal-skills-in-project.html","title":"Interpersonal Skills in Project Management"}],"author":[{"name":{"$t":"Unknown"},"email":{"$t":"noreply@blogger.com"},"gd$image":{"rel":"http://schemas.google.com/g/2005#thumbnail","width":"16","height":"16","src":"https:\/\/img1.blogblog.com\/img\/b16-rounded.gif"}}],"thr$total":{"$t":"7"}},{"id":{"$t":"tag:blogger.com,1999:blog-1130871870265736647.post-6276901217242871418"},"published":{"$t":"2012-04-21T20:15:00.000+07:00"},"updated":{"$t":"2012-04-30T20:16:42.476+07:00"},"category":[{"scheme":"http://www.blogger.com/atom/ns#","term":"Project Management Skills"}],"title":{"type":"text","$t":"Decision Making Skills in Project Management"},"content":{"type":"html","$t":"There are four basic decision styles normally used by project managers: command, consultation, consensus, and coin flip (random).\u003Cbr \/\u003E\u003Cbr \/\u003EThere are four major factors that affect the decision style: time constraint, trust, quality, and acceptance. Project managers may make decisions individually, or they may involve the project team in the decision-making process.\u003Cbr \/\u003E\u003Cbr \/\u003EProject managers and project teams sometimes use a decision-making model or process such as the six-phase model shown below.\u003Cbr \/\u003E\u003Col\u003E\u003Cli\u003EProblem Definition - Fully explore, clarify, and define the problem.\u003C\/li\u003E\u003Cli\u003EProblem Solution Generation - Prolong the new idea generating process by brainstorming multiple solutions and discouraging premature decisions.\u003C\/li\u003E\u003Cli\u003EIdeas to Action - Define evaluation criteria, rate pros and cons of alternatives, select best solution.\u003C\/li\u003E\u003Cli\u003ESolution Action Planning - Involve key participants to gain acceptance and commitment to making the solution work.\u003C\/li\u003E\u003Cli\u003ESolution Evaluation Planning - Post implementation analysis, evaluation, and lesson learned.\u003C\/li\u003E\u003Cli\u003EEvaluation of the Outcome and Process - Evaluate how well the problem was solved or project goals were achieved (extension of previous phase).\u003C\/li\u003E\u003C\/ol\u003E"},"link":[{"rel":"replies","type":"application/atom+xml","href":"http:\/\/itpmpro.blogspot.com\/feeds\/6276901217242871418\/comments\/default","title":"Post Comments"},{"rel":"replies","type":"text/html","href":"http:\/\/www.blogger.com\/comment.g?blogID=1130871870265736647\u0026postID=6276901217242871418","title":"34 Comments"},{"rel":"edit","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/6276901217242871418"},{"rel":"self","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/6276901217242871418"},{"rel":"alternate","type":"text/html","href":"http:\/\/itpmpro.blogspot.com\/2012\/04\/decision-making-skills-in-project.html","title":"Decision Making Skills in Project Management"}],"author":[{"name":{"$t":"Unknown"},"email":{"$t":"noreply@blogger.com"},"gd$image":{"rel":"http://schemas.google.com/g/2005#thumbnail","width":"16","height":"16","src":"https:\/\/img1.blogblog.com\/img\/b16-rounded.gif"}}],"thr$total":{"$t":"34"}},{"id":{"$t":"tag:blogger.com,1999:blog-1130871870265736647.post-3807443949190742479"},"published":{"$t":"2012-04-21T19:58:00.000+07:00"},"updated":{"$t":"2012-04-30T20:00:40.353+07:00"},"category":[{"scheme":"http://www.blogger.com/atom/ns#","term":"Project Management Skills"}],"title":{"type":"text","$t":"Influencing Skills in Project Management"},"content":{"type":"html","$t":"Influencing is a strategy of sharing power and relying on interpersonal skills to get others to cooperate towards common goals.\u003Cbr \/\u003E\u003Cbr \/\u003EUsing the following guidelines can influence team members:\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003ELead by example, and follow through with commitments.\u003C\/li\u003E\u003Cli\u003EClarify how a decision will be made.\u003C\/li\u003E\u003Cli\u003EUse a flexible interpersonal style, adjust the style to the audience.\u003C\/li\u003E\u003Cli\u003EApply your power skillfully and cautiously. Think of long-term collaboration.\u003C\/li\u003E\u003C\/ul\u003ESource: Project Management of Body Knowledge (PMBOK® Guide)"},"link":[{"rel":"replies","type":"application/atom+xml","href":"http:\/\/itpmpro.blogspot.com\/feeds\/3807443949190742479\/comments\/default","title":"Post Comments"},{"rel":"replies","type":"text/html","href":"http:\/\/www.blogger.com\/comment.g?blogID=1130871870265736647\u0026postID=3807443949190742479","title":"4 Comments"},{"rel":"edit","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/3807443949190742479"},{"rel":"self","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/3807443949190742479"},{"rel":"alternate","type":"text/html","href":"http:\/\/itpmpro.blogspot.com\/2012\/04\/influencing-skills-in-project.html","title":"Influencing Skills in Project Management"}],"author":[{"name":{"$t":"Unknown"},"email":{"$t":"noreply@blogger.com"},"gd$image":{"rel":"http://schemas.google.com/g/2005#thumbnail","width":"16","height":"16","src":"https:\/\/img1.blogblog.com\/img\/b16-rounded.gif"}}],"thr$total":{"$t":"4"}},{"id":{"$t":"tag:blogger.com,1999:blog-1130871870265736647.post-2570382420494762683"},"published":{"$t":"2012-04-21T10:36:00.000+07:00"},"updated":{"$t":"2012-05-22T17:08:13.381+07:00"},"category":[{"scheme":"http://www.blogger.com/atom/ns#","term":"Project Management Skills"}],"title":{"type":"text","$t":"Communication Skills in Project Management"},"content":{"type":"html","$t":"Communication has been identified as one of the single biggest reasons for project success or failure. Effective communication within the project team and between the project manager, team members, and all external stakeholder is essential. Openness in communication is a gateway to teamwork and high performance. It improves relationship among project team members and creates mutual trust.\u003Cbr \/\u003E\u003Cbr \/\u003ETo communicate effectively, the project manager should be aware of the communication styles of other parties, cultural issues, relationships, personalities, and overall context of the situation. Awareness of these factors leads to mutual understanding and thus to effective communication. Project managers should identify various communication channels, understand what important they need to provide, what information they need to receive, and which interpersonal skills will help them communicate effectively with various project stakeholders. Carrying out team-building activities to determine team member communications styles (e.g. directive, collaborative, logical, explorer, etc), allows managers to plan their communications with appropriate sensitivity to relationship and cultural differences.\u003Cbr \/\u003E\u003Cbr \/\u003EListening is an important part of communication. Listening techniques, both active and effective give the user insight to problem areas, negotiation and conflict management strategies, decision making, and problem resolution.\u003Cbr \/\u003E\u003Cbr \/\u003EThe communication skills are common in the project management, such as:\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003EListening actively and effectively,\u003C\/li\u003E\u003Cli\u003EQuestioning, probing ideas and situations to ensure better understanding,\u003C\/li\u003E\u003Cli\u003EEducating to increase team's knowledge so that they can be more effective,\u003C\/li\u003E\u003Cli\u003EFact-finding to identify or confirm information,\u003C\/li\u003E\u003Cli\u003ESetting and managing expectations,\u003C\/li\u003E\u003Cli\u003EPersuading a person or organization to perform an action,\u003C\/li\u003E\u003Cli\u003ENegotiating to achieve mutually acceptable agreements between parties,\u003C\/li\u003E\u003Cli\u003EResolving conflict to prevent disruptive impacts, and\u003C\/li\u003E\u003Cli\u003ESummarizing, recapping, and identifying next steps.\u003C\/li\u003E\u003C\/ul\u003E\u003Cbr \/\u003ESource: Project Management of Body Knowledge (PMBOK® Guide)"},"link":[{"rel":"replies","type":"application/atom+xml","href":"http:\/\/itpmpro.blogspot.com\/feeds\/2570382420494762683\/comments\/default","title":"Post Comments"},{"rel":"replies","type":"text/html","href":"http:\/\/www.blogger.com\/comment.g?blogID=1130871870265736647\u0026postID=2570382420494762683","title":"1 Comments"},{"rel":"edit","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/2570382420494762683"},{"rel":"self","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/2570382420494762683"},{"rel":"alternate","type":"text/html","href":"http:\/\/itpmpro.blogspot.com\/2012\/04\/communication-skills-in-project.html","title":"Communication Skills in Project Management"}],"author":[{"name":{"$t":"Unknown"},"email":{"$t":"noreply@blogger.com"},"gd$image":{"rel":"http://schemas.google.com/g/2005#thumbnail","width":"16","height":"16","src":"https:\/\/img1.blogblog.com\/img\/b16-rounded.gif"}}],"thr$total":{"$t":"1"}},{"id":{"$t":"tag:blogger.com,1999:blog-1130871870265736647.post-5488654461368793390"},"published":{"$t":"2012-04-20T20:32:00.000+07:00"},"updated":{"$t":"2012-04-30T20:32:54.489+07:00"},"category":[{"scheme":"http://www.blogger.com/atom/ns#","term":"Project Management Skills"}],"title":{"type":"text","$t":"Negotiation Skills in Project Management"},"content":{"type":"html","$t":"Negotiation is a strategy of conferring with parties of shared or opposed interests with a view to compromise or reach an agreement. Negotiation is an integral part of project management and done well, increases the probability of project success.\u003Cbr \/\u003E\u003Cbr \/\u003EThe following skills and behaviors are useful in negotiating successfully:\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003EAnalyze the situation.\u003C\/li\u003E\u003Cli\u003EDifferentiate between wants and needs - both theirs and yours.\u003C\/li\u003E\u003Cli\u003EFocus on interests and issues rather than on positions.\u003C\/li\u003E\u003Cli\u003EAsk high and offer low, but be realistic.\u003C\/li\u003E\u003Cli\u003EWhen you make a concession, act as if your are yielding something of value, don't just give in.\u003C\/li\u003E\u003Cli\u003EAlways make sure both parties feel as if they have won. This is win-win negotiating. Never let the other party leave feeling as if he or she has had advantage taken of them.\u003C\/li\u003E\u003Cli\u003EDo a good job in listening and articulating.\u003C\/li\u003E\u003C\/ul\u003ESource: Project Management of Body Knowledge (PMBOK® Guide)\u0026nbsp;"},"link":[{"rel":"replies","type":"application/atom+xml","href":"http:\/\/itpmpro.blogspot.com\/feeds\/5488654461368793390\/comments\/default","title":"Post Comments"},{"rel":"replies","type":"text/html","href":"http:\/\/www.blogger.com\/comment.g?blogID=1130871870265736647\u0026postID=5488654461368793390","title":"4 Comments"},{"rel":"edit","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/5488654461368793390"},{"rel":"self","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/5488654461368793390"},{"rel":"alternate","type":"text/html","href":"http:\/\/itpmpro.blogspot.com\/2012\/04\/negotiation-skills-in-project.html","title":"Negotiation Skills in Project Management"}],"author":[{"name":{"$t":"Unknown"},"email":{"$t":"noreply@blogger.com"},"gd$image":{"rel":"http://schemas.google.com/g/2005#thumbnail","width":"16","height":"16","src":"https:\/\/img1.blogblog.com\/img\/b16-rounded.gif"}}],"thr$total":{"$t":"4"}},{"id":{"$t":"tag:blogger.com,1999:blog-1130871870265736647.post-8496444552880987008"},"published":{"$t":"2012-04-20T20:24:00.000+07:00"},"updated":{"$t":"2012-04-30T20:35:28.204+07:00"},"category":[{"scheme":"http://www.blogger.com/atom/ns#","term":"Project Management Skills"}],"title":{"type":"text","$t":"Political and Cultural Awareness Skills in Project Management"},"content":{"type":"html","$t":"Organizational politics are inevitable in project environments due to the diversity in norms, backgrounds and expectations of the people involved with a project. The skillful use of politics power helps the project manager to be successful. Conversely, ignoring or avoiding project politics and inappropriate use of power can lead to difficulty in managing projects.\u003Cbr \/\u003E\u003Cbr \/\u003EToday project managers operate in a global environment, and many projects exist in an environment of cultural diversity. By understanding and capitalizing on cultural differences, the project management team is more likely to create an environment of mutual trust and a win\/win atmosphere. Cultural differences can be both individual and corporate in nature and may both internal and external stakeholders. An effective way to manage this cultural diversity is through getting to know the various team members and the use of good communication planning as part of the overall project plan.\u003Cbr \/\u003E\u003Cbr \/\u003ECulture at a behavioral level includes those behaviors and expectations that occur independently of geography, ethnic heritage, or common and disparate languages. Culture can impact the speed of working, the decision-making process, and the impulse to act without appropriate planning. This may lead to conflict and stress in some organizations, thereby affecting the performance of project managers and project teams. \u003Cbr \/\u003E\u003Cbr \/\u003ESource: Project Management of Body Knowledge (PMBOK® Guide)"},"link":[{"rel":"replies","type":"application/atom+xml","href":"http:\/\/itpmpro.blogspot.com\/feeds\/8496444552880987008\/comments\/default","title":"Post Comments"},{"rel":"replies","type":"text/html","href":"http:\/\/www.blogger.com\/comment.g?blogID=1130871870265736647\u0026postID=8496444552880987008","title":"2 Comments"},{"rel":"edit","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/8496444552880987008"},{"rel":"self","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/8496444552880987008"},{"rel":"alternate","type":"text/html","href":"http:\/\/itpmpro.blogspot.com\/2012\/04\/political-and-cultural-awareness-skills.html","title":"Political and Cultural Awareness Skills in Project Management"}],"author":[{"name":{"$t":"Unknown"},"email":{"$t":"noreply@blogger.com"},"gd$image":{"rel":"http://schemas.google.com/g/2005#thumbnail","width":"16","height":"16","src":"https:\/\/img1.blogblog.com\/img\/b16-rounded.gif"}}],"thr$total":{"$t":"2"}},{"id":{"$t":"tag:blogger.com,1999:blog-1130871870265736647.post-4662130153983700473"},"published":{"$t":"2012-04-20T10:12:00.000+07:00"},"updated":{"$t":"2012-05-04T05:16:31.720+07:00"},"category":[{"scheme":"http://www.blogger.com/atom/ns#","term":"Project Management Skills"}],"title":{"type":"text","$t":"Motivation Skills in Project Management"},"content":{"type":"html","$t":"Project teams are comprised of team members with diverse backgrounds, expectations, and individual objectives. The overall success of project depends upon the project team's commitment, which is directly related to their level of motivation.\u003Cbr \/\u003E\u003Cbr \/\u003EMotivating in a project environment involves creating an environment to meet project objectives while offering maximum self-satisfaction related to what people value most. These values may include job satisfaction, challenging work, a sense of accomplishment, achievement and growth, sufficient financial compensation, and other rewards and recognition the individual considers necessary and important.\u003Cbr \/\u003E\u003Cbr \/\u003EGood project managers should understand the expectation of each team member. The different value of each people will determine how to motivate the team members to meet the project objective.\u003Cbr \/\u003E\u003Cbr \/\u003ESource: Project Management of Body Knowledge (PMBOK® Guide)"},"link":[{"rel":"replies","type":"application/atom+xml","href":"http:\/\/itpmpro.blogspot.com\/feeds\/4662130153983700473\/comments\/default","title":"Post Comments"},{"rel":"replies","type":"text/html","href":"http:\/\/www.blogger.com\/comment.g?blogID=1130871870265736647\u0026postID=4662130153983700473","title":"2 Comments"},{"rel":"edit","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/4662130153983700473"},{"rel":"self","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/4662130153983700473"},{"rel":"alternate","type":"text/html","href":"http:\/\/itpmpro.blogspot.com\/2012\/04\/motivation-skills-in-project-management.html","title":"Motivation Skills in Project Management"}],"author":[{"name":{"$t":"Unknown"},"email":{"$t":"noreply@blogger.com"},"gd$image":{"rel":"http://schemas.google.com/g/2005#thumbnail","width":"16","height":"16","src":"https:\/\/img1.blogblog.com\/img\/b16-rounded.gif"}}],"thr$total":{"$t":"2"}},{"id":{"$t":"tag:blogger.com,1999:blog-1130871870265736647.post-31516886970455946"},"published":{"$t":"2012-04-19T09:14:00.000+07:00"},"updated":{"$t":"2012-05-04T05:16:50.230+07:00"},"category":[{"scheme":"http://www.blogger.com/atom/ns#","term":"Project Management Skills"}],"title":{"type":"text","$t":"Team Building Skills in Project Management"},"content":{"type":"html","$t":"Team building is the process of helping a group of individuals, bound by a common sense of purpose, to work interdependently with each other, the leader, external stakeholders, and the organization. The result of good leadership and good team building is teamwork.\u003Cbr \/\u003E\u003Cbr \/\u003ETeam building activities consist of tasks (establish goals, define, and negotiate roles and procedures) and processes (interpersonal behavior with emphasis on communication, conflict management, motivation, and leadership). Developing a team environment involves handling project team problems and discussing these as team issues without placing blame on individuals. Team building can be further enhanced by obtaining top management support, encouraging team member commitment, introducing appropriate rewards, recognition and ethics, creating a team identity, managing conflicts effectively, promoting trust and open communication among team members, and providing leadership.\u003Cbr \/\u003E\u003Cbr \/\u003EWhile team building is essential during the front end of a project, it is an ongoing process. Changes in a project environment are inevitable. To manage these changes effectively, a continued or renewed team building effort is required. Outcomes of team building include mutual trust, high quality of information exchange, better decision making, and effective project control.\u003Cbr \/\u003E\u003Cbr \/\u003ESource: Project Management Body of Knowledge (PMBOK® Guide)"},"link":[{"rel":"replies","type":"application/atom+xml","href":"http:\/\/itpmpro.blogspot.com\/feeds\/31516886970455946\/comments\/default","title":"Post Comments"},{"rel":"replies","type":"text/html","href":"http:\/\/www.blogger.com\/comment.g?blogID=1130871870265736647\u0026postID=31516886970455946","title":"5 Comments"},{"rel":"edit","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/31516886970455946"},{"rel":"self","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/31516886970455946"},{"rel":"alternate","type":"text/html","href":"http:\/\/itpmpro.blogspot.com\/2012\/04\/team-building-skills-in-project.html","title":"Team Building Skills in Project Management"}],"author":[{"name":{"$t":"Unknown"},"email":{"$t":"noreply@blogger.com"},"gd$image":{"rel":"http://schemas.google.com/g/2005#thumbnail","width":"16","height":"16","src":"https:\/\/img1.blogblog.com\/img\/b16-rounded.gif"}}],"thr$total":{"$t":"5"}},{"id":{"$t":"tag:blogger.com,1999:blog-1130871870265736647.post-557244512272395959"},"published":{"$t":"2012-04-18T08:46:00.000+07:00"},"updated":{"$t":"2012-05-04T05:17:01.732+07:00"},"category":[{"scheme":"http://www.blogger.com/atom/ns#","term":"Project Management Skills"}],"title":{"type":"text","$t":"Leadership Skills of Project Managers"},"content":{"type":"html","$t":"Leadership is one of the important interpersonal skills for project managers. Leadership involves focusing the efforts of a group of people toward a common goal and enabling them to work as a team.\u003Cbr \/\u003EIn general terms, leadership is the ability to get things done through others. Respect and trust, rather than fear and submission, are the key elements of effective leadership.\u003Cbr \/\u003E\u003Cbr \/\u003EAlthough important throughout all project phases, effective leadership is critical during the beginning phases of a project when the emphasis is on communication the vision and motivating and inspiring project participants to achieve high performance.\u003Cbr \/\u003E\u003Cbr \/\u003EProject managers with a strong leadership skill have the ability to force a clear project objective, to create and manage a  comprehensive statement of scope, to differentiate between requirements  and expectations and manage both, to analyze and manage risks, to define  and enforce a clear review and approval process for deliverables, and  to build cohesive team out of a temporary group of employees. \u003Cbr \/\u003E\u003Cbr \/\u003EThroughout the project, the project team leaders are responsible for establishing and maintaining the vision, strategy, and communications; fostering trust and team building; influencing, mentoring, and monitoring; and evaluating the performance of the team and the project.\u003Cbr \/\u003E\u003Cbr \/\u003E"},"link":[{"rel":"replies","type":"application/atom+xml","href":"http:\/\/itpmpro.blogspot.com\/feeds\/557244512272395959\/comments\/default","title":"Post Comments"},{"rel":"replies","type":"text/html","href":"http:\/\/www.blogger.com\/comment.g?blogID=1130871870265736647\u0026postID=557244512272395959","title":"2 Comments"},{"rel":"edit","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/557244512272395959"},{"rel":"self","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/557244512272395959"},{"rel":"alternate","type":"text/html","href":"http:\/\/itpmpro.blogspot.com\/2012\/04\/leadership-skills-of-project-managers.html","title":"Leadership Skills of Project Managers"}],"author":[{"name":{"$t":"Unknown"},"email":{"$t":"noreply@blogger.com"},"gd$image":{"rel":"http://schemas.google.com/g/2005#thumbnail","width":"16","height":"16","src":"https:\/\/img1.blogblog.com\/img\/b16-rounded.gif"}}],"thr$total":{"$t":"2"}},{"id":{"$t":"tag:blogger.com,1999:blog-1130871870265736647.post-2251724883252555236"},"published":{"$t":"2012-04-17T06:17:00.002+07:00"},"updated":{"$t":"2012-05-13T02:45:32.119+07:00"},"category":[{"scheme":"http://www.blogger.com/atom/ns#","term":"Project Management Maturity"}],"title":{"type":"text","$t":"Project Management Maturity Model (PMMM)"},"content":{"type":"html","$t":"The Project Management Maturity Model (PMMM) adapt the five-level Capability Maturity Model (CMM) to the process and practice of the project management. It provides a validated foundation for the improvement of both the process of project management and practice of using and adopting that process.\u003Cbr \/\u003E\u003Col\u003E\u003Cli\u003E\u003Cb\u003ELevel 1: Initial Process\u003C\/b\u003E\u003Cbr \/\u003EThere are no standards and project management processes are adhoc. There may be an awareness of practices followed by other projects, but their use is entirely at the discretion of the project manager.\u003Cbr \/\u003EThe characteristics of the Initial Process:\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003EThere is no defined and documented process in place.\u003C\/li\u003E\u003Cli\u003EProject managers and team act in an adhoc manner when process activities are needed.\u003C\/li\u003E\u003Cli\u003EProcesses and practices may be taken from prior experiences or knowledge possessed by one of the team members.\u003C\/li\u003E\u003C\/ul\u003E\u003C\/li\u003E\u003Cli\u003E\u003Cb\u003ELevel 2: Structured Process\u003C\/b\u003E\u003Cbr \/\u003ESome project management processes exist within the organization and most are documented. However, there is no requirement that projects use these practices. Project teams will use these processes when it suits their needs even though management encourages their use. Status reporting of project progress against plans is adhoc and not consistent across projects.\u003Cbr \/\u003EThe characteristics of the Structured Process:\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003EThere are defined and documented processes in place for team use.\u003C\/li\u003E\u003Cli\u003EProject managers and teams use the defined processes at their discretion.\u003C\/li\u003E\u003Cli\u003ECritical mission projects are often required to use the documented processes.\u003C\/li\u003E\u003C\/ul\u003E\u003C\/li\u003E\u003Cli\u003E\u003Cb\u003ELevel 3: Institutionalized Process\u003C\/b\u003E\u003Cbr \/\u003EThe standard allows for the adaptation of the processes and practices to the particular characteristics of the project.\u003Cbr \/\u003EThe characteristics of the Institutionalized Process:\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003EThere is a comprehensive defined and documented process in place that is used by all projects.\u003C\/li\u003E\u003Cli\u003EThere is support available to teams needing help with the standard processes.\u003C\/li\u003E\u003Cli\u003EThere is a monitoring and control function in place to assure compliance with standard process. \u003C\/li\u003E\u003C\/ul\u003E\u003C\/li\u003E\u003Cli\u003E\u003Cb\u003ELevel 4: Managed Process\u003C\/b\u003E\u003Cbr \/\u003EProject management and other corporate management systems are integrated. There are metrics in place to compare performance across the project portfolio. Senior management understands its role in managing the project portfolio.\u003Cbr \/\u003EThe characteristics of the Managed Process:\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003EThe process is integrated into other business processes and practices.\u003C\/li\u003E\u003Cli\u003EManagement decisions on individual projects have an organizational perspective.\u003C\/li\u003E\u003Cli\u003ELesson learned and best practices are captured and made available to other projects.\u003C\/li\u003E\u003C\/ul\u003E\u003C\/li\u003E\u003Cli\u003E\u003Cb\u003ELevel 5: Optimizing Process\u003C\/b\u003E\u003Cbr \/\u003EThe level 5 maturity is focus on improvement of the project management process. Processes are in place to identify and take action on performance issues related to the process, and to incorporate best practices and lessons learned as feedback to project management process improvement.\u003Cbr \/\u003EThe characteristics of the Optimizing Process:\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003EProject performance is collected and used to identify areas for improvement initiatives.\u003C\/li\u003E\u003Cli\u003EThere is a program in place to continuously collect and analyze process performance data and use it to improve process.\u003C\/li\u003E\u003Cli\u003ELesson learned and best practices are used to improve the process.\u003C\/li\u003E\u003C\/ul\u003E\u003C\/li\u003E\u003C\/ol\u003E"},"link":[{"rel":"replies","type":"application/atom+xml","href":"http:\/\/itpmpro.blogspot.com\/feeds\/2251724883252555236\/comments\/default","title":"Post Comments"},{"rel":"replies","type":"text/html","href":"http:\/\/www.blogger.com\/comment.g?blogID=1130871870265736647\u0026postID=2251724883252555236","title":"1 Comments"},{"rel":"edit","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/2251724883252555236"},{"rel":"self","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/2251724883252555236"},{"rel":"alternate","type":"text/html","href":"http:\/\/itpmpro.blogspot.com\/2012\/04\/project-management-maturity-model-pmmm.html","title":"Project Management Maturity Model (PMMM)"}],"author":[{"name":{"$t":"Unknown"},"email":{"$t":"noreply@blogger.com"},"gd$image":{"rel":"http://schemas.google.com/g/2005#thumbnail","width":"16","height":"16","src":"https:\/\/img1.blogblog.com\/img\/b16-rounded.gif"}}],"thr$total":{"$t":"1"}},{"id":{"$t":"tag:blogger.com,1999:blog-1130871870265736647.post-244583664253662464"},"published":{"$t":"2012-04-14T21:21:00.000+07:00"},"updated":{"$t":"2012-05-13T02:44:56.766+07:00"},"category":[{"scheme":"http://www.blogger.com/atom/ns#","term":"Project Management Skills"}],"title":{"type":"text","$t":"Three Types of Project Manager Skills"},"content":{"type":"html","$t":"A successful project manager needs three types of skill: technical project management skills, project leadership skills, and general management skills.\u003Cbr \/\u003E\u003Cbr \/\u003E\u003Cb\u003ETechnical Project Management Skills\u003C\/b\u003E\u003Cbr \/\u003EProject managers need to have mastered the technical requirements of the job. These include planning skills such as the ability to develop work breakdown structure, identify dependencies, gather and assess estimates, analyze risks, assign and level resources, and build a project plan. They also include project execution skills such as the ability to gather and evaluate status data, develop estimates at completion, prepare meaningful status reports, and track progress.\u003Cbr \/\u003E\u003Cbr \/\u003E\u003Cb\u003EProject Leadership Skills\u003C\/b\u003E\u003Cbr \/\u003EThese skills are typically called \"soft\" skills because they involve managing relationship and the expectations of project participants. However, there is difference between general soft skills, discussed in the next section, and the specific skills needed by a project manager. The later include such skills as the ability to force a clear project objective, to create and manage a comprehensive statement of scope, to differentiate between requirements and expectations and manage both, to analyze and manage risks, to define and enforce a clear review and approval process for deliverables, and to build cohesive team out of a temporary group of employees.\u003Cbr \/\u003E\u003Cbr \/\u003E\u003Cb\u003EGeneral Management Skills\u003C\/b\u003E\u003Cbr \/\u003EProject managers also need the general skills used by all effective managers. These include such abilities as listening, goal-setting, delegation, communications, time management, meeting management, and negotiation.\u003Cbr \/\u003E\u003Cbr \/\u003E"},"link":[{"rel":"replies","type":"application/atom+xml","href":"http:\/\/itpmpro.blogspot.com\/feeds\/244583664253662464\/comments\/default","title":"Post Comments"},{"rel":"replies","type":"text/html","href":"http:\/\/www.blogger.com\/comment.g?blogID=1130871870265736647\u0026postID=244583664253662464","title":"0 Comments"},{"rel":"edit","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/244583664253662464"},{"rel":"self","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/244583664253662464"},{"rel":"alternate","type":"text/html","href":"http:\/\/itpmpro.blogspot.com\/2012\/04\/project-managers-must-haveskills.html","title":"Three Types of Project Manager Skills"}],"author":[{"name":{"$t":"Unknown"},"email":{"$t":"noreply@blogger.com"},"gd$image":{"rel":"http://schemas.google.com/g/2005#thumbnail","width":"16","height":"16","src":"https:\/\/img1.blogblog.com\/img\/b16-rounded.gif"}}],"thr$total":{"$t":"0"}},{"id":{"$t":"tag:blogger.com,1999:blog-1130871870265736647.post-7318301145527053731"},"published":{"$t":"2012-03-10T05:14:00.000+07:00"},"updated":{"$t":"2012-05-13T02:48:56.772+07:00"},"category":[{"scheme":"http://www.blogger.com/atom/ns#","term":"Project Management Office"}],"title":{"type":"text","$t":"Project Manager vs. PMO"},"content":{"type":"html","$t":"Project manager and PMO pursue different objectives, as such, are driven by different requirements. All of these efforts, however, are aligned with the strategic needs of the organization.\u003Cbr \/\u003E\u003Cbr \/\u003EAccording to the Project Management Body of Knowledge\u0026nbsp; (PMBOK), the differences between the role of project manager and PMO may include the following:\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003EThe project manager focuses on the specified project objectives, while the PMO manages major program scope changes which may seen as potential opportunities to better achieve business objectives.\u003C\/li\u003E\u003Cli\u003EThe project manager controls the assigned project resources to best meet project objectives while the PMO optimizes the use of shared organizational resources across all projects.\u003C\/li\u003E\u003Cli\u003EThe project manager manages the constraints (scope, schedule, cost, and quality, etc.) of the individual projects while the PMO manages the methodologies, standards, overall risk\/opportunity, and interdependencies among projects at the enterprise level.\u003C\/li\u003E\u003C\/ul\u003E\u003Cbr \/\u003E"},"link":[{"rel":"replies","type":"application/atom+xml","href":"http:\/\/itpmpro.blogspot.com\/feeds\/7318301145527053731\/comments\/default","title":"Post Comments"},{"rel":"replies","type":"text/html","href":"http:\/\/www.blogger.com\/comment.g?blogID=1130871870265736647\u0026postID=7318301145527053731","title":"0 Comments"},{"rel":"edit","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/7318301145527053731"},{"rel":"self","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/7318301145527053731"},{"rel":"alternate","type":"text/html","href":"http:\/\/itpmpro.blogspot.com\/2012\/03\/project-manager-vs-pmo.html","title":"Project Manager vs. PMO"}],"author":[{"name":{"$t":"Unknown"},"email":{"$t":"noreply@blogger.com"},"gd$image":{"rel":"http://schemas.google.com/g/2005#thumbnail","width":"16","height":"16","src":"https:\/\/img1.blogblog.com\/img\/b16-rounded.gif"}}],"thr$total":{"$t":"0"}},{"id":{"$t":"tag:blogger.com,1999:blog-1130871870265736647.post-730768311557607557"},"published":{"$t":"2012-03-08T05:13:00.000+07:00"},"updated":{"$t":"2012-05-13T02:49:13.828+07:00"},"category":[{"scheme":"http://www.blogger.com/atom/ns#","term":"Project Management Office"}],"title":{"type":"text","$t":"Responsibility of PMO"},"content":{"type":"html","$t":"Project Management Office (PMO) is an organizational body or entity assigned various responsibilities related to the centralized and coordinated management of those projects under its domain. The responsibilities of a PMO can range from\u0026nbsp; providing project management support functions to actually being responsible for the direct management of a project.\u003Cbr \/\u003E\u003Cbr \/\u003EPMO may be delegated the authority to act as an integral stakeholder and a key decision maker during the beginning of each project, to make recommendations, or to terminate projects or take other actions as required to keep business objectives consistent. In addition, the PMO may be involved in the selection, management, and deployment of shared or dedicated project resources.\u003Cbr \/\u003E\u003Cbr \/\u003EAccording to the Project Management Body of Knowledge\u0026nbsp; (PMBOK), the primary responsibility of PMO is to support project managers in a variety of ways which may include, but are not limited to:\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003EManaging shared resources across all projects administered by PMO;\u003C\/li\u003E\u003Cli\u003EIdentifying and developing project management methodology, best practices, and standards;\u003C\/li\u003E\u003Cli\u003ECoaching, mentoring, training, and oversight;\u003C\/li\u003E\u003Cli\u003EMonitoring compliance with project management standards, policies, procedures, and templates via project audits;\u003C\/li\u003E\u003Cli\u003EDeveloping and managing project policies, procedures, templates, and other shared documentation (organizational process assets); and\u003C\/li\u003E\u003Cli\u003ECoordinating communication across projects.\u003C\/li\u003E\u003C\/ul\u003E\u003Cbr \/\u003E"},"link":[{"rel":"replies","type":"application/atom+xml","href":"http:\/\/itpmpro.blogspot.com\/feeds\/730768311557607557\/comments\/default","title":"Post Comments"},{"rel":"replies","type":"text/html","href":"http:\/\/www.blogger.com\/comment.g?blogID=1130871870265736647\u0026postID=730768311557607557","title":"1 Comments"},{"rel":"edit","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/730768311557607557"},{"rel":"self","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/730768311557607557"},{"rel":"alternate","type":"text/html","href":"http:\/\/itpmpro.blogspot.com\/2012\/03\/responsibility-of-pmo.html","title":"Responsibility of PMO"}],"author":[{"name":{"$t":"Unknown"},"email":{"$t":"noreply@blogger.com"},"gd$image":{"rel":"http://schemas.google.com/g/2005#thumbnail","width":"16","height":"16","src":"https:\/\/img1.blogblog.com\/img\/b16-rounded.gif"}}],"thr$total":{"$t":"1"}},{"id":{"$t":"tag:blogger.com,1999:blog-1130871870265736647.post-5882962822704244351"},"published":{"$t":"2011-06-10T10:30:00.000+07:00"},"updated":{"$t":"2012-05-04T10:32:38.905+07:00"},"category":[{"scheme":"http://www.blogger.com/atom/ns#","term":"Project Closure"}],"title":{"type":"text","$t":"Project Closure\/Closing Activities"},"content":{"type":"html","$t":"Project closure is the process of finalizing all activities across all of the project management process groups to formally complete the project or phase.\u003Cbr \/\u003E\u003Cbr \/\u003EAt the project closure, the following activities may occur:\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003E\u0026nbsp;\u0026nbsp;\u0026nbsp; Obtain acceptance by the customer or sponsor,\u003C\/li\u003E\u003Cli\u003E\u0026nbsp;\u0026nbsp;\u0026nbsp; Conduct post-project or phase-end review,\u003C\/li\u003E\u003Cli\u003E\u0026nbsp;\u0026nbsp;\u0026nbsp; Record impacts of tailoring to any process,\u003C\/li\u003E\u003Cli\u003E\u0026nbsp;\u0026nbsp;\u0026nbsp; Document lesson learned,\u003C\/li\u003E\u003Cli\u003E\u0026nbsp;\u0026nbsp;\u0026nbsp; Apply appropriate updates to organizational process assets,\u003C\/li\u003E\u003Cli\u003E\u0026nbsp;\u0026nbsp;\u0026nbsp; Archive all relevant project documents in the Project Management Information System (PMIS) to be used as historical data, and\u003C\/li\u003E\u003Cli\u003E\u0026nbsp;\u0026nbsp;\u0026nbsp; Close out procurements.\u003C\/li\u003E\u003C\/ul\u003E\u003Cbr \/\u003E"},"link":[{"rel":"replies","type":"application/atom+xml","href":"http:\/\/itpmpro.blogspot.com\/feeds\/5882962822704244351\/comments\/default","title":"Post Comments"},{"rel":"replies","type":"text/html","href":"http:\/\/www.blogger.com\/comment.g?blogID=1130871870265736647\u0026postID=5882962822704244351","title":"1 Comments"},{"rel":"edit","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/5882962822704244351"},{"rel":"self","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/5882962822704244351"},{"rel":"alternate","type":"text/html","href":"http:\/\/itpmpro.blogspot.com\/2011\/06\/project-closureclosing-activities.html","title":"Project Closure\/Closing Activities"}],"author":[{"name":{"$t":"Unknown"},"email":{"$t":"noreply@blogger.com"},"gd$image":{"rel":"http://schemas.google.com/g/2005#thumbnail","width":"16","height":"16","src":"https:\/\/img1.blogblog.com\/img\/b16-rounded.gif"}}],"thr$total":{"$t":"1"}},{"id":{"$t":"tag:blogger.com,1999:blog-1130871870265736647.post-2473758468290057726"},"published":{"$t":"2011-03-30T16:59:00.000+07:00"},"updated":{"$t":"2012-05-22T16:59:31.490+07:00"},"category":[{"scheme":"http://www.blogger.com/atom/ns#","term":"knowledge area"}],"title":{"type":"text","$t":"Project Procurement Management"},"content":{"type":"html","$t":"Project Procurement Management includes the processes necessary to purchase or acquire products, services, or results needed from outside the project team. The organization can be either the buyer or seller of the products, services, or results of a project.\u003Cbr \/\u003E\u003Cbr \/\u003EProject Procurement Management includes the contract management and change control processes required to develop and administer contracts or purchase orders issued by authorized project team members.\u003Cbr \/\u003E\u003Cbr \/\u003EProject Procurement Management also includes administering any contract issued by an outside organization (the buyer) that is acquiring the project from the performing organization (the seller), and administering contractual obligations placed on the project team by the contract.\u003Cbr \/\u003E\u003Cbr \/\u003EAccording to PMBOK, there are four processes in the Project Procurement Management, which are:\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003E\u003Cb\u003EPlan Procurements\u003C\/b\u003E. The process of documenting project purchasing decisions, specifying the approach, identifying potential sellers.\u003C\/li\u003E\u003Cli\u003E\u003Cb\u003EConduct Procurements\u003C\/b\u003E. The process of obtaining seller responses, selecting a seller, and awarding a contract.\u003C\/li\u003E\u003Cli\u003E\u003Cb\u003EAdminister Procurements\u003C\/b\u003E. The process of managing procurement relationships, monitoring contract performance, and making changes and corrections as needed.\u003C\/li\u003E\u003Cli\u003E\u003Cb\u003EClose Procurements\u003C\/b\u003E. The process of completing each project procurement. \u003C\/li\u003E\u003C\/ul\u003E"},"link":[{"rel":"replies","type":"application/atom+xml","href":"http:\/\/itpmpro.blogspot.com\/feeds\/2473758468290057726\/comments\/default","title":"Post Comments"},{"rel":"replies","type":"text/html","href":"http:\/\/www.blogger.com\/comment.g?blogID=1130871870265736647\u0026postID=2473758468290057726","title":"0 Comments"},{"rel":"edit","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/2473758468290057726"},{"rel":"self","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/2473758468290057726"},{"rel":"alternate","type":"text/html","href":"http:\/\/itpmpro.blogspot.com\/2011\/03\/project-procurement-management.html","title":"Project Procurement Management"}],"author":[{"name":{"$t":"Unknown"},"email":{"$t":"noreply@blogger.com"},"gd$image":{"rel":"http://schemas.google.com/g/2005#thumbnail","width":"16","height":"16","src":"https:\/\/img1.blogblog.com\/img\/b16-rounded.gif"}}],"thr$total":{"$t":"0"}},{"id":{"$t":"tag:blogger.com,1999:blog-1130871870265736647.post-2672348886891762340"},"published":{"$t":"2011-03-29T20:45:00.000+07:00"},"updated":{"$t":"2012-05-22T12:47:40.252+07:00"},"category":[{"scheme":"http://www.blogger.com/atom/ns#","term":"knowledge area"}],"title":{"type":"text","$t":"Project Quality Management"},"content":{"type":"html","$t":"Project Quality Management includes the processes and activities of the performing organization that determine quality policies, objectives, and responsibilities so that the project will satisfy the needs for which it was undertaken. It implements the quality management system through policy and procedures with continuous process improvement activities conducted throughout, as appropriate.\u003Cbr \/\u003E\u003Cbr \/\u003EAccording to the PMBOK, there are three processes in the Project Quality Management, which are:\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003E\u003Cb\u003EPlan Quality\u003C\/b\u003E. The process of identifying quality requirements and\/or standards for the project and product, and documenting how the project will demonstrate compliance.\u003C\/li\u003E\u003Cli\u003E\u003Cb\u003EPerform Quality Assurance\u003C\/b\u003E. The process of auditing the quality requirements and the results from quality control measurements to ensure appropriate quality standards and operational definitions are used.\u003C\/li\u003E\u003Cli\u003E\u003Cb\u003EPerform Quality Control\u003C\/b\u003E. The process of monitoring and recording results of executing the quality activities to assess performance and recommend necessary changes.\u003C\/li\u003E\u003C\/ul\u003E"},"link":[{"rel":"replies","type":"application/atom+xml","href":"http:\/\/itpmpro.blogspot.com\/feeds\/2672348886891762340\/comments\/default","title":"Post Comments"},{"rel":"replies","type":"text/html","href":"http:\/\/www.blogger.com\/comment.g?blogID=1130871870265736647\u0026postID=2672348886891762340","title":"0 Comments"},{"rel":"edit","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/2672348886891762340"},{"rel":"self","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/2672348886891762340"},{"rel":"alternate","type":"text/html","href":"http:\/\/itpmpro.blogspot.com\/2011\/03\/project-quality-management.html","title":"Project Quality Management"}],"author":[{"name":{"$t":"Unknown"},"email":{"$t":"noreply@blogger.com"},"gd$image":{"rel":"http://schemas.google.com/g/2005#thumbnail","width":"16","height":"16","src":"https:\/\/img1.blogblog.com\/img\/b16-rounded.gif"}}],"thr$total":{"$t":"0"}},{"id":{"$t":"tag:blogger.com,1999:blog-1130871870265736647.post-876559179682693759"},"published":{"$t":"2011-03-26T20:34:00.000+07:00"},"updated":{"$t":"2012-05-22T12:47:56.619+07:00"},"category":[{"scheme":"http://www.blogger.com/atom/ns#","term":"knowledge area"}],"title":{"type":"text","$t":"Project Cost Management"},"content":{"type":"html","$t":"Project Cost Management includes the processes involved in estimating, budgeting, and controlling costs so that the project can be completed within the approved budget.\u003Cbr \/\u003E\u003Cbr \/\u003EAccording to the PMBOK, there are three processes in the Project Cost Management, which are:\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003E\u003Cb\u003EEstimate Costs\u003C\/b\u003E. The processes of developing and approximation of the monetary resources needed to complete project activities.\u003C\/li\u003E\u003Cli\u003E\u003Cb\u003EDetermine Budget\u003C\/b\u003E. The processes of aggregating the estimated costs of individual activities or work packages to establish an authorized cost baseline.\u003C\/li\u003E\u003Cli\u003E\u003Cb\u003EControl Costs\u003C\/b\u003E. The process of monitoring the status of the project to update the project budget and managing changes to the cost baseline.\u003C\/li\u003E\u003C\/ul\u003E"},"link":[{"rel":"replies","type":"application/atom+xml","href":"http:\/\/itpmpro.blogspot.com\/feeds\/876559179682693759\/comments\/default","title":"Post Comments"},{"rel":"replies","type":"text/html","href":"http:\/\/www.blogger.com\/comment.g?blogID=1130871870265736647\u0026postID=876559179682693759","title":"0 Comments"},{"rel":"edit","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/876559179682693759"},{"rel":"self","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/876559179682693759"},{"rel":"alternate","type":"text/html","href":"http:\/\/itpmpro.blogspot.com\/2011\/03\/project-cost-management.html","title":"Project Cost Management"}],"author":[{"name":{"$t":"Unknown"},"email":{"$t":"noreply@blogger.com"},"gd$image":{"rel":"http://schemas.google.com/g/2005#thumbnail","width":"16","height":"16","src":"https:\/\/img1.blogblog.com\/img\/b16-rounded.gif"}}],"thr$total":{"$t":"0"}},{"id":{"$t":"tag:blogger.com,1999:blog-1130871870265736647.post-3033558430534770223"},"published":{"$t":"2011-03-25T12:56:00.000+07:00"},"updated":{"$t":"2012-05-22T12:56:30.865+07:00"},"category":[{"scheme":"http://www.blogger.com/atom/ns#","term":"knowledge area"}],"title":{"type":"text","$t":"Project Risk Management"},"content":{"type":"html","$t":"Project Risk Management includes the processes of conducting risk management planning, identification, analysis, response planning, and monitoring and control on a project. The objectives of Project Risk Management are to increase the probability and impact of positive events, and decrease the probability and impact of negative events in the project.\u003Cbr \/\u003E\u003Cbr \/\u003EAccording to PMBOK, there are six processes in the Project Risk Management, which are:\u003Cbr \/\u003E\u003Col\u003E\u003Cli\u003E\u003Cb\u003EPlan Risk Management\u003C\/b\u003E. The process of defining how to conduct risk management activities for a project.\u003C\/li\u003E\u003Cli\u003E\u003Cb\u003EIdentify Risks\u003C\/b\u003E. The process of determining which risks may affect the project and documenting their characteristics.\u003C\/li\u003E\u003Cli\u003E\u003Cb\u003EPerform Qualitative Risk Analysis\u003C\/b\u003E. The process of prioritizing risks for further analysis or action by assessing and combining their probability of occurrence and impact.\u003C\/li\u003E\u003Cli\u003E\u003Cb\u003EPerform Quantitative Risk Analysis\u003C\/b\u003E. The process of numerically analyzing the effect of identified risks on overall project objectives.\u003C\/li\u003E\u003Cli\u003E\u003Cb\u003EPlan Risk Responses\u003C\/b\u003E. The process of developing options and actions to enhance opportunities and to reduce threats to project objectives.\u003C\/li\u003E\u003Cli\u003E\u003Cb\u003EMonitor and Control Risks\u003C\/b\u003E. The process of implementing risk response plans, tracking identified risks, monitoring residual risks, identifying new risks, and evaluating risk process effectiveness throughout the project.\u003C\/li\u003E\u003C\/ol\u003E"},"link":[{"rel":"replies","type":"application/atom+xml","href":"http:\/\/itpmpro.blogspot.com\/feeds\/3033558430534770223\/comments\/default","title":"Post Comments"},{"rel":"replies","type":"text/html","href":"http:\/\/www.blogger.com\/comment.g?blogID=1130871870265736647\u0026postID=3033558430534770223","title":"0 Comments"},{"rel":"edit","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/3033558430534770223"},{"rel":"self","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/3033558430534770223"},{"rel":"alternate","type":"text/html","href":"http:\/\/itpmpro.blogspot.com\/2011\/03\/project-risk-management.html","title":"Project Risk Management"}],"author":[{"name":{"$t":"Unknown"},"email":{"$t":"noreply@blogger.com"},"gd$image":{"rel":"http://schemas.google.com/g/2005#thumbnail","width":"16","height":"16","src":"https:\/\/img1.blogblog.com\/img\/b16-rounded.gif"}}],"thr$total":{"$t":"0"}},{"id":{"$t":"tag:blogger.com,1999:blog-1130871870265736647.post-4802329582263429208"},"published":{"$t":"2011-03-24T20:26:00.000+07:00"},"updated":{"$t":"2012-05-22T12:46:54.826+07:00"},"category":[{"scheme":"http://www.blogger.com/atom/ns#","term":"knowledge area"}],"title":{"type":"text","$t":"Project Time Management"},"content":{"type":"html","$t":"Project Time Management includes the processes required to manage timely completion of the project.\u003Cbr \/\u003E\u003Cbr \/\u003EAccording to the PMBOK, there are six processes in the Project Time Management, which are:\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003E\u003Cb\u003EDefine Activities\u003C\/b\u003E. The process of identifying the specific actions to be performed to produce the project deliverables.\u003C\/li\u003E\u003Cli\u003E\u003Cb\u003ESequence Activities\u003C\/b\u003E. The process of identifying and documenting relationships among the project activities.\u003C\/li\u003E\u003Cli\u003E\u003Cb\u003EEstimate Activity Resources\u003C\/b\u003E. The process of estimating the type and quantities of material, people, equipment, or supplies required to perform each activity.\u003C\/li\u003E\u003Cli\u003E\u003Cb\u003EEstimate Activity Durations\u003C\/b\u003E. The process of approximating the number of work periods needed to complete individual activities with estimated resources.\u003C\/li\u003E\u003Cli\u003E\u003Cb\u003EDevelop Schedule\u003C\/b\u003E. The process of analyzing activity sequences, durations, resource requirements, and schedule constraints to create the project schedule.\u003C\/li\u003E\u003Cli\u003E\u003Cb\u003EControl Schedule\u003C\/b\u003E. The process of monitoring the status of the project to update project progress and managing changes to the schedule baseline.\u003C\/li\u003E\u003C\/ul\u003E"},"link":[{"rel":"replies","type":"application/atom+xml","href":"http:\/\/itpmpro.blogspot.com\/feeds\/4802329582263429208\/comments\/default","title":"Post Comments"},{"rel":"replies","type":"text/html","href":"http:\/\/www.blogger.com\/comment.g?blogID=1130871870265736647\u0026postID=4802329582263429208","title":"1 Comments"},{"rel":"edit","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/4802329582263429208"},{"rel":"self","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/4802329582263429208"},{"rel":"alternate","type":"text/html","href":"http:\/\/itpmpro.blogspot.com\/2011\/03\/project-time-management.html","title":"Project Time Management"}],"author":[{"name":{"$t":"Unknown"},"email":{"$t":"noreply@blogger.com"},"gd$image":{"rel":"http://schemas.google.com/g/2005#thumbnail","width":"16","height":"16","src":"https:\/\/img1.blogblog.com\/img\/b16-rounded.gif"}}],"thr$total":{"$t":"1"}},{"id":{"$t":"tag:blogger.com,1999:blog-1130871870265736647.post-2151095517772587963"},"published":{"$t":"2011-03-23T20:14:00.000+07:00"},"updated":{"$t":"2012-05-22T12:48:10.585+07:00"},"category":[{"scheme":"http://www.blogger.com/atom/ns#","term":"knowledge area"}],"title":{"type":"text","$t":"Project Scope Management"},"content":{"type":"html","$t":"Project Scope Management includes the processes required to ensure that the project includes all the work required, and only the work required,\u0026nbsp; to complete the project successfully. Managing the project scope is primarily concerned with defining and controlling what is and is not included in the project.\u003Cbr \/\u003E\u003Cbr \/\u003EAccording to the PMBOK, there are five processes in the Project Scope Management, which are:\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003E\u003Cb\u003ECollect Requirements\u003C\/b\u003E. The process of defining and documenting stakeholders' need to meet the project objectives.\u003C\/li\u003E\u003Cli\u003E\u003Cb\u003EDefine Scope\u003C\/b\u003E. The process of developing a detailed description of the project and product.\u003C\/li\u003E\u003Cli\u003E\u003Cb\u003ECreate WBS\u003C\/b\u003E. The process of subdividing project deliverables and project work into smaller, more manageable components.\u003C\/li\u003E\u003Cli\u003E\u003Cb\u003EVerify Scope\u003C\/b\u003E. The process of formalizing acceptance of the completed project deliverables.\u003C\/li\u003E\u003Cli\u003E\u003Cb\u003EControl Scope\u003C\/b\u003E. The process of monitoring the status of the project and product scope and managing changes to the scope baseline.\u003C\/li\u003E\u003C\/ul\u003E"},"link":[{"rel":"replies","type":"application/atom+xml","href":"http:\/\/itpmpro.blogspot.com\/feeds\/2151095517772587963\/comments\/default","title":"Post Comments"},{"rel":"replies","type":"text/html","href":"http:\/\/www.blogger.com\/comment.g?blogID=1130871870265736647\u0026postID=2151095517772587963","title":"0 Comments"},{"rel":"edit","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/2151095517772587963"},{"rel":"self","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/2151095517772587963"},{"rel":"alternate","type":"text/html","href":"http:\/\/itpmpro.blogspot.com\/2011\/03\/project-scope-management.html","title":"Project Scope Management"}],"author":[{"name":{"$t":"Unknown"},"email":{"$t":"noreply@blogger.com"},"gd$image":{"rel":"http://schemas.google.com/g/2005#thumbnail","width":"16","height":"16","src":"https:\/\/img1.blogblog.com\/img\/b16-rounded.gif"}}],"thr$total":{"$t":"0"}},{"id":{"$t":"tag:blogger.com,1999:blog-1130871870265736647.post-2912738525127648739"},"published":{"$t":"2011-03-20T12:46:00.000+07:00"},"updated":{"$t":"2012-05-22T12:56:55.376+07:00"},"category":[{"scheme":"http://www.blogger.com/atom/ns#","term":"knowledge area"}],"title":{"type":"text","$t":"Project Communications Management"},"content":{"type":"html","$t":"Project Communications Management includes the processes required to ensure timely and appropriate generation, collection, distribution, storage, retrieval, and ultimate disposition of project information. Project managers spend the majority of their time communicating with team members and other project stakeholders, whether they are internal (at all organizational levels) or external to the organization. Effective communication creates a bridge between diverse stakeholders involved in a project, connecting various cultural and organizational backgrounds, different levels of expertise, and various perspectives and interests in the project execution or outcome.\u003Cbr \/\u003E\u003Cbr \/\u003EAccording to PBMOK, there are five processes in the Project Communications Management, which are:\u003Cbr \/\u003E\u003Col\u003E\u003Cli\u003E\u003Cb\u003EIdentify Stakeholders\u003C\/b\u003E. The process of identifying all people or organizations impacted by the project, and documenting relevant information regarding their interests, involvement, and impact on project success.\u003C\/li\u003E\u003Cli\u003E\u003Cb\u003EPlan Communications\u003C\/b\u003E. The process of determining the project stakeholder information needs and defining a communication approach.\u003C\/li\u003E\u003Cli\u003E\u003Cb\u003EDistribute information\u003C\/b\u003E. The process of making relevant information available to project stakeholders as planned.\u003C\/li\u003E\u003Cli\u003E\u003Cb\u003EManage Stakeholder Expectations\u003C\/b\u003E. The process of communicating and working with stakeholders to meet their needs and addressing issues as they occur.\u003C\/li\u003E\u003Cli\u003E\u003Cb\u003EReport Performance\u003C\/b\u003E. The process of collecting and distributing performance information, including status\u0026nbsp; reports, progress measurements, and forecasts.\u003C\/li\u003E\u003C\/ol\u003E"},"link":[{"rel":"replies","type":"application/atom+xml","href":"http:\/\/itpmpro.blogspot.com\/feeds\/2912738525127648739\/comments\/default","title":"Post Comments"},{"rel":"replies","type":"text/html","href":"http:\/\/www.blogger.com\/comment.g?blogID=1130871870265736647\u0026postID=2912738525127648739","title":"1 Comments"},{"rel":"edit","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/2912738525127648739"},{"rel":"self","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/2912738525127648739"},{"rel":"alternate","type":"text/html","href":"http:\/\/itpmpro.blogspot.com\/2011\/03\/project-communications-management.html","title":"Project Communications Management"}],"author":[{"name":{"$t":"Unknown"},"email":{"$t":"noreply@blogger.com"},"gd$image":{"rel":"http://schemas.google.com/g/2005#thumbnail","width":"16","height":"16","src":"https:\/\/img1.blogblog.com\/img\/b16-rounded.gif"}}],"thr$total":{"$t":"1"}},{"id":{"$t":"tag:blogger.com,1999:blog-1130871870265736647.post-5295086768117184663"},"published":{"$t":"2011-03-15T20:42:00.000+07:00"},"updated":{"$t":"2012-05-22T12:48:26.029+07:00"},"category":[{"scheme":"http://www.blogger.com/atom/ns#","term":"knowledge area"}],"title":{"type":"text","$t":"Project Human Resource Management"},"content":{"type":"html","$t":"Project Human Resource Management includes the processes that organize, manage, and lead the project team. The project team is comprised of the people with assigned roles and responsibilities for completing the project. The type and number of project team members can change frequently as the project progresses. Project team members may also be referred to as the project staff. While the specific roles and responsibilities for the project team members are assigned, the involvement of all team members in project planning and decision making can be beneficial. Early involvement and participation of team members adds their expertise during the planning process and strengthens their commitment to the project.\u003Cbr \/\u003E\u003Cbr \/\u003EAccording to the PMBOK, there are four processes in the Project Human Resource Management, which are:\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003E\u003Cb\u003EDevelop Human Resource Plan\u003C\/b\u003E. The process of identifying and documenting project roles, responsibilities, and required skills, reporting relationships, and creating a staffing management plan.\u003C\/li\u003E\u003Cli\u003E\u003Cb\u003EAcquire Project Team\u003C\/b\u003E. The process of confirming human resource availability and obtaining the team necessary to complete project assignments.\u003C\/li\u003E\u003Cli\u003E\u003Cb\u003EDevelop Project Team\u003C\/b\u003E. The process of improving the competencies, team interaction, and the overall team environment to enhance project performance.\u003C\/li\u003E\u003Cli\u003E\u003Cb\u003EManage Project Team\u003C\/b\u003E. The process of tracking team member performance, providing feedback, resolving issues, and managing changes to optimize project performance.\u003C\/li\u003E\u003C\/ul\u003E"},"link":[{"rel":"replies","type":"application/atom+xml","href":"http:\/\/itpmpro.blogspot.com\/feeds\/5295086768117184663\/comments\/default","title":"Post Comments"},{"rel":"replies","type":"text/html","href":"http:\/\/www.blogger.com\/comment.g?blogID=1130871870265736647\u0026postID=5295086768117184663","title":"1 Comments"},{"rel":"edit","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/5295086768117184663"},{"rel":"self","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/5295086768117184663"},{"rel":"alternate","type":"text/html","href":"http:\/\/itpmpro.blogspot.com\/2011\/03\/project-human-resource-management.html","title":"Project Human Resource Management"}],"author":[{"name":{"$t":"Unknown"},"email":{"$t":"noreply@blogger.com"},"gd$image":{"rel":"http://schemas.google.com/g/2005#thumbnail","width":"16","height":"16","src":"https:\/\/img1.blogblog.com\/img\/b16-rounded.gif"}}],"thr$total":{"$t":"1"}},{"id":{"$t":"tag:blogger.com,1999:blog-1130871870265736647.post-7188191328252663359"},"published":{"$t":"2011-03-10T05:45:00.000+07:00"},"updated":{"$t":"2012-05-19T05:46:56.364+07:00"},"category":[{"scheme":"http://www.blogger.com/atom/ns#","term":"Project Integration Management"}],"title":{"type":"text","$t":"Six Conflict Resolution Techniques"},"content":{"type":"html","$t":"The success of project managers in managing their project teams often depends a great deal on their ability to resolve conflict. Different project managers may have different conflict resolution styles.\u003Cbr \/\u003E\u003Cbr \/\u003EThere are six general techniques for resolving conflict, which are described below:\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003E\u003Cb\u003EWithdrawing\/Avoiding\u003C\/b\u003E. Retreating from an actual or potential conflict situation.\u003C\/li\u003E\u003Cli\u003E\u003Cb\u003ESmoothing\/Accommodating\u003C\/b\u003E. Emphasizing areas of agreement rather than areas of difference.\u003C\/li\u003E\u003Cli\u003E\u003Cb\u003ECompromising\u003C\/b\u003E. Searching for solutions that bring some degree of satisfaction to all parties.\u003C\/li\u003E\u003Cli\u003E\u003Cb\u003EForcing\u003C\/b\u003E. Pushing one's viewpoint at the expense of the others; offers only win-lose solutions.\u003C\/li\u003E\u003Cli\u003E\u003Cb\u003ECollaborating\u003C\/b\u003E. Incorporating multiple viewpoints and insights from differing perspectives; leads to consensus and commitment.\u003C\/li\u003E\u003Cli\u003E\u003Cb\u003EConfronting\/Problem Solving\u003C\/b\u003E. Treating conflict as a problem to be solved by examining alternatives; requires a give-and-take attitude and open dialogue.\u003C\/li\u003E\u003C\/ul\u003ESuccessful conflict management results in greater productivity and positive working relationships. When managed properly, differences of opinion can lead to increased creativity and better decision making."},"link":[{"rel":"replies","type":"application/atom+xml","href":"http:\/\/itpmpro.blogspot.com\/feeds\/7188191328252663359\/comments\/default","title":"Post Comments"},{"rel":"replies","type":"text/html","href":"http:\/\/www.blogger.com\/comment.g?blogID=1130871870265736647\u0026postID=7188191328252663359","title":"1 Comments"},{"rel":"edit","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/7188191328252663359"},{"rel":"self","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/7188191328252663359"},{"rel":"alternate","type":"text/html","href":"http:\/\/itpmpro.blogspot.com\/2011\/03\/six-conflict-resolution-techniques.html","title":"Six Conflict Resolution Techniques"}],"author":[{"name":{"$t":"Unknown"},"email":{"$t":"noreply@blogger.com"},"gd$image":{"rel":"http://schemas.google.com/g/2005#thumbnail","width":"16","height":"16","src":"https:\/\/img1.blogblog.com\/img\/b16-rounded.gif"}}],"thr$total":{"$t":"1"}},{"id":{"$t":"tag:blogger.com,1999:blog-1130871870265736647.post-2856527078361033874"},"published":{"$t":"2011-02-23T17:28:00.000+07:00"},"updated":{"$t":"2012-05-18T05:12:35.586+07:00"},"category":[{"scheme":"http://www.blogger.com/atom/ns#","term":"Project Integration Management"}],"title":{"type":"text","$t":"Project Integration Management"},"content":{"type":"html","$t":"Project Integration Management is the first project management knowledge area that includes the processes and activities needed to identify, define, combine, unify, and coordinate the various processes and project management activities within the Project Management Process Groups.\u003Cbr \/\u003E\u003Cbr \/\u003EThe Project Integration Management knowledge area, according to the Project Management Body of Knowledge (PMBOK), includes the following six processes:\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003E\u003Cb\u003EDevelop Project Charter\u003C\/b\u003E. The process of developing a document that formally authorizes a project or a phase and documenting initial requirements that satisfy the stakeholder's needs and expectations.\u003C\/li\u003E\u003Cli\u003E\u003Cb\u003EDevelop Project Management Plan\u003C\/b\u003E. The process of documenting the actions necessary to define, prepare, integrate, and coordinate all subsidiary plans.\u003C\/li\u003E\u003Cli\u003E\u003Cb\u003EDirect and Manage Project Execution\u003C\/b\u003E. The process of performing the work defined in the project management plan to achieve the project's objectives.\u003C\/li\u003E\u003Cli\u003E\u003Cb\u003EMonitor and Control Project Work\u003C\/b\u003E. The process of tracking, reviewing, and regulating the progress to meet the performance objectives defined in the project management plan.\u003C\/li\u003E\u003Cli\u003E\u003Cb\u003EPerform Integrated Change Control\u003C\/b\u003E. The process of reviewing all change requests, approving changes, and managing changes to the deliverables, organizational process assets, project documents, and the project management plan.\u003C\/li\u003E\u003Cli\u003E\u003Cb\u003EClose Project or Phase\u003C\/b\u003E. The process of finalizing all activities across all of the Project Management Process Groups to formally complete the project or phase.\u003C\/li\u003E\u003C\/ul\u003E"},"link":[{"rel":"replies","type":"application/atom+xml","href":"http:\/\/itpmpro.blogspot.com\/feeds\/2856527078361033874\/comments\/default","title":"Post Comments"},{"rel":"replies","type":"text/html","href":"http:\/\/www.blogger.com\/comment.g?blogID=1130871870265736647\u0026postID=2856527078361033874","title":"1 Comments"},{"rel":"edit","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/2856527078361033874"},{"rel":"self","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/2856527078361033874"},{"rel":"alternate","type":"text/html","href":"http:\/\/itpmpro.blogspot.com\/2011\/02\/project-integration-management.html","title":"Project Integration Management"}],"author":[{"name":{"$t":"Unknown"},"email":{"$t":"noreply@blogger.com"},"gd$image":{"rel":"http://schemas.google.com/g/2005#thumbnail","width":"16","height":"16","src":"https:\/\/img1.blogblog.com\/img\/b16-rounded.gif"}}],"thr$total":{"$t":"1"}},{"id":{"$t":"tag:blogger.com,1999:blog-1130871870265736647.post-8227963422718567788"},"published":{"$t":"2011-02-05T03:26:00.000+07:00"},"updated":{"$t":"2012-05-13T03:27:58.061+07:00"},"category":[{"scheme":"http://www.blogger.com/atom/ns#","term":"Process Groups"}],"title":{"type":"text","$t":"Five Process Groups in the Project Management"},"content":{"type":"html","$t":"A process is a set of interrelated actions and activities performed to achieve a pre-specified product, result, or service. Project management is an integrative undertaking requiring each project and product process to be appropriately aligned and connected with the other processes to facilitate coordination. Actions taken during one process typically affect that process and other related processes. Project management processes ensure the effective flow of the project throughout its existence.\u003Cbr \/\u003E\u003Cbr \/\u003EAccording to the Project Management Body of Knowledge (PMBOK® Guide), project management processes are grouped into five categories known as Project Management Process Groups (or Process Groups):\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003E\u003Cb\u003EInitiating Process Group\u003C\/b\u003E. Those processes performed to define a new project or a new phase of an existing project by obtaining authorization to start the project or phase.\u003C\/li\u003E\u003Cli\u003E\u003Cb\u003EPlanning Process Group\u003C\/b\u003E. Those processes required to establish the scope of the project, refine the objectives, and define the course of action required to attain the objectives that the project was undertaken to achieve.\u003C\/li\u003E\u003Cli\u003E\u003Cb\u003EExecuting Process Group\u003C\/b\u003E. Those processes performed to complete the work defined in the project management plan to satisfy the project specifications.\u003C\/li\u003E\u003Cli\u003E\u003Cb\u003EMonitoring and Controlling Process Group\u003C\/b\u003E. Those processes required to track, review, and regulate the progress and performance of the project; identify any areas in which changes to the plan are required; and initiate the corresponding changes.\u003C\/li\u003E\u003Cli\u003E\u003Cb\u003EClosing Process Group\u003C\/b\u003E. Those processes performed to finalize\u0026nbsp; all activities across all Process Groups to formally close the project or phase.\u003C\/li\u003E\u003C\/ul\u003EProject\u0026nbsp; Management Process Groups are linked by the outputs they produce. The Process Groups are seldom either discrete or one-time events; they are overlapping activities that occur throughout the project. The output of one process generally becomes an input to another process or is a deliverable of the project. The Planning Process Group provides the Executing Process Group with the project management plan and project documents, and, as the project progresses, it often entails updates to the project management plan and the project documents."},"link":[{"rel":"replies","type":"application/atom+xml","href":"http:\/\/itpmpro.blogspot.com\/feeds\/8227963422718567788\/comments\/default","title":"Post Comments"},{"rel":"replies","type":"text/html","href":"http:\/\/www.blogger.com\/comment.g?blogID=1130871870265736647\u0026postID=8227963422718567788","title":"1 Comments"},{"rel":"edit","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/8227963422718567788"},{"rel":"self","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/8227963422718567788"},{"rel":"alternate","type":"text/html","href":"http:\/\/itpmpro.blogspot.com\/2011\/02\/five-process-groups-in-project.html","title":"Five Process Groups in the Project Management"}],"author":[{"name":{"$t":"Unknown"},"email":{"$t":"noreply@blogger.com"},"gd$image":{"rel":"http://schemas.google.com/g/2005#thumbnail","width":"16","height":"16","src":"https:\/\/img1.blogblog.com\/img\/b16-rounded.gif"}}],"thr$total":{"$t":"1"}},{"id":{"$t":"tag:blogger.com,1999:blog-1130871870265736647.post-8047011876983113701"},"published":{"$t":"2011-01-10T20:13:00.000+07:00"},"updated":{"$t":"2012-05-06T20:14:12.095+07:00"},"category":[{"scheme":"http://www.blogger.com/atom/ns#","term":"Project Input"}],"title":{"type":"text","$t":"Organizational Process Assets"},"content":{"type":"html","$t":"Organizational process assets are the organization’s policies, guidelines, procedures, plans, approaches, and standards for conducting work, including project work. This includes a wide range of elements that might affect several aspects of the project, such as project management policies, safety policies, performance measurement criteria, templates, financial controls, communication requirements, issue and defect management procedures, change control procedures, risk control procedures, and the procedures used for authorizing work.\u003Cbr \/\u003E\u003Cbr \/\u003EOrganizational process assets are divided into two categories: processes and procedures\u003Cbr \/\u003Eand corporate knowledge base.\u003Cbr \/\u003E\u003Cbr \/\u003EOrganizational process assets also include the information the organization has learned on previous projects (including how to store and retrieve that information). For example, previous project risks, performance measurements, earned value data, and schedules for past projects are valuable resources of knowledge for the current project. This information is also known as historical information and it falls into the corporate knowledge base category. If you don’t capture and store this information, however, it won’t be available when you’re starting a new project. You’ll want to capture and store\u003Cbr \/\u003Einformation such as project financial data (budgets, costs, overruns), historical information, lessons learned, project files, issues and defects, process measurements, and configuration management knowledge.\u003Cbr \/\u003E\u003Cbr \/\u003EOrganizational process assets and historical information should be reviewed and examined when a new project is starting. Historical information can be very useful to project managers and to stakeholders. When you’re evaluating new projects, historical information about previous projects of a similar nature can be handy in determining whether the new project should be accepted and initiated. Historical information gathered and documented during an active project is used to assist in determining whether the project should proceed to the next phase. Historical information will help you with the project charter, project scope statement, development of the project management plan, the process of defining and estimating activities, and more during the project planning processes.\u003Cbr \/\u003E\u003Cbr \/\u003EUnderstanding previous projects of a similar nature - their problems, successes, issues, and outcomes - will help you avoid repeating mistakes while reusing successful techniques to accomplish the goals of this project to the satisfaction of the stakeholders.\u003Cbr \/\u003E\u003Cbr \/\u003EMany of the processes in the project management process groups have organizational process assets as an input, implying that you should review the pertinent organizational assets that apply for the process you’re about to start. For example, when performing the Estimating Costs process, you might find it helpful to review the activity estimates and budgets on past projects of similar size and scope before estimating the costs for the activities on the new project."},"link":[{"rel":"replies","type":"application/atom+xml","href":"http:\/\/itpmpro.blogspot.com\/feeds\/8047011876983113701\/comments\/default","title":"Post Comments"},{"rel":"replies","type":"text/html","href":"http:\/\/www.blogger.com\/comment.g?blogID=1130871870265736647\u0026postID=8047011876983113701","title":"3 Comments"},{"rel":"edit","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/8047011876983113701"},{"rel":"self","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/8047011876983113701"},{"rel":"alternate","type":"text/html","href":"http:\/\/itpmpro.blogspot.com\/2011\/01\/organizational-process-assets.html","title":"Organizational Process Assets"}],"author":[{"name":{"$t":"Unknown"},"email":{"$t":"noreply@blogger.com"},"gd$image":{"rel":"http://schemas.google.com/g/2005#thumbnail","width":"16","height":"16","src":"https:\/\/img1.blogblog.com\/img\/b16-rounded.gif"}}],"thr$total":{"$t":"3"}},{"id":{"$t":"tag:blogger.com,1999:blog-1130871870265736647.post-6870958111207917264"},"published":{"$t":"2011-01-05T19:58:00.000+07:00"},"updated":{"$t":"2012-05-06T20:01:08.678+07:00"},"category":[{"scheme":"http://www.blogger.com/atom/ns#","term":"Project Input"}],"title":{"type":"text","$t":"Enterprise Environmental Factors"},"content":{"type":"html","$t":"The enterprise environmental factors input shows up as an input to many of the other processes. This input refers to the factors outside the project that have (or might have) significant influence on the success of the project. According to the PMBOK® Guide, the environmental factors include the following:\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003E\u003Cb\u003EOrganizational culture, structure, and processes\u003C\/b\u003E.The organizational cultures can influence the way to manage the project.\u003C\/li\u003E\u003Cli\u003E\u003Cb\u003EGovernmental or industry standards\u003C\/b\u003E. These include elements such as regulatory standards and regulations (for instance, doctors must be licensed to practice medicine on people or pets), quality standards (International Standards Organization standards, for example), product standards, and workmanship standards.\u003C\/li\u003E\u003Cli\u003E\u003Cb\u003EInfrastructure\u003C\/b\u003E. This refers to the organization’s facilities and capital equipment. I’ll also include information technology in this category.\u003C\/li\u003E\u003Cli\u003E\u003Cb\u003EHuman resources\u003C\/b\u003E. This refers to the existing staff’s skills and knowledge.\u003C\/li\u003E\u003Cli\u003E\u003Cb\u003EPersonnel administration\u003C\/b\u003E. These are guidelines for hiring and firing, training, and employee performance reviews.\u003C\/li\u003E\u003Cli\u003E\u003Cb\u003EOrganization’s work authorization system\u003C\/b\u003E. This defines how the work of the project is authorized.\u003C\/li\u003E\u003Cli\u003E\u003Cb\u003EMarketplace conditions\u003C\/b\u003E. The old supply-and-demand theory applies here along with economic and financial factors.\u003C\/li\u003E\u003Cli\u003E\u003Cb\u003EStakeholder risk tolerances\u003C\/b\u003E. This is the level of risk stakeholders are willing to take on\u003C\/li\u003E\u003Cli\u003E\u003Cb\u003EPolitical climate\u003C\/b\u003E. This concerns both the internal and external political climate or influences on the project or organization.\u003C\/li\u003E\u003Cli\u003E\u003Cb\u003EOrganization’s established communications channels\u003C\/b\u003E. These are the mechanisms the organization uses to communicate both internally and externally\u003C\/li\u003E\u003Cli\u003E\u003Cb\u003ECommercial databases\u003C\/b\u003E. These refer to industry-specific information, risk databases, and so on.\u003C\/li\u003E\u003C\/ul\u003EThese factors can influence the way you manage the project and, in some cases, the outcomes of the project. For example, perhaps the folks assigned to your project are junior level and don’t have the skills, experience, or knowledge needed to complete the work of the project. It’s up to the project manager to understand the organization’s environmental factors and account for and consider how they can influence the management and outcomes of the project."},"link":[{"rel":"replies","type":"application/atom+xml","href":"http:\/\/itpmpro.blogspot.com\/feeds\/6870958111207917264\/comments\/default","title":"Post Comments"},{"rel":"replies","type":"text/html","href":"http:\/\/www.blogger.com\/comment.g?blogID=1130871870265736647\u0026postID=6870958111207917264","title":"3 Comments"},{"rel":"edit","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/6870958111207917264"},{"rel":"self","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/6870958111207917264"},{"rel":"alternate","type":"text/html","href":"http:\/\/itpmpro.blogspot.com\/2011\/01\/enterprise-environmental-factors.html","title":"Enterprise Environmental Factors"}],"author":[{"name":{"$t":"Unknown"},"email":{"$t":"noreply@blogger.com"},"gd$image":{"rel":"http://schemas.google.com/g/2005#thumbnail","width":"16","height":"16","src":"https:\/\/img1.blogblog.com\/img\/b16-rounded.gif"}}],"thr$total":{"$t":"3"}},{"id":{"$t":"tag:blogger.com,1999:blog-1130871870265736647.post-4591644772270646047"},"published":{"$t":"2010-12-18T10:43:00.000+07:00"},"updated":{"$t":"2012-05-05T10:44:47.492+07:00"},"category":[{"scheme":"http://www.blogger.com/atom/ns#","term":"Project Management"}],"title":{"type":"text","$t":"Six Benefits of Good Project Management"},"content":{"type":"html","$t":"The good project management will provide many benefits, including:\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003E\u003Cb\u003EHappy customers\u003C\/b\u003E. Whether a project is for outside customers or groups within your organization, customers like to get what they want when they want it. Because the first step in project management is finding out what your stakeholders and customers want to accomplish with the project, your customers are more likely to get the results they expect. And by keeping the project under control, you’re also more likely to deliver those results on time and at the right price.\u003C\/li\u003E\u003Cli\u003E\u003Cb\u003EObjectives achieved\u003C\/b\u003E. Without a plan, projects tend to cultivate their own agendas and people forget the point of their work. A project plan ties a project to specific objectives, so everyone stays focused on those goals. Documented objectives also help you rein in the renegades who try to expand the scope of the project.\u003C\/li\u003E\u003Cli\u003E\u003Cb\u003ETimely completion\u003C\/b\u003E. Finishing a project on time is important for more than just morale. As work goes on for a longer duration, costs increase and budgets blow to bits. In addition, you may lose the resources you need or prevent other projects from starting. Sometimes time is the ultimate objective, like when you’re trying to get a product to market before the competition.\u003C\/li\u003E\u003Cli\u003E\u003Cb\u003EFlexibility\u003C\/b\u003E. Contrary to many people’s beliefs, project management makes teams more flexible. Project management doesn’t prevent every problem, but it makes the problems that occur easier to resolve. When something goes wrong, you can evaluate your plan to quickly develop alternatives—now that’s flexibility! More importantly, keeping track of progress means you learn about bad news when you still have time to recover.\u003C\/li\u003E\u003Cli\u003E\u003Cb\u003EBetter financial performance\u003C\/b\u003E. Most executives are obsessed with financial performance, so many projects have financial objectives - increasing sales, lowering costs, reducing expensive recalls, and so on. Project management is an executive crowd-pleaser because it can produce more satisfying financial results.\u003C\/li\u003E\u003Cli\u003E\u003Cb\u003EMore productive, happier workers\u003C\/b\u003E. Skilled workers are hard to come by and usually cost a bundle. People get more done when they can work without drama, stress, and painfully long hours. Moreover, they don’t abandon ship, so you spend less on recruiting and training replacements. \u003C\/li\u003E\u003C\/ul\u003E"},"link":[{"rel":"replies","type":"application/atom+xml","href":"http:\/\/itpmpro.blogspot.com\/feeds\/4591644772270646047\/comments\/default","title":"Post Comments"},{"rel":"replies","type":"text/html","href":"http:\/\/www.blogger.com\/comment.g?blogID=1130871870265736647\u0026postID=4591644772270646047","title":"0 Comments"},{"rel":"edit","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/4591644772270646047"},{"rel":"self","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/4591644772270646047"},{"rel":"alternate","type":"text/html","href":"http:\/\/itpmpro.blogspot.com\/2010\/12\/six-benefits-of-good-project-management.html","title":"Six Benefits of Good Project Management"}],"author":[{"name":{"$t":"Unknown"},"email":{"$t":"noreply@blogger.com"},"gd$image":{"rel":"http://schemas.google.com/g/2005#thumbnail","width":"16","height":"16","src":"https:\/\/img1.blogblog.com\/img\/b16-rounded.gif"}}],"thr$total":{"$t":"0"}},{"id":{"$t":"tag:blogger.com,1999:blog-1130871870265736647.post-5341288010062823531"},"published":{"$t":"2010-12-15T06:25:00.000+07:00"},"updated":{"$t":"2012-05-06T06:26:24.040+07:00"},"category":[{"scheme":"http://www.blogger.com/atom/ns#","term":"Project Selection"}],"title":{"type":"text","$t":"Internal Rate of Return (IRR)"},"content":{"type":"html","$t":"The internal rate of return (IRR) is the most difficult equation to calculate of all the cash flow techniques. It is a complicated formula and should be performed on a financial calculator or computer. IRR can be figured manually, but it’s a trial-and-error approach to get to the answer.\u003Cbr \/\u003E\u003Cbr \/\u003ETechnically speaking, IRR is the discount rate when the present value of the cash inflows equals the original investment. When choosing between projects or when choosing alternative methods of doing the project, projects with higher IRR values are generally considered better than projects with low IRR values.\u003Cbr \/\u003E\u003Cbr \/\u003EThree facts concerning IRR:\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003EIRR is the discount r NN ate when NPV equals zero.\u003C\/li\u003E\u003Cli\u003EIRR assumes that cash inflows are reinvested at the IRR value.\u003C\/li\u003E\u003Cli\u003EYou should choose projects with the highest IRR value.\u003C\/li\u003E\u003C\/ul\u003E"},"link":[{"rel":"replies","type":"application/atom+xml","href":"http:\/\/itpmpro.blogspot.com\/feeds\/5341288010062823531\/comments\/default","title":"Post Comments"},{"rel":"replies","type":"text/html","href":"http:\/\/www.blogger.com\/comment.g?blogID=1130871870265736647\u0026postID=5341288010062823531","title":"0 Comments"},{"rel":"edit","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/5341288010062823531"},{"rel":"self","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/5341288010062823531"},{"rel":"alternate","type":"text/html","href":"http:\/\/itpmpro.blogspot.com\/2010\/12\/internal-rate-of-return-irr.html","title":"Internal Rate of Return (IRR)"}],"author":[{"name":{"$t":"Unknown"},"email":{"$t":"noreply@blogger.com"},"gd$image":{"rel":"http://schemas.google.com/g/2005#thumbnail","width":"16","height":"16","src":"https:\/\/img1.blogblog.com\/img\/b16-rounded.gif"}}],"thr$total":{"$t":"0"}},{"id":{"$t":"tag:blogger.com,1999:blog-1130871870265736647.post-1041950559322285560"},"published":{"$t":"2010-12-10T06:22:00.000+07:00"},"updated":{"$t":"2012-05-06T06:27:36.453+07:00"},"category":[{"scheme":"http://www.blogger.com/atom/ns#","term":"Project Selection"}],"title":{"type":"text","$t":"Net Present Value (NPV)"},"content":{"type":"html","$t":"The benefit measurement methods involve a variety of cash flow analysis techniques including net present value.\u003Cbr \/\u003E\u003Cbr \/\u003EProjects might begin with a company investing some amount of money into the project to complete and accomplish its goals. In return, the company expects to receive revenues, or cash inflows, from the resulting project. Net present value (NPV) allows you to calculate an accurate value for the project in today’s dollars.\u003Cbr \/\u003E\u003Cbr \/\u003E\u003Cbr \/\u003ENet present value works like discounted cash flows in that you bring the value of future monies received into today’s dollars. With NPV, you evaluate the cash inflows using the discounted cash flow technique applied to each period the inflows are expected instead of in one sum. The total present value of the cash flows is then deducted from your initial investment to determine NPV. NPV assumes that cash inflows are reinvested at the cost of capital.\u003Cbr \/\u003E\u003Cbr \/\u003EHere’s the rule: If the NPV calculation is greater than zero, accept the project. If the NPV calculation is less than zero, reject the project.\u003Cbr \/\u003E\u003Cbr \/\u003ELook at the two project examples. Project A and Project B have total cash inflows that are the same at the end of the project, but the amount of inflows at each period differs for each project. We’ll stick with a 12 percent cost of capital. Note that the PV calculations were rounded to two decimal places. Project A has an NPV greater than zero and should be accepted. Project B has a NPV less than zero and should be rejected. When you get a positive value for NPV, it means that the project will earn a return at least equal to or greater than the cost of capital.\u003Cbr \/\u003E\u003Cbr \/\u003EAnother note on NPV calculations: projects with high returns early in the project are better projects than projects with lower returns early in the project. In the preceding examples, Project A fits this criterion also."},"link":[{"rel":"replies","type":"application/atom+xml","href":"http:\/\/itpmpro.blogspot.com\/feeds\/1041950559322285560\/comments\/default","title":"Post Comments"},{"rel":"replies","type":"text/html","href":"http:\/\/www.blogger.com\/comment.g?blogID=1130871870265736647\u0026postID=1041950559322285560","title":"0 Comments"},{"rel":"edit","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/1041950559322285560"},{"rel":"self","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/1041950559322285560"},{"rel":"alternate","type":"text/html","href":"http:\/\/itpmpro.blogspot.com\/2010\/12\/net-present-value-npv.html","title":"Net Present Value (NPV)"}],"author":[{"name":{"$t":"Unknown"},"email":{"$t":"noreply@blogger.com"},"gd$image":{"rel":"http://schemas.google.com/g/2005#thumbnail","width":"16","height":"16","src":"https:\/\/img1.blogblog.com\/img\/b16-rounded.gif"}}],"thr$total":{"$t":"0"}},{"id":{"$t":"tag:blogger.com,1999:blog-1130871870265736647.post-5192483088751458378"},"published":{"$t":"2010-12-04T05:52:00.000+07:00"},"updated":{"$t":"2012-05-06T06:14:32.457+07:00"},"category":[{"scheme":"http://www.blogger.com/atom/ns#","term":"Project Selection"}],"title":{"type":"text","$t":"Discounted Cash Flows"},"content":{"type":"html","$t":"The benefit measurement methods involve a variety of cash flow analysis techniques including discounted cash flows. Money received in the future is worth less than money received today. The reason for that is the time value of money.\u003Cbr \/\u003E\u003Cbr \/\u003EIf I borrowed $2,000 from you today and promised to pay it back in three years, you would expect me to pay interest in addition to the original amount borrowed. If you were a family member or a really close friend, maybe you wouldn’t, but ordinarily this is the way it works. You would have had the use of the $2,000 had you not lent it to me. If you had invested the money (does this bring back memories of your mom telling you to save your money?), you’d receive a return on it. Therefore, the future value of the $2,000 you lent me today is $2,315.25 in three years from now at 5 percent interest per year. Here’s the formula for future value calculations:\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003EFV = PV(1 + i)\u003Csup\u003En\u003C\/sup\u003E\u003C\/li\u003E\u003C\/ul\u003EIn English, this formula says the future value (FV) of the investment equals the present value (PV) times (1 plus the interest rate) raised to the value of the number of time periods (n) the interest is paid. Let’s plug in the numbers:\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003EFV = 2,000(1.05)\u003Csup\u003E3\u003C\/sup\u003E\u003C\/li\u003E\u003Cli\u003EFV = 2,000(1.157625)\u003C\/li\u003E\u003Cli\u003EFV = $2,315.25\u003C\/li\u003E\u003C\/ul\u003EThe discounted cash flow technique compares the value of the future cash flows of the project to today’s dollars. In order to calculate discounted cash flows, you need to know the value of the investment in today’s terms, or the PV. PV is calculated as follows:\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003EPV = FV \/ (1 + i)\u003Csup\u003En\u003C\/sup\u003E\u003C\/li\u003E\u003C\/ul\u003EThis is the reverse of the FV formula talked about earlier. So, if you ask the question, “What is $2,315.25 in three years from now worth today given a 5 percent interest rate?” you’d use the preceding formula. Let’s try it:\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003EPV = $2,315.25 \/ (1 + .05)\u003Csup\u003E3\u003C\/sup\u003E\u003C\/li\u003E\u003Cli\u003EPV = $2,315.25 \/ 1.157625\u003C\/li\u003E\u003Cli\u003EPV = $2,000\u003Cbr \/\u003E$2,315.25 in three years from now is worth $2,000 today.\u003C\/li\u003E\u003C\/ul\u003EDiscounted cash flow is calculated just like this for the projects you’re comparing for selection purposes or when considering alternative ways of doing the project. Apply the PV formula to the projects you’re considering, and then compare the discounted cash flows of all the projects against each other to make a selection. Here is an example comparison of two projects using this technique:\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003EProject A is expected to make $100,000 in two years.\u003C\/li\u003E\u003Cli\u003EProject B is expected to make $120,000 in three years.\u003C\/li\u003E\u003Cli\u003EIf the cost of capital is 12 percent, which project should you choose?\u003C\/li\u003E\u003C\/ul\u003EUsing the PV formula used previously, calculate each project’s worth:\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003EThe PV of Project A = $79,719.\u003C\/li\u003E\u003Cli\u003EThe PV of Project B = $85,414.\u003C\/li\u003E\u003C\/ul\u003EProject B is the project that will return the highest investment to the company and should be chosen over Project A."},"link":[{"rel":"replies","type":"application/atom+xml","href":"http:\/\/itpmpro.blogspot.com\/feeds\/5192483088751458378\/comments\/default","title":"Post Comments"},{"rel":"replies","type":"text/html","href":"http:\/\/www.blogger.com\/comment.g?blogID=1130871870265736647\u0026postID=5192483088751458378","title":"4 Comments"},{"rel":"edit","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/5192483088751458378"},{"rel":"self","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/5192483088751458378"},{"rel":"alternate","type":"text/html","href":"http:\/\/itpmpro.blogspot.com\/2010\/12\/discounted-cash-flows.html","title":"Discounted Cash Flows"}],"author":[{"name":{"$t":"Unknown"},"email":{"$t":"noreply@blogger.com"},"gd$image":{"rel":"http://schemas.google.com/g/2005#thumbnail","width":"16","height":"16","src":"https:\/\/img1.blogblog.com\/img\/b16-rounded.gif"}}],"thr$total":{"$t":"4"}},{"id":{"$t":"tag:blogger.com,1999:blog-1130871870265736647.post-6614689079644562856"},"published":{"$t":"2010-12-01T05:30:00.000+07:00"},"updated":{"$t":"2012-05-06T05:37:13.831+07:00"},"category":[{"scheme":"http://www.blogger.com/atom/ns#","term":"Project Selection"}],"title":{"type":"text","$t":"Payback Period"},"content":{"type":"html","$t":"The benefit measurement methods involve a variety of cash flow analysis techniques. One famous technique in the cash flow analysis is payback period.\u003Cbr \/\u003E\u003Cbr \/\u003EThe payback period is the length of time it takes the company to recoup the initial costs of producing the product, service, or result of the project. This method compares the initial investment to the cash inflows expected over the life of the product, service, or result.\u003Cbr \/\u003E\u003Cbr \/\u003EFor example, say the initial investment on a project is $200,000, with expected cash inflows of $25,000 per quarter every quarter for the first two years and $50,000 per quarter from then on. The payback period is two years and can be calculated as follows:\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003EInitial investment = $200,000\u003C\/li\u003E\u003Cli\u003ECash inflows = $25,000 * 4 (quarters in a year) = $100,000 per year total inflow\u003C\/li\u003E\u003Cli\u003EInitial investment ($200,000) – year 1 inflows ($100,000) = $100,000 remaining balance\u003C\/li\u003E\u003Cli\u003EYear 1 inflows remaining balance – year 2 inflows = $0\u003C\/li\u003E\u003Cli\u003ETotal cash flow year 1 and year 2 = $200,000\u003C\/li\u003E\u003Cli\u003EThe payback is reached in two years.\u003C\/li\u003E\u003C\/ul\u003E\u003Cbr \/\u003EThe fact that inflows are $50,000 per quarter starting in year 3 makes no difference because payback is reached in two years.\u003Cbr \/\u003E\u003Cbr \/\u003EThe payback period is the least precise of all the cash flow calculations. That’s because the payback period does not consider the value of the cash inflows made in later years, commonly called the time value of money. For example, if you have a project with a five-year payback period, the cash inflows in year 5 are worth less than they are if you received them today.\u003Cbr \/\u003E\u003Cbr \/\u003ESeveral limitations of the payback period are as follows:\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003E\u003Cb\u003EIt assumes enough earnings to pay back the cost\u003C\/b\u003E. If your company stops selling the product that the warranty repair project supports, the monthly savings may not continue for the calculated payback period, which ends up costing money.\u003C\/li\u003E\u003Cli\u003E\u003Cb\u003EIt ignores cash flows after the payback period ends\u003C\/b\u003E. Projects that generate money early beat out projects that generate more money over a longer period. Consider two projects, each costing $100,000. Project #1 saves $20,000 each month for only 5 months. Project #2 saves $10,000 each month for 24 months. Project #1’s payback period is 5 months compared to Project #2’s 10 months. However, Project #2 saves $240,000, whereas Project #1 saves only $100,000.\u003C\/li\u003E\u003Cli\u003E\u003Cb\u003EIt ignores the time value of money\u003C\/b\u003E. There’s a price to pay for using money over a period of time, just like the interest you pay on the mortgage on your house. Payback period doesn’t account for the time value of money, because it uses the project cost as a lump sum, regardless how long the project takes and when you spend the money. The measures explained in the next sections are more accurate when a project spends and receives money over time. \u003C\/li\u003E\u003C\/ul\u003E"},"link":[{"rel":"replies","type":"application/atom+xml","href":"http:\/\/itpmpro.blogspot.com\/feeds\/6614689079644562856\/comments\/default","title":"Post Comments"},{"rel":"replies","type":"text/html","href":"http:\/\/www.blogger.com\/comment.g?blogID=1130871870265736647\u0026postID=6614689079644562856","title":"2 Comments"},{"rel":"edit","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/6614689079644562856"},{"rel":"self","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/6614689079644562856"},{"rel":"alternate","type":"text/html","href":"http:\/\/itpmpro.blogspot.com\/2010\/12\/payback-period.html","title":"Payback Period"}],"author":[{"name":{"$t":"Unknown"},"email":{"$t":"noreply@blogger.com"},"gd$image":{"rel":"http://schemas.google.com/g/2005#thumbnail","width":"16","height":"16","src":"https:\/\/img1.blogblog.com\/img\/b16-rounded.gif"}}],"thr$total":{"$t":"2"}},{"id":{"$t":"tag:blogger.com,1999:blog-1130871870265736647.post-8912182414921704015"},"published":{"$t":"2010-11-10T05:16:00.000+07:00"},"updated":{"$t":"2012-05-06T05:18:46.839+07:00"},"category":[{"scheme":"http://www.blogger.com/atom/ns#","term":"Project Selection"}],"title":{"type":"text","$t":"What factors that trigger a project"},"content":{"type":"html","$t":"A project is started with key business objectives that are considered during the project selection process. The project with the best benefits will be selected. You can read more detail in the the \u003Ca href=\"http:\/\/www.itpmpro.com\/2010\/10\/project-selection-method.html\" target=\"_blank\"\u003Eproject selection methods\u003C\/a\u003E.\u003Cbr \/\u003E\u003Cbr \/\u003EThe following are the most factors that trigger a project:\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003ESatisfy regulations or compliance.\u003C\/li\u003E\u003Cli\u003EIncrease productivity. \u003C\/li\u003E\u003Cli\u003EIncrease revenue\u003C\/li\u003E\u003Cli\u003EImprove profitability\u003C\/li\u003E\u003Cli\u003EIncrease market share\u003C\/li\u003E\u003Cli\u003EIncrease customer satisfaction\u003C\/li\u003E\u003Cli\u003EIncrease product quality or safety\u003C\/li\u003E\u003Cli\u003EReduce price to stay competitive\u003C\/li\u003E\u003Cli\u003EReduce time to market\u003C\/li\u003E\u003Cli\u003EReduce costs \u003C\/li\u003E\u003Cli\u003EReduce risk \u003C\/li\u003E\u003Cli\u003EReduce waste\u003C\/li\u003E\u003C\/ul\u003E\u003Cbr \/\u003E"},"link":[{"rel":"replies","type":"application/atom+xml","href":"http:\/\/itpmpro.blogspot.com\/feeds\/8912182414921704015\/comments\/default","title":"Post Comments"},{"rel":"replies","type":"text/html","href":"http:\/\/www.blogger.com\/comment.g?blogID=1130871870265736647\u0026postID=8912182414921704015","title":"1 Comments"},{"rel":"edit","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/8912182414921704015"},{"rel":"self","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/8912182414921704015"},{"rel":"alternate","type":"text/html","href":"http:\/\/itpmpro.blogspot.com\/2010\/11\/what-factors-that-trigger-project.html","title":"What factors that trigger a project"}],"author":[{"name":{"$t":"Unknown"},"email":{"$t":"noreply@blogger.com"},"gd$image":{"rel":"http://schemas.google.com/g/2005#thumbnail","width":"16","height":"16","src":"https:\/\/img1.blogblog.com\/img\/b16-rounded.gif"}}],"thr$total":{"$t":"1"}},{"id":{"$t":"tag:blogger.com,1999:blog-1130871870265736647.post-4747539100146968756"},"published":{"$t":"2010-11-02T05:33:00.000+07:00"},"updated":{"$t":"2012-05-17T05:39:43.158+07:00"},"category":[{"scheme":"http://www.blogger.com/atom/ns#","term":"Project Driver"}],"title":{"type":"text","$t":"Needs and Demands that drive Projects"},"content":{"type":"html","$t":"\u003Cbr \/\u003EProjects are usually come as result from business requirements, opportunities, or problems. Most of the projects will fit one of the following needs and demands: \u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003E\u003Cb\u003EMarket demand\u003C\/b\u003E. The demands of the marketplace can drive the need for a project. For example, a bank initiates a project to offer customers the ability to apply for mortgage loans over the Internet because of a drop in interest rates and an increase in demand for refinancing and new home loans.\u003C\/li\u003E\u003Cli\u003E\u003Cb\u003EStrategic opportunity\/business need\u003C\/b\u003E. The new phone system that was announced at the quarterly meeting came about as a result of a business need. The CEO, on advice from his staff, was advised that call volumes were maxed on the existing system. Without a new system, customer service response times would suffer, and that would eventually affect the bottom line.\u003C\/li\u003E\u003Cli\u003E\u003Cb\u003ECustomer request\u003C\/b\u003E. Most companies have customers, and their requests can drive new projects. Customers can be internal or external to the organization. Government agencies don’t have external customers, but there are internal customers within departments and across agencies. Perhaps you work for a company that sells remittance-processing equipment and you’ve just landed a contract with a local utility company. This project is driven by the need of the utility company to automate its process or upgrade its existing process. The utility company’s request to purchase your equipment and consulting services is the project driver.\u003C\/li\u003E\u003Cli\u003E\u003Cb\u003ETechnological advance\u003C\/b\u003E. Many of us own a multifunction cell phone that keeps names and addresses handy along with a calendar and a to-do list of some kind. I couldn’t live without mine. However, a newer, better version is always coming to market. Satellite communications now allows these devices to also act as GPS units. The introduction of satellite communications is an example of a technological advance. Because of this introduction, electronics manufacturers revamped their products to take advantage of this new technology.\u003C\/li\u003E\u003Cli\u003E\u003Cb\u003ELegal requirement\u003C\/b\u003E. Private industry and government agencies both generate new projects as a result of laws passed during every legislative season. For example, new sales tax laws might require new programming to the existing sales tax system. The requirement that food labels appear on every package describing the ingredients and the recommended daily allowances is another example of legal requirements that drive a project.\u003C\/li\u003E\u003Cli\u003E\u003Cb\u003EEcological impacts\u003C\/b\u003E. Many organizations today are undergoing a “greening” effort to reduce energy consumption, save fuel, reduce their carbon footprint, and so on. These are examples of ecological impacts that result in projects.\u003C\/li\u003E\u003Cli\u003E\u003Cb\u003ESocial need\u003C\/b\u003E. The last need is a result of social demands. For example, perhaps a developing country is experiencing a fast-spreading disease that’s infecting large portions of the population. Medical supplies and facilities are needed to vaccinate and treat those infected with the disease. Another example might include manufacturing or processing plants that voluntarily remove their waste products from water prior to putting the water back into a local river or stream to prevent contamination.\u003C\/li\u003E\u003C\/ul\u003EAll of these needs and demands represent opportunities, business requirements, or problems that need to be solved. Management must decide how to respond to these needs and demands, which will more often than not initiate new projects."},"link":[{"rel":"replies","type":"application/atom+xml","href":"http:\/\/itpmpro.blogspot.com\/feeds\/4747539100146968756\/comments\/default","title":"Post Comments"},{"rel":"replies","type":"text/html","href":"http:\/\/www.blogger.com\/comment.g?blogID=1130871870265736647\u0026postID=4747539100146968756","title":"2 Comments"},{"rel":"edit","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/4747539100146968756"},{"rel":"self","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/4747539100146968756"},{"rel":"alternate","type":"text/html","href":"http:\/\/itpmpro.blogspot.com\/2010\/11\/needs-and-demands-that-drive-projects.html","title":"Needs and Demands that drive Projects"}],"author":[{"name":{"$t":"Unknown"},"email":{"$t":"noreply@blogger.com"},"gd$image":{"rel":"http://schemas.google.com/g/2005#thumbnail","width":"16","height":"16","src":"https:\/\/img1.blogblog.com\/img\/b16-rounded.gif"}}],"thr$total":{"$t":"2"}},{"id":{"$t":"tag:blogger.com,1999:blog-1130871870265736647.post-7852836457667762822"},"published":{"$t":"2010-10-08T05:01:00.000+07:00"},"updated":{"$t":"2012-05-05T05:02:46.253+07:00"},"category":[{"scheme":"http://www.blogger.com/atom/ns#","term":"Project Selection"}],"title":{"type":"text","$t":"Project Selection Method"},"content":{"type":"html","$t":"Most organizations have a formal, or at least semi-formal, process  for selecting and prioritizing projects. Selection methods measure the  value of what the product, service, or result of the project will  produce and how it will benefit the organization. Selection methods  involve the types of concerns executive managers are typically thinking  about. This includes factors such as market share, financial benefits,  return on investment, customer retention and loyalty, and public  perceptions.\u003Cbr \/\u003E\u003Cbr \/\u003EThere are generally two categories of selection methods: mathematical models (also known\u003Cbr \/\u003Eas calculation methods) and benefit measurement methods (also known as decision models).\u003Cbr \/\u003EDecision models examine different criteria used in making decisions regarding project selection,\u003Cbr \/\u003Ewhile calculation methods provide a way to calculate the value of the project, which is\u003Cbr \/\u003Ethen used in project selection decision making.\u003Cbr \/\u003E\u003Cbr \/\u003E\u003Cb\u003EMathematical Models\u003C\/b\u003E\u003Cbr \/\u003EMathematical  models uses linear, dynamic, integer, nonlinear, and\/or multi-objective  programming in the form of algorithms or in other words, a specific set  of steps to solve a particular problem. Organizations considering  undertaking projects of enormous complexity might use mathematical  modeling techniques to make decisions regarding these projects.\u003Cbr \/\u003E\u003Cbr \/\u003E\u003Cb\u003EBenefit Measurement Methods\u003C\/b\u003E\u003Cbr \/\u003EBenefit measurement methods employ various forms of analysis and comparative approaches to make project decisions.\u003Cbr \/\u003E\u003Cbr \/\u003EThe following are different types of the benefit measurement methods: \u003Cbr \/\u003E\u003Cbr \/\u003E\u003Cb\u003E\u0026nbsp;\u0026nbsp; Comparative Approaches\u0026nbsp;\u003C\/b\u003E\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003E\u003Cb\u003ECost-Benefit Analysis\u003C\/b\u003E, compares the cost to produce the  product, service, or result of the project to the benefit that the  organization will receive as a result of executing the project.\u003C\/li\u003E\u003Cli\u003E\u003Cb\u003EScoring Models\u003C\/b\u003E, decides on the criteria for example, profit  potential, marketability of the product or service, ability of the  company to quickly and easily produce the product or service, and so on.  Each of these criteria is assigned a weight depending on its importance  to the project committee. More important criteria should carry a higher  weight than less important criteria.\u003C\/li\u003E\u003C\/ul\u003E\u003Cbr \/\u003E\u003Cb\u003E\u0026nbsp;\u0026nbsp; Benefit Contribution Methods \u003C\/b\u003E\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003E\u003Cb\u003ECash Flow Analysis Techniques\u003C\/b\u003E\u003C\/li\u003E\u003Cul\u003E\u003Cli\u003E\u003Cb\u003EPayback Period\u003C\/b\u003E\u003Cbr \/\u003EPayback period is the length of time it  takes the company to recoup the initial costs of producing the product,  service, or result of the project. This method compares the initial  investment to the cash inflows expected over the life of the product,  service, or result.\u003C\/li\u003E\u003Cli\u003E\u003Cb\u003EDiscounted Cash Flows\u003C\/b\u003E\u003Cbr \/\u003EDiscounted cash flow uses Present  Value (PV) formula for selection purposes or when considering  alternative ways of doing the project. It will select project with the  highest investment to the company.\u003C\/li\u003E\u003Cli\u003E\u003Cb\u003ENet Present Value (NPV)\u003C\/b\u003E\u003Cbr \/\u003EThe company expects to receive  revenues, or cash inflows, from the resulting project. NPV allows you to  calculate an accurate value for the project in today’s dollars.  Projects with high returns early in the project are better projects than  projects with lower returns early in the project.\u003C\/li\u003E\u003Cli\u003E\u003Cb\u003EInternal Rate of Return (IRR)\u003C\/b\u003E\u003Cbr \/\u003EIRR is the discount rate  when the present value of the cash inflows equals the original  investment. When choosing between projects or when choosing alternative  methods of doing the project, projects with higher IRR values are  generally considered better than projects with low IRR values.\u003C\/li\u003E\u003C\/ul\u003E\u003Cli\u003E\u003Cb\u003EEconomic Models\u003C\/b\u003E.\u003Cbr \/\u003EProject selection based on the economic value among the projects.\u003C\/li\u003E\u003C\/ul\u003E"},"link":[{"rel":"replies","type":"application/atom+xml","href":"http:\/\/itpmpro.blogspot.com\/feeds\/7852836457667762822\/comments\/default","title":"Post Comments"},{"rel":"replies","type":"text/html","href":"http:\/\/www.blogger.com\/comment.g?blogID=1130871870265736647\u0026postID=7852836457667762822","title":"1 Comments"},{"rel":"edit","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/7852836457667762822"},{"rel":"self","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/7852836457667762822"},{"rel":"alternate","type":"text/html","href":"http:\/\/itpmpro.blogspot.com\/2010\/10\/project-selection-method.html","title":"Project Selection Method"}],"author":[{"name":{"$t":"Unknown"},"email":{"$t":"noreply@blogger.com"},"gd$image":{"rel":"http://schemas.google.com/g/2005#thumbnail","width":"16","height":"16","src":"https:\/\/img1.blogblog.com\/img\/b16-rounded.gif"}}],"thr$total":{"$t":"1"}},{"id":{"$t":"tag:blogger.com,1999:blog-1130871870265736647.post-4330803535403029463"},"published":{"$t":"2010-09-05T03:36:00.000+07:00"},"updated":{"$t":"2012-05-13T02:47:36.073+07:00"},"category":[{"scheme":"http://www.blogger.com/atom/ns#","term":"Project Integration Management"}],"title":{"type":"text","$t":"Project Charter"},"content":{"type":"html","$t":"The project charter is the document that formally authorizes a project. The project initiator or sponsor issues the project charter. The project charter provides the project manager with the authority to apply organizational resources to project activities. A project manager is identified and assigned as early in the project as is feasible. The project manager should always be assigned prior to the start of planning, and preferably while the project is being developed.\u003Cbr \/\u003E\u003Cbr \/\u003EThe project charter, either directly or by reference to other documents, should address the following information:\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003ERequirements that satisfy customer, sponsor, and other stakeholder needs, wants, and expectations\u0026nbsp;\u003C\/li\u003E\u003Cli\u003EBusiness needs, high-level project description, or product requirements that the project is undertaken to address\u0026nbsp;\u003C\/li\u003E\u003Cli\u003EProject purpose or justification\u0026nbsp;\u003C\/li\u003E\u003Cli\u003EAssigned project manager and authority level\u0026nbsp;\u003C\/li\u003E\u003Cli\u003ESummary of milestone schedule\u0026nbsp;\u003C\/li\u003E\u003Cli\u003EStakeholder influences\u0026nbsp;\u003C\/li\u003E\u003Cli\u003EFunctional organizations and their participation\u0026nbsp;\u003C\/li\u003E\u003Cli\u003EOrganization, environmental, and external assumptions and constraints\u0026nbsp;\u003C\/li\u003E\u003Cli\u003EBusiness case justifying the project, including return on investment\u0026nbsp;\u003C\/li\u003E\u003Cli\u003ESummary of budget\u003C\/li\u003E\u003C\/ul\u003E"},"link":[{"rel":"replies","type":"application/atom+xml","href":"http:\/\/itpmpro.blogspot.com\/feeds\/4330803535403029463\/comments\/default","title":"Post Comments"},{"rel":"replies","type":"text/html","href":"http:\/\/www.blogger.com\/comment.g?blogID=1130871870265736647\u0026postID=4330803535403029463","title":"0 Comments"},{"rel":"edit","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/4330803535403029463"},{"rel":"self","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/4330803535403029463"},{"rel":"alternate","type":"text/html","href":"http:\/\/itpmpro.blogspot.com\/2010\/09\/project-charter.html","title":"Project Charter"}],"author":[{"name":{"$t":"Unknown"},"email":{"$t":"noreply@blogger.com"},"gd$image":{"rel":"http://schemas.google.com/g/2005#thumbnail","width":"16","height":"16","src":"https:\/\/img1.blogblog.com\/img\/b16-rounded.gif"}}],"thr$total":{"$t":"0"}},{"id":{"$t":"tag:blogger.com,1999:blog-1130871870265736647.post-3634684729154854060"},"published":{"$t":"2010-08-17T03:13:00.000+07:00"},"updated":{"$t":"2012-05-13T02:48:18.523+07:00"},"category":[{"scheme":"http://www.blogger.com/atom/ns#","term":"Project Communication Management"}],"title":{"type":"text","$t":"Stakeholder Analysis"},"content":{"type":"html","$t":"Stakeholder Analysis is a technique of systematically gathering and analyzing quantitative and qualitative information to determine whose interests should be taken into account throughout the project. It identifies the interests, expectations, and influence of the stakeholders and relates them to the purpose of the project. It also helps identify stakeholder relationships that can be leveraged to build coalitions and potential partnership to enhance the project's chance of success.\u003Cbr \/\u003E\u003Cbr \/\u003EAccording to Project Management Body of Knowledge (PMBOK), the stakeholder analysis generally follows the steps described below:\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003E\u003Cb\u003EStep 1\u003C\/b\u003E: Identify all potential project stakeholders and relevant information, such as their roles, departments, interests, knowledge levels, expectations, and influence levels. Key stakeholders are usually easy to identify. They include anyone in a decision-making or management role who is impacted by the project outcome, such as the sponsor, project manager, and the primary customer.\u003C\/li\u003E\u003Cul\u003E\u003Cli\u003EIdentifying other stakeholders is usually done by interviewing identified stakeholders and expanding the list until all potential stakeholders are included. \u003C\/li\u003E\u003C\/ul\u003E\u003Cli\u003E\u003Cb\u003EStep 2\u003C\/b\u003E: Identify the potential impact or support each stakeholder could generate, and classify them so as to define an approach strategy. In large stakeholder communities, it is important to prioritize the key stakeholders to ensure the efficient use of effort to communicate and manage their expectations. There are multiple classification models available including, but not limited to:\u003C\/li\u003E\u003Cul\u003E\u003Cli\u003EPower\/interest grid, grouping the stakeholder based on their level of authority (\"power\") and their level or concern (\"interest\") regarding the project outcomes;\u003C\/li\u003E\u003Cli\u003EPower\/influence grid, grouping the stakeholders based on their level of authority (\"power\") and their active involvement (\"influence\") in the project;\u003C\/li\u003E\u003Cli\u003EInfluence\/impact grid,\u0026nbsp; grouping the stakeholders based on their active involvement (\"influence\") in the project and their ability to effect changes to the project's planning or execution (\"impact\"); and\u003C\/li\u003E\u003Cli\u003ESalience model, describing classes of stakeholders based on their power (ability to impose their will), urgency (need for immediate attention), and legitimacy (their involvement is appropriate).\u003C\/li\u003E\u003C\/ul\u003E\u003Cli\u003E\u003Cb\u003EStep 3\u003C\/b\u003E: Assess how stakeholders are likely to react or respond in various situations, in order to plan how to influence them to enhance their support and mitigate potential negative impacts. \u003C\/li\u003E\u003C\/ul\u003E"},"link":[{"rel":"replies","type":"application/atom+xml","href":"http:\/\/itpmpro.blogspot.com\/feeds\/3634684729154854060\/comments\/default","title":"Post Comments"},{"rel":"replies","type":"text/html","href":"http:\/\/www.blogger.com\/comment.g?blogID=1130871870265736647\u0026postID=3634684729154854060","title":"0 Comments"},{"rel":"edit","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/3634684729154854060"},{"rel":"self","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/3634684729154854060"},{"rel":"alternate","type":"text/html","href":"http:\/\/itpmpro.blogspot.com\/2010\/08\/stakeholder-analysis.html","title":"Stakeholder Analysis"}],"author":[{"name":{"$t":"Unknown"},"email":{"$t":"noreply@blogger.com"},"gd$image":{"rel":"http://schemas.google.com/g/2005#thumbnail","width":"16","height":"16","src":"https:\/\/img1.blogblog.com\/img\/b16-rounded.gif"}}],"thr$total":{"$t":"0"}},{"id":{"$t":"tag:blogger.com,1999:blog-1130871870265736647.post-5713094259799435525"},"published":{"$t":"2010-05-12T13:11:00.000+07:00"},"updated":{"$t":"2012-05-04T13:12:27.953+07:00"},"category":[{"scheme":"http://www.blogger.com/atom/ns#","term":"Project Organization"}],"title":{"type":"text","$t":"Advantages and Disadvantages of Functional Organization"},"content":{"type":"html","$t":"Organizations have their own styles and cultures that influence how project work is performed. The functional organizations is probably the oldest style of organization and is therefore known as the traditional approach to organizing business.\u003Cbr \/\u003E\u003Cbr \/\u003EFunctional organizations are centered on specialties and grouped by function. As an example, the organization might have a human resource department, finance department, marketing department, information technology department, and so on. The work in these department is specialized and requires people who have the skill sets and experiences in these specialized functions to perform specific duties for the department.\u003Cbr \/\u003E\u003Cbr \/\u003E\u003Cb\u003EAdvantages\u003C\/b\u003E\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003EThere is an enduring organizational structure.\u003C\/li\u003E\u003Cli\u003EThere is a clear career path with separation of functions, allowing specialty skills to flourish.\u003C\/li\u003E\u003Cli\u003EEmployee have one supervisor with a clear chain of command.\u003C\/li\u003E\u003C\/ul\u003E\u003Cbr \/\u003E\u003Cb\u003EDisadvantages\u003C\/b\u003E\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003EProject managers have little to no formal authority.\u003C\/li\u003E\u003Cli\u003EMultiple projects compete for limited resources and priority.\u003C\/li\u003E\u003Cli\u003EProject team members are loyal to the functional manager.\u003C\/li\u003E\u003C\/ul\u003E"},"link":[{"rel":"replies","type":"application/atom+xml","href":"http:\/\/itpmpro.blogspot.com\/feeds\/5713094259799435525\/comments\/default","title":"Post Comments"},{"rel":"replies","type":"text/html","href":"http:\/\/www.blogger.com\/comment.g?blogID=1130871870265736647\u0026postID=5713094259799435525","title":"3 Comments"},{"rel":"edit","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/5713094259799435525"},{"rel":"self","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/5713094259799435525"},{"rel":"alternate","type":"text/html","href":"http:\/\/itpmpro.blogspot.com\/2010\/05\/advantages-and-disadvantages-of.html","title":"Advantages and Disadvantages of Functional Organization"}],"author":[{"name":{"$t":"Unknown"},"email":{"$t":"noreply@blogger.com"},"gd$image":{"rel":"http://schemas.google.com/g/2005#thumbnail","width":"16","height":"16","src":"https:\/\/img1.blogblog.com\/img\/b16-rounded.gif"}}],"thr$total":{"$t":"3"}},{"id":{"$t":"tag:blogger.com,1999:blog-1130871870265736647.post-2049100943552413464"},"published":{"$t":"2010-03-16T13:30:00.000+07:00"},"updated":{"$t":"2012-05-04T13:31:42.565+07:00"},"category":[{"scheme":"http://www.blogger.com/atom/ns#","term":"Project Organization"}],"title":{"type":"text","$t":"Characteristics of Projectized Organization"},"content":{"type":"html","$t":"Projectized organization is an organization that focus on project. In this type of organization, the staffs report directly the project manager.\u003Cbr \/\u003E\u003Cbr \/\u003ESix characteristics of a projectized organization are:\u003Cbr \/\u003E\u003Col\u003E\u003Cli\u003EProject managers have ultimate authority over the project.\u003C\/li\u003E\u003Cli\u003EThe focus of the organization is the project.\u003C\/li\u003E\u003Cli\u003EThe organization's resources are focuses on projects and project work.\u003C\/li\u003E\u003Cli\u003ETeam members are co-located.\u003C\/li\u003E\u003Cli\u003ELoyalties are formed to the project, not to a functional manager.\u003C\/li\u003E\u003Cli\u003EProject team are dissolved at the conclusion of the project. \u003C\/li\u003E\u003C\/ol\u003E"},"link":[{"rel":"replies","type":"application/atom+xml","href":"http:\/\/itpmpro.blogspot.com\/feeds\/2049100943552413464\/comments\/default","title":"Post Comments"},{"rel":"replies","type":"text/html","href":"http:\/\/www.blogger.com\/comment.g?blogID=1130871870265736647\u0026postID=2049100943552413464","title":"1 Comments"},{"rel":"edit","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/2049100943552413464"},{"rel":"self","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/2049100943552413464"},{"rel":"alternate","type":"text/html","href":"http:\/\/itpmpro.blogspot.com\/2010\/03\/characteristics-of-projectized.html","title":"Characteristics of Projectized Organization"}],"author":[{"name":{"$t":"Unknown"},"email":{"$t":"noreply@blogger.com"},"gd$image":{"rel":"http://schemas.google.com/g/2005#thumbnail","width":"16","height":"16","src":"https:\/\/img1.blogblog.com\/img\/b16-rounded.gif"}}],"thr$total":{"$t":"1"}},{"id":{"$t":"tag:blogger.com,1999:blog-1130871870265736647.post-883254719395669173"},"published":{"$t":"2010-01-12T14:29:00.000+07:00"},"updated":{"$t":"2012-04-21T14:42:53.068+07:00"},"category":[{"scheme":"http://www.blogger.com/atom/ns#","term":"organization"},{"scheme":"http://www.blogger.com/atom/ns#","term":"project"}],"title":{"type":"text","$t":"Organizational Structure in Project Management"},"content":{"type":"html","$t":"Organizational structure is an enterprise environmental factor which can affect the availability of resources and influence how projects are conducted. Organizational structures range from functional to projectized, with a variety of matrix structures between them. The table below shows key project-related characteristics of the major types of organizational structures.\u003Cbr \/\u003E\u003Cbr \/\u003E\u003Cimg alt=\"\" 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\" \/\u003E\u003Cbr \/\u003E\u003Cbr \/\u003E1. \u003Cb\u003EFunctional organization\u003C\/b\u003E, is a hierarchy where each employee has one clear superior. Staff members are grouped by specialty, such as production, marketing, engineering, and accounting at the top level. Specialties may be further subdivided into functional organizations, such as mechanical and electrical engineering. Each department in a functional organization will do its project work independent of other departments.\u003Cbr \/\u003E\u003Cbr \/\u003E2. \u003Cb\u003EMatrix organization\u003C\/b\u003E, is a blend of functional and projectized characteristics.\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003EWeak matrices maintain many of the characteristics of a functional organization, and the project manager role is more of a coordinator or expediter than that of a true project manager.\u0026nbsp;\u003C\/li\u003E\u003Cli\u003EStrong matrices have many of the characteristics of the projectized organization, and can have full-time project managers with considerable authority and full-time project administrative staff.\u0026nbsp;\u003C\/li\u003E\u003Cli\u003EBalanced matrix organization recognizes the need for a project manager, it does not provide the project manager with the full authority over the project and project funding.\u003C\/li\u003E\u003C\/ul\u003E3. \u003Cb\u003EProjectized organization\u003C\/b\u003E, is a hierarchy where team members are often co-located, most of the organization's resources are involved in project work, and project managers have a great deal of independence and authority. Projectized organizations often have organizational units called departments, but these groups either report directly to the project manager or provide support services to the various projects.\u003Cbr \/\u003E\u003Cbr \/\u003EMany organizations involve all these structures at various levels. For example, even a fundamentally functional organization may create a special project team to handle a critical project. Such a team may have many of the characteristics of a project team in a projectized organization. The team may include full-time staff from different functional departments, may develop its own set of operating procedures, and may operate outside the standard, formalized reporting structure. \u003Cbr \/\u003E\u003Cbr \/\u003ESource: Project Management Body of Knowledge (PMBOK® Guide)\u003Cbr \/\u003E\u003Cbr \/\u003E"},"link":[{"rel":"replies","type":"application/atom+xml","href":"http:\/\/itpmpro.blogspot.com\/feeds\/883254719395669173\/comments\/default","title":"Post Comments"},{"rel":"replies","type":"text/html","href":"http:\/\/www.blogger.com\/comment.g?blogID=1130871870265736647\u0026postID=883254719395669173","title":"4 Comments"},{"rel":"edit","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/883254719395669173"},{"rel":"self","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/883254719395669173"},{"rel":"alternate","type":"text/html","href":"http:\/\/itpmpro.blogspot.com\/2010\/01\/organizational-structure-in-project.html","title":"Organizational Structure in Project Management"}],"author":[{"name":{"$t":"Unknown"},"email":{"$t":"noreply@blogger.com"},"gd$image":{"rel":"http://schemas.google.com/g/2005#thumbnail","width":"16","height":"16","src":"https:\/\/img1.blogblog.com\/img\/b16-rounded.gif"}}],"thr$total":{"$t":"4"}},{"id":{"$t":"tag:blogger.com,1999:blog-1130871870265736647.post-3577885486047961777"},"published":{"$t":"2009-10-30T07:35:00.000+07:00"},"updated":{"$t":"2012-04-16T07:36:07.829+07:00"},"category":[{"scheme":"http://www.blogger.com/atom/ns#","term":"certification"},{"scheme":"http://www.blogger.com/atom/ns#","term":"pmi"}],"title":{"type":"text","$t":"Professional Development Units (PDUs)"},"content":{"type":"html","$t":"Professional Development Units (PDUs) is a way to maintain your certificate credential(s). If you hold the PMP\u003Csup\u003E®\u003C\/sup\u003E, PgMP\u003Csup\u003E®\u003C\/sup\u003E, PMI-SP\u003Csup\u003E®\u003C\/sup\u003E, or PMI-RMP\u003Csup\u003E®\u003C\/sup\u003E credential(s), you are required to adhere to the Continuing  Certification Requirements (CCR) program, which supports ongoing  professional development through education and giving back to the  profession.\u003Cbr \/\u003E\u003Cbr \/\u003EFortunately, there are plenty of opportunities to earn professional  development units (PDUs) toward maintaining your credential(s).\u003Cbr \/\u003E\u003Cbr \/\u003E     While courses and seminars are ideal ways to stay up-to-date with  project management best practices, many other activities occurring in  your daily professional life may count toward PDUs, too.\u003Cbr \/\u003E\u003Cbr \/\u003E\u003Ch2\u003EContinue Your Education\u003C\/h2\u003E\u003Col\u003E\u003Cli\u003E                   \u003Cstrong\u003ERegistered Education Provider (R.E.P.) Courses\u003C\/strong\u003E                 \u003Cstrong\u003E:\u003C\/strong\u003E There are more than 1,100 PMI R.E.P.s worldwide who offer courses that are pre-approved for PDUs. \u003C\/li\u003E\u003Cli\u003E                   \u003Cstrong\u003EE-Learning\u003C\/strong\u003E                 \u003Cstrong\u003E:\u003C\/strong\u003E PMI’s e-Learning offerings allow you to  increase your understanding of project management and apply real-world  knowledge through simulations at your own pace. These include our  eSeminarsWorld\u003Csup\u003ESM\u003C\/sup\u003E courses and our Publication Quizzes. \u003C\/li\u003E\u003Cli\u003E                   \u003Cstrong\u003EPMI Community Offerings\u003C\/strong\u003E                 \u003Cstrong\u003E:\u003C\/strong\u003E PMI chapters and communities of practice hold  events, meetings, webinars and educational sessions. PMI members can  join these communities and take advantage of their offerings. \u003C\/li\u003E\u003Cli\u003E                   \u003Cstrong\u003EPMI\u003Csup\u003E®\u003C\/sup\u003E Global Congresses and Regional Events\u003C\/strong\u003E                 \u003Cstrong\u003E:\u003C\/strong\u003E Attend a congress or regional event and learn, network and get inspired. \u003C\/li\u003E\u003Cli\u003E                   \u003Cstrong\u003ESeminarsWorld\u003C\/strong\u003E                 \u003Cstrong\u003E:\u003C\/strong\u003E Held throughout the year, SeminarsWorld  events provide in-depth coverage of a single topic for beginning,  mid-level and experienced project professionals. \u003C\/li\u003E\u003Cli\u003E        \u003Cstrong\u003ESelf-Directed Learning:\u003C\/strong\u003E PMI will recognize  activities that involve personally conducted research or study,  including discussions or coaching sessions with colleagues or clients.  Such activities should make use of informational materials like CD-ROMs,  articles, books, videos or instructional manuals.\u003C\/li\u003E\u003Cli\u003E        \u003Cstrong\u003EEducational Programs by Outside Providers:\u003C\/strong\u003E PMI recognizes relevant educational activities or programs offered by organizations not registered with PMI.\u003C\/li\u003E\u003C\/ol\u003E\u003Ch2\u003EGive Back to the Profession\u003C\/h2\u003E\u003Col start=\"8\" type=\"1\"\u003E\u003Cli\u003E        \u003Cstrong\u003ECreating new content.\u003C\/strong\u003E Write project management-related books and articles for professional print or electronic publications, including PMI’s numerous publications or PMI Knowledge Shelf. If you’re web savvy, write a blog\u003Cstrong\u003E \u003C\/strong\u003Efor your company or organization, or present a podcast or webinar. Check out PMI’s Voices on Project Management blog. \u003C\/li\u003E\u003Cli\u003E        \u003Cstrong\u003EVolunteer Service:\u003C\/strong\u003E Earn PDUs for providing your  professional services to an organization or group outside of your  employer; this includes any elected offices you hold for a project  management organization. PMI also has many volunteer opportunities. \u003C\/li\u003E\u003Cli\u003E        \u003Cstrong\u003EDoing Your Job: \u003C\/strong\u003EWhen you\u003Cstrong\u003E \u003C\/strong\u003Epractice project (project scheduling, risk, or program) management professionally\u003Cstrong\u003E, \u003C\/strong\u003Eyou can claim PDUs. If you work every day as a project manager, this counts toward credential maintenance. \u003C\/li\u003E\u003C\/ol\u003E\u003Cstrong\u003EAll activities must be related to project management  topics that are substantially consistent with the knowledge areas and  processes outlined in the latest edition of \u003Cem\u003EA Guide to the Project Management Body of Knowledge\u003C\/em\u003E (\u003Cem\u003EPMBOK\u003C\/em\u003E\u003Csup\u003E®\u003C\/sup\u003E\u003Cem\u003EGuide\u003C\/em\u003E) and involve appropriate expert resources.\u003C\/strong\u003E    \u003Cbr \/\u003E\u003Cbr \/\u003ESource: \u003Ca href=\"http:\/\/www.pmi.org\/\" target=\"_blank\"\u003EProject Management Institute (PMI)\u003C\/a\u003E\u003Cbr \/\u003E\u003Cbr \/\u003E\u003Cbr \/\u003E"},"link":[{"rel":"replies","type":"application/atom+xml","href":"http:\/\/itpmpro.blogspot.com\/feeds\/3577885486047961777\/comments\/default","title":"Post Comments"},{"rel":"replies","type":"text/html","href":"http:\/\/www.blogger.com\/comment.g?blogID=1130871870265736647\u0026postID=3577885486047961777","title":"1 Comments"},{"rel":"edit","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/3577885486047961777"},{"rel":"self","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/3577885486047961777"},{"rel":"alternate","type":"text/html","href":"http:\/\/itpmpro.blogspot.com\/2009\/10\/professional-development-units-pdus.html","title":"Professional Development Units (PDUs)"}],"author":[{"name":{"$t":"Unknown"},"email":{"$t":"noreply@blogger.com"},"gd$image":{"rel":"http://schemas.google.com/g/2005#thumbnail","width":"16","height":"16","src":"https:\/\/img1.blogblog.com\/img\/b16-rounded.gif"}}],"thr$total":{"$t":"1"}},{"id":{"$t":"tag:blogger.com,1999:blog-1130871870265736647.post-7829308525995273930"},"published":{"$t":"2009-10-28T07:15:00.000+07:00"},"updated":{"$t":"2012-04-16T07:24:13.326+07:00"},"category":[{"scheme":"http://www.blogger.com/atom/ns#","term":"certification"},{"scheme":"http://www.blogger.com/atom/ns#","term":"pmi"}],"title":{"type":"text","$t":"PMI Scheduling Professional (PMI-SP)"},"content":{"type":"html","$t":"PMI’s Scheduling Professional (PMI-SP) credential is a  response to\u0026nbsp;project management’s increasing growth, complexity and  diversity. Globally recognized and demanded, the PMI-SP fills the need for a specialist role in project scheduling.\u003Cbr \/\u003E\u003Cbr \/\u003EIt recognizes your unique expertise and competence to develop and  maintain project schedules, while still possessing baseline  knowledge\u0026nbsp;skills in all areas of project management.\u003Cbr \/\u003E\u003Cbr \/\u003EThe PMI-SP demonstrates skill and competence in the specialized area of  project scheduling. If you’re looking to fill the scheduling specialist  role on your project team, hone your basic project management skills and  showcase your specialized expertise to employers, the PMI-SP credential  is for you.\u003Cbr \/\u003E\u003Cbr \/\u003ETo apply for the PMI-SP, you need to have either:\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003EA four-year degree (bachelor’s or the global equivalent), with  at least 3,500 hours of project scheduling experience and 30 hours of  project scheduling education.\u003Cbr \/\u003E\u003Cbr \/\u003EOR \u003C\/li\u003E\u003Cli\u003EA secondary diploma (high school or the global equivalent)  with at least 5,000 hours of project scheduling experience and 40 hours  of project scheduling education.\u003C\/li\u003E\u003C\/ul\u003ETo apply for the PMI-SP, \u003Ca href=\"https:\/\/certification.pmi.org\/\" target=\"_blank\"\u003Eregister and log in to PMI online system\u003C\/a\u003E to get started. A\u0026nbsp;\u003Ca href=\"http:\/\/www.pmi.org\/Certification\/%7E\/media\/PDF\/Certifications\/PMI-SP%20Application%20Form.ashx\" target=\"_blank\"\u003Eprintable PMI-SP application form\u003C\/a\u003E is also available.\u003Cbr \/\u003E\u003Cbr \/\u003EAs part of PMI’s Continuing Certification Requirements program, a PMI-SP  credential holder will need to earn 30 PDUs in the specialized area of  project scheduling per three-year cycle. To learn more about the  program, what are PDUs, how to earn and claim them, as well as  step-by-step instructions on how to renew your certification, watch the \u003Ca href=\"http:\/\/pdu.pmi.org\/ccr\/#\" target=\"_blank\"\u003ECCR video\u003C\/a\u003E. You can also reference the latest \u003Ca href=\"http:\/\/www.pmi.org\/Certification\/%7E\/media\/PDF\/Certifications\/PMI-SP_Handbook.ashx\" target=\"_blank\"\u003EPMI-SP Handbook\u003C\/a\u003E found on PMI.org.\u003Cbr \/\u003E\u003Cbr \/\u003ESource: \u003Ca href=\"http:\/\/www.pmi.org\/\" target=\"_blank\"\u003EProject Management Institute (PMI)\u003C\/a\u003E"},"link":[{"rel":"replies","type":"application/atom+xml","href":"http:\/\/itpmpro.blogspot.com\/feeds\/7829308525995273930\/comments\/default","title":"Post Comments"},{"rel":"replies","type":"text/html","href":"http:\/\/www.blogger.com\/comment.g?blogID=1130871870265736647\u0026postID=7829308525995273930","title":"0 Comments"},{"rel":"edit","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/7829308525995273930"},{"rel":"self","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/7829308525995273930"},{"rel":"alternate","type":"text/html","href":"http:\/\/itpmpro.blogspot.com\/2009\/10\/pmi-scheduling-professional-pmi-sp.html","title":"PMI Scheduling Professional (PMI-SP)"}],"author":[{"name":{"$t":"Unknown"},"email":{"$t":"noreply@blogger.com"},"gd$image":{"rel":"http://schemas.google.com/g/2005#thumbnail","width":"16","height":"16","src":"https:\/\/img1.blogblog.com\/img\/b16-rounded.gif"}}],"thr$total":{"$t":"0"}},{"id":{"$t":"tag:blogger.com,1999:blog-1130871870265736647.post-3881894809881643713"},"published":{"$t":"2009-10-24T07:13:00.000+07:00"},"updated":{"$t":"2012-04-16T07:13:39.168+07:00"},"category":[{"scheme":"http://www.blogger.com/atom/ns#","term":"certification"},{"scheme":"http://www.blogger.com/atom/ns#","term":"pmi"}],"title":{"type":"text","$t":"PMI Risk Management Professional (PMI-RMP)"},"content":{"type":"html","$t":"PMI’s Risk Management Professional (PMI-RMP) credential  is a response to project management’s increasing growth, complexity and  diversity. Globally recognized and demanded, the PMI-RMP\u003Csup\u003E®\u003C\/sup\u003E fills the need for a specialist role in project risk management.\u003Cbr \/\u003E\u003Cbr \/\u003E     It recognizes your unique expertise and competency in assessing  and identifying project risks, mitigating threats and capitalizing on  opportunities, while still possessing a baseline\u0026nbsp;knowledge and practical  application in all areas of project management.\u003Cbr \/\u003E\u003Cbr \/\u003EThe PMI-RMP demonstrates skill and competence in the specialized area of  project risk management. If you’re looking to fill the risk management  specialist role on your project team, hone your basic project management  skills and showcase your specialized expertise to employers, the  PMI-RMP credential is for you.\u003Cbr \/\u003E\u003Cbr \/\u003ETo apply for the PMI-RMP, you need to have either:\u003Cbr \/\u003E     \u003Cul\u003E\u003Cli\u003EA four-year degree (bachelor’s or the global equivalent), with  at least 3,000 hours of project risk management experience and 30 hours  of project risk management education. \u003Cbr \/\u003E\u003Cbr \/\u003EOR \u003C\/li\u003E\u003Cli\u003EA secondary diploma (high school or the global equivalent)  with at least 4,500 hours of project risk management experience and 40  hours of project risk management education.\u003C\/li\u003E\u003C\/ul\u003E\u003Cb\u003ETo apply for the PMI-RMP,\u003C\/b\u003E \u003Ca href=\"https:\/\/certification.pmi.org\/\" target=\"_blank\"\u003Eregister and log in to PMI online system\u003C\/a\u003E to get started. A printable\u0026nbsp;\u003Ca href=\"http:\/\/www.pmi.org\/Certification\/%7E\/media\/PDF\/Certifications\/PMI-RMP%20Application%20Form.ashx\" target=\"_blank\"\u003EPMI-RMP application form\u003C\/a\u003E is also available.\u003Cbr \/\u003E\u003Cbr \/\u003EAs part of PMI’s Continuing Certification Requirements program, a  PMI-RMP credential holder will need to earn 30 PDUs in the specialized  area of project risk management per three-year cycle. To learn more  about the program, what are PDUs, how to earn and claim them, as well as  step-by-step instructions on how to renew your certification, watch the  \u003Ca href=\"http:\/\/pdu.pmi.org\/ccr\/#\" target=\"_blank\"\u003ECCR video\u003C\/a\u003E. You can also reference the latest \u003Ca href=\"http:\/\/www.pmi.org\/Certification\/%7E\/media\/PDF\/Certifications\/PMI-RMP_Handbook.ashx\" target=\"_blank\"\u003EPMI-RMP Handbook\u003C\/a\u003E found on PMI.org\u003Cbr \/\u003E\u003Cbr \/\u003ESource: \u003Ca href=\"http:\/\/www.pmi.org\/\" target=\"_blank\"\u003EProject Management Institute (PMI)\u003C\/a\u003E \u003Cbr \/\u003E\u003Cbr \/\u003E"},"link":[{"rel":"replies","type":"application/atom+xml","href":"http:\/\/itpmpro.blogspot.com\/feeds\/3881894809881643713\/comments\/default","title":"Post Comments"},{"rel":"replies","type":"text/html","href":"http:\/\/www.blogger.com\/comment.g?blogID=1130871870265736647\u0026postID=3881894809881643713","title":"1 Comments"},{"rel":"edit","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/3881894809881643713"},{"rel":"self","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/3881894809881643713"},{"rel":"alternate","type":"text/html","href":"http:\/\/itpmpro.blogspot.com\/2009\/10\/pmi-risk-management-professional-pmi.html","title":"PMI Risk Management Professional (PMI-RMP)"}],"author":[{"name":{"$t":"Unknown"},"email":{"$t":"noreply@blogger.com"},"gd$image":{"rel":"http://schemas.google.com/g/2005#thumbnail","width":"16","height":"16","src":"https:\/\/img1.blogblog.com\/img\/b16-rounded.gif"}}],"thr$total":{"$t":"1"}},{"id":{"$t":"tag:blogger.com,1999:blog-1130871870265736647.post-7774967149227814301"},"published":{"$t":"2009-10-23T07:07:00.000+07:00"},"updated":{"$t":"2012-04-16T07:23:28.748+07:00"},"category":[{"scheme":"http://www.blogger.com/atom/ns#","term":"certification"},{"scheme":"http://www.blogger.com/atom/ns#","term":"pmi"}],"title":{"type":"text","$t":"PMI Agile Certified Practitioner (PMI-ACP)"},"content":{"type":"html","$t":"The PMI-ACP recognizes knowledge of  agile principles, practices and tools and techniques across agile  methodologies. If you use agile practices in your projects, or your organization is  adopting agile approaches to project management, the PMI-ACP  certification may be right for you. \u003Cbr \/\u003E\u003Cbr \/\u003EThe use of agile as an approach to managing projects has been  increasing dramatically over the last several years. Gartner predicts  that by the end of 2012, agile development methods will be used on 80%  of all software development projects. PMI’s research has shown that the  use of agile has tripled from December 2008 to May 2011. Furthermore,  research demonstrates the value that agile can have in decreasing  product defects, improving team productivity, and increasing delivery of  business value. The PMI-ACP is positioned to recognize and validate  knowledge of this important approach.\u003Cbr \/\u003E\u003Cbr \/\u003EIf you are working in organizations using agile to manage projects, the  PMI-ACP can provide an opportunity to demonstrate your knowledge of  agile practices. The PMI-ACP is not limited to project managers or  Project Management Professional (PMP)\u003Csup\u003E®\u003C\/sup\u003E credential holders; individuals with experience working on agile project teams can apply.\u003Cbr \/\u003E\u003Cbr \/\u003E\u003Cb\u003EPractitioners who are seeking to:\u003C\/b\u003E \u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003EDemonstrate to employers their level of professionalism in agile practices of project management.\u003C\/li\u003E\u003Cli\u003EIncrease their professional versatility in both Waterfall and agile techniques.\u003C\/li\u003E\u003Cli\u003EHold a certification that is more credible than existing entry-level, training or exam-only based offerings.\u003C\/li\u003E\u003C\/ul\u003ETo apply for the PMI-ACP, you need to meet the following requirements:\u003Cbr \/\u003E\u003Ctable border=\"1\" cellpadding=\"0\" style=\"width: 600px;\"\u003E\u003Ctbody\u003E\u003Ctr\u003E\u003Ctd align=\"center\" colspan=\"4\"\u003E\u003Ch3\u003E  PMI Agile Certification Eligibility Requirements\u003C\/h3\u003E\u003C\/td\u003E\u003C\/tr\u003E\u003Ctr\u003E\u003Ctd style=\"background-color: #e8f0f3;\" width=\"250\"\u003E\u003Ch3\u003E  \u003Cb\u003ERequirement \u003C\/b\u003E\u003C\/h3\u003E\u003C\/td\u003E\u003Ctd style=\"background-color: #e8f0f3;\"\u003E\u003Ch3\u003E  \u003Cb\u003EDescription \u003C\/b\u003E\u003C\/h3\u003E\u003C\/td\u003E\u003C\/tr\u003E\u003Ctr\u003E\u003Ctd\u003E\u003Cb\u003EGeneral Project Experience \u003C\/b\u003E\u003C\/td\u003E\u003Ctd\u003E\u003Cul\u003E\u003Cli\u003E2,000 hours working on project teams\u003C\/li\u003E\u003Cli\u003EThese hours must be earned within the last 5 years\u003C\/li\u003E\u003Cli\u003EActive PMP\u003Csup\u003E®\u003C\/sup\u003E or PgMP\u003Csup\u003E®\u003C\/sup\u003E will satisfy this requirement\u003C\/li\u003E\u003C\/ul\u003E\u003C\/td\u003E\u003C\/tr\u003E\u003Ctr\u003E\u003Ctd style=\"background-color: #e8f0f3;\"\u003E\u003Cb\u003EAgile Project Experience \u003C\/b\u003E\u003C\/td\u003E\u003Ctd style=\"background-color: #e8f0f3;\"\u003E\u003Cul\u003E\u003Cli\u003E1500 hours working on agile project teams or with agile methodologies\u003C\/li\u003E\u003Cli\u003EThese hours are in addition to the 2,000 hours required in “general project experience”\u003C\/li\u003E\u003Cli\u003EThese hours must be earned within the last 3 years\u003C\/li\u003E\u003C\/ul\u003E\u003C\/td\u003E\u003C\/tr\u003E\u003Ctr\u003E\u003Ctd\u003E\u003Cb\u003ETraining in Agile Practices\u003C\/b\u003E\u003C\/td\u003E\u003Ctd\u003E\u003Cul\u003E\u003Cli\u003E21 contact hours\u003C\/li\u003E\u003Cli\u003EHours must be earned in agile practices\u003C\/li\u003E\u003C\/ul\u003E\u003C\/td\u003E\u003C\/tr\u003E\u003Ctr\u003E\u003Ctd style=\"background-color: #e8f0f3;\"\u003E\u003Cb\u003EExamination \u003C\/b\u003E\u003C\/td\u003E\u003Ctd style=\"background-color: #e8f0f3;\"\u003E\u003Cul\u003E\u003Cli\u003ETests knowledge of agile fundamentals\u003C\/li\u003E\u003C\/ul\u003E\u003C\/td\u003E\u003C\/tr\u003E\u003C\/tbody\u003E\u003C\/table\u003E\u003Cbr \/\u003ETo apply for the PMI-ACP, \u003Ca href=\"https:\/\/certification.pmi.org\/\" target=\"_blank\"\u003Eregister and log in to get started\u003C\/a\u003E. A printable \u003Ca href=\"http:\/\/www.pmi.org\/Certification\/%7E\/media\/PDF\/Certifications\/PMI-ACP-Print-Application-Forms.ashx\" target=\"_blank\"\u003EPMI-ACP printable application form\u003C\/a\u003E is also available.\u003Cbr \/\u003E\u003Cbr \/\u003EAs part of PMI’s \u003Ca href=\"http:\/\/ccrs.pmi.org\/\" target=\"_blank\"\u003EContinuing Certification Requirements\u003C\/a\u003E (CCR) program, a PMI-ACP credential holder will need to earn 30 PDUs in  agile project management per three-year cycle. To learn more about the  program, what are PDUs, how to earn and claim them, as well as  step-by-step instructions on how to renew your certification, \u003Ca href=\"http:\/\/pdu.pmi.org\/ccr\" target=\"_blank\"\u003Ewatch the CCR video\u003C\/a\u003E. You can also reference the latest PMI-ACP Handbook found on PMI.org \u003Cbr \/\u003E\u003Cbr \/\u003ESource: \u003Ca href=\"http:\/\/www.pmi.org\/\" target=\"_blank\"\u003EProject Management Institute (PMI)\u003C\/a\u003E\u003Cbr \/\u003E\u003Cbr \/\u003E"},"link":[{"rel":"replies","type":"application/atom+xml","href":"http:\/\/itpmpro.blogspot.com\/feeds\/7774967149227814301\/comments\/default","title":"Post Comments"},{"rel":"replies","type":"text/html","href":"http:\/\/www.blogger.com\/comment.g?blogID=1130871870265736647\u0026postID=7774967149227814301","title":"1 Comments"},{"rel":"edit","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/7774967149227814301"},{"rel":"self","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/7774967149227814301"},{"rel":"alternate","type":"text/html","href":"http:\/\/itpmpro.blogspot.com\/2009\/10\/pmi-agile-certified-practitioner-pmi.html","title":"PMI Agile Certified Practitioner (PMI-ACP)"}],"author":[{"name":{"$t":"Unknown"},"email":{"$t":"noreply@blogger.com"},"gd$image":{"rel":"http://schemas.google.com/g/2005#thumbnail","width":"16","height":"16","src":"https:\/\/img1.blogblog.com\/img\/b16-rounded.gif"}}],"thr$total":{"$t":"1"}},{"id":{"$t":"tag:blogger.com,1999:blog-1130871870265736647.post-3276226147252889430"},"published":{"$t":"2009-10-20T07:03:00.000+07:00"},"updated":{"$t":"2012-04-16T07:24:38.257+07:00"},"category":[{"scheme":"http://www.blogger.com/atom/ns#","term":"certification"},{"scheme":"http://www.blogger.com/atom/ns#","term":"pgmp"}],"title":{"type":"text","$t":"Program Management Professional (PgMP)"},"content":{"type":"html","$t":"PMI’s Program Management Professional (PgMP) credential recognizes the advanced experience and skill of program managers. Globally recognized and demanded, the PgMP  demonstrates your proven competency to oversee multiple, related  projects and their resources to achieve strategic business goals.\u003Cbr \/\u003E\u003Cbr \/\u003EPgMP credential holders oversee the success of a program,  grouping related projects together to realize organizational benefits  not available if they were managed separately. It’s the perfect fit if  you define projects, assign project managers and oversee programs.\u003Cbr \/\u003E\u003Cbr \/\u003EIf you’re a program manager looking to demonstrate a proven ability to  manage complex, multiple projects and align results to organizational  goals; increase your visibility and value with your organization; and  separate yourself in the eyes of employers, the PgMP credential is for  you.\u003Cbr \/\u003E\u003Cbr \/\u003ETo apply for the PgMP, you need to have either:\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003EA four year degree (bachelor’s or the global equivalent), with  at least four years of project management experience and four years of  program management experience.\u003Cbr \/\u003E\u003Cbr \/\u003EOR \u003C\/li\u003E\u003Cli\u003EA secondary diploma (high school or the global equivalent),  with at least four years of project management experience and seven  years of program management experience.\u003C\/li\u003E\u003C\/ul\u003EIf you have not gained enough experience in project and program management to meet these eligibility requirements,\u0026nbsp;consider the \u003Ca href=\"http:\/\/www.itpmpro.com\/2009\/10\/project-management-professional-pmp.html\" target=\"\"\u003EProject Management Professional (PMP)\u003C\/a\u003E credential.\u003Cbr \/\u003E\u003Cbr \/\u003E\u003Cb\u003ETo apply for the PgMP,\u003C\/b\u003E \u003Ca href=\"https:\/\/certification.pmi.org\/\" target=\"_blank\"\u003Eregister and log in to our online system\u003C\/a\u003E to get started. A\u0026nbsp;\u003Ca href=\"http:\/\/www.pmi.org\/Certification\/%7E\/media\/PDF\/Certifications\/PgMP%20Application%20Form.ashx\" shape=\"rect\" target=\"_blank\"\u003Eprintable PgMP application form\u003C\/a\u003E is also available.\u003Cbr \/\u003E\u003Cbr \/\u003EAs part of PMI’s Continuing Certification Requirements program, a PgMP  credential holder will need to earn 60 PDUs per three-year cycle. To  learn more about the program, what are PDUs, how to earn and claim them,  as well as step-by-step instructions on how to renew your  certification, watch the \u003Ca href=\"http:\/\/pdu.pmi.org\/ccr\/#\" target=\"_blank\"\u003ECCR video\u003C\/a\u003E. You can also reference the latest \u003Ca href=\"http:\/\/www.pmi.org\/Certification\/%7E\/media\/PDF\/Certifications\/pdc_pgmphandbook.ashx\" target=\"_blank\"\u003EPgMP Handbook\u003C\/a\u003E found on PMI.org.\u003Cbr \/\u003E\u003Cbr \/\u003ESource: \u003Ca href=\"http:\/\/www.pmi.org\/\" target=\"_blank\"\u003EProject Management Institue (PMI)\u003C\/a\u003E"},"link":[{"rel":"replies","type":"application/atom+xml","href":"http:\/\/itpmpro.blogspot.com\/feeds\/3276226147252889430\/comments\/default","title":"Post Comments"},{"rel":"replies","type":"text/html","href":"http:\/\/www.blogger.com\/comment.g?blogID=1130871870265736647\u0026postID=3276226147252889430","title":"1 Comments"},{"rel":"edit","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/3276226147252889430"},{"rel":"self","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/3276226147252889430"},{"rel":"alternate","type":"text/html","href":"http:\/\/itpmpro.blogspot.com\/2009\/10\/program-management-professional-pgmp.html","title":"Program Management Professional (PgMP)"}],"author":[{"name":{"$t":"Unknown"},"email":{"$t":"noreply@blogger.com"},"gd$image":{"rel":"http://schemas.google.com/g/2005#thumbnail","width":"16","height":"16","src":"https:\/\/img1.blogblog.com\/img\/b16-rounded.gif"}}],"thr$total":{"$t":"1"}},{"id":{"$t":"tag:blogger.com,1999:blog-1130871870265736647.post-8164478828328261964"},"published":{"$t":"2009-10-15T06:57:00.000+07:00"},"updated":{"$t":"2012-04-16T07:25:27.824+07:00"},"category":[{"scheme":"http://www.blogger.com/atom/ns#","term":"certification"},{"scheme":"http://www.blogger.com/atom/ns#","term":"pmp"}],"title":{"type":"text","$t":"Project Management Professional (PMP)"},"content":{"type":"html","$t":"PMI’s Project Management Professional (PMP) credential is  the most important industry-recognized certification for project  managers. Globally recognized and demanded, the PMP demonstrates that you have the experience, education and competency to successfully lead and direct projects.\u003Cbr \/\u003E\u003Cbr \/\u003EThis recognition is seen through increased marketability to  employers and higher salary; according to the PMI Project Management  Salary Survey–Seventh Edition, certification positively impacts project  manager salaries.\u003Cbr \/\u003E\u003Cbr \/\u003EThe PMP recognizes demonstrated competence in leading and directing  project teams. If you’re an experienced project manager looking to  solidify your skills, stand out to employers and maximize your earning  potential, the PMP credential is the right choice for you.\u003Cbr \/\u003E\u003Cbr \/\u003ETo apply for the PMP, you need to have either:\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003EA four-year degree (bachelor’s or the global equivalent) and  at least three years of project management experience, with 4,500 hours  leading and directing projects and 35 hours of project management  education.\u003Cbr \/\u003E\u003Cbr \/\u003EOR\u003C\/li\u003E\u003Cli\u003EA secondary diploma (high school or the global equivalent)  with at least five years of project management experience, with 7,500  hours leading and directing projects and 35 hours of project management  education.\u003C\/li\u003E\u003C\/ul\u003EIf you do not meet the PMP eligibility requirements, you may want to look at the \u003Ca href=\"http:\/\/www.itpmpro.com\/2009\/10\/certified-associate-in-project.html\"\u003ECertified Associate in Project Management (CAPM)\u003C\/a\u003E certification.\u003Cbr \/\u003E\u003Cbr \/\u003E\u0026nbsp;\u003Cb\u003ETo apply for the PMP\u003C\/b\u003E, \u003Ca href=\"https:\/\/certification.pmi.org\/\" target=\"_blank\"\u003Eregister and log in to PMI online system\u003C\/a\u003E to get started. A printable \u003Ca href=\"http:\/\/www.pmi.org\/Certification\/%7E\/media\/PDF\/Certifications\/PMP%20Application%20Form.ashx\" shape=\"rect\" target=\"_blank\"\u003EPMP application form\u003C\/a\u003E is also available.\u003Cbr \/\u003E\u003Cbr \/\u003EAs part of PMI’s Continuing Certification Requirements program, a PMP  credential holder will need to earn 60 PDUs per three-year cycle. To  learn more about the program, what are PDUs, how to earn and claim them,  as well as step-by-step instructions on how to renew your  certification, watch the \u003Ca href=\"http:\/\/pdu.pmi.org\/ccr\/#\" target=\"_blank\"\u003ECCR video\u003C\/a\u003E. You can also reference the latest \u003Ca href=\"http:\/\/www.pmi.org\/Certification\/%7E\/media\/PDF\/Certifications\/pdc_pmphandbook.ashx\" target=\"_blank\"\u003EPMP Handbook\u003C\/a\u003E found on PMI.org\u003Cbr \/\u003E\u003Cbr \/\u003ESource: \u003Ca href=\"http:\/\/www.pmi.org\/\" target=\"_blank\"\u003EProject Management Institute (PMI)\u003C\/a\u003E"},"link":[{"rel":"replies","type":"application/atom+xml","href":"http:\/\/itpmpro.blogspot.com\/feeds\/8164478828328261964\/comments\/default","title":"Post Comments"},{"rel":"replies","type":"text/html","href":"http:\/\/www.blogger.com\/comment.g?blogID=1130871870265736647\u0026postID=8164478828328261964","title":"3 Comments"},{"rel":"edit","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/8164478828328261964"},{"rel":"self","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/8164478828328261964"},{"rel":"alternate","type":"text/html","href":"http:\/\/itpmpro.blogspot.com\/2009\/10\/project-management-professional-pmp.html","title":"Project Management Professional (PMP)"}],"author":[{"name":{"$t":"Unknown"},"email":{"$t":"noreply@blogger.com"},"gd$image":{"rel":"http://schemas.google.com/g/2005#thumbnail","width":"16","height":"16","src":"https:\/\/img1.blogblog.com\/img\/b16-rounded.gif"}}],"thr$total":{"$t":"3"}},{"id":{"$t":"tag:blogger.com,1999:blog-1130871870265736647.post-8260319379255316167"},"published":{"$t":"2009-10-13T06:47:00.000+07:00"},"updated":{"$t":"2012-04-16T06:59:18.922+07:00"},"category":[{"scheme":"http://www.blogger.com/atom/ns#","term":"CAPM"},{"scheme":"http://www.blogger.com/atom/ns#","term":"certification"}],"title":{"type":"text","$t":"Certified Associate in Project Management (CAPM)"},"content":{"type":"html","$t":"PMI’s Certified Associate in Project Management (CAPM)\u003Csup\u003E®\u003C\/sup\u003E is  a valuable entry-level certification for project practitioners.  Designed for those with little or no\u0026nbsp;project experience, the CAPM\u003Csup\u003E®\u003C\/sup\u003E demonstrates your understanding of the fundamental knowledge, terminology and processes of effective project management.\u003Cbr \/\u003E\u003Cbr \/\u003EWhether you’re a student, new to project management, changing  careers, or already serving as a subject matter expert on project teams,  the CAPM can get your career on the right path or take it to the next  level.\u003Cbr \/\u003E\u003Cbr \/\u003EIf you’re a less experienced project\u0026nbsp;practitioner looking to demonstrate  your commitment to project management, improve your ability to manage  larger projects and earn additional responsibility, and stand out to  potential employers, the CAPM certification is right for you.\u003Cbr \/\u003E\u003Cbr \/\u003ETo apply for the CAPM, you need to have:\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003EA secondary diploma (high school or the global equivalent)\u003Cbr \/\u003E\u003Cbr \/\u003EAND\u003C\/li\u003E\u003Cli\u003EAt least 1,500 hours experience \u003C\/li\u003E\u003C\/ul\u003E\u0026nbsp;\u0026nbsp;\u0026nbsp;\u0026nbsp;\u0026nbsp;\u0026nbsp;\u0026nbsp;\u0026nbsp;OR \u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003E23 hours of project management education by the time you sit for the exam.\u003C\/li\u003E\u003C\/ul\u003EIf you have gained experience\u0026nbsp;leading and directing projects, you may want to see if you are ready for the \u003Ca href=\"http:\/\/www.itpmpro.com\/2009\/10\/project-management-professional-pmp.html\"\u003EProject Management Professional (PMP)\u003C\/a\u003E credential.\u003Cbr \/\u003E\u003Cbr \/\u003E\u003Cb\u003ETo apply for the CAPM,\u003C\/b\u003E \u003Ca href=\"https:\/\/certification.pmi.org\/\" target=\"_blank\"\u003Eregister and log in to PMI online system\u003C\/a\u003E to get started. A \u003Ca href=\"http:\/\/www.pmi.org\/Certification\/%7E\/media\/PDF\/Certifications\/CAPM%20PrintableForm.ashx\" target=\"_blank\"\u003Eprintable CAPM application form\u003C\/a\u003E is also available.\u003Cbr \/\u003E\u003Cbr \/\u003EAs a CAPM certification holder, you do not need to earn PDUs. Instead,  you take a re-exam before the end of your five-year certification cycle.\u003Cbr \/\u003E\u003Cbr \/\u003ESource: \u003Ca href=\"http:\/\/www.pmi.org\/\" target=\"_blank\"\u003Ehttp:\/\/www.pmi.org\u003C\/a\u003E"},"link":[{"rel":"replies","type":"application/atom+xml","href":"http:\/\/itpmpro.blogspot.com\/feeds\/8260319379255316167\/comments\/default","title":"Post Comments"},{"rel":"replies","type":"text/html","href":"http:\/\/www.blogger.com\/comment.g?blogID=1130871870265736647\u0026postID=8260319379255316167","title":"0 Comments"},{"rel":"edit","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/8260319379255316167"},{"rel":"self","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/8260319379255316167"},{"rel":"alternate","type":"text/html","href":"http:\/\/itpmpro.blogspot.com\/2009\/10\/certified-associate-in-project.html","title":"Certified Associate in Project Management (CAPM)"}],"author":[{"name":{"$t":"Unknown"},"email":{"$t":"noreply@blogger.com"},"gd$image":{"rel":"http://schemas.google.com/g/2005#thumbnail","width":"16","height":"16","src":"https:\/\/img1.blogblog.com\/img\/b16-rounded.gif"}}],"thr$total":{"$t":"0"}},{"id":{"$t":"tag:blogger.com,1999:blog-1130871870265736647.post-5313721564116332655"},"published":{"$t":"2009-10-10T05:36:00.000+07:00"},"updated":{"$t":"2012-04-16T07:19:04.639+07:00"},"category":[{"scheme":"http://www.blogger.com/atom/ns#","term":"certification"},{"scheme":"http://www.blogger.com/atom/ns#","term":"pmi"}],"title":{"type":"text","$t":"PMI Certifications Overview"},"content":{"type":"html","$t":"Project Management Institute (PMI) offers a comprehensive certification program for project  practitioners of all education and skill levels. Currently consisting of  six credentials, the program demonstrates both your commitment to the  profession and your expertise through certifying education, experience  and competency. Rigorously developed by project managers, PMI  certifications ensure that you and your projects excel.\u003Cbr \/\u003E\u003Cbr \/\u003EAs project management is one of the top skillsets demanded by  organizations around the world, this is more important now than ever  before. One-fifth of the world’s GDP, or more than $12 trillion, is  spent on projects. And with many skilled practitioners leaving or  scheduled to leave the workforce due to retirement — a trend the Society  of Human Resources (SHRM) identifies as having a major strategic impact  for 64% of organizations worldwide — there is a great demand for  knowledgeable project managers\u003Cbr \/\u003E\u003Cbr \/\u003EWhen these opportunities arise, certification helps make sure  that you’ll be ready. There are already more than 460,000 PMI credential  holders around the world and in every industry, from healthcare,  telecommunications and finance to IT and construction.\u003Cbr \/\u003E\u003Cbr \/\u003EThe 2010 PMI Pulse of the Profession study found that  organizations with more than 35% PMP certified project managers had  better project performance. And according to a 2007 PricewaterhouseCoopers survey, 80% of high-performing projects use a  credentialed project manager. Make sure you’re one of them by earning a  PMI certification.\u003Cbr \/\u003E\u003Cbr \/\u003EThe decision to earn a project management certification is a big one, so  make sure you choose one that best fits your current expertise and your  future career plans. \u003Cbr \/\u003E\u003Col\u003E\u003Cli\u003E\u003Ca href=\"http:\/\/www.itpmpro.com\/2009\/10\/certified-associate-in-project.html\" target=\"_blank\"\u003ECertified Associate in Project Management (CAPM)\u003C\/a\u003E\u003C\/li\u003E\u003Cli\u003E\u003Ca href=\"http:\/\/www.itpmpro.com\/2009\/10\/project-management-professional-pmp.html\" target=\"_blank\"\u003EProject Management Professional (PMP)\u003C\/a\u003E\u003C\/li\u003E\u003Cli\u003E\u003Ca href=\"http:\/\/www.itpmpro.com\/2009\/10\/program-management-professional-pgmp.html\" target=\"_blank\"\u003EProgram Management Professional (PgMP)\u003C\/a\u003E\u003C\/li\u003E\u003Cli\u003E\u003Ca href=\"http:\/\/www.itpmpro.com\/2009\/10\/pmi-agile-certified-practitioner-pmi.html\" target=\"_blank\"\u003EPMI Agile Certified Practitioner (PMI-ACP)\u003C\/a\u003E\u003C\/li\u003E\u003Cli\u003E\u003Ca href=\"http:\/\/www.itpmpro.com\/2009\/10\/pmi-risk-management-professional-pmi.html\" target=\"_blank\"\u003EPMI Risk Management Professional (PMI-RMP)\u003C\/a\u003E\u003C\/li\u003E\u003Cli\u003E\u003Ca href=\"http:\/\/www.itpmpro.com\/2009\/10\/pmi-scheduling-professional-pmi-sp.html\" target=\"_blank\"\u003EPMI Scheduling Professional (PMI-SP)\u003C\/a\u003E\u003C\/li\u003E\u003C\/ol\u003EYou can apply for any certification that matches  your qualifications, and no certification serves as a prerequisite for  another.\u003Cbr \/\u003E\u003Cbr \/\u003ESource: \u003Ca href=\"http:\/\/www.pmi.org\/\" target=\"_blank\"\u003EProject Management Institute (PMI)\u003C\/a\u003E"},"link":[{"rel":"replies","type":"application/atom+xml","href":"http:\/\/itpmpro.blogspot.com\/feeds\/5313721564116332655\/comments\/default","title":"Post Comments"},{"rel":"replies","type":"text/html","href":"http:\/\/www.blogger.com\/comment.g?blogID=1130871870265736647\u0026postID=5313721564116332655","title":"0 Comments"},{"rel":"edit","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/5313721564116332655"},{"rel":"self","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/5313721564116332655"},{"rel":"alternate","type":"text/html","href":"http:\/\/itpmpro.blogspot.com\/2009\/10\/pmi-certifications-overview.html","title":"PMI Certifications Overview"}],"author":[{"name":{"$t":"Unknown"},"email":{"$t":"noreply@blogger.com"},"gd$image":{"rel":"http://schemas.google.com/g/2005#thumbnail","width":"16","height":"16","src":"https:\/\/img1.blogblog.com\/img\/b16-rounded.gif"}}],"thr$total":{"$t":"0"}},{"id":{"$t":"tag:blogger.com,1999:blog-1130871870265736647.post-8735783332460579660"},"published":{"$t":"2009-09-25T18:04:00.000+07:00"},"updated":{"$t":"2012-04-15T18:08:02.986+07:00"},"category":[{"scheme":"http://www.blogger.com/atom/ns#","term":"blackbelt"},{"scheme":"http://www.blogger.com/atom/ns#","term":"six sigma"}],"title":{"type":"text","$t":"Six Sigma Blackbelt Skill Sets"},"content":{"type":"html","$t":"Blackbelt is one of the two key players in any Six Sigma project. The blackbelt is the project leader and directs all activity in the Six Sigma project. Another key player is the organizational champion or the chief sponsor of the project that has ultimate responsibility for successful completion on time and within budget.\u003Cbr \/\u003E\u003Cbr \/\u003EThe following skill sets are required to be a successful blackbelt:\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003E\u003Cb\u003EManagement and Leadership\u003C\/b\u003E\u003Cbr \/\u003EBlackbelt must command both the authority and the responsibility to guide large-scale projects. Project management and leadership go hand in hand. Stakeholders, team members, and the project champion expect the blackbelt to be skilled in the use of the project management methods and techniques.\u003C\/li\u003E\u003Cli\u003E\u003Cb\u003EDecision Making\u003C\/b\u003E\u003Cbr \/\u003EOn sigma projects, countless decisions must be made.\u0026nbsp; To make sound, timely decisions, the blackbelt has to have a firm grasp of all aspects of the project at all times. He or she must be able to balance costs, time, and results; prevent budget slippage and scope creep; and appropriately allocate resources if a project falls behind schedule.\u003C\/li\u003E\u003Cli\u003E\u003Cb\u003ECommunication\u003C\/b\u003E\u003Cbr \/\u003EKeeping others informed of activities and results can make the difference between perceived success and perceived failure of a project. The following are important areas in which the blackbelt's communication skills are needed:\u003Cbr \/\u003E- Guiding team efforts at each step of the six sigma process.\u003Cbr \/\u003E- Creating and maintaining work schedules.\u003Cbr \/\u003E- Arranging and leading project team meetings.\u003Cbr \/\u003E- Sharing project successes and results with upper management, the project champion, and other key stakeholders.\u003C\/li\u003E\u003Cli\u003E\u003Cb\u003ETeam Building and Negotiation\u003C\/b\u003E\u003Cbr \/\u003EBlackbelts must continually build relationship among the various stakeholders: management, customers, team members, the champion, and suppliers. Power is granted only to a blackbelt who builds these relationships. An effective blackbelt must continually negotiate authority to move a project forward. That authority depends solely on his or her ability to build a strong team among internal and external players.\u003C\/li\u003E\u003Cli\u003E\u003Cb\u003EPlanning, Scheduling, and Acting\u003C\/b\u003E\u003Cbr \/\u003ESigma project management consists of the same elements as in other projects. These include establishing objectives, breaking jobs into well-defined tasks, charting work sequences, scheduling, budgeting, coordinating a team, and team communications. The blackbelt must therefore be proficient in planning effectively and acting efficiently. Balancing the interrelationship between planning and scheduling is critical to project success.\u003C\/li\u003E\u003Cli\u003E\u003Cb\u003EFocus\u003C\/b\u003E\u003Cbr \/\u003ESix Sigma projects may include several major activities on which different people work simultaneously. The project leader can easily get lost in the day-to-day details of specific tasks and lose sight of the big picture. Successful blackbelts jump back and forth between all facets of the identified project tasks.\u003C\/li\u003E\u003Cli\u003E\u003Cb\u003EInterpersonal Interaction\u003C\/b\u003E\u003Cbr \/\u003ETo be a perceived as a leader, the blackbelt must be regarded as honest, capable, dependable, and personable. It is important for the blackbelt to build a positive relationship with the project champion and other key stakeholders. Effective interpersonal relationship skills are necessary to create a unified team from individuals with various backgrounds.\u003Cbr \/\u003E\u003C\/li\u003E\u003C\/ul\u003E"},"link":[{"rel":"replies","type":"application/atom+xml","href":"http:\/\/itpmpro.blogspot.com\/feeds\/8735783332460579660\/comments\/default","title":"Post Comments"},{"rel":"replies","type":"text/html","href":"http:\/\/www.blogger.com\/comment.g?blogID=1130871870265736647\u0026postID=8735783332460579660","title":"0 Comments"},{"rel":"edit","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/8735783332460579660"},{"rel":"self","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/8735783332460579660"},{"rel":"alternate","type":"text/html","href":"http:\/\/itpmpro.blogspot.com\/2009\/09\/six-sigma-blackbelt-skill-sets.html","title":"Six Sigma Blackbelt Skill Sets"}],"author":[{"name":{"$t":"Unknown"},"email":{"$t":"noreply@blogger.com"},"gd$image":{"rel":"http://schemas.google.com/g/2005#thumbnail","width":"16","height":"16","src":"https:\/\/img1.blogblog.com\/img\/b16-rounded.gif"}}],"thr$total":{"$t":"0"}},{"id":{"$t":"tag:blogger.com,1999:blog-1130871870265736647.post-6207163238123711744"},"published":{"$t":"2009-09-15T17:10:00.000+07:00"},"updated":{"$t":"2012-04-15T17:15:07.871+07:00"},"category":[{"scheme":"http://www.blogger.com/atom/ns#","term":"ethics"}],"title":{"type":"text","$t":"Ethical Behavior"},"content":{"type":"html","$t":"Ethics is defined both as a set of principles of right conduct and as a theory or a system of moral values. The word is derived from the Greek word \"ethikos\" which relates to the character or implied good character of something. Interestingly, another source links the meaning of this word to the description of a course of action \"arising from habit\". This might be the ideal of what a good application of ethical behavior should become.\u003Cbr \/\u003E\u003Cbr \/\u003EWhile ethics is generally used to refer to the principles of good conduct, the closely related term morals is most often used to describe the imputed nature (good or bad) of these rules. While ethics usually concerns itself with the rules of right conduct, morality is more concerned with the judgment of goodness and badness in human character. Ethical behavior then is seen as one that conforms to established rules of right behavior, while morality is more concerned with the philosophical consideration of why this behavior is right or wrong.\u003Cbr \/\u003E\u003Cbr \/\u003EBecause ethical behavior is related to rules of behavior, there must be a defined set of rules. These rules are generally referred to as a \"code of ethics\" or a \"code of conduct\". Codes of ethics or conduct are as old as human narration. One of the first of these types of codes, the code of Hammurabi, is a set of codified laws that date back to around 1790 BC. Additionally, coded rules for human behavior can be seen in every example of religious and moral writing dating back as far as the history of writing itself.\u003Cbr \/\u003E\u003Cbr \/\u003EThe importance of these codes of behavior is noted by both their ubiquity and the heavy reliance on them by civilized societies. Indeed, many sources affirm that civilized society would not have developed without standard codes of ethics. The characteristics that many of these codes have in common have even been used to rationalize the position that ethical principles are an integral part of the human psyche. An even stronger position is that these moral principles are a naturally recognized part of every person. Whether this is true or not is a question best left to the philosophers. What can be established from a practical standpoint, however, is that ethical principles and the codes they establish have extreme importance in stabilizing society, improving human relationships, enhancing business, and improving human character.\u003Cbr \/\u003E\u003Cbr \/\u003EEthical behavior can be found in human experience every time a followed set of rules leads to productive results. As a contrast, unethical behaviors are destructive to personal and business relationships.\u003Cbr \/\u003E\u003Cbr \/\u003EETHICAL BEHAVIORS ARE:\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003Eresponsible\u003C\/li\u003E\u003Cli\u003Erespectful\u003C\/li\u003E\u003Cli\u003Efair\u003C\/li\u003E\u003Cli\u003Ehonest\u003C\/li\u003E\u003Cli\u003Emoral\u003C\/li\u003E\u003Cli\u003Elegal\u003C\/li\u003E\u003Cli\u003Eprofessional\u003C\/li\u003E\u003Cli\u003Econfidential (when required)\u003C\/li\u003E\u003Cli\u003Econsistent\u003C\/li\u003E\u003Cli\u003Etransparent\u003C\/li\u003E\u003Cli\u003Eevaluative and adaptive\u003C\/li\u003E\u003Cli\u003Eculturally appropriate\u003C\/li\u003E\u003Cli\u003Erelationship building\u003C\/li\u003E\u003Cli\u003Eenablers of integrity\u003C\/li\u003E\u003Cli\u003Erespectful of personal boundaries\u003C\/li\u003E\u003C\/ul\u003E\u003Cbr \/\u003EUNETHICAL BEHAVIORS INCLUDE:\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003Eimmoral acts\u003C\/li\u003E\u003Cli\u003Eillegal acts\u003C\/li\u003E\u003Cli\u003Edishonesty\u003C\/li\u003E\u003Cli\u003Edisrespectfulness\u003C\/li\u003E\u003Cli\u003Eirresponsibility\u003C\/li\u003E\u003Cli\u003Eunfairness\u003C\/li\u003E\u003Cli\u003Emisrepresenting facts\u003C\/li\u003E\u003Cli\u003Eviolating confidentiality\u003C\/li\u003E\u003Cli\u003Eworking without the appropriate qualifications\u003C\/li\u003E\u003Cli\u003Eprejudicial and discriminatory actions\u003C\/li\u003E\u003Cli\u003Einappropriate personal relationships\u003C\/li\u003E\u003Cli\u003Enot following rules or procedures\u003C\/li\u003E\u003Cli\u003Ebribery, corruption, and graft\u003C\/li\u003E\u003Cli\u003Einappropriate and childish behaviors\u003C\/li\u003E\u003Cli\u003Etheft, plagiarizing, and copyright infringement\u003C\/li\u003E\u003Cli\u003Eintimidation, harassment, and abuse\u003C\/li\u003E\u003Cli\u003Efalse or inaccurate reporting\u003C\/li\u003E\u003Cli\u003Einappropriate physical contact (sexual or violence)\u003C\/li\u003E\u003Cli\u003Esexual harassment\u003C\/li\u003E\u003Cli\u003Einappropriate use of authority\u003C\/li\u003E\u003Cli\u003Eslander and gossip\u003C\/li\u003E\u003Cli\u003Eunprofessionalism\u003C\/li\u003E\u003C\/ul\u003E"},"link":[{"rel":"replies","type":"application/atom+xml","href":"http:\/\/itpmpro.blogspot.com\/feeds\/6207163238123711744\/comments\/default","title":"Post Comments"},{"rel":"replies","type":"text/html","href":"http:\/\/www.blogger.com\/comment.g?blogID=1130871870265736647\u0026postID=6207163238123711744","title":"0 Comments"},{"rel":"edit","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/6207163238123711744"},{"rel":"self","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/6207163238123711744"},{"rel":"alternate","type":"text/html","href":"http:\/\/itpmpro.blogspot.com\/2009\/09\/ethical-behavior.html","title":"Ethical Behavior"}],"author":[{"name":{"$t":"Unknown"},"email":{"$t":"noreply@blogger.com"},"gd$image":{"rel":"http://schemas.google.com/g/2005#thumbnail","width":"16","height":"16","src":"https:\/\/img1.blogblog.com\/img\/b16-rounded.gif"}}],"thr$total":{"$t":"0"}},{"id":{"$t":"tag:blogger.com,1999:blog-1130871870265736647.post-248831912015115835"},"published":{"$t":"2009-08-02T05:46:00.002+07:00"},"updated":{"$t":"2011-05-14T08:03:48.975+07:00"},"category":[{"scheme":"http://www.blogger.com/atom/ns#","term":"analyze"},{"scheme":"http://www.blogger.com/atom/ns#","term":"control"},{"scheme":"http://www.blogger.com/atom/ns#","term":"define"},{"scheme":"http://www.blogger.com/atom/ns#","term":"improve"},{"scheme":"http://www.blogger.com/atom/ns#","term":"measure"},{"scheme":"http://www.blogger.com/atom/ns#","term":"principle"},{"scheme":"http://www.blogger.com/atom/ns#","term":"six sigma"}],"title":{"type":"text","$t":"Six Sigma Principles"},"content":{"type":"html","$t":"Organizations use Six Sigma principles to improve quality, decrease costs, and better meet customer needs. In the book \"The Six Sigma Way\", define Six Sigma as \"a comprehensive and flexible system for achieving, sustaining and maximizing business success. Six Sigma is uniquely driven by close understanding of customer needs, disciplined use of facts, data, and statistical analysis, and diligent attention for managing, improving, and reinventing business process\".\u003Cbr \/\u003E\u003Cbr \/\u003ESix Sigma's target for perfection is the achievement of no more than 3.4 defects, errors, or mistakes per million opportunities. This target number is explained in more detail later in this section. An organization can apply the Six Sigma principles to the design and production of a product, a Help Desk, or other customer-service process.\u003Cbr \/\u003E\u003Cbr \/\u003EProjects that use Six Sigma principles for quality control normally follow a five-phase improvement process called \u003Cspan style=\"font-weight: bold;\"\u003EDMAIC \u003C\/span\u003E(pronounced de-MAY-ic), which stands for Define, Measure, Analyze,Improve, and Control. DMAIC is a systematic, closed-loop process for continued improvement that is scientific and fact based. The following are brief descriptions of each phase of the DMAIC improvement process:\u003Cbr \/\u003E\u003Col\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003EDefine\u003C\/span\u003E: Define the problem\/opportunity, process, and customer requirements. Important tools used in this phase include a project charter, a description of customer requirements, process maps, and Voice of the Customer (VOC) data. Examples of VOC data include complaints, surveys, comments, and market research that represent the views and needs of the organization's customers.\u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003EMeasure\u003C\/span\u003E: Define measures, then collect, compile, and display data. Measures are defined in terms of defects per opportunity.\u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003EAnalyze\u003C\/span\u003E: Describe process details to find improvement opportunities. A project team working on a Six Sigma project, normally referred to as a Six Sigma team, investigates and verifies data to prove the suspected root causes of quality problems and substantiates the problem statement. An important tool in this phase is the Fishbone or Ishikawa diagram.\u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003EImprove\u003C\/span\u003E: Generate solutions and ideas for improving the problem. A final solution is verified with the project sponsor, and the Six Sigma team develops a plan to pilot test the solution. The Six Sigma team reviews the results of the pilot test to refine the solution, if needed, and then implements the solution where appropriate.\u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003EControl\u003C\/span\u003E: Track and verify the stability of the improvements and the predictability of the solution. Control charts are one tool used in the control phase.\u003Cbr \/\u003E\u003C\/li\u003E\u003C\/ol\u003E"},"link":[{"rel":"replies","type":"application/atom+xml","href":"http:\/\/itpmpro.blogspot.com\/feeds\/248831912015115835\/comments\/default","title":"Post Comments"},{"rel":"replies","type":"text/html","href":"http:\/\/www.blogger.com\/comment.g?blogID=1130871870265736647\u0026postID=248831912015115835","title":"3 Comments"},{"rel":"edit","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/248831912015115835"},{"rel":"self","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/248831912015115835"},{"rel":"alternate","type":"text/html","href":"http:\/\/itpmpro.blogspot.com\/2009\/08\/six-sigma-principles.html","title":"Six Sigma Principles"}],"author":[{"name":{"$t":"Iman Budi Setiawan"},"uri":{"$t":"http:\/\/www.blogger.com\/profile\/14019051950832045250"},"email":{"$t":"noreply@blogger.com"},"gd$image":{"rel":"http://schemas.google.com/g/2005#thumbnail","width":"29","height":"32","src":"http:\/\/1.bp.blogspot.com\/_hg1QUg8_uH0\/SfJxLK18ydI\/AAAAAAAAAD8\/CE06bwq3IcU\/S220\/imansmall.jpg"}}],"thr$total":{"$t":"3"}},{"id":{"$t":"tag:blogger.com,1999:blog-1130871870265736647.post-5110598164646670292"},"published":{"$t":"2009-07-15T06:08:00.001+07:00"},"updated":{"$t":"2011-05-14T08:05:40.139+07:00"},"category":[{"scheme":"http://www.blogger.com/atom/ns#","term":"knowledge area"},{"scheme":"http://www.blogger.com/atom/ns#","term":"management"},{"scheme":"http://www.blogger.com/atom/ns#","term":"project"}],"title":{"type":"text","$t":"Project Management Knowledge Areas"},"content":{"type":"html","$t":"Project management knowledge areas describe the key competencies that project managers mus develop. There are nine knowledge areas of project management. The four core knowledge areas of project management include project scope, time, cost, and quality management. These are core knowledge areas because they lead to specific project objectives. Brief descriptions of each core knowledge area are as follows:\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003EProject scope management\u003C\/span\u003E, involves defining and managing all the work required to complete the project successfully.\u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003EProject time management\u003C\/span\u003E, includes estimating how long it will take to complete the work, developing an acceptable project schedule, and ensuring timely completion of the project.\u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003EProject cost management\u003C\/span\u003E, consists of preparing and managing the budget for the project.\u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003EProject quality management\u003C\/span\u003E, ensures that the project will satisfy the stated or implied needs for which it was undertaken.\u003C\/li\u003E\u003C\/ul\u003EThe four facilitating knowledge areas of project management are human resource, communications, risk, and procurement management. These are called facilitating areas because they are the processes through which the project objectives are achieved. Brief descriptions of each facilitating knowledge area are as follows:\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003EProject human resource management\u003C\/span\u003E, is concerned with making effective use of the people involved with the project.\u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003EProject communications management\u003C\/span\u003E, involves generating, collecting, disseminating, and storing project information.\u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003EProject risk management\u003C\/span\u003E, includes identifying, analyzing, and responding to risks related to the project.\u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003EProject procurement management\u003C\/span\u003E, involves acquiring or procuring goods and services for a project from outside the performing organization.\u003C\/li\u003E\u003C\/ul\u003E\u003Cspan style=\"font-weight: bold;\"\u003EProject integration management\u003C\/span\u003E, the ninth knowledge area, is an overarching function that affects and is affected by all of the other knowledge areas. Project managers must have knowledge and skills in all nine of these areas."},"link":[{"rel":"replies","type":"application/atom+xml","href":"http:\/\/itpmpro.blogspot.com\/feeds\/5110598164646670292\/comments\/default","title":"Post Comments"},{"rel":"replies","type":"text/html","href":"http:\/\/www.blogger.com\/comment.g?blogID=1130871870265736647\u0026postID=5110598164646670292","title":"6 Comments"},{"rel":"edit","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/5110598164646670292"},{"rel":"self","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/5110598164646670292"},{"rel":"alternate","type":"text/html","href":"http:\/\/itpmpro.blogspot.com\/2009\/07\/project-management-knowledge-areas.html","title":"Project Management Knowledge Areas"}],"author":[{"name":{"$t":"Iman Budi Setiawan"},"uri":{"$t":"http:\/\/www.blogger.com\/profile\/14019051950832045250"},"email":{"$t":"noreply@blogger.com"},"gd$image":{"rel":"http://schemas.google.com/g/2005#thumbnail","width":"29","height":"32","src":"http:\/\/1.bp.blogspot.com\/_hg1QUg8_uH0\/SfJxLK18ydI\/AAAAAAAAAD8\/CE06bwq3IcU\/S220\/imansmall.jpg"}}],"thr$total":{"$t":"6"}},{"id":{"$t":"tag:blogger.com,1999:blog-1130871870265736647.post-1330684196474816508"},"published":{"$t":"2009-07-09T19:56:00.003+07:00"},"updated":{"$t":"2011-05-14T08:06:21.087+07:00"},"category":[{"scheme":"http://www.blogger.com/atom/ns#","term":"management"},{"scheme":"http://www.blogger.com/atom/ns#","term":"offices"},{"scheme":"http://www.blogger.com/atom/ns#","term":"pmo"},{"scheme":"http://www.blogger.com/atom/ns#","term":"project"}],"title":{"type":"text","$t":"Project Management Offices"},"content":{"type":"html","$t":"The concept of a project management office, sometimes referred to as the PMO, has been around for several years. You’ll find that many organizations are establishing PMOs in many different forms. PMOs might also be called project offices or program management offices. The PMO is usually a centralized organizational unit that oversees the management of projects and programs throughout the organization. The most common reason a company starts a project management office is to establish and maintain procedures and standards for project management methodologies.\u003Cbr \/\u003E\u003Cbr \/\u003EIn some organizations, project managers and team members might report directly to the PMO and are assigned to projects as they are initiated. In other organizations, the PMO provides support functions only for projects and trains others in project management procedures and techniques. Still others, depending on their size and function, have experts available that assist project managers in project planning, estimating, and business assumption verification tasks. They serve as mentors to junior-level project managers and act as consultants to the senior project managers.\u003Cbr \/\u003E\u003Cbr \/\u003EThe PMO usually has responsibility for maintaining and archiving project documentation for future reference. This office compares project goals with project progress and gives feedback to the project teams. It also measures the project performance of active projects and suggests corrective actions. The PMO evaluates completed projects for their adherence to the project plan and asks questions like “Did the project meet the time frames established?” and “Did it stay within budget?” and “Was the quality acceptable?”\u003Cbr \/\u003E\u003Cbr \/\u003EProject management offices are becoming more common in organizations today, if for no other reason than to serve as a collection point for project documentation. Some PMOs are fairly sophisticated and prescribe the standards and methodologies to be used in all project phases across the enterprise. Still others provide all these functions and also offer project management consulting services. However, the establishment of a PMO is not required in order for you to apply good project management practices to your next project."},"link":[{"rel":"replies","type":"application/atom+xml","href":"http:\/\/itpmpro.blogspot.com\/feeds\/1330684196474816508\/comments\/default","title":"Post Comments"},{"rel":"replies","type":"text/html","href":"http:\/\/www.blogger.com\/comment.g?blogID=1130871870265736647\u0026postID=1330684196474816508","title":"1 Comments"},{"rel":"edit","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/1330684196474816508"},{"rel":"self","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/1330684196474816508"},{"rel":"alternate","type":"text/html","href":"http:\/\/itpmpro.blogspot.com\/2009\/07\/project-management-offices.html","title":"Project Management Offices"}],"author":[{"name":{"$t":"Iman Budi Setiawan"},"uri":{"$t":"http:\/\/www.blogger.com\/profile\/14019051950832045250"},"email":{"$t":"noreply@blogger.com"},"gd$image":{"rel":"http://schemas.google.com/g/2005#thumbnail","width":"29","height":"32","src":"http:\/\/1.bp.blogspot.com\/_hg1QUg8_uH0\/SfJxLK18ydI\/AAAAAAAAAD8\/CE06bwq3IcU\/S220\/imansmall.jpg"}}],"thr$total":{"$t":"1"}},{"id":{"$t":"tag:blogger.com,1999:blog-1130871870265736647.post-326920203321169131"},"published":{"$t":"2009-07-08T19:50:00.002+07:00"},"updated":{"$t":"2011-05-14T08:10:15.864+07:00"},"category":[{"scheme":"http://www.blogger.com/atom/ns#","term":"cultural"},{"scheme":"http://www.blogger.com/atom/ns#","term":"demographic"},{"scheme":"http://www.blogger.com/atom/ns#","term":"environment"},{"scheme":"http://www.blogger.com/atom/ns#","term":"political"},{"scheme":"http://www.blogger.com/atom/ns#","term":"project"},{"scheme":"http://www.blogger.com/atom/ns#","term":"social"}],"title":{"type":"text","$t":"Understanding the Project Environment"},"content":{"type":"html","$t":"Virtually all projects are planned and implemented in a social, economic, and environmental context, and have intended and unintended positive and\/or negative impacts. The project team should consider the project in its cultural, social, international, political, and physical environmental contexts.\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003ECultural and social environment\u003C\/span\u003E. The team needs to understand how the project affects people and how people affect the project. This may require an understanding of aspects of the economic, demographic, educational, ethical, ethnic, religious, and other characteristics of the people whom the project affects or who may have an interest in the project. The project manager should also examine the organizational culture and determine whether project management is recognized as a valid role with accountability and authority for managing the project. \u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003EInternational and political environment\u003C\/span\u003E. Some team members may need to be familiar with applicable international, national, regional, and local laws and customs, as well as the political climate that could affect the project. Other international factors to consider are time-zone differences, national and regional holidays, travel requirements for face-to-face meetings, and the logistics of teleconferencing. \u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003EPhysical environment\u003C\/span\u003E. If the project will affect its physical surroundings, some team members should be knowledgeable about the local ecology and physical geography that could affect the project or be affected by the project.\u003C\/li\u003E\u003C\/ul\u003E"},"link":[{"rel":"replies","type":"application/atom+xml","href":"http:\/\/itpmpro.blogspot.com\/feeds\/326920203321169131\/comments\/default","title":"Post Comments"},{"rel":"replies","type":"text/html","href":"http:\/\/www.blogger.com\/comment.g?blogID=1130871870265736647\u0026postID=326920203321169131","title":"2 Comments"},{"rel":"edit","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/326920203321169131"},{"rel":"self","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/326920203321169131"},{"rel":"alternate","type":"text/html","href":"http:\/\/itpmpro.blogspot.com\/2009\/07\/understanding-project-environment.html","title":"Understanding the Project Environment"}],"author":[{"name":{"$t":"Iman Budi Setiawan"},"uri":{"$t":"http:\/\/www.blogger.com\/profile\/14019051950832045250"},"email":{"$t":"noreply@blogger.com"},"gd$image":{"rel":"http://schemas.google.com/g/2005#thumbnail","width":"29","height":"32","src":"http:\/\/1.bp.blogspot.com\/_hg1QUg8_uH0\/SfJxLK18ydI\/AAAAAAAAAD8\/CE06bwq3IcU\/S220\/imansmall.jpg"}}],"thr$total":{"$t":"2"}},{"id":{"$t":"tag:blogger.com,1999:blog-1130871870265736647.post-6250564230145441831"},"published":{"$t":"2009-07-05T18:17:00.002+07:00"},"updated":{"$t":"2011-05-14T08:11:36.102+07:00"},"category":[{"scheme":"http://www.blogger.com/atom/ns#","term":"area"},{"scheme":"http://www.blogger.com/atom/ns#","term":"iso"},{"scheme":"http://www.blogger.com/atom/ns#","term":"knowledge"},{"scheme":"http://www.blogger.com/atom/ns#","term":"regulation"},{"scheme":"http://www.blogger.com/atom/ns#","term":"standard"}],"title":{"type":"text","$t":"Application Area Knowledge, Standards and Regulations"},"content":{"type":"html","$t":"Application areas are categories of projects that have common elements significant in such projects, but are not needed or present in all projects. Application areas are usually defined in terms of:\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003EFunctional departments and supporting disciplines, such as legal, production and inventory management, marketing, logistics, and personnel \u003C\/li\u003E\u003Cli\u003ETechnical elements, such as software development or engineering, and sometimes a specific kind of engineering, such as water and sanitation engineering or construction engineering \u003C\/li\u003E\u003Cli\u003EManagement specializations, such as government contracting, community development, and new product development\u003C\/li\u003E\u003Cli\u003EIndustry groups, such as automotive, chemical, agriculture, and financial services. \u003C\/li\u003E\u003C\/ul\u003EEach application area generally has a set of accepted standards and practices, often codified in regulations. The International Organization for Standardization (ISO) differentiates between standards and regulations as follows:\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003EA standard is a document established by consensus and approved by a recognized body that provides, for common and repeated use, rules, guidelines or characteristics for activities or their results, aimed at the achievement of the optimum degree of order in a given context. Some examples of standards are computer disk sizes and the thermal stability specifications of hydraulic fluids. \u003C\/li\u003E\u003Cli\u003EA regulation is a government-imposed requirement, which specifies product, process or service characteristics, including the applicable administrative provisions, with which compliance is mandatory. Building codes are an example of regulations. \u003C\/li\u003E\u003C\/ul\u003EThere is an overlap in the concepts of standards and regulations that cause confusion. For example:\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003EStandards often begin as guidelines that describe a preferred approach and later, with widespread adoption, become generally accepted as if they were regulations\u003C\/li\u003E\u003Cli\u003EDifferent organizational levels can mandate compliance, such as when a government agency, the management of the performing organization, or the project management team establishes specific policies and procedures.\u003C\/li\u003E\u003C\/ul\u003EReference: A Guide to the Project Management Body of Knowledge (PMBOK ® Guide)"},"link":[{"rel":"replies","type":"application/atom+xml","href":"http:\/\/itpmpro.blogspot.com\/feeds\/6250564230145441831\/comments\/default","title":"Post Comments"},{"rel":"replies","type":"text/html","href":"http:\/\/www.blogger.com\/comment.g?blogID=1130871870265736647\u0026postID=6250564230145441831","title":"3 Comments"},{"rel":"edit","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/6250564230145441831"},{"rel":"self","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/6250564230145441831"},{"rel":"alternate","type":"text/html","href":"http:\/\/itpmpro.blogspot.com\/2009\/07\/application-area-knowledge-standards.html","title":"Application Area Knowledge, Standards and Regulations"}],"author":[{"name":{"$t":"Iman Budi Setiawan"},"uri":{"$t":"http:\/\/www.blogger.com\/profile\/14019051950832045250"},"email":{"$t":"noreply@blogger.com"},"gd$image":{"rel":"http://schemas.google.com/g/2005#thumbnail","width":"29","height":"32","src":"http:\/\/1.bp.blogspot.com\/_hg1QUg8_uH0\/SfJxLK18ydI\/AAAAAAAAAD8\/CE06bwq3IcU\/S220\/imansmall.jpg"}}],"thr$total":{"$t":"3"}},{"id":{"$t":"tag:blogger.com,1999:blog-1130871870265736647.post-6745640521785930523"},"published":{"$t":"2009-07-03T17:40:00.003+07:00"},"updated":{"$t":"2011-05-14T08:14:08.295+07:00"},"category":[{"scheme":"http://www.blogger.com/atom/ns#","term":"handoffs"},{"scheme":"http://www.blogger.com/atom/ns#","term":"life cycle"},{"scheme":"http://www.blogger.com/atom/ns#","term":"phase"},{"scheme":"http://www.blogger.com/atom/ns#","term":"track"}],"title":{"type":"text","$t":"Project Phases and Project Life Cycles"},"content":{"type":"html","$t":"All projects are divided into phases, and all projects, large or small, have a similar life cycle structure. At a minimum, a project will have a beginning or initiation phase, an intermediate phase or phases, and an ending phase. The number of phases depends on the project complexity and the industry. For example, information technology projects might progress through phases such as requirements, design, program, test, and implement. All the collective phases the project progresses through in concert are called the \u003Cspan style=\"font-style: italic;\"\u003Eproject life cycle\u003C\/span\u003E.\u003Cbr \/\u003E\u003Cbr \/\u003EThe end of each phase allows the project manager, stakeholders, and project sponsor the opportunity to determine whether the project should continue to the next phase. In order to progress to the next phase, the deliverable from the phase before it must be reviewed for accuracy and approved. As each phase is completed, it’s handed off to the next phase. You’ll look at handoffs and progressions through these phases next.\u003Cbr \/\u003E\u003Cbr \/\u003E\u003Cspan style=\"font-weight: bold;\"\u003EHandoffs\u003C\/span\u003E\u003Cbr \/\u003EProject phases evolve through the life cycle in a series of phase sequences called handoffs, or technical transfers. The end of one phase sequence typically marks the beginning of the next. However, the completion of one phase does not automatically signal the beginning of the next phase. For example, in the construction industry, feasibility studies often take place in the beginning phase of a project.\u003Cbr \/\u003E\u003Cbr \/\u003EThe purpose of the feasibility study is to determine whether the project is worth undertaking and whether the project will be profitable to the organization. A feasibility study is a preliminary assessment of the viability of the project; the viability or perhaps marketability of the product, service, or result of the project; and the project’s value to the organization. It might also determine whether the product, service, or result of the project is safe and meets industry or  governmental standards and regulations. The completion and approval of the feasibility study triggers the beginning of the requirements phase, where requirements are documented and then handed off to the design phase, where blueprints are produced. The feasibility might also show that the project is not worth pursuing and the project is then terminated; thus, the next phase never begins.\u003Cbr \/\u003E\u003Cbr \/\u003E\u003Cspan style=\"font-weight: bold;\"\u003EPhase Completion\u003C\/span\u003E\u003Cbr \/\u003EYou will recognize phase completion because each phase has a specific deliverable, or multiple deliverables, that marks the end of the phase. A deliverable is an output that must be produced, reviewed, and approved to bring the phase or project to completion. Deliverables are tangible and can be measured and easily proved. For instance, a hypothetical deliverable produced in the beginning phase of a construction industry project would be the feasibility study.\u003Cbr \/\u003E\u003Cbr \/\u003EDeliverables might also include things such as design documents, project budgets, blueprints, project schedules, prototypes, and so on. This analysis allows those involved with the opportunity to determine whether the project should continue to the next phase. The feasibility  study might show that environmental impacts of an enormous nature would result if the construction project were undertaken at the proposed location. Based on this information, a go or no-go decision can be made at the end of this phase. The end of a phase gives the project manager the ability to discover, address, and take corrective action against errors discovered during the phase.\u003Cbr \/\u003E\u003Cbr \/\u003ESometimes phases are overlapped to shorten or compress the project schedule. This is called\u003Cbr \/\u003E\u003Cspan style=\"font-style: italic;\"\u003Efast tracking\u003C\/span\u003E. Fast tracking means that a later phase is started prior to completing and approving the phase, or phases, that come before it. This technique is used to shorten the overall duration of the project.\u003Cbr \/\u003E\u003Cbr \/\u003EMost projects follow phase sequences within a project life cycle and, as a result, have the following characteristics in common: In the beginning phase, which is where the project is initiated, costs are low, and few team members are assigned to the project. As the project progresses, costs and staffing increase and then taper off at the closing phase. The potential that the project will come to a successful ending is lowest at the beginning of the project; its chance for success increases as the project progresses through its phases and life cycle stages. Risk is highest at the beginning of the project and gradually decreases the closer the project comes to completion.\u003Cbr \/\u003E\u003Cbr \/\u003EStakeholders have the greatest chance of influencing the project and the characteristics of the product, service, or result of the project in the beginning phases and have less and less influence as the project progresses. This same phenomenon exists within the project management processes as well."},"link":[{"rel":"replies","type":"application/atom+xml","href":"http:\/\/itpmpro.blogspot.com\/feeds\/6745640521785930523\/comments\/default","title":"Post Comments"},{"rel":"replies","type":"text/html","href":"http:\/\/www.blogger.com\/comment.g?blogID=1130871870265736647\u0026postID=6745640521785930523","title":"1 Comments"},{"rel":"edit","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/6745640521785930523"},{"rel":"self","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/6745640521785930523"},{"rel":"alternate","type":"text/html","href":"http:\/\/itpmpro.blogspot.com\/2009\/07\/project-phases-and-project-life-cycles.html","title":"Project Phases and Project Life Cycles"}],"author":[{"name":{"$t":"Iman Budi Setiawan"},"uri":{"$t":"http:\/\/www.blogger.com\/profile\/14019051950832045250"},"email":{"$t":"noreply@blogger.com"},"gd$image":{"rel":"http://schemas.google.com/g/2005#thumbnail","width":"29","height":"32","src":"http:\/\/1.bp.blogspot.com\/_hg1QUg8_uH0\/SfJxLK18ydI\/AAAAAAAAAD8\/CE06bwq3IcU\/S220\/imansmall.jpg"}}],"thr$total":{"$t":"1"}},{"id":{"$t":"tag:blogger.com,1999:blog-1130871870265736647.post-3411932195751635931"},"published":{"$t":"2009-06-17T19:33:00.002+07:00"},"updated":{"$t":"2011-05-14T08:17:14.678+07:00"},"category":[{"scheme":"http://www.blogger.com/atom/ns#","term":"characterisrics"},{"scheme":"http://www.blogger.com/atom/ns#","term":"deliverable"},{"scheme":"http://www.blogger.com/atom/ns#","term":"elaboration"},{"scheme":"http://www.blogger.com/atom/ns#","term":"objective"},{"scheme":"http://www.blogger.com/atom/ns#","term":"progressive"},{"scheme":"http://www.blogger.com/atom/ns#","term":"project"},{"scheme":"http://www.blogger.com/atom/ns#","term":"temporary"},{"scheme":"http://www.blogger.com/atom/ns#","term":"unique"}],"title":{"type":"text","$t":"Project Characteristics"},"content":{"type":"html","$t":"\u003Cspan style=\"font-weight: bold;\"\u003E1. Temporary \u003C\/span\u003E\u003Cbr \/\u003E\u003Cbr \/\u003ETemporary means that every project has a definite beginning and a definite end. The end is reached when the project's objectives have been achieved, or it becomes clear that the project objectives will not or cannot be met, or the need for the project no longer exists and the project is terminated. Temporary does not necessarily mean short in duration; many projects last for several years. In every case, however, the duration of a project is finite. Projects are not ongoing efforts.\u003Cbr \/\u003E\u003Cbr \/\u003EIn addition, temporary does not generally apply to the product, service or result created by the project. Most projects are undertaken to create a lasting outcome. For example, a project to erect a national monument will create a result expected to last centuries. Projects also may often have intended and unintended social, economic and environmental impacts that far outlast the projects themselves.\u003Cbr \/\u003E\u003Cbr \/\u003EThe temporary nature of projects may apply to other aspects of the endeavor as well:\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003EThe opportunity or market window is usually temporary some projects have a limited time frame in which to produce their product or service. \u003C\/li\u003E\u003Cli\u003EThe project team, as a working unit, seldom m created for the sole purpose of performing the project will perform that project, and then the team is disbanded and the team members reassigned when the project ends. \u003C\/li\u003E\u003C\/ul\u003E\u003Cspan style=\"font-weight: bold;\"\u003E2. Unique Products, Services, or Results \u003C\/span\u003E\u003Cbr \/\u003E\u003Cbr \/\u003EA project creates unique deliverables, which are products, services, or results. Projects can create:\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003EA product or artifact that is produced, is quantifiable, and can be either an end item in itself or a component item \u003C\/li\u003E\u003Cli\u003EA capability to perform a service, such as business functions supporting production or distribution \u003C\/li\u003E\u003Cli\u003EA result, such as outcomes or documents. For example, a research project develops knowledge that can be used to determine whether or not a trend is present or a new process will benefit society. \u003C\/li\u003E\u003C\/ul\u003EUniqueness is an important characteristic of project deliverables. For example, many thousands of office buildings have been developed, but each individual facility different owner, different design, different location, different contractors, and so on. The presence of repetitive elements does not change the fundamental uniqueness of the project work.\u003Cbr \/\u003E\u003Cbr \/\u003E\u003Cspan style=\"font-weight: bold;\"\u003E3. Progressive Elaboration\u003C\/span\u003E\u003Cbr \/\u003E\u003Cbr \/\u003EProgressive elaboration is a characteristic of projects that accompanies the concepts of temporary and unique. Progressive elaboration means developing in steps, and continuing by increments 1 . For example, the project scope will be broadly described early in the project and made more explicit and detailed as the project team develops a better and more complete understanding of the objectives and deliverables. Progressive elaboration should not be confused with scope creep (Section 5.5).\u003Cbr \/\u003E\u003Cbr \/\u003EProgressive elaboration of a project's specifications needs to be carefully coordinated with proper project scope definition, particularly if the project is performed under contract. When properly defined, the scope of the proj the work to be d ld be controlled as the project and product specifications are progressively elaborated.\u003Cbr \/\u003E\u003Cbr \/\u003EThe following examples illustrate progressive elaboration in two different application areas:\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003EDevelopment of a chemical processing plant begins with process engineering to define the characteristics of the process. These characteristics are used to design the major processing units. This information becomes the basis for engineering design, which defines both the detailed plant layout and the mechanical characteristics of the process units and ancillary facilities. All of this results in design drawings that are elaborated to produce fabrication and construction drawings. During construction, interpretations and adaptations are made as needed and are subject to proper approval. This further elaboration of the deliverables is captured in as-built drawings, and final operating adjustments are made during testing and turnover. \u003C\/li\u003E\u003Cli\u003EThe product of an economic development project may initially be defined as: Improve the quality of life of the lowest income residents of community As the project proceeds, the products may be described more specifically as, for exam and water to 500 low-income residents in community xt round of progressive elaboration might focus exclusively on increasing agriculture production and marketing, with provision of water deemed to be a secondary priority to be initiated once the agricultural component is well under way.\u003C\/li\u003E\u003C\/ul\u003E"},"link":[{"rel":"replies","type":"application/atom+xml","href":"http:\/\/itpmpro.blogspot.com\/feeds\/3411932195751635931\/comments\/default","title":"Post Comments"},{"rel":"replies","type":"text/html","href":"http:\/\/www.blogger.com\/comment.g?blogID=1130871870265736647\u0026postID=3411932195751635931","title":"2 Comments"},{"rel":"edit","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/3411932195751635931"},{"rel":"self","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/3411932195751635931"},{"rel":"alternate","type":"text/html","href":"http:\/\/itpmpro.blogspot.com\/2009\/06\/project-characteristics.html","title":"Project Characteristics"}],"author":[{"name":{"$t":"Iman Budi Setiawan"},"uri":{"$t":"http:\/\/www.blogger.com\/profile\/14019051950832045250"},"email":{"$t":"noreply@blogger.com"},"gd$image":{"rel":"http://schemas.google.com/g/2005#thumbnail","width":"29","height":"32","src":"http:\/\/1.bp.blogspot.com\/_hg1QUg8_uH0\/SfJxLK18ydI\/AAAAAAAAAD8\/CE06bwq3IcU\/S220\/imansmall.jpg"}}],"thr$total":{"$t":"2"}},{"id":{"$t":"tag:blogger.com,1999:blog-1130871870265736647.post-470274401770619899"},"published":{"$t":"2009-06-07T18:41:00.003+07:00"},"updated":{"$t":"2012-04-15T20:28:23.728+07:00"},"category":[{"scheme":"http://www.blogger.com/atom/ns#","term":"knowledge"},{"scheme":"http://www.blogger.com/atom/ns#","term":"management"},{"scheme":"http://www.blogger.com/atom/ns#","term":"pmbok"},{"scheme":"http://www.blogger.com/atom/ns#","term":"project"}],"title":{"type":"text","$t":"Project Management Body of Knowledge (PMBOK) ® Guide"},"content":{"type":"html","$t":"The primary purpose of the PMBOK ® Guide is to identify that subset of the Project Management Body of Knowledge that is generally recognized as good practice. means to provide a general overview as opposed to an exhaustive means that the knowledge and practices described are applicable to most projects most of the time, and that there is there is general agreement that the correct application of these skills, tools, and techniques can enhance the chances of success over a wide range of different projects. Good practice does not mean that the knowledge described should always be applied uniformly on all projects; the project management team is responsible for determining what is appropriate for any given project.\u003Cbr \/\u003E\u003Cbr \/\u003EThe PMBOK ® Guide also provides and promotes a common lexicon for discussing, writing, and applying project management. Such a standard lexicon is an essential element of a profession.\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003EThe Project Management Institute uses this document as a foundational, but not sole, project management reference for its professional development programs including: Project Management Professional (PMP®) certification \u003C\/li\u003E\u003Cli\u003EProject management education and training offered by PMI Registered Education Providers (R.E.P.s) \u003C\/li\u003E\u003Cli\u003EAccreditation of educational programs in project management. \u003C\/li\u003E\u003C\/ul\u003EAs a foundational reference, this standard is neither comprehensive nor all- inclusive. Appendix D discusses application area extensions, while Appendix E lists sources of further information on project management.\u003Cbr \/\u003E\u003Cbr \/\u003EThis standard addresses only single projects and the project management processes that are generally recognized as good practice. There are other standards on organizational project management maturity, project manager competency, and other topics that address what is generally recognized as good practices in those areas. Some of the material in those other standards impacts single projects. The other standards should be consulted for additional information and understanding of the broader context in which projects are accomplished.\u003Cbr \/\u003E\u003Cbr \/\u003EProject management standards do not address all details of every topic. Topics\u003Cbr \/\u003Eare not mentioned should not be considered unimportant. There are several reasons\u003Cbr \/\u003Ea topic may not be included in a standard: it may be included within some other related standard; it may be so general that there is nothing uniquely applicable to project management; or there is insufficient consensus on a topic. The lack of consensus means there are variations in the profession regarding how, when or where within the organization, as well as who within the organization, should perform that specific project management activity.\u003Cbr \/\u003E\u003Cbr \/\u003EThe organization or the project management team must decide how those activities are going to be addressed in the context and the circumstances of the project for which the PMBOK ® Guide is being used.\u003Cbr \/\u003E\u003Cbr \/\u003EReference: A Guide to the Project Management Body of Knowledge (PMBOK ® Guide) Four Edition"},"link":[{"rel":"replies","type":"application/atom+xml","href":"http:\/\/itpmpro.blogspot.com\/feeds\/470274401770619899\/comments\/default","title":"Post Comments"},{"rel":"replies","type":"text/html","href":"http:\/\/www.blogger.com\/comment.g?blogID=1130871870265736647\u0026postID=470274401770619899","title":"3 Comments"},{"rel":"edit","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/470274401770619899"},{"rel":"self","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/470274401770619899"},{"rel":"alternate","type":"text/html","href":"http:\/\/itpmpro.blogspot.com\/2009\/06\/project-management-body-of-knowledge_07.html","title":"Project Management Body of Knowledge (PMBOK) ® Guide"}],"author":[{"name":{"$t":"Iman Budi Setiawan"},"uri":{"$t":"http:\/\/www.blogger.com\/profile\/14019051950832045250"},"email":{"$t":"noreply@blogger.com"},"gd$image":{"rel":"http://schemas.google.com/g/2005#thumbnail","width":"29","height":"32","src":"http:\/\/1.bp.blogspot.com\/_hg1QUg8_uH0\/SfJxLK18ydI\/AAAAAAAAAD8\/CE06bwq3IcU\/S220\/imansmall.jpg"}}],"thr$total":{"$t":"3"}},{"id":{"$t":"tag:blogger.com,1999:blog-1130871870265736647.post-2976986234269250492"},"published":{"$t":"2009-06-01T18:38:00.002+07:00"},"updated":{"$t":"2012-04-21T13:46:34.528+07:00"},"category":[{"scheme":"http://www.blogger.com/atom/ns#","term":"knowledge"},{"scheme":"http://www.blogger.com/atom/ns#","term":"management"},{"scheme":"http://www.blogger.com/atom/ns#","term":"pmbok"},{"scheme":"http://www.blogger.com/atom/ns#","term":"project"}],"title":{"type":"text","$t":"Project Management Body of Knowledge"},"content":{"type":"html","$t":"The definition from Project Management Body of Knowledge (PMBOK® Guide):\u003Cbr \/\u003E\u003Cbr \/\u003EA Guide to the Project Management Body of Knowledge (PMBOK® Guide) is a recognized standard for the project management profession. A standard is a formal document that describes established norms, methods, processes, and practices. As with other professions such as law, medicine, and accounting, the knowledge contained in this standard evolved from the recognized good practices of project management practitioners who contributed to the development of this standard.\u003Cbr \/\u003E\u003Cbr \/\u003EThe PMBOK® Guide provides guidelines for managing individual projects. It defines project management and related concepts and describes the project management life cycle and the related processes."},"link":[{"rel":"replies","type":"application/atom+xml","href":"http:\/\/itpmpro.blogspot.com\/feeds\/2976986234269250492\/comments\/default","title":"Post Comments"},{"rel":"replies","type":"text/html","href":"http:\/\/www.blogger.com\/comment.g?blogID=1130871870265736647\u0026postID=2976986234269250492","title":"1 Comments"},{"rel":"edit","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/2976986234269250492"},{"rel":"self","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/2976986234269250492"},{"rel":"alternate","type":"text/html","href":"http:\/\/itpmpro.blogspot.com\/2009\/06\/project-management-body-of-knowledge.html","title":"Project Management Body of Knowledge"}],"author":[{"name":{"$t":"Iman Budi Setiawan"},"uri":{"$t":"http:\/\/www.blogger.com\/profile\/14019051950832045250"},"email":{"$t":"noreply@blogger.com"},"gd$image":{"rel":"http://schemas.google.com/g/2005#thumbnail","width":"29","height":"32","src":"http:\/\/1.bp.blogspot.com\/_hg1QUg8_uH0\/SfJxLK18ydI\/AAAAAAAAAD8\/CE06bwq3IcU\/S220\/imansmall.jpg"}}],"thr$total":{"$t":"1"}},{"id":{"$t":"tag:blogger.com,1999:blog-1130871870265736647.post-4405267185634153627"},"published":{"$t":"2009-05-27T17:54:00.001+07:00"},"updated":{"$t":"2011-05-14T08:20:39.522+07:00"},"category":[{"scheme":"http://www.blogger.com/atom/ns#","term":"action"},{"scheme":"http://www.blogger.com/atom/ns#","term":"discipline"},{"scheme":"http://www.blogger.com/atom/ns#","term":"performance"},{"scheme":"http://www.blogger.com/atom/ns#","term":"problem"},{"scheme":"http://www.blogger.com/atom/ns#","term":"standard"}],"title":{"type":"text","$t":"Dealing with Performance Problems"},"content":{"type":"html","$t":"Leaders can help their employees improve their performance by using a progressive discipline system.\u003Cbr \/\u003E\u003Cbr \/\u003ETo help an employee with a performance problem, you should:\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003Eget to the heart of the problem\u003C\/li\u003E\u003Cli\u003Erespond to the problem by preparing an action plan\u003C\/li\u003E\u003Cli\u003Euse discipline to deal with the problem.\u003C\/li\u003E\u003C\/ul\u003E\u003Cspan style=\"font-weight: bold;\"\u003EGet to the heart of the problem \u003C\/span\u003E\u003Cbr \/\u003EWhen there is a problem with an employee's performance, you should get to the heart of the problem before you attempt to correct it. This is important because the cause of a performance problem is not always apparent.\u003Cbr \/\u003E\u003Cbr \/\u003ETo correct the problem, you need to address the cause. To determine what is causing a performance problem, you should ask the following questions:\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003EDoes the employee understand the goals and standards of the job?\u003C\/li\u003E\u003Cli\u003EDoes the employee get timely feedback on his or her performance?\u003C\/li\u003E\u003Cli\u003EDid the employee get adequate training for the job?\u003C\/li\u003E\u003Cli\u003EDoes the employee demonstrate competency in other tasks?\u003C\/li\u003E\u003Cli\u003EIs the employee capable of doing the work?\u003C\/li\u003E\u003Cli\u003EDoes the employee have the resources to do a good job?\u003C\/li\u003E\u003C\/ul\u003E\u003Cspan style=\"font-weight: bold;\"\u003ERespond to the problem by preparing an action plan \u003C\/span\u003E\u003Cbr \/\u003EOnce you have determined the cause of a performance problem, you should meet with the employee involved to discuss possible solutions.\u003Cbr \/\u003E\u003Cbr \/\u003EWhen you do this, don't get personally involved in the problem or apologize for having to deal with it. You want to help the employee succeed. Find out what the employee would like to see as an outcome. Then set up a plan of action.\u003Cbr \/\u003E\u003Cbr \/\u003EBegin with the assumption that any corrective action you take should first and foremost help improve an employee's performance.\u003Cbr \/\u003E\u003Cbr \/\u003EThe following gives more about preparing an action plan:\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003EMake sure that employees with performance problems have a clear understanding of their jobs.\u003C\/li\u003E\u003Cli\u003EPresent clear information about how the job should be done, clarify each step, and emphasize the major responsibilities.\u003C\/li\u003E\u003Cli\u003EProvide training if necessary.\u003C\/li\u003E\u003Cli\u003EMake your employees responsible for the outcome of this process. Ask them to check back with you frequently.\u003C\/li\u003E\u003Cli\u003EEncourage your employees.\u003C\/li\u003E\u003C\/ul\u003E\u003Cspan style=\"font-weight: bold;\"\u003EUse discipline to deal with the problem \u003C\/span\u003E\u003Cbr \/\u003EWhen it becomes necessary to take disciplinary measures, you should use a four-step procedure. Because these steps sometimes lead to termination, you should ensure that you have all of the facts and use the same procedure for all employees.\u003Cbr \/\u003EIt's also important that you do not allow your judgment to be clouded by prior, unrelated problems. There is more information on the steps below:\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003EIn step one, verbally remind the employee about the problem, and state that the problem is now in the formal disciplinary stage.\u003C\/li\u003E\u003Cli\u003EGo to step two if the problem continues. Give the employee formal written notification of the continuing problem.\u003C\/li\u003E\u003Cli\u003EIf these steps fail, move to step three, in which the employee is given one day of paid leave to decide whether to stay and improve or leave. This demonstrates the organization's desire to give the employee control over whether to stay or leave.\u003C\/li\u003E\u003Cli\u003EStep four is termination. Having documented all the previous steps in the employee's file, set a specific time for an interview. Inform the employee of your decision. Keep the meeting simple and short. The employee had every opportunity to improve. There is no need for further discussion.\u003C\/li\u003E\u003C\/ul\u003EBy following well-thought-out steps in correcting performance problems, a leader can keep employees motivated and effective. Do you have procedures in place that make discipline a progressive measure?"},"link":[{"rel":"replies","type":"application/atom+xml","href":"http:\/\/itpmpro.blogspot.com\/feeds\/4405267185634153627\/comments\/default","title":"Post Comments"},{"rel":"replies","type":"text/html","href":"http:\/\/www.blogger.com\/comment.g?blogID=1130871870265736647\u0026postID=4405267185634153627","title":"1 Comments"},{"rel":"edit","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/4405267185634153627"},{"rel":"self","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/4405267185634153627"},{"rel":"alternate","type":"text/html","href":"http:\/\/itpmpro.blogspot.com\/2009\/05\/dealing-with-performance-problems.html","title":"Dealing with Performance Problems"}],"author":[{"name":{"$t":"Iman Budi Setiawan"},"uri":{"$t":"http:\/\/www.blogger.com\/profile\/14019051950832045250"},"email":{"$t":"noreply@blogger.com"},"gd$image":{"rel":"http://schemas.google.com/g/2005#thumbnail","width":"29","height":"32","src":"http:\/\/1.bp.blogspot.com\/_hg1QUg8_uH0\/SfJxLK18ydI\/AAAAAAAAAD8\/CE06bwq3IcU\/S220\/imansmall.jpg"}}],"thr$total":{"$t":"1"}},{"id":{"$t":"tag:blogger.com,1999:blog-1130871870265736647.post-6844307288444956042"},"published":{"$t":"2009-05-24T17:52:00.002+07:00"},"updated":{"$t":"2011-05-14T08:22:40.073+07:00"},"category":[{"scheme":"http://www.blogger.com/atom/ns#","term":"measurement"},{"scheme":"http://www.blogger.com/atom/ns#","term":"performance"},{"scheme":"http://www.blogger.com/atom/ns#","term":"quality"},{"scheme":"http://www.blogger.com/atom/ns#","term":"standard"}],"title":{"type":"text","$t":"Identifying Performance Standards"},"content":{"type":"html","$t":"Performance standards are target measurements for achieving quality in work. The guidelines for setting performance standards follow these three perspectives:\u003Cbr \/\u003E\u003Col\u003E\u003Cli\u003Eestablishing criteria for quality-performance standards\u003C\/li\u003E\u003Cli\u003Eclarifying quality-performance standard\u003C\/li\u003E\u003Cli\u003Eproviding positive reinforcement and recognition for quality-performance standards\u003C\/li\u003E\u003C\/ol\u003E\u003Cspan style=\"font-weight: bold;\"\u003EEstablishing criteria for quality-performance standards \u003C\/span\u003E\u003Cbr \/\u003EBefore you set performance standards, it's important to establish your criteria. You should consider quality, quantity, time, and customer requirements as criteria for establishing performance standards.\u003Cbr \/\u003E\u003Cbr \/\u003E\u003Cspan style=\"font-weight: bold;\"\u003EClarifying quality-performance standard \u003C\/span\u003E\u003Cbr \/\u003EYou should clarify your performance standards once you have established your criteria for setting them. It's important to involve your employees in this process. The following provide more information on how to do this:\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003EOnce you establish your criteria for setting performance standards, you should describe your criteria to your employees. You should work with your employees to prioritize the tasks according to the customer requirements, and the time, quantity and level of quality needed.\u003C\/li\u003E\u003Cli\u003EYou should meet with your employees to record all the tasks and standards that are required to meet your criteria. To make your standards meaningful, they should be measurable.\u003C\/li\u003E\u003Cli\u003EYou should develop a tracking system and hold regular one-on-one discussions with your employees about work in progress. Don't wait until you have problems to establish a tracking system.\u003C\/li\u003E\u003C\/ul\u003E\u003Cspan style=\"font-weight: bold;\"\u003EProviding positive reinforcement and recognition for quality-performance standards \u003C\/span\u003E\u003Cbr \/\u003EAfter you establish your criteria and clarify your performance standards, it's important to encourage your employees to follow them. You should:\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003Eprovide positive reinforcement for following standards\u003C\/li\u003E\u003Cli\u003Erecognize those who adhere to the standards.\u003C\/li\u003E\u003C\/ul\u003EPerformance standards are target measurements for achieving quality in work. You can use them to help your organization."},"link":[{"rel":"replies","type":"application/atom+xml","href":"http:\/\/itpmpro.blogspot.com\/feeds\/6844307288444956042\/comments\/default","title":"Post Comments"},{"rel":"replies","type":"text/html","href":"http:\/\/www.blogger.com\/comment.g?blogID=1130871870265736647\u0026postID=6844307288444956042","title":"0 Comments"},{"rel":"edit","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/6844307288444956042"},{"rel":"self","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/6844307288444956042"},{"rel":"alternate","type":"text/html","href":"http:\/\/itpmpro.blogspot.com\/2009\/05\/identifying-performance-standards.html","title":"Identifying Performance Standards"}],"author":[{"name":{"$t":"Iman Budi Setiawan"},"uri":{"$t":"http:\/\/www.blogger.com\/profile\/14019051950832045250"},"email":{"$t":"noreply@blogger.com"},"gd$image":{"rel":"http://schemas.google.com/g/2005#thumbnail","width":"29","height":"32","src":"http:\/\/1.bp.blogspot.com\/_hg1QUg8_uH0\/SfJxLK18ydI\/AAAAAAAAAD8\/CE06bwq3IcU\/S220\/imansmall.jpg"}}],"thr$total":{"$t":"0"}},{"id":{"$t":"tag:blogger.com,1999:blog-1130871870265736647.post-11475191208981411"},"published":{"$t":"2009-05-20T17:49:00.001+07:00"},"updated":{"$t":"2011-05-14T08:24:38.514+07:00"},"category":[{"scheme":"http://www.blogger.com/atom/ns#","term":"attitude"},{"scheme":"http://www.blogger.com/atom/ns#","term":"performance"},{"scheme":"http://www.blogger.com/atom/ns#","term":"problem"}],"title":{"type":"text","$t":"Identifying Performance Problems"},"content":{"type":"html","$t":"In most organizations, it's essential that employees maintain certain performance standards in order for the department to meet its quotas.\u003Cbr \/\u003E\u003Cbr \/\u003EWhen quotas are not met, you must determine why. What are the reasons for poor performance that you must understand?\u003Cbr \/\u003E\u003Cbr \/\u003EThere are a number of reasons for poor performance. You'll approach these reasons from three different perspectives:\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003Ethe reasons for performance problems\u003C\/li\u003E\u003Cli\u003Ethe elements of performance\u003C\/li\u003E\u003Cli\u003Ethe attitude behind performance.\u003C\/li\u003E\u003C\/ul\u003E\u003Cspan style=\"font-weight: bold;\"\u003EThe reasons for performance problems \u003C\/span\u003E\u003Cbr \/\u003EMost performance difficulties arise for four different reasons. These reasons are explained below:\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003EEmployees' lack of knowledge prevents them from knowing what to do.\u003C\/li\u003E\u003Cli\u003EEmployees lack the aptitude to do what is required of them and therefore are not capable of completing tasks.\u003C\/li\u003E\u003Cli\u003EExcessive interferences from processes, people, or technology can create a situation where employees are not allowed to do what is required of them.\u003C\/li\u003E\u003Cli\u003EFinally, some performance problems are caused by employees refusing to do what's required of them. When there are no safety issues involved, this is usually a result of attitude problems.\u003C\/li\u003E\u003C\/ul\u003E\u003Cspan style=\"font-weight: bold;\"\u003EThe elements of performance \u003C\/span\u003E\u003Cbr \/\u003EWhen you discover performance problems, what are you actually measuring these results against? There are seven elements of performance that help you target employees' achievements. These elements of performance are:\u003Cbr \/\u003E\u003Col\u003E\u003Cli\u003EGoals: What do they need to achieve?\u003C\/li\u003E\u003Cli\u003EStandards: How are their achievements quantified?\u003C\/li\u003E\u003Cli\u003EFeedback: Do they have the guidance they need?\u003C\/li\u003E\u003Cli\u003ECompetence: Have we properly trained them?\u003C\/li\u003E\u003Cli\u003EOpportunity: Do they have chances for advancement?\u003C\/li\u003E\u003Cli\u003EMeans: Do they have the tools to do their job?\u003C\/li\u003E\u003Cli\u003EMotive: Do they have good reasons to want to do this?\u003C\/li\u003E\u003C\/ol\u003EA useful tool for analyzing performance is to chart the reasons for performance problems against the elements of performance. This can help you figure out how to specifically address each performance problem.\u003Cbr \/\u003E\u003Cbr \/\u003E\u003Cspan style=\"font-weight: bold;\"\u003EThe attitude behind performance \u003C\/span\u003E\u003Cbr \/\u003EAttitudes are often part of vicious cycles in which an attitude provides a mental excuse to behave in a certain way. Quite often, this behavior creates a result that reinforces the original attitude.\u003Cbr \/\u003E\u003Cbr \/\u003EAttitudes are not always easy to change because they can come from so many different sources. Some are brought to work by employees, and some are formed as a result of things that happen in the work setting. The following provide more about the source of attitudes:\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003Epersonal background\u003C\/li\u003E\u003Cli\u003Eself-esteem\u003C\/li\u003E\u003Cli\u003Eprior experience\u003C\/li\u003E\u003Cli\u003Eunclear goals\u003C\/li\u003E\u003Cli\u003Epoor feedback\u003C\/li\u003E\u003Cli\u003Elack of recognition\u003C\/li\u003E\u003Cli\u003Enature of the work\u003C\/li\u003E\u003Cli\u003Einadequate compensation.\u003C\/li\u003E\u003C\/ul\u003EConsider the principal causes for performance problems for addressing the problem areas in your workplace."},"link":[{"rel":"replies","type":"application/atom+xml","href":"http:\/\/itpmpro.blogspot.com\/feeds\/11475191208981411\/comments\/default","title":"Post Comments"},{"rel":"replies","type":"text/html","href":"http:\/\/www.blogger.com\/comment.g?blogID=1130871870265736647\u0026postID=11475191208981411","title":"0 Comments"},{"rel":"edit","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/11475191208981411"},{"rel":"self","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/11475191208981411"},{"rel":"alternate","type":"text/html","href":"http:\/\/itpmpro.blogspot.com\/2009\/05\/identifying-performance-problems.html","title":"Identifying Performance Problems"}],"author":[{"name":{"$t":"Iman Budi Setiawan"},"uri":{"$t":"http:\/\/www.blogger.com\/profile\/14019051950832045250"},"email":{"$t":"noreply@blogger.com"},"gd$image":{"rel":"http://schemas.google.com/g/2005#thumbnail","width":"29","height":"32","src":"http:\/\/1.bp.blogspot.com\/_hg1QUg8_uH0\/SfJxLK18ydI\/AAAAAAAAAD8\/CE06bwq3IcU\/S220\/imansmall.jpg"}}],"thr$total":{"$t":"0"}},{"id":{"$t":"tag:blogger.com,1999:blog-1130871870265736647.post-6997820116415929751"},"published":{"$t":"2009-05-12T17:42:00.003+07:00"},"updated":{"$t":"2011-05-14T08:30:23.770+07:00"},"category":[{"scheme":"http://www.blogger.com/atom/ns#","term":"communication"},{"scheme":"http://www.blogger.com/atom/ns#","term":"communicative"},{"scheme":"http://www.blogger.com/atom/ns#","term":"resolution"},{"scheme":"http://www.blogger.com/atom/ns#","term":"resolve"},{"scheme":"http://www.blogger.com/atom/ns#","term":"strategies"},{"scheme":"http://www.blogger.com/atom/ns#","term":"strategy"},{"scheme":"http://www.blogger.com/atom/ns#","term":"understand"}],"title":{"type":"text","$t":"Understanding Communication Strategies"},"content":{"type":"html","$t":"Many employees are expected to argue for themselves in order to promote the organization's interests through their own department.\u003Cbr \/\u003E\u003Cbr \/\u003EBut how do you monitor the strategies these people use to argue for their interests?\u003Cbr \/\u003E\u003Cbr \/\u003EYou can encourage people to use communicative strategies to resolve conflicts. You can also stress the importance of avoiding contentious strategies that result in division. To do this, considers these points:\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003Erules for open communications\u003C\/li\u003E\u003Cli\u003Econflict-resolution methods\u003C\/li\u003E\u003Cli\u003Eavoiding contentious strategies.\u003C\/li\u003E\u003C\/ul\u003E\u003Cspan style=\"font-weight: bold;\"\u003ERules for open communications \u003C\/span\u003E\u003Cbr \/\u003EWhen you hire someone for your department, or when meetings start to get out of hand, you could bring up a series of basic rules for open communication. These are communicative strategies. The following provide more about the elements of open communication:\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003EI statements\u003C\/span\u003E: When discussing your feelings about an emotional situation, use statements such as, \"I feel this way when this happens.\" It's non-accusatory and expresses what you feel.\u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003Ewillingness\u003C\/span\u003E: People on both sides of a disagreement need to indicate their willingness to resolve their differences.\u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003Elistening\u003C\/span\u003E: Everyone needs to hear the speaker and acknowledge through verbal and nonverbal means that he or she is listening.\u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003Erestating\u003C\/span\u003E: When it's your turn to speak in reply to what someone else has said, restate what you believe you heard him say. This helps eliminate misunderstandings.\u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003Eagreements\u003C\/span\u003E: It's also important to point out what interests you have in common with those you disagree with. This sets an optimistic tone for possible agreements.\u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003Erequests\u003C\/span\u003E: It's divisive to ask someone to stop doing something you don't like; however, it's OK to request a change of behavior, especially if you suggest alternatives.\u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003Econsistency\u003C\/span\u003E: Be consistent with your verbal and nonverbal message.\u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003Eword choice\u003C\/span\u003E: Be careful with the words you use when describing negative feelings. Try to choose noninflammatory language and tone down your emotions.\u003C\/li\u003E\u003C\/ul\u003E\u003Cspan style=\"font-weight: bold;\"\u003EConflict-resolution methods \u003C\/span\u003E\u003Cbr \/\u003EThere are other strategies you can use, but these strategies should be used as a last-resort tactic, when nothing else has worked. These strategies lie somewhere in between communicative and contentious.\u003Cbr \/\u003E\u003Cbr \/\u003EThe following provide more about these strategies:\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003EGiving in is an acceptable strategy when you won't suffer long-term harm. It can be an effective bargaining chip that lets you move on to a more important point.\u003C\/li\u003E\u003Cli\u003EWhen it appears that a conflict is about to escalate, it's OK to break off or even give up on trying to resolve it.\u003C\/li\u003E\u003Cli\u003EAvoiding a problem can be OK if time will take care of it. This is a difficult decision to make.\u003C\/li\u003E\u003Cli\u003EIn emergencies, when quick and decisive actions must be taken, when you must implement an unpopular decision, or when someone is playing games with you, it is OK to be abrupt.\u003C\/li\u003E\u003C\/ul\u003E\u003Cspan style=\"font-weight: bold;\"\u003EAvoiding contentious strategies \u003C\/span\u003E\u003Cbr \/\u003EIt is very important to point out to the people in your group what you consider to be contentious strategies. The following provide more about these inappropriate tactics:\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003ESometimes, when people try to become your new best friend, and flatter and compliment you, they may be trying to get you to make a decision against your interests.\u003C\/li\u003E\u003Cli\u003EInducing guilt is an inappropriate way to get someone to change her mind.\u003C\/li\u003E\u003Cli\u003EGamesmanship is the use of maneuvers that further your own position over others.\u003C\/li\u003E\u003Cli\u003EAnother contentious tactic is the use of threats.\u003C\/li\u003E\u003Cli\u003ESide issue remarks are derogatory comments directed at your opponent.\u003C\/li\u003E\u003C\/ul\u003ETo resolve a conflict with an employee, it's important to use appropriate communicative strategies and avoid contention. You should show willingness and consistency in resolving a conflict, use I statements and proper word choice, listen to and restate a message, find common ground and request a change of behavior.\u003Cbr \/\u003E\u003Cbr \/\u003EIf these strategies do not work, you should then use an appropriate last-resort strategy."},"link":[{"rel":"replies","type":"application/atom+xml","href":"http:\/\/itpmpro.blogspot.com\/feeds\/6997820116415929751\/comments\/default","title":"Post Comments"},{"rel":"replies","type":"text/html","href":"http:\/\/www.blogger.com\/comment.g?blogID=1130871870265736647\u0026postID=6997820116415929751","title":"0 Comments"},{"rel":"edit","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/6997820116415929751"},{"rel":"self","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/6997820116415929751"},{"rel":"alternate","type":"text/html","href":"http:\/\/itpmpro.blogspot.com\/2009\/05\/understanding-communication-strategies.html","title":"Understanding Communication Strategies"}],"author":[{"name":{"$t":"Iman Budi Setiawan"},"uri":{"$t":"http:\/\/www.blogger.com\/profile\/14019051950832045250"},"email":{"$t":"noreply@blogger.com"},"gd$image":{"rel":"http://schemas.google.com/g/2005#thumbnail","width":"29","height":"32","src":"http:\/\/1.bp.blogspot.com\/_hg1QUg8_uH0\/SfJxLK18ydI\/AAAAAAAAAD8\/CE06bwq3IcU\/S220\/imansmall.jpg"}}],"thr$total":{"$t":"0"}},{"id":{"$t":"tag:blogger.com,1999:blog-1130871870265736647.post-9031014797088696778"},"published":{"$t":"2009-05-07T17:40:00.001+07:00"},"updated":{"$t":"2011-05-14T08:29:40.904+07:00"},"category":[{"scheme":"http://www.blogger.com/atom/ns#","term":"conflict"},{"scheme":"http://www.blogger.com/atom/ns#","term":"cooperative"},{"scheme":"http://www.blogger.com/atom/ns#","term":"resolution"},{"scheme":"http://www.blogger.com/atom/ns#","term":"understand"}],"title":{"type":"text","$t":"Understanding Cooperative Resolution"},"content":{"type":"html","$t":"Conflict occurs in every organization.\u003Cbr \/\u003E\u003Cbr \/\u003EOrganizations that successfully manage conflict can do so by resolving it cooperatively.\u003Cbr \/\u003E\u003Cbr \/\u003EThere are two means that effective leaders use to reach cooperative conflict resolution. They:\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003Eset preconditions to a cooperative resolution\u003C\/li\u003E\u003Cli\u003Efollow the steps to a cooperative resolution.\u003C\/li\u003E\u003C\/ul\u003E\u003Cspan style=\"font-weight: bold;\"\u003ESet preconditions to a cooperative resolution\u003C\/span\u003E\u003Cbr \/\u003EWhenever there is a conflict between your employees, it's important to set the preconditions for cooperative resolution before any attempt is made to resolve the conflict.\u003Cbr \/\u003E\u003Cbr \/\u003EThis will help both parties in a conflict to separate the problem from the people involved, and work together for a mutually beneficial solution. Begin by meeting separately with each side and establishing the following preconditions for cooperative resolution.\u003Cbr \/\u003E\u003Cbr \/\u003EMake certain that both parties understand that they can meet their own interests by helping others meet theirs.\u003Cbr \/\u003E\u003Cbr \/\u003EEncourage both parties to come up with an alternate plan. It's important that neither side enter negotiations with a rigid mindset.\u003Cbr \/\u003E\u003Cbr \/\u003EMake sure that both parties separate the people involved in the dispute from the dispute itself. Work-related problems that become personal disputes are more difficult to resolve.\u003Cbr \/\u003E\u003Cbr \/\u003E\u003Cspan style=\"font-weight: bold;\"\u003EFollow the steps to a cooperative resolution \u003C\/span\u003E\u003Cbr \/\u003EOnce the preconditions for a cooperative resolution are set, a leader should get the parties in a conflict to sit down together and follow the steps for a cooperative resolution. These are the four steps that a leader should follow:\u003Cbr \/\u003E\u003Col\u003E\u003Cli\u003EConflicts often arise over simple misunderstandings. Taking time to eliminate all misunderstandings between parties in a conflict can make it much easier to reach a cooperative resolution.\u003C\/li\u003E\u003Cli\u003EThe second step is identifying and analyzing all issues and interests. This is an important step because it is easy to overlook issues in a conflict, yet difficult to find solutions if all issues are not identified.\u003C\/li\u003E\u003Cli\u003EIn the third step of the cooperative resolution process, leaders should help employees find integrative solutions. This type of solution allows both parties to win. As you negotiate for a mutually beneficial solution, you should make sure that neither party dominates and that both remain flexible.\u003C\/li\u003E\u003Cli\u003EIf unable to find a successful integrative solution, a leader should proceed to the fourth step. This involves revisiting each of the steps in an attempt to find a solution. If still unsuccessful, the leader makes the final decision.\u003C\/li\u003E\u003C\/ol\u003ETo resolve conflicts between employees, it is important to follow the steps for reaching a cooperative resolution. To do this, you should eliminate misunderstandings, analyze the issues and interests of both sides, and find solutions that benefit both parties.\u003Cbr \/\u003E\u003Cbr \/\u003EIf a cooperative resolution is not found after following these steps, you should revisit the previous steps. If a solution is still not reached after revisiting all the steps, you will have to make the decision yourself.\u003Cbr \/\u003E\u003Cbr \/\u003EBy applying a variety of methods, you can resolve the conflicts between your employees cooperatively. How could these skills contribute to your own leadership abilities and to the success of your organization?"},"link":[{"rel":"replies","type":"application/atom+xml","href":"http:\/\/itpmpro.blogspot.com\/feeds\/9031014797088696778\/comments\/default","title":"Post Comments"},{"rel":"replies","type":"text/html","href":"http:\/\/www.blogger.com\/comment.g?blogID=1130871870265736647\u0026postID=9031014797088696778","title":"1 Comments"},{"rel":"edit","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/9031014797088696778"},{"rel":"self","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/9031014797088696778"},{"rel":"alternate","type":"text/html","href":"http:\/\/itpmpro.blogspot.com\/2009\/05\/understanding-cooperative-resolution.html","title":"Understanding Cooperative Resolution"}],"author":[{"name":{"$t":"Iman Budi Setiawan"},"uri":{"$t":"http:\/\/www.blogger.com\/profile\/14019051950832045250"},"email":{"$t":"noreply@blogger.com"},"gd$image":{"rel":"http://schemas.google.com/g/2005#thumbnail","width":"29","height":"32","src":"http:\/\/1.bp.blogspot.com\/_hg1QUg8_uH0\/SfJxLK18ydI\/AAAAAAAAAD8\/CE06bwq3IcU\/S220\/imansmall.jpg"}}],"thr$total":{"$t":"1"}},{"id":{"$t":"tag:blogger.com,1999:blog-1130871870265736647.post-2329763091212746026"},"published":{"$t":"2009-05-04T17:35:00.002+07:00"},"updated":{"$t":"2011-05-14T08:31:26.267+07:00"},"category":[{"scheme":"http://www.blogger.com/atom/ns#","term":"communication"},{"scheme":"http://www.blogger.com/atom/ns#","term":"conflict"},{"scheme":"http://www.blogger.com/atom/ns#","term":"organization"},{"scheme":"http://www.blogger.com/atom/ns#","term":"understand"}],"title":{"type":"text","$t":"Understanding Conflict"},"content":{"type":"html","$t":"Conflicts among employees occur in every organization.\u003Cbr \/\u003E\u003Cbr \/\u003EAs an effective leader you need to know how to deal with conflict.\u003Cbr \/\u003E\u003Cbr \/\u003EUnderstanding conflict means examining:\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003Ethe concept of conflict\u003C\/li\u003E\u003Cli\u003Econstructive conflict\u003C\/li\u003E\u003Cli\u003Ethe escalation of conflict\u003C\/li\u003E\u003Cli\u003Ethe psychological changes that accompany conflict\u003C\/li\u003E\u003Cli\u003Ethe two primary reasons for conflict.\u003C\/li\u003E\u003C\/ul\u003E\u003Cspan style=\"font-weight: bold;\"\u003EConstructive conflict \u003C\/span\u003E\u003Cbr \/\u003EWhile we all know conflict when we feel it, most of us don't work with it well because we don't understand its dynamics. What are the inner workings of conflict?\u003Cbr \/\u003E\u003Cbr \/\u003EConflict is an everyday, naturally occurring fact of life. Without it, there is no progress, evolution, or art. Don't fear it; learn how to face it and work with it. It occurs when you believe that in order to get what you want, someone else won't be able to get what he or she wants.\u003Cbr \/\u003E\u003Cbr \/\u003E\u003Cspan style=\"font-weight: bold;\"\u003EThe concept of conflict\u003C\/span\u003E\u003Cbr \/\u003EThe resolution of a problem can show the three ways conflict can be constructive. These are:\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003Ewhen it leads to unity of purpose and collaboration\u003C\/li\u003E\u003Cli\u003Ewhen it leads to better decision making\u003C\/li\u003E\u003Cli\u003Ewhen it produces change.\u003C\/li\u003E\u003C\/ul\u003E\u003Cspan style=\"font-weight: bold;\"\u003EThe escalation of conflict \u003C\/span\u003E\u003Cbr \/\u003EMany conflicts, however, turn destructive because they escalate out of control. Consider the following reasons that conflict escalates:\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003ECooperation turns into accusations and threats.\u003C\/li\u003E\u003Cli\u003EOne issue becomes many.\u003C\/li\u003E\u003Cli\u003EA specific issue gives way to general complaints.\u003C\/li\u003E\u003Cli\u003EConsideration turns to getting even.\u003C\/li\u003E\u003Cli\u003EMore people begin to get involved.\u003C\/li\u003E\u003C\/ul\u003E\u003Cspan style=\"font-weight: bold;\"\u003EThe psychological changes that accompany conflict \u003C\/span\u003E\u003Cbr \/\u003EThere are a number of psychological changes that happen to people when they get involved in conflicts. These are explained in detail below:\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003EWhen you are in conflict, you develop selective perception, only seeing your own side of the story. You begin to look for evidence to prove you're right.\u003C\/li\u003E\u003Cli\u003EConflict can also cause you to create a self-fulfilling prophecy, where you create a worst-case scenario, and then get what you expect by acting as if it's going to happen.\u003C\/li\u003E\u003Cli\u003EWhen conflict is played out, a complete communication breakdown occurs. Trust is rarely reestablished, and any polite conversation that follows is filled with tension and bitterness.\u003C\/li\u003E\u003C\/ul\u003E\u003Cspan style=\"font-weight: bold;\"\u003EThe two primary reasons for conflict \u003C\/span\u003E\u003Cbr \/\u003EThere are two primary reasons for conflict. One primary reason for conflict is that two people have different interests; they want different things. Another primary reason for conflict is two people have the same interests, which are in conflict; they believe only one of them can have what they want.\u003Cbr \/\u003E\u003Cbr \/\u003EExploring conflict resolution within your organization can improve the atmosphere in the workplace and lead to greater creativity and collaboration."},"link":[{"rel":"replies","type":"application/atom+xml","href":"http:\/\/itpmpro.blogspot.com\/feeds\/2329763091212746026\/comments\/default","title":"Post Comments"},{"rel":"replies","type":"text/html","href":"http:\/\/www.blogger.com\/comment.g?blogID=1130871870265736647\u0026postID=2329763091212746026","title":"0 Comments"},{"rel":"edit","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/2329763091212746026"},{"rel":"self","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/2329763091212746026"},{"rel":"alternate","type":"text/html","href":"http:\/\/itpmpro.blogspot.com\/2009\/05\/understanding-conflict.html","title":"Understanding Conflict"}],"author":[{"name":{"$t":"Iman Budi Setiawan"},"uri":{"$t":"http:\/\/www.blogger.com\/profile\/14019051950832045250"},"email":{"$t":"noreply@blogger.com"},"gd$image":{"rel":"http://schemas.google.com/g/2005#thumbnail","width":"29","height":"32","src":"http:\/\/1.bp.blogspot.com\/_hg1QUg8_uH0\/SfJxLK18ydI\/AAAAAAAAAD8\/CE06bwq3IcU\/S220\/imansmall.jpg"}}],"thr$total":{"$t":"0"}},{"id":{"$t":"tag:blogger.com,1999:blog-1130871870265736647.post-2470061419156345396"},"published":{"$t":"2009-04-24T10:44:00.001+07:00"},"updated":{"$t":"2011-05-14T08:33:40.197+07:00"},"category":[{"scheme":"http://www.blogger.com/atom/ns#","term":"communication"},{"scheme":"http://www.blogger.com/atom/ns#","term":"listen"},{"scheme":"http://www.blogger.com/atom/ns#","term":"skills"},{"scheme":"http://www.blogger.com/atom/ns#","term":"speaker"},{"scheme":"http://www.blogger.com/atom/ns#","term":"strategies"},{"scheme":"http://www.blogger.com/atom/ns#","term":"understand"}],"title":{"type":"text","$t":"Understanding Listening Strategies"},"content":{"type":"html","$t":"Listening is one of the most valuable skills a leader can have.\u003Cbr \/\u003E\u003Cbr \/\u003EMany people assume that listening is a passive experience, but it actually requires active participation. There are a variety of methods for effective listening, including:\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003Eusing attentiveness, silence, and neutrality \u003C\/li\u003E\u003Cli\u003Ereflecting and summarizing \u003C\/li\u003E\u003Cli\u003Esorting and patterning \u003C\/li\u003E\u003Cli\u003Enoting gaps and interruptions \u003C\/li\u003E\u003Cli\u003Eexpressing feeling and testing for responsibility. \u003C\/li\u003E\u003C\/ul\u003EWhen people talk, they expect others to listen to them, but they generally give little thought to what this means. The following are some first steps to good listening:\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003EFocus your attention on the person who's talking. Maintain eye contact. If your body language says you're not interested, the person will sense it. \u003C\/li\u003E\u003Cli\u003ERemain silent, except for recognition that you're following along, such as a semi-verbal \"uh-huh\" or a head nod. This says you're paying attention. \u003C\/li\u003E\u003Cli\u003EMaintain a neutral frame of mind. This means not judging or attempting to control the conversation, not suggesting or correcting, and not praising or criticizing. \u003C\/li\u003E\u003C\/ul\u003EThere are two other techniques for making people aware that you are paying attention. First, use reflective statements. These are words that echo important words or phrases that the patient uses. Second, summarize what you have just heard and repeat it back to the speaker.\u003Cbr \/\u003E\u003Cbr \/\u003EYou can also wait for a break in the narration, and then sort out and find patterns in their experiences. This can help to sort out the differences between symptoms and deeper problems.\u003Cbr \/\u003E\u003Cbr \/\u003ETry to notice inconsistencies in narratives. What is left out of a conversation can be as helpful in analyzing a situation as what is included.\u003Cbr \/\u003E\u003Cbr \/\u003EToward the end of a conversation, you can encourage the speaker to step back from their story and summarize it for themselves.\u003Cbr \/\u003E\u003Cbr \/\u003ERemember that effective listening requires active participation. You should use attentiveness, silence and neutrality when listening. It's important to use reflective statements and summarize the employee's message. You should also sort symptoms from deeper problems, note gaps and interruptions in your employee's story, encourage your employee to express feeling, and test for responsibility."},"link":[{"rel":"replies","type":"application/atom+xml","href":"http:\/\/itpmpro.blogspot.com\/feeds\/2470061419156345396\/comments\/default","title":"Post Comments"},{"rel":"replies","type":"text/html","href":"http:\/\/www.blogger.com\/comment.g?blogID=1130871870265736647\u0026postID=2470061419156345396","title":"0 Comments"},{"rel":"edit","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/2470061419156345396"},{"rel":"self","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/2470061419156345396"},{"rel":"alternate","type":"text/html","href":"http:\/\/itpmpro.blogspot.com\/2009\/04\/understanding-listening-strategies.html","title":"Understanding Listening Strategies"}],"author":[{"name":{"$t":"Iman Budi Setiawan"},"uri":{"$t":"http:\/\/www.blogger.com\/profile\/14019051950832045250"},"email":{"$t":"noreply@blogger.com"},"gd$image":{"rel":"http://schemas.google.com/g/2005#thumbnail","width":"29","height":"32","src":"http:\/\/1.bp.blogspot.com\/_hg1QUg8_uH0\/SfJxLK18ydI\/AAAAAAAAAD8\/CE06bwq3IcU\/S220\/imansmall.jpg"}}],"thr$total":{"$t":"0"}},{"id":{"$t":"tag:blogger.com,1999:blog-1130871870265736647.post-538050669272042716"},"published":{"$t":"2009-04-21T10:43:00.002+07:00"},"updated":{"$t":"2011-05-14T08:36:52.552+07:00"},"category":[{"scheme":"http://www.blogger.com/atom/ns#","term":"answer"},{"scheme":"http://www.blogger.com/atom/ns#","term":"ask"},{"scheme":"http://www.blogger.com/atom/ns#","term":"message"},{"scheme":"http://www.blogger.com/atom/ns#","term":"question"},{"scheme":"http://www.blogger.com/atom/ns#","term":"suggestion"},{"scheme":"http://www.blogger.com/atom/ns#","term":"understand"}],"title":{"type":"text","$t":"Understanding Good Questions"},"content":{"type":"html","$t":"To accomplish your goals as a businessperson and leader, one of the best strategies is knowing how to ask key questions.\u003Cbr \/\u003E\u003Cbr \/\u003EKey questioning strategies can help you:\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003Euncover the problem in front of you \u003C\/li\u003E\u003Cli\u003Eidentify the purpose of your actions \u003C\/li\u003E\u003Cli\u003Ediscover the premise you're following \u003C\/li\u003E\u003Cli\u003Edetermine the resources you need \u003C\/li\u003E\u003Cli\u003Edetermine customer interest \u003C\/li\u003E\u003Cli\u003Egather the data you need. \u003C\/li\u003E\u003C\/ul\u003EOne questioning strategy used by Japanese teachers of quality is the use of Why? They suggest asking this question five times to discover the underlying causes of a problem and then finding solutions.\u003Cbr \/\u003E\u003Cbr \/\u003EAnother key question is aimed at discovering the purpose of any action. For example, whenever someone suggests a new project or product, you could ask, \"What is the purpose of this?\"\u003Cbr \/\u003E\u003Cbr \/\u003EYou should also subject every suggestion or idea that is presented to a question concerning its premise. A premise is the belief or attitude that forms the basis of an assumption.\u003Cbr \/\u003E\u003Cbr \/\u003EEvery new project, idea, or suggestion that is presented to you requires effort and resources to be carried out. To help employees figure out how to convert these thoughts into actions, you should ask them questions about resources.\u003Cbr \/\u003E\u003Cbr \/\u003EOccasionally, your employees will come to you with a suggestion that you know they have not researched. Instead of dismissing the idea, use questions designed to encourage employees to come up with the data they need.\u003Cbr \/\u003E\u003Cbr \/\u003EYou can maintain a thriving business by knowing how to ask good questions that engage your employees in the process of improvement."},"link":[{"rel":"replies","type":"application/atom+xml","href":"http:\/\/itpmpro.blogspot.com\/feeds\/538050669272042716\/comments\/default","title":"Post Comments"},{"rel":"replies","type":"text/html","href":"http:\/\/www.blogger.com\/comment.g?blogID=1130871870265736647\u0026postID=538050669272042716","title":"1 Comments"},{"rel":"edit","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/538050669272042716"},{"rel":"self","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/538050669272042716"},{"rel":"alternate","type":"text/html","href":"http:\/\/itpmpro.blogspot.com\/2009\/04\/understanding-good-questions.html","title":"Understanding Good Questions"}],"author":[{"name":{"$t":"Iman Budi Setiawan"},"uri":{"$t":"http:\/\/www.blogger.com\/profile\/14019051950832045250"},"email":{"$t":"noreply@blogger.com"},"gd$image":{"rel":"http://schemas.google.com/g/2005#thumbnail","width":"29","height":"32","src":"http:\/\/1.bp.blogspot.com\/_hg1QUg8_uH0\/SfJxLK18ydI\/AAAAAAAAAD8\/CE06bwq3IcU\/S220\/imansmall.jpg"}}],"thr$total":{"$t":"1"}},{"id":{"$t":"tag:blogger.com,1999:blog-1130871870265736647.post-4771333071987271646"},"published":{"$t":"2009-04-17T10:42:00.001+07:00"},"updated":{"$t":"2011-05-14T08:54:19.210+07:00"},"category":[{"scheme":"http://www.blogger.com/atom/ns#","term":"answer"},{"scheme":"http://www.blogger.com/atom/ns#","term":"ask"},{"scheme":"http://www.blogger.com/atom/ns#","term":"collaboration"},{"scheme":"http://www.blogger.com/atom/ns#","term":"leadership"},{"scheme":"http://www.blogger.com/atom/ns#","term":"question"},{"scheme":"http://www.blogger.com/atom/ns#","term":"reviewing"},{"scheme":"http://www.blogger.com/atom/ns#","term":"understand"}],"title":{"type":"text","$t":"Understanding Leadership through Questioning"},"content":{"type":"html","$t":"One of the most important things that you can do to improve your company is to ask the right questions in the right way.\u003Cbr \/\u003E\u003Cbr \/\u003EQuestioning strategies that improve the way employees and production process work include:\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003Ecollaborating \u003C\/li\u003E\u003Cli\u003Eexperimenting \u003C\/li\u003E\u003Cli\u003Eeducating \u003C\/li\u003E\u003Cli\u003Ereviewing. \u003C\/li\u003E\u003C\/ul\u003E\u003Cspan style=\"font-weight: bold;\"\u003ECollaborating \u003C\/span\u003E\u003Cbr \/\u003EThere are many different ways that leaders can approach working with their employees. In the old style of organizations, leaders would direct rather than collaborate.\u003Cbr \/\u003E\u003Cbr \/\u003ELeaders who direct have a hard time learning to ask questions. They tell others what to do and pack unsolicited advice into their conversations with subordinates. On the other hand, leaders who collaborate with their team do so by asking questions and using what they discover to improve the way the team operates.\u003Cbr \/\u003E\u003Cbr \/\u003EA good piece of advice is to learn the difference between opinions and facts. Employees and co-workers are much more likely to be drawn into dialog with someone who knows the difference.\u003Cbr \/\u003E\u003Cbr \/\u003E\u003Cspan style=\"font-weight: bold;\"\u003EExperimenting\u003C\/span\u003E\u003Cbr \/\u003ELeaders who understand what they don't know take the experimenter approach, using questions to learn. Leaders who think they know everything use their opinions as facts and don't listen to those who actually know.\u003Cbr \/\u003E\u003Cbr \/\u003E\u003Cspan style=\"font-weight: bold;\"\u003EEducating \u003C\/span\u003E\u003Cbr \/\u003EAnother hallmark of leadership is educating. When teachers start giving advice, they have failed as teachers. When leaders spell out what they believe to be true, with no room for inquiry, they are telling others what to do. But when leaders use step-by-step questions designed to let others figure out answers for themselves, they are educating.\u003Cbr \/\u003E\u003Cbr \/\u003EThe trickiest questioning strategy has to be employed when there is something wrong with someone's work. In the old school of management, leaders often served as inspectors. When they found a mistake, they pointed it out. \"This is a mistake,\" they'd say. This accusatory manner makes people defensive and works against positive solutions.\u003Cbr \/\u003E\u003Cbr \/\u003E\u003Cspan style=\"font-weight: bold;\"\u003EReviewing \u003C\/span\u003E\u003Cbr \/\u003ELeaders who use reviewing as a questioning strategy learn how to ask the questions that get others to see the flaws in their own work. \"How can you stop this problem from occurring?\" or \"What can you do to track down the source of the problem?\" are inquiries that encourage participation and involvement.\u003Cbr \/\u003E\u003Cbr \/\u003EBy using a variety of questioning strategies to involve others in the production process, you can significantly improve quality and efficiency at your organization."},"link":[{"rel":"replies","type":"application/atom+xml","href":"http:\/\/itpmpro.blogspot.com\/feeds\/4771333071987271646\/comments\/default","title":"Post Comments"},{"rel":"replies","type":"text/html","href":"http:\/\/www.blogger.com\/comment.g?blogID=1130871870265736647\u0026postID=4771333071987271646","title":"0 Comments"},{"rel":"edit","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/4771333071987271646"},{"rel":"self","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/4771333071987271646"},{"rel":"alternate","type":"text/html","href":"http:\/\/itpmpro.blogspot.com\/2009\/04\/understanding-leadership-through.html","title":"Understanding Leadership through Questioning"}],"author":[{"name":{"$t":"Iman Budi Setiawan"},"uri":{"$t":"http:\/\/www.blogger.com\/profile\/14019051950832045250"},"email":{"$t":"noreply@blogger.com"},"gd$image":{"rel":"http://schemas.google.com/g/2005#thumbnail","width":"29","height":"32","src":"http:\/\/1.bp.blogspot.com\/_hg1QUg8_uH0\/SfJxLK18ydI\/AAAAAAAAAD8\/CE06bwq3IcU\/S220\/imansmall.jpg"}}],"thr$total":{"$t":"0"}},{"id":{"$t":"tag:blogger.com,1999:blog-1130871870265736647.post-4629029295872392910"},"published":{"$t":"2009-04-14T10:40:00.001+07:00"},"updated":{"$t":"2011-05-14T08:55:16.499+07:00"},"category":[{"scheme":"http://www.blogger.com/atom/ns#","term":"communication"},{"scheme":"http://www.blogger.com/atom/ns#","term":"group"},{"scheme":"http://www.blogger.com/atom/ns#","term":"listen"},{"scheme":"http://www.blogger.com/atom/ns#","term":"meeting"},{"scheme":"http://www.blogger.com/atom/ns#","term":"speak"},{"scheme":"http://www.blogger.com/atom/ns#","term":"understand"}],"title":{"type":"text","$t":"Understanding Group Communications"},"content":{"type":"html","$t":"Group communications are essential to successful organizations.\u003Cbr \/\u003E\u003Cbr \/\u003ELeaders can improve group communication by:\u003Cbr \/\u003E\u003Col\u003E\u003Cli\u003Eincreasing team communication \u003C\/li\u003E\u003Cli\u003Eimproving organizational communication \u003C\/li\u003E\u003Cli\u003Eusing informal communication networks. \u003C\/li\u003E\u003C\/ol\u003E\u003Cspan style=\"font-weight: bold;\"\u003EIncreasing team communication \u003C\/span\u003E\u003Cbr \/\u003EThere are a number of things you can do to improve the way your group shares information. Some of these are shown below:\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003EUse a variety of formats to get the team together to talk, including team meetings, informal chats, and scheduled informational discussions. \u003C\/li\u003E\u003Cli\u003EEnsure everyone understands the purpose of these sessions. \u003C\/li\u003E\u003Cli\u003EEnsure that the group understands how proud you are of their work. \u003C\/li\u003E\u003Cli\u003ESome people in a group can be bashful about raising questions, so you could attempt to anticipate their needs when responding to others' questions. \u003C\/li\u003E\u003Cli\u003EYou could use newsletters, bulletin boards, and e-mail to communicate with your team. \u003C\/li\u003E\u003C\/ul\u003E\u003Cspan style=\"font-weight: bold;\"\u003EImproving organizational communication\u003C\/span\u003E\u003Cbr \/\u003EIn addition to improving communications, it is important to contribute to the communications of the larger organization. The following are examples of how contributions to organizational communications could be made:\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003EEvery organization needs a dependable internal communications program. In larger companies, someone is usually in charge of this. In smaller companies, it can be a collective function of leaders at all levels. \u003C\/li\u003E\u003Cli\u003EGood organizational communication means that the members are well informed on all significant issues which affect them, including business challenges, policy changes, and operational and strategic issues. \u003C\/li\u003E\u003Cli\u003EOther issues which are included in organizational communications include organizational structure, customer service, workplace improvements, and the use of information technology. \u003C\/li\u003E\u003Cli\u003ELeaders should always be searching for ways to improve communications outside of their immediate realms. You are also responsible for correcting any misinformation about your subordinates or department. \u003C\/li\u003E\u003Cli\u003EIt's also necessary for a leader to actively communicate with other departments to discover information that you need but has not been given to you. \u003C\/li\u003E\u003Cli\u003EAnother way of improving communications among different groups is to suggest a shared function such as a potluck lunch or weekend social activity. \u003C\/li\u003E\u003C\/ul\u003E\u003Cspan style=\"font-weight: bold;\"\u003EUsing informal communication networks \u003C\/span\u003E\u003Cbr \/\u003EAnother means used to communicate is to use informal networks. This is not much different than what is commonly called the grapevine. Leaders can use this type of communication in the following ways:\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003EAn informal network, or grapevine, can complement or detract from other group communications. \u003C\/li\u003E\u003Cli\u003EAccept the fact that grapevines can't be eliminated and are very difficult to control. They are, however, easy to use. \u003C\/li\u003E\u003Cli\u003ETalking informally or casually with your subordinates and others can provide you with a vast amount of information about your organization. \u003C\/li\u003E\u003Cli\u003EAs a leader, it's your responsibility to correct and dispel any incorrect information that you discover in the grapevine. \u003C\/li\u003E\u003C\/ul\u003EYou can use a variety of methods to improve communications among your group and between your group and the rest of the organization. How can these techniques improve your own group communications?"},"link":[{"rel":"replies","type":"application/atom+xml","href":"http:\/\/itpmpro.blogspot.com\/feeds\/4629029295872392910\/comments\/default","title":"Post Comments"},{"rel":"replies","type":"text/html","href":"http:\/\/www.blogger.com\/comment.g?blogID=1130871870265736647\u0026postID=4629029295872392910","title":"0 Comments"},{"rel":"edit","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/4629029295872392910"},{"rel":"self","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/4629029295872392910"},{"rel":"alternate","type":"text/html","href":"http:\/\/itpmpro.blogspot.com\/2009\/04\/understanding-group-communications.html","title":"Understanding Group Communications"}],"author":[{"name":{"$t":"Iman Budi Setiawan"},"uri":{"$t":"http:\/\/www.blogger.com\/profile\/14019051950832045250"},"email":{"$t":"noreply@blogger.com"},"gd$image":{"rel":"http://schemas.google.com/g/2005#thumbnail","width":"29","height":"32","src":"http:\/\/1.bp.blogspot.com\/_hg1QUg8_uH0\/SfJxLK18ydI\/AAAAAAAAAD8\/CE06bwq3IcU\/S220\/imansmall.jpg"}}],"thr$total":{"$t":"0"}},{"id":{"$t":"tag:blogger.com,1999:blog-1130871870265736647.post-6454717589178425001"},"published":{"$t":"2009-04-09T10:38:00.001+07:00"},"updated":{"$t":"2011-05-14T08:56:12.844+07:00"},"category":[{"scheme":"http://www.blogger.com/atom/ns#","term":"communication"},{"scheme":"http://www.blogger.com/atom/ns#","term":"listening"},{"scheme":"http://www.blogger.com/atom/ns#","term":"personal"},{"scheme":"http://www.blogger.com/atom/ns#","term":"presenting"},{"scheme":"http://www.blogger.com/atom/ns#","term":"skills"},{"scheme":"http://www.blogger.com/atom/ns#","term":"speaking"},{"scheme":"http://www.blogger.com/atom/ns#","term":"writing"}],"title":{"type":"text","$t":"Improving Personal Communication Skills"},"content":{"type":"html","$t":"Improving leadership abilities is intrinsically connected to improving communication skills.\u003Cbr \/\u003E\u003Cbr \/\u003EFactors that improve personal communications include the following:\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003Eface-to-face communicating \u003C\/li\u003E\u003Cli\u003Elistening to others \u003C\/li\u003E\u003Cli\u003Espeaking well \u003C\/li\u003E\u003Cli\u003Epresenting effectively \u003C\/li\u003E\u003Cli\u003Ewriting clearly \u003C\/li\u003E\u003C\/ul\u003EMost staff interactions, like most business communications, occur one-on-one and in small groups. You should try to increase the quality and quantity of these small encounters because they are the most effective means of delivering his message.\u003Cbr \/\u003E\u003Cbr \/\u003EThe following four suggestions can be used in this setting:\u003Cbr \/\u003E\u003Col\u003E\u003Cli\u003EOne key in getting people to come to you when they need your help is to be approachable. Do this by adjusting your speaking style to more closely resemble those to whom you're speaking.\u003Cbr \/\u003E\u003Cbr \/\u003E\u003C\/li\u003E\u003Cli\u003EBe understanding and sincere. Being empathetic towards others and trying to understand their motivations and concerns helps create a two-way relationship.\u003Cbr \/\u003E\u003Cbr \/\u003E\u003C\/li\u003E\u003Cli\u003EConsistency in the way you communicate to others improves communication. If your approach to others is erratic, this sends confusing and conflicting messages.\u003Cbr \/\u003E\u003Cbr \/\u003E\u003C\/li\u003E\u003Cli\u003EIt's also valuable to repeat your important messages from time to time to make sure that they are received and understood. Also, having your instructions mirrored back to you helps when you're having a difficult time communicating with certain people. \u003C\/li\u003E\u003C\/ol\u003EIn addition to the face-to-face communication skills, there are other skills that would improve communication abilities:\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003ELeaders should aim to spend more time listening than talking. This is an active, not passive process in which you try to understand the other person's perspective. Let your ears be the gateway to others' strengths and concerns.\u003Cbr \/\u003E\u003Cbr \/\u003E\u003C\/li\u003E\u003Cli\u003ELeaders need to communicate clearly. Proper speech and grammar, along with easy-to-follow points are vital to your effectiveness. Seek help if this is a problem for you.\u003Cbr \/\u003E\u003Cbr \/\u003E\u003C\/li\u003E\u003Cli\u003EMaking presentations is part of being a leader. Being natural, using visual aids, and including humor are all part of good presentations. Rehearse with someone whose criticism you value. \u003C\/li\u003E\u003C\/ul\u003EWriting skills are another area that should be considered important to your development as a leader. Learning to write correctly takes time, effort, and a real commitment. The following are tips to improve your writing:\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003EVisit a library or bookstore to see the resources available. In addition, write whenever possible. \u003C\/li\u003E\u003Cli\u003EMake note of the purpose and main points of your document before you begin to write it. \u003C\/li\u003E\u003Cli\u003EConsider who will be reading what you write, what they know about the subject, and what you want them to do after they read the document. \u003C\/li\u003E\u003Cli\u003EAvoid using phrases that make excuses, lack confidence, or suggest incompetence. \u003C\/li\u003E\u003Cli\u003EKeep your language simple, use a minimum of jargon, or specialized words, and be as brief as possible. \u003C\/li\u003E\u003Cli\u003EReread what you've written at least twice and make whatever corrections or improvements you can. \u003C\/li\u003E\u003Cli\u003EHave an assistant or associate review the document for effectiveness, clarity, and correctness before you send it. \u003C\/li\u003E\u003C\/ul\u003EFinally, you should learn to improve your awareness of what you communicate nonverbally.\u003Cbr \/\u003E\u003Cbr \/\u003EPeople are naturally aware of your physical actions when they are contradicting or working against what you're saying. Tapping your pen out of nervousness, avoiding eye contact, or looking bored all work against effective communications.\u003Cbr \/\u003E\u003Cbr \/\u003EOn the other hand, you can use nonverbal communications to your advantage by relaxing, maintaining good posture, staying energetic, and directly addressing others. Videotaping one of your presentations can help you correct bad habits.\u003Cbr \/\u003E\u003Cbr \/\u003EThe continued success of your company is due, in part, to the effectiveness of your personal communication skills. Consider which of these skills would improve your abilities."},"link":[{"rel":"replies","type":"application/atom+xml","href":"http:\/\/itpmpro.blogspot.com\/feeds\/6454717589178425001\/comments\/default","title":"Post Comments"},{"rel":"replies","type":"text/html","href":"http:\/\/www.blogger.com\/comment.g?blogID=1130871870265736647\u0026postID=6454717589178425001","title":"0 Comments"},{"rel":"edit","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/6454717589178425001"},{"rel":"self","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/6454717589178425001"},{"rel":"alternate","type":"text/html","href":"http:\/\/itpmpro.blogspot.com\/2009\/04\/improving-personal-communication-skills.html","title":"Improving Personal Communication Skills"}],"author":[{"name":{"$t":"Iman Budi Setiawan"},"uri":{"$t":"http:\/\/www.blogger.com\/profile\/14019051950832045250"},"email":{"$t":"noreply@blogger.com"},"gd$image":{"rel":"http://schemas.google.com/g/2005#thumbnail","width":"29","height":"32","src":"http:\/\/1.bp.blogspot.com\/_hg1QUg8_uH0\/SfJxLK18ydI\/AAAAAAAAAD8\/CE06bwq3IcU\/S220\/imansmall.jpg"}}],"thr$total":{"$t":"0"}},{"id":{"$t":"tag:blogger.com,1999:blog-1130871870265736647.post-4703017087096458173"},"published":{"$t":"2009-04-03T10:34:00.001+07:00"},"updated":{"$t":"2011-05-14T08:57:27.417+07:00"},"category":[{"scheme":"http://www.blogger.com/atom/ns#","term":"clear"},{"scheme":"http://www.blogger.com/atom/ns#","term":"communication"},{"scheme":"http://www.blogger.com/atom/ns#","term":"information"},{"scheme":"http://www.blogger.com/atom/ns#","term":"message"},{"scheme":"http://www.blogger.com/atom/ns#","term":"understand"}],"title":{"type":"text","$t":"Understanding Clear Messages"},"content":{"type":"html","$t":"For executives, communication is a critical part of leadership.\u003Cbr \/\u003E\u003Cbr \/\u003EThe essential elements of sending clear messages include:\u003Cbr \/\u003E\u003Col\u003E\u003Cli\u003Econceiving your messages \u003C\/li\u003E\u003Cli\u003Esending your messages \u003C\/li\u003E\u003Cli\u003Emonitoring your messages. \u003C\/li\u003E\u003C\/ol\u003E\u003Cspan style=\"font-weight: bold;\"\u003EConceiving your messages \u003C\/span\u003E\u003Cbr \/\u003EThere are a number of steps that you can follow to create a clear message. These are shown below:\u003Cbr \/\u003E\u003Col\u003E\u003Cli\u003EThe first step in creating a clear message is knowing why the message needs to be sent. You could be requesting information or asking for a specific action. Carefully consider the reason for your message before you craft it. \u003C\/li\u003E\u003Cli\u003EFocus on who it is you're contacting. The greater your awareness of that person and his or her concerns, the greater the effectiveness of your message. \u003C\/li\u003E\u003Cli\u003EBelieve that the details of the message already exist within you. Learn how to let this information come to the fore, and distinguish between the details that are important and those that are extraneous. \u003C\/li\u003E\u003C\/ol\u003E\u003Cspan style=\"font-weight: bold;\"\u003ESending your messages \u003C\/span\u003E\u003Cbr \/\u003EThe second stage of communicating her message is choosing the means of delivering her message and actually sending it.\u003Cbr \/\u003E\u003Cbr \/\u003EIf the message dictates a personal delivery and you can't go yourself, consider a spoken form such as a messenger, a telephone call, or a videotape. However, if the message is nonpersonal, technical, or routine in nature, then consider delivering it via letter, e-mail, news release, or organizational publication.\u003Cbr \/\u003E\u003Cbr \/\u003E\u003Cspan style=\"font-weight: bold;\"\u003EMonitoring your messages \u003C\/span\u003E\u003Cbr \/\u003EThe last step that you have to consider before sending your message is how you are going to monitor the receipt of the information and whether or not it was understood.\u003Cbr \/\u003E\u003Cbr \/\u003EThe following are a few key ideas about following up after the message is sent:\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003ESet up a way to check whether the message was received, understood, and retained. \u003C\/li\u003E\u003Cli\u003EIf the recipient didn't receive the message, find out why and correct the problem. \u003C\/li\u003E\u003Cli\u003EMake sure you have the attention of the person to whom you're sending the message. \u003C\/li\u003E\u003C\/ul\u003EBy carefully following the steps to sending a clear message and understanding the key elements of the process, you can effectively communicate information."},"link":[{"rel":"replies","type":"application/atom+xml","href":"http:\/\/itpmpro.blogspot.com\/feeds\/4703017087096458173\/comments\/default","title":"Post Comments"},{"rel":"replies","type":"text/html","href":"http:\/\/www.blogger.com\/comment.g?blogID=1130871870265736647\u0026postID=4703017087096458173","title":"0 Comments"},{"rel":"edit","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/4703017087096458173"},{"rel":"self","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/4703017087096458173"},{"rel":"alternate","type":"text/html","href":"http:\/\/itpmpro.blogspot.com\/2009\/04\/understanding-clear-messages.html","title":"Understanding Clear Messages"}],"author":[{"name":{"$t":"Iman Budi Setiawan"},"uri":{"$t":"http:\/\/www.blogger.com\/profile\/14019051950832045250"},"email":{"$t":"noreply@blogger.com"},"gd$image":{"rel":"http://schemas.google.com/g/2005#thumbnail","width":"29","height":"32","src":"http:\/\/1.bp.blogspot.com\/_hg1QUg8_uH0\/SfJxLK18ydI\/AAAAAAAAAD8\/CE06bwq3IcU\/S220\/imansmall.jpg"}}],"thr$total":{"$t":"0"}},{"id":{"$t":"tag:blogger.com,1999:blog-1130871870265736647.post-2369107279775924184"},"published":{"$t":"2009-03-27T10:29:00.001+07:00"},"updated":{"$t":"2011-05-14T08:58:40.683+07:00"},"category":[{"scheme":"http://www.blogger.com/atom/ns#","term":"database"},{"scheme":"http://www.blogger.com/atom/ns#","term":"document"},{"scheme":"http://www.blogger.com/atom/ns#","term":"information"},{"scheme":"http://www.blogger.com/atom/ns#","term":"risk"}],"title":{"type":"text","$t":"The Benefits of a Risk Database"},"content":{"type":"html","$t":"William Pollard, a businessman and author, once said, \"Information is a source of learning. But unless it's organized, processed, and available to the right people in a format for decision making, it is a burden, not a benefit.\"\u003Cbr \/\u003E\u003Cbr \/\u003EA risk database is a repository that can organize, process, and format the information that is collected and used in the risk management processes. The use of a risk database throughout a project's life cycle will make documented information easily accessible for important decision-making purposes.\u003Cbr \/\u003E\u003Cbr \/\u003EProject risk information that you may need to store in a database could include agreements, current priorities, specifications, project plan changes, instructions, results, and other information depending on the nature of the project.\u003Cbr \/\u003E\u003Cbr \/\u003EYou must enter information into the database on a regular basis so that this information is up to date.\u003Cbr \/\u003E\u003Cbr \/\u003EYou can use a risk database not only for storing and retrieving data, but also for analysis. A database can sort information into categories and generate reports based on what you need to know.\u003Cbr \/\u003E\u003Cbr \/\u003EThe database can perform complicated calculations in seconds, which provides information that may help decision makers avoid mistakes. You can analyze project information for risks and alert team members about any emerging risks.\u003Cbr \/\u003E\u003Cbr \/\u003EOver time, your company will gain experience in keeping track of project risks in a risk database. This documentation can be compiled for a single project or across similar projects, and be used as lessons learned for future projects. Prior to planning new projects, team members can search through the lessons learned to avoid making similar mistakes.\u003Cbr \/\u003E\u003Cbr \/\u003EYou can use a risk database to help you avoid mistakes and plan effectively for future projects. A risk database can organize and format information so that it is a learning source to help you make important project decisions."},"link":[{"rel":"replies","type":"application/atom+xml","href":"http:\/\/itpmpro.blogspot.com\/feeds\/2369107279775924184\/comments\/default","title":"Post Comments"},{"rel":"replies","type":"text/html","href":"http:\/\/www.blogger.com\/comment.g?blogID=1130871870265736647\u0026postID=2369107279775924184","title":"3 Comments"},{"rel":"edit","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/2369107279775924184"},{"rel":"self","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/2369107279775924184"},{"rel":"alternate","type":"text/html","href":"http:\/\/itpmpro.blogspot.com\/2009\/03\/benefits-of-risk-database.html","title":"The Benefits of a Risk Database"}],"author":[{"name":{"$t":"Iman Budi Setiawan"},"uri":{"$t":"http:\/\/www.blogger.com\/profile\/14019051950832045250"},"email":{"$t":"noreply@blogger.com"},"gd$image":{"rel":"http://schemas.google.com/g/2005#thumbnail","width":"29","height":"32","src":"http:\/\/1.bp.blogspot.com\/_hg1QUg8_uH0\/SfJxLK18ydI\/AAAAAAAAAD8\/CE06bwq3IcU\/S220\/imansmall.jpg"}}],"thr$total":{"$t":"3"}},{"id":{"$t":"tag:blogger.com,1999:blog-1130871870265736647.post-7131382786352057980"},"published":{"$t":"2009-03-23T10:27:00.001+07:00"},"updated":{"$t":"2011-05-14T08:59:27.847+07:00"},"category":[{"scheme":"http://www.blogger.com/atom/ns#","term":"checklist"},{"scheme":"http://www.blogger.com/atom/ns#","term":"identification"},{"scheme":"http://www.blogger.com/atom/ns#","term":"plan"},{"scheme":"http://www.blogger.com/atom/ns#","term":"response"},{"scheme":"http://www.blogger.com/atom/ns#","term":"risk"}],"title":{"type":"text","$t":"Updating Risk Identification Checklists and Response Plans"},"content":{"type":"html","$t":"Have you ever tried to follow a plan only to find that the plan wasn't up-to-date and contained inaccuracies? For a plan to be effective, it must be kept current. New information, changes, and corrections have to be made in a timely manner to prevent inappropriate actions being taken on inaccurate or outdated information.\u003Cbr \/\u003E\u003Cbr \/\u003EWhen monitoring and controlling risks, documentation is especially important because project managers and teams use risk documentation to:\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003Etrack risks \u003C\/li\u003E\u003Cli\u003Eto identify new risks \u003C\/li\u003E\u003Cli\u003Eto plan additional risk responses \u003C\/li\u003E\u003Cli\u003Eto record any actions taken to control risks \u003C\/li\u003E\u003C\/ul\u003EIf the information being acted on is not current, a new risk is introduced—the risk of acting on inaccurate or outdated information. To avoid this confusion, you must strive to keep all documents up to date.\u003Cbr \/\u003E\u003Cbr \/\u003ETwo of the most important documents to keep current are the risk identification checklist and risk response plan.\u003Cbr \/\u003E\u003Cbr \/\u003E\u003Cspan style=\"font-weight: bold;\"\u003ERisk identification checklists\u003C\/span\u003E\u003Cbr \/\u003ERisk identification checklists describe the criteria used to identify new risks. Project team members should use the experience gained during their projects to update the checklists. This will make the checklists more effective for use in the risk management of future projects.\u003Cbr \/\u003E\u003Cbr \/\u003E\u003Cspan style=\"font-weight: bold;\"\u003ERisk response plans\u003C\/span\u003E\u003Cbr \/\u003EThe risk response plan is a document that describes in detail what actions should be taken in response to specific risks. Since the risk response plan acts as a guide to risk monitoring and control, the project team should update it regularly to keep everyone equally informed.\u003Cbr \/\u003E\u003Cbr \/\u003EThere are many elements that you can include in updates to risk response plans. Usually updates are the product of an action or event that changes the risk situation of the project. In some cases, the fact that an action was not taken leads to the need for an update. Some of the common elements included in updates to a risk response plan are:\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003E\u003Cspan style=\"font-style: italic;\"\u003EImplementing risk controls\u003C\/span\u003E - The implementation of risk controls may reduce the impact or probability of identified risks. Documenting the implemented risk controls will provide the project team with the information it needs to change its future expectations for particular risks.\u003Cbr \/\u003E\u003Cbr \/\u003E\u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-style: italic;\"\u003EChanging risk rankings\u003C\/span\u003E - Risk rankings change throughout the project's life cycle. You should document these changes so you and your team can properly control higher ranking risks.\u003Cbr \/\u003E\u003Cbr \/\u003E\u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-style: italic;\"\u003EClosing risks\u003C\/span\u003E - Risks that do not occur and that are no longer considered a threat should be documented and closed in the risk response plan. \u003C\/li\u003E\u003C\/ul\u003EUpdating documentation can help avoid confusion and keep everyone on the project equally informed. The information added to the documentation will help you prepare for similar risks that may occur in future projects."},"link":[{"rel":"replies","type":"application/atom+xml","href":"http:\/\/itpmpro.blogspot.com\/feeds\/7131382786352057980\/comments\/default","title":"Post Comments"},{"rel":"replies","type":"text/html","href":"http:\/\/www.blogger.com\/comment.g?blogID=1130871870265736647\u0026postID=7131382786352057980","title":"0 Comments"},{"rel":"edit","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/7131382786352057980"},{"rel":"self","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/7131382786352057980"},{"rel":"alternate","type":"text/html","href":"http:\/\/itpmpro.blogspot.com\/2009\/04\/updating-risk-identification-checklists.html","title":"Updating Risk Identification Checklists and Response Plans"}],"author":[{"name":{"$t":"Iman Budi Setiawan"},"uri":{"$t":"http:\/\/www.blogger.com\/profile\/14019051950832045250"},"email":{"$t":"noreply@blogger.com"},"gd$image":{"rel":"http://schemas.google.com/g/2005#thumbnail","width":"29","height":"32","src":"http:\/\/1.bp.blogspot.com\/_hg1QUg8_uH0\/SfJxLK18ydI\/AAAAAAAAAD8\/CE06bwq3IcU\/S220\/imansmall.jpg"}}],"thr$total":{"$t":"0"}},{"id":{"$t":"tag:blogger.com,1999:blog-1130871870265736647.post-8354416014975203177"},"published":{"$t":"2009-03-18T10:25:00.004+07:00"},"updated":{"$t":"2011-05-14T09:03:22.137+07:00"},"category":[{"scheme":"http://www.blogger.com/atom/ns#","term":"change"},{"scheme":"http://www.blogger.com/atom/ns#","term":"request"},{"scheme":"http://www.blogger.com/atom/ns#","term":"schedule"},{"scheme":"http://www.blogger.com/atom/ns#","term":"scope"}],"title":{"type":"text","$t":"Processing Project Change Requests"},"content":{"type":"html","$t":"Imagine that your project has just encountered a risk. You have implemented a workaround to control the risk, but the cost of the workaround will affect the project budget. What should you do to ensure that this change is incorporated into the project plan?\u003Cbr \/\u003E\u003Cbr \/\u003EWhen the members of the project team determine that changes must be made to compensate for controlling risks, they issue a project change request. Project change requests are used to recommend changes in project scope, budget, schedule, or quality. There are various types of change requests including oral or written, direct or indirect, externally or internally initiated, and legally mandated or optional.\u003Cbr \/\u003E\u003Cbr \/\u003ERegardless of the type of project change being requested, either the person requesting the change or a project team member will have to fill out a project change request form. The form should include the project name, client name, who requested the change, a description of the requested change, the reason for the change, the impact of the change, and whether it is accepted or rejected.\u003Cbr \/\u003E\u003Cbr \/\u003EProject change requests are processed using integrated change control. Integrated change control is concerned with maintaining the project scope and the project's integrated performance baseline. Its ultimate goal is to accept or reject project change requests.\u003Cbr \/\u003E\u003Cbr \/\u003EIntegrated change control is achieved in a series of five steps.\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003EStep 1: Submit the change request.\u003C\/span\u003E\u003Cbr \/\u003EThe process is initiated by the submission of a project change request. The person requesting the change, or a project team member, should fill out the project change request form.\u003Cbr \/\u003E\u003Cbr \/\u003E\u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003EStep 2: Record the request in the project change request log.\u003C\/span\u003E\u003Cbr \/\u003EOnce the project manager receives the change request, he records it in the project change request log. This log keeps track of change request submissions and the status of those requests.\u003Cbr \/\u003E\u003Cbr \/\u003E\u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003EStep 3: Assess the impact of the proposed change.\u003C\/span\u003E\u003Cbr \/\u003EOne or more of the project team members must assess the impact that the proposed change will have on the project as a whole. Project changes may affect many project areas, such as the scope, budget, schedule, quality, and objectives.\u003Cbr \/\u003E\u003Cbr \/\u003E\u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003EStep 4: Make recommendations whether to accept, reject, or modify the request.\u003C\/span\u003E\u003Cbr \/\u003EThe people who were in charge of the assessment will make recommendations about whether to accept, reject, or modify the change request. They will base these recommendations on the validity of the request and its impact on the project.\u003Cbr \/\u003E\u003Cbr \/\u003E\u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003EStep 5: Decide whether to accept or reject the request.\u003C\/span\u003E\u003Cbr \/\u003EThe project authority will use the recommendations to decide whether to accept or reject the project change request. Rejected requests will be closed and filed. Accepted requests will be incorporated into the project plan. \u003C\/li\u003E\u003C\/ul\u003EProject change requests are processed through the integrated change control process. This process leads your company to make informed decisions on whether or not change requests should be incorporated into the project plan."},"link":[{"rel":"replies","type":"application/atom+xml","href":"http:\/\/itpmpro.blogspot.com\/feeds\/8354416014975203177\/comments\/default","title":"Post Comments"},{"rel":"replies","type":"text/html","href":"http:\/\/www.blogger.com\/comment.g?blogID=1130871870265736647\u0026postID=8354416014975203177","title":"0 Comments"},{"rel":"edit","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/8354416014975203177"},{"rel":"self","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/8354416014975203177"},{"rel":"alternate","type":"text/html","href":"http:\/\/itpmpro.blogspot.com\/2009\/03\/processing-project-change-requests.html","title":"Processing Project Change Requests"}],"author":[{"name":{"$t":"Iman Budi Setiawan"},"uri":{"$t":"http:\/\/www.blogger.com\/profile\/14019051950832045250"},"email":{"$t":"noreply@blogger.com"},"gd$image":{"rel":"http://schemas.google.com/g/2005#thumbnail","width":"29","height":"32","src":"http:\/\/1.bp.blogspot.com\/_hg1QUg8_uH0\/SfJxLK18ydI\/AAAAAAAAAD8\/CE06bwq3IcU\/S220\/imansmall.jpg"}}],"thr$total":{"$t":"0"}},{"id":{"$t":"tag:blogger.com,1999:blog-1130871870265736647.post-3570936897477444432"},"published":{"$t":"2009-03-16T10:25:00.001+07:00"},"updated":{"$t":"2011-05-14T09:04:15.796+07:00"},"category":[{"scheme":"http://www.blogger.com/atom/ns#","term":"contingency"},{"scheme":"http://www.blogger.com/atom/ns#","term":"corrective"},{"scheme":"http://www.blogger.com/atom/ns#","term":"risk"},{"scheme":"http://www.blogger.com/atom/ns#","term":"workaround"}],"title":{"type":"text","$t":"Managing Risk with Contingency Plans and Workarounds"},"content":{"type":"html","$t":"Eleanor Roosevelt once said, \"What you don't do can be a destructive force.\" This is especially true in terms of risks. Leaving risks to run their course without taking action can be very destructive to your project.\u003Cbr \/\u003E\u003Cbr \/\u003EWhen a risk occurs, you must take corrective action to harness the risk and lead it down the least destructive path. In project risk monitoring and control, two of the most helpful forms of corrective action are contingency plans and workarounds.\u003Cbr \/\u003E\u003Cbr \/\u003E\u003Cspan style=\"font-weight: bold;\"\u003EContingency plans\u003C\/span\u003E\u003Cbr \/\u003EContingency plans are management plans that identify alternative strategies project teams can use to ensure project success if specified risk events occur. They are developed before the risk occurs and are used if the original risk response is not effective. Contingency plans go beyond the original risk response to address \"what if\" scenarios that may further complicate risk control efforts. Risks that pose a significant threat to the project should have a contingency plan.\u003Cbr \/\u003E\u003Cbr \/\u003EContingency plans should contain information such as the plan's objective, criteria for implementation, roles and responsibilities, and the details for implementation.\u003Cbr \/\u003E\u003Cbr \/\u003EUntouchable Tires is producing winter tires to stock its retail outlets. During this project, the company has encountered a major risk. The employees have gone on a strike that has lasted longer than the company had originally anticipated. The original response was to negotiate with the employees to get them back on the job as soon as possible.\u003Cbr \/\u003E\u003Cbr \/\u003ETo ensure that production deadlines are met and that retail orders can be filled, the company reassigned the work that would be done at this factory to other factories nearby. It will make production more expensive, but it will help meet the deadlines.\u003Cbr \/\u003E\u003Cbr \/\u003E\u003Cspan style=\"font-weight: bold;\"\u003EWorkarounds\u003C\/span\u003E\u003Cbr \/\u003EAnother type of corrective action is a workaround. Workarounds are unplanned responses to emerging risks that weren't accepted or identified. Workarounds give you a way to \"work around\" the problem and as a result, reduce the effects that the risk has on the project. Workarounds should not be applied without documentation. Since using workarounds may have a positive or negative effect on the project, you need to incorporate them into the project plan and risk response plan.\u003Cbr \/\u003E\u003Cbr \/\u003ECorrective action is any action taken to bring expected future project performance in line with the project plan. Implementing corrective actions such as contingency plans and workarounds will help your company keep its project performance in line with the project plan."},"link":[{"rel":"replies","type":"application/atom+xml","href":"http:\/\/itpmpro.blogspot.com\/feeds\/3570936897477444432\/comments\/default","title":"Post Comments"},{"rel":"replies","type":"text/html","href":"http:\/\/www.blogger.com\/comment.g?blogID=1130871870265736647\u0026postID=3570936897477444432","title":"1 Comments"},{"rel":"edit","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/3570936897477444432"},{"rel":"self","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/3570936897477444432"},{"rel":"alternate","type":"text/html","href":"http:\/\/itpmpro.blogspot.com\/2009\/03\/managing-risk-with-contingency-plans.html","title":"Managing Risk with Contingency Plans and Workarounds"}],"author":[{"name":{"$t":"Iman Budi Setiawan"},"uri":{"$t":"http:\/\/www.blogger.com\/profile\/14019051950832045250"},"email":{"$t":"noreply@blogger.com"},"gd$image":{"rel":"http://schemas.google.com/g/2005#thumbnail","width":"29","height":"32","src":"http:\/\/1.bp.blogspot.com\/_hg1QUg8_uH0\/SfJxLK18ydI\/AAAAAAAAAD8\/CE06bwq3IcU\/S220\/imansmall.jpg"}}],"thr$total":{"$t":"1"}},{"id":{"$t":"tag:blogger.com,1999:blog-1130871870265736647.post-8185782319362557200"},"published":{"$t":"2009-03-12T10:22:00.001+07:00"},"updated":{"$t":"2011-05-14T09:05:47.299+07:00"},"category":[{"scheme":"http://www.blogger.com/atom/ns#","term":"indicator"},{"scheme":"http://www.blogger.com/atom/ns#","term":"response"},{"scheme":"http://www.blogger.com/atom/ns#","term":"risk"}],"title":{"type":"text","$t":"Two Indicators of Additional Risk Planning"},"content":{"type":"html","$t":"When you build a house, many factors can cause construction to veer off track. Similarly, in project management, there are many risks that can affect the progress of a project. The risk monitoring and control process watches for signs that a project is going off track so project managers can do additional planning to regain control of the risk.\u003Cbr \/\u003E\u003Cbr \/\u003ETwo signs that may indicate the need for additional risk response planning are: the occurrence of an unanticipated risk and a risk having a greater effect on a project than expected.\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003Ethe occurrence of an unanticipated risk\u003C\/span\u003E\u003Cbr \/\u003EWhen an unanticipated risk occurs, you must do additional risk response planning. Since unanticipated risks are not covered in the initial risk response plan, the project team will now have to decide on a strategy to deal with the risk. The most common risk response strategies include avoidance, transference, mitigation, or acceptance.\u003Cbr \/\u003E\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003E\u003Cspan style=\"font-style: italic;\"\u003EAvoidance \u003C\/span\u003E- is a strategy that requires changing the project plan to eliminate the risk. This is done to protect the project from the potential effects of the risk. A team might reschedule an activity to avoid the risk of having resources spread too thin.\u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-style: italic;\"\u003ETransference \u003C\/span\u003E- is a strategy that does not eliminate the risk but moves the ownership of the risk to a third party. This third party is then responsible for the management of the risk. A team might transfer a financial risk by paying a premium to insure against the risk. \u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-style: italic;\"\u003EMitigation \u003C\/span\u003E- is a strategy that attempts to reduce the risk to a manageable level. Early actions will reduce the probability of the risk occurring. A team might add more time to its schedule to reduce the effects of a risk. \u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-style: italic;\"\u003EAcceptance \u003C\/span\u003E- is a strategy that indicates that the project team has decided not to take any actions in regards to this risk. For example, a team might decide to accept the effects that an employee strike will have on the project if it occurs.\u003Cbr \/\u003E\u003C\/li\u003E\u003C\/ul\u003E\u003C\/li\u003E\u003C\/ul\u003E\u003Cul\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003Ea risk having a greater effect on a project than expected\u003C\/span\u003E\u003Cbr \/\u003EThe second sign that additional risk response planning is necessary is a risk that has a greater effect on a project than expected. In this case, the planned response was implemented but was not effective in controlling the risk. If there is no contingency plan in place, the project team must then reevaluate the risk response and decide what changes need to be made to gain control of the risk or to better control the risk in the future.\u003Cbr \/\u003E\u003C\/li\u003E\u003C\/ul\u003ESkilled project managers look for risks that have a greater effect on the project than expected. They also look for unanticipated risks. Learning to recognize these signs that additional risk response planning is necessary will help you gain control of project risks and increase your chances of achieving your project objectives."},"link":[{"rel":"replies","type":"application/atom+xml","href":"http:\/\/itpmpro.blogspot.com\/feeds\/8185782319362557200\/comments\/default","title":"Post Comments"},{"rel":"replies","type":"text/html","href":"http:\/\/www.blogger.com\/comment.g?blogID=1130871870265736647\u0026postID=8185782319362557200","title":"0 Comments"},{"rel":"edit","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/8185782319362557200"},{"rel":"self","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/8185782319362557200"},{"rel":"alternate","type":"text/html","href":"http:\/\/itpmpro.blogspot.com\/2009\/03\/two-indicators-of-additional-risk.html","title":"Two Indicators of Additional Risk Planning"}],"author":[{"name":{"$t":"Iman Budi Setiawan"},"uri":{"$t":"http:\/\/www.blogger.com\/profile\/14019051950832045250"},"email":{"$t":"noreply@blogger.com"},"gd$image":{"rel":"http://schemas.google.com/g/2005#thumbnail","width":"29","height":"32","src":"http:\/\/1.bp.blogspot.com\/_hg1QUg8_uH0\/SfJxLK18ydI\/AAAAAAAAAD8\/CE06bwq3IcU\/S220\/imansmall.jpg"}}],"thr$total":{"$t":"0"}},{"id":{"$t":"tag:blogger.com,1999:blog-1130871870265736647.post-5289069819165673384"},"published":{"$t":"2009-03-06T10:19:00.002+07:00"},"updated":{"$t":"2011-05-14T09:07:37.505+07:00"},"category":[{"scheme":"http://www.blogger.com/atom/ns#","term":"analysis"},{"scheme":"http://www.blogger.com/atom/ns#","term":"measurement"},{"scheme":"http://www.blogger.com/atom/ns#","term":"performance"},{"scheme":"http://www.blogger.com/atom/ns#","term":"risk"},{"scheme":"http://www.blogger.com/atom/ns#","term":"technical"},{"scheme":"http://www.blogger.com/atom/ns#","term":"tpm"}],"title":{"type":"text","$t":"Using TPM Analysis to Identify Technical Risks"},"content":{"type":"html","$t":"Marcus, a project manager at Playerz Gaming, Limited, is working on the development of a new search and destroy mission-oriented game. The game is projected to hit store shelves within the next nine months. There is still much work to be done before the project enters the final testing stages.\u003Cbr \/\u003E\u003Cbr \/\u003ERecently, Marcus discovered that a technical component of the game is not yet functional. This upset Marcus because it could mean a project delay of up to six months. How could this risk have been monitored and controlled sooner?\u003Cbr \/\u003E\u003Cbr \/\u003ETechnical performance measurement (TPM) is an analysis and control technique that can help identify technical risks so that action can be taken sooner rather than later. TPM compares technical accomplishments during the project to the expected accomplishments in the project plan. TPMs provide an early warning of deviations from the project plan. For example, a deviation could be a technical parameter that does not demonstrate functionality as planned. Uncontrolled deviations can affect project success.\u003Cbr \/\u003E\u003Cbr \/\u003ETPMs include a variety of performance measures depending on the project's content. Performance measurements that are common to all projects include cost and schedule variances and performance indices.\u003Cbr \/\u003E\u003Cbr \/\u003EThere are three basic steps involved in TPM analysis.\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003EStep 1: Choose technical performance parameters.\u003C\/span\u003E\u003Cbr \/\u003EThe first step is to choose your technical performance parameters (TPP). You should choose TPPs to measure based on the risk areas of your project. More parameters should be chosen from project areas that are considered high risk than from other areas. This will ensure that these areas are being measured effectively.\u003Cbr \/\u003E\u003Cbr \/\u003EChoosing TPPs is not always an easy task. You must be careful to choose parameters that your project team can measure, but also monitor over a period. For example, the survivability of a product under adverse conditions may be a product requirement. Survivability itself is not particularly measurable, but there may be other TPPs—like product speed, weight, and power—that your team could measure to indicate the survivability of the product.\u003Cbr \/\u003E\u003Cbr \/\u003E\u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003EStep 2: Record actual performance.\u003C\/span\u003E\u003Cbr \/\u003EThe second step of TPM is to record actual performance. The actual performance of the TPPs will be measured at specific intervals over the life of the project and will be recorded in the form of a graph. TPPs are generally measured in units such as speed, weight, size, power, or number of units completed. The risk management plan will state when you should measure the parameters and how to record the measurements.\u003Cbr \/\u003E\u003Cbr \/\u003E\u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003EStep 3: Compare actual versus expected performance.\u003C\/span\u003E\u003Cbr \/\u003EThe third step for TPM is to compare actual versus expected performance. In order to monitor and control the technical risks, you must compare the results from the actual performance measurements to the expected results and graph the results for each TPP separately.\u003Cbr \/\u003E\u003Cbr \/\u003ETo monitor the progress of TPPs, you should perform this comparison of actual versus expected performance periodically. This will allow you to take steps to control any TPPs that are deviating significantly from the expected performance.\u003Cbr \/\u003E\u003C\/li\u003E\u003C\/ul\u003EHow can you tell when a TPP is a risk? You must look at where the achieve-to-date line falls on the graph. Lines that are outside of the tolerance band are already considered risks. Lines that are inside of the tolerance band, but are moving away from the planned value line toward the outside of the tolerance band, are potential risks. Lines that are steadily within the tolerance band or are moving toward the planned value line are not considered risks.\u003Cbr \/\u003E\u003Cbr \/\u003EKnowing how to interpret TPM results can help you monitor and control technical risks. This will allow you to be proactive and implement controls sooner rather than later."},"link":[{"rel":"replies","type":"application/atom+xml","href":"http:\/\/itpmpro.blogspot.com\/feeds\/5289069819165673384\/comments\/default","title":"Post Comments"},{"rel":"replies","type":"text/html","href":"http:\/\/www.blogger.com\/comment.g?blogID=1130871870265736647\u0026postID=5289069819165673384","title":"0 Comments"},{"rel":"edit","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/5289069819165673384"},{"rel":"self","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/5289069819165673384"},{"rel":"alternate","type":"text/html","href":"http:\/\/itpmpro.blogspot.com\/2009\/03\/using-tpm-analysis-to-identify.html","title":"Using TPM Analysis to Identify Technical Risks"}],"author":[{"name":{"$t":"Iman Budi Setiawan"},"uri":{"$t":"http:\/\/www.blogger.com\/profile\/14019051950832045250"},"email":{"$t":"noreply@blogger.com"},"gd$image":{"rel":"http://schemas.google.com/g/2005#thumbnail","width":"29","height":"32","src":"http:\/\/1.bp.blogspot.com\/_hg1QUg8_uH0\/SfJxLK18ydI\/AAAAAAAAAD8\/CE06bwq3IcU\/S220\/imansmall.jpg"}}],"thr$total":{"$t":"0"}},{"id":{"$t":"tag:blogger.com,1999:blog-1130871870265736647.post-3611585546960773082"},"published":{"$t":"2009-03-02T10:16:00.001+07:00"},"updated":{"$t":"2011-05-14T09:09:26.734+07:00"},"category":[{"scheme":"http://www.blogger.com/atom/ns#","term":"actual"},{"scheme":"http://www.blogger.com/atom/ns#","term":"analysis"},{"scheme":"http://www.blogger.com/atom/ns#","term":"control"},{"scheme":"http://www.blogger.com/atom/ns#","term":"cost"},{"scheme":"http://www.blogger.com/atom/ns#","term":"earned"},{"scheme":"http://www.blogger.com/atom/ns#","term":"ev"},{"scheme":"http://www.blogger.com/atom/ns#","term":"monitor"},{"scheme":"http://www.blogger.com/atom/ns#","term":"planned"},{"scheme":"http://www.blogger.com/atom/ns#","term":"risk"}],"title":{"type":"text","$t":"Using EV Analysis to Monitor and Control Risk"},"content":{"type":"html","$t":"Did you know that you can use earned value analysis to monitor and control risks? Earned value analysis is traditionally used to monitor overall project performance against a baseline plan and to identify any deviations from the plan. In keeping track of these deviations, you will also help your company to monitor and control project risks, which increases your chances of a successful project.\u003Cbr \/\u003E\u003Cbr \/\u003EEarned value analysis calculates whether the work for a given period is accomplished as planned. This type of analysis uses three key values: earned value, actual cost, and planned value.\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003Eearned value (EV)\u003C\/span\u003E - EV is the budgeted value of work actually completed in a given period of time. It answers the question: \"How much work is done and what was the original budget to complete that work?\"\u003Cbr \/\u003E\u003Cbr \/\u003E\u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003Eactual cost (AC)\u003C\/span\u003E - AC is the total of costs incurred in accomplishing work on an activity during a given period of time. It answers the question: \"How much has it cost to complete the work that has been done so far?\"\u003Cbr \/\u003E\u003Cbr \/\u003E\u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003Eplanned value (PV)\u003C\/span\u003E - PV is the portion of the approved cost estimate budgeted for an activity during a given time. It answers the questions: \"What should the work planned for this period cost?\" and \"How much work should be done by now?\" \u003C\/li\u003E\u003C\/ul\u003EThe formula for calculating earned value is:\u003Cbr \/\u003E\u003Cbr \/\u003E\u003Cspan style=\"font-weight: bold;\"\u003EEV = PV x % Work Complete \u003C\/span\u003E\u003Cbr \/\u003E\u003Cbr \/\u003EEV is the PV of your project multiplied by the percent of work complete. The PV is in the project budget and you can determine the PC by dividing the amount of work completed by the total amount of work that is expected to be completed during this time period.\u003Cbr \/\u003EWith a good basic understanding of these key values, you can move on to performing the calculations used in earned value analysis. A careful interpretation of the results will help you determine if additional risk identification and analysis is required.\u003Cbr \/\u003E\u003Cbr \/\u003ETo determine whether your project requires additional risk identification and analysis, you must calculate four performance measurements.\u003Cbr \/\u003E\u003Col\u003E\u003Cli\u003Ecost variance (CV) \u003C\/li\u003E\u003Cli\u003Eschedule variance (SV) \u003C\/li\u003E\u003Cli\u003Ecost performance index (CPI) \u003C\/li\u003E\u003Cli\u003Eschedule performance index (SPI). \u003C\/li\u003E\u003C\/ol\u003ECV is the difference between the budgeted value of work actually completed and the total of costs incurred to complete that work in a given period of time. The formula is:\u003Cbr \/\u003E\u003Cbr \/\u003E\u003Cspan style=\"font-weight: bold;\"\u003ECV = [(EV - AC) \/ EV] x 100 \u003C\/span\u003E\u003Cbr \/\u003E\u003Cbr \/\u003ESV is the difference between the budgeted value of work actually completed and the amount the company planned to spend to complete the work during a given period of time. The formula is:\u003Cbr \/\u003E\u003Cbr \/\u003E\u003Cspan style=\"font-weight: bold;\"\u003ESV = [(EV - PV) \/ PV] x 100 \u003C\/span\u003E\u003Cbr \/\u003E\u003Cbr \/\u003EThe last two performance measurements are ratio expressions of CV and SV. CV and SV tell you the percent that your project varies from the baseline, while the CPI and SPI tell you how efficiently the work has been performed.\u003Cbr \/\u003E\u003Cbr \/\u003ECPI is the cost efficiency ratio of earned value to actual costs. The formula is:\u003Cbr \/\u003E\u003Cbr \/\u003E\u003Cspan style=\"font-weight: bold;\"\u003ECPI = EV \/ AC\u003C\/span\u003E\u003Cbr \/\u003E\u003Cbr \/\u003ESPI is the schedule efficiency ratio of earned value accomplished against planned value. The formula is:\u003Cbr \/\u003E\u003Cbr \/\u003E\u003Cspan style=\"font-weight: bold;\"\u003ESPI = EV \/ PV \u003C\/span\u003E\u003Cbr \/\u003E\u003Cbr \/\u003EOnce you have calculated the results for CV, SV, CPI, and SPI, they must be interpreted. This is the information the company needs to decide whether additional risk identification and analysis is necessary.\u003Cbr \/\u003E\u003Cbr \/\u003EWhen analyzing the CV and SV for a project, you must look at how close to zero the results are. A result that is equal to zero indicates that the project or activity is performing as estimated. A result that is greater than zero indicates the project or activity is ahead of the estimates. A result of less than zero indicates that the project or activity is behind the estimates. When the result varies significantly above or below zero, additional risk identification and analysis may be necessary.\u003Cbr \/\u003E\u003Cbr \/\u003EWhen analyzing CPI and SPI for a project, you must look at how close to one the result is. A result that is equal to one indicates that the project or activity is performing as estimated. A result that is greater than one indicates that the project is performing ahead of the estimates. A result of less than one indicates that the project is performing behind the estimates. When the result varies above or below one and exceeds the company's predetermined acceptable range, additional risk identification and analysis is necessary.\u003Cbr \/\u003E\u003Cbr \/\u003EEarned value analysis can help you determine when additional risk identification and analysis is necessary. Being able to perform the calculations and interpret the results will help you handle and control project risks properly."},"link":[{"rel":"replies","type":"application/atom+xml","href":"http:\/\/itpmpro.blogspot.com\/feeds\/3611585546960773082\/comments\/default","title":"Post Comments"},{"rel":"replies","type":"text/html","href":"http:\/\/www.blogger.com\/comment.g?blogID=1130871870265736647\u0026postID=3611585546960773082","title":"2 Comments"},{"rel":"edit","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/3611585546960773082"},{"rel":"self","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/3611585546960773082"},{"rel":"alternate","type":"text/html","href":"http:\/\/itpmpro.blogspot.com\/2009\/03\/using-ev-analysis-to-monitor-and.html","title":"Using EV Analysis to Monitor and Control Risk"}],"author":[{"name":{"$t":"Iman Budi Setiawan"},"uri":{"$t":"http:\/\/www.blogger.com\/profile\/14019051950832045250"},"email":{"$t":"noreply@blogger.com"},"gd$image":{"rel":"http://schemas.google.com/g/2005#thumbnail","width":"29","height":"32","src":"http:\/\/1.bp.blogspot.com\/_hg1QUg8_uH0\/SfJxLK18ydI\/AAAAAAAAAD8\/CE06bwq3IcU\/S220\/imansmall.jpg"}}],"thr$total":{"$t":"2"}},{"id":{"$t":"tag:blogger.com,1999:blog-1130871870265736647.post-2868502640242828620"},"published":{"$t":"2009-02-24T10:15:00.001+07:00"},"updated":{"$t":"2011-05-14T09:10:27.837+07:00"},"category":[{"scheme":"http://www.blogger.com/atom/ns#","term":"control"},{"scheme":"http://www.blogger.com/atom/ns#","term":"monitor"},{"scheme":"http://www.blogger.com/atom/ns#","term":"risk"},{"scheme":"http://www.blogger.com/atom/ns#","term":"technique"}],"title":{"type":"text","$t":"Two Risk Monitoring and Control Techniques"},"content":{"type":"html","$t":"Professional consultant Gary Blair says that \"Thoughtless risks are destructive, of course, but perhaps even more wasteful is thoughtless caution which prompts inaction and promotes failure to seize opportunity.\"\u003Cbr \/\u003E\u003Cbr \/\u003EThe thoughtful caution of risk monitoring and control helps you seize project opportunities and avoid destructive risks. By learning how to monitor and control these opportunities, you can boost their potential for success.\u003Cbr \/\u003E\u003Cbr \/\u003ETwo risk monitoring and control techniques can help you learn how to handle and control risks, increasing your chances of a successful project. The techniques are:\u003Cbr \/\u003E\u003Col\u003E\u003Cli\u003Eproject risk response audits \u003C\/li\u003E\u003Cli\u003Eperiodic project risk reviews \u003C\/li\u003E\u003C\/ol\u003ETo determine whether a risk owner has taken appropriate action to prevent a risk from occurring, you can use a project risk response audit. Risk response audits examine and document the effectiveness of the risk response and the risk owner. Risk response audits verify that those responsible conduct the responses as planned. You perform these audits throughout the project's life cycle to help control risk.\u003Cbr \/\u003E\u003Cbr \/\u003ECompanies must decide when they want to conduct risk response audits and under what circumstances. A company may decide to conduct an audit on risks with a potential cost to the project over a certain amount. This amount will vary from project to project, but will be set out at the beginning of the project.\u003Cbr \/\u003E\u003Cbr \/\u003ETo avoid biased results, you must have an objective third party conduct your risk response audits. Your company may have a risk specialist or internal audit department, otherwise it will have to hire an external auditor.\u003Cbr \/\u003E\u003Cbr \/\u003EThe second risk monitoring and control technique that can help you learn how to handle and control risks is periodic project risk reviews. Periodic project risk reviews are regularly scheduled examinations of potential risks. Since project risks are always changing, they should be an agenda item at all team meetings.\u003Cbr \/\u003E\u003Cbr \/\u003EDepending on the phase of the project's life cycle, risk ratings and prioritization may change. If team members decide to change the risk rating or prioritization of a risk, they may have to perform additional qualitative or quantitative risk analyses.\u003Cbr \/\u003E\u003Cbr \/\u003EProject risk response audits and periodic risk reviews keep track of project risks and how your team responds to them. This helps you handle and control risks properly and increases your chances of managing a successful project."},"link":[{"rel":"replies","type":"application/atom+xml","href":"http:\/\/itpmpro.blogspot.com\/feeds\/2868502640242828620\/comments\/default","title":"Post Comments"},{"rel":"replies","type":"text/html","href":"http:\/\/www.blogger.com\/comment.g?blogID=1130871870265736647\u0026postID=2868502640242828620","title":"1 Comments"},{"rel":"edit","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/2868502640242828620"},{"rel":"self","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/2868502640242828620"},{"rel":"alternate","type":"text/html","href":"http:\/\/itpmpro.blogspot.com\/2009\/02\/two-risk-monitoring-and-control.html","title":"Two Risk Monitoring and Control Techniques"}],"author":[{"name":{"$t":"Iman Budi Setiawan"},"uri":{"$t":"http:\/\/www.blogger.com\/profile\/14019051950832045250"},"email":{"$t":"noreply@blogger.com"},"gd$image":{"rel":"http://schemas.google.com/g/2005#thumbnail","width":"29","height":"32","src":"http:\/\/1.bp.blogspot.com\/_hg1QUg8_uH0\/SfJxLK18ydI\/AAAAAAAAAD8\/CE06bwq3IcU\/S220\/imansmall.jpg"}}],"thr$total":{"$t":"1"}},{"id":{"$t":"tag:blogger.com,1999:blog-1130871870265736647.post-1587386824647436260"},"published":{"$t":"2009-02-20T10:14:00.001+07:00"},"updated":{"$t":"2011-05-14T09:11:10.759+07:00"},"category":[{"scheme":"http://www.blogger.com/atom/ns#","term":"change"},{"scheme":"http://www.blogger.com/atom/ns#","term":"risk"},{"scheme":"http://www.blogger.com/atom/ns#","term":"scope"}],"title":{"type":"text","$t":"Managing Additional Risks and Scope Changes"},"content":{"type":"html","$t":"Since you never know when a situation will arise that will cause you to reevaluate your project risks, you should prepare for unanticipated situations by knowing what to do when they occur.\u003Cbr \/\u003E\u003Cbr \/\u003EThere are two ways to recognize new risks. The first is identifying additional risks during project management processes. The second is identifying new risks caused by changes to the project scope. Your initial risk management plan and risk response plan will not account for these new risks, which is why additional risks and scope changes are important inputs to the risk monitoring and control process.\u003Cbr \/\u003E\u003Cbr \/\u003EAs the project team members go through their normal project management processes like weekly meetings or status reporting, they may identify additional risks. You must add these additional risks to the risk log. The risks listed in the risk log are inputs to the risk monitoring and control process.\u003Cbr \/\u003E\u003Cbr \/\u003EOnce a project scope change has been approved, the change log becomes the input. The project team will then review the approved changes to see if any new risks emerged as a result of the scope change.\u003Cbr \/\u003E\u003Cbr \/\u003ETo identify priorities and triggers and to plan responses, you must input the information about additional risks and the approved scope change into the cycle of risk management processes. There are six main risk processes.\u003Cbr \/\u003E\u003Col\u003E\u003Cli\u003Erisk management planning \u003C\/li\u003E\u003Cli\u003Erisk identification \u003C\/li\u003E\u003Cli\u003Equalitative risk analysis \u003C\/li\u003E\u003Cli\u003Equantitative risk analysis \u003C\/li\u003E\u003Cli\u003Erisk response planning \u003C\/li\u003E\u003Cli\u003Erisk monitoring and control \u003C\/li\u003E\u003C\/ol\u003EAs you implement the six processes, you will find that often the information from one process is needed to drive the next process. For example, you must complete risk management planning before risk identification can occur.\u003Cbr \/\u003E\u003Cbr \/\u003ERisk management planning addresses how the additional risks and scope changes will be approached in regards to risk management. Depending on the magnitude of the risk or scope change, it may or may not affect how you conduct risk management for the project as a whole. For example, a new risk or scope change may be important enough that the budget for risk management of the project is increased.\u003Cbr \/\u003E\u003Cbr \/\u003EA project team should consider any changes that may need to be made to the risk management plan before moving on to risk identification.\u003Cbr \/\u003E\u003Cbr \/\u003ERisk identification determines which risks are most likely to affect the project. The project team will examine scope changes to identify any new risks that may threaten the project. The team will then take these new risks, or the additional risks that were already identified, and document their details and characteristics. From this point on, new risks will refer to both additional risks and risks identified from scope changes.\u003Cbr \/\u003E\u003Cbr \/\u003EAfter examining the risk management plan and identifying new risks, the next logical step is to find out the potential impact of each risk and how likely it is that each new risk will occur. To do this, you must implement the next two risk management processes: qualitative and quantitative risk analysis.\u003Cbr \/\u003E\u003Cbr \/\u003EQualitative risk analysis assesses the potential impact of new risks and determines the likelihood that each will occur. Qualitative risk analysis prioritizes the new risks based on their potential impact on project objectives. This helps determine which risks are most likely to threaten the project.\u003Cbr \/\u003E\u003Cbr \/\u003EQuantitative risk analysis is a numerical analysis that determines the probability that the new risk will occur. It also explores the consequences that the new risk will have on project objectives and on the project as a whole.\u003Cbr \/\u003E\u003Cbr \/\u003EThe first four processes direct the project team to the risks that are most likely to threaten the project. Risk response planning is the process where specific actions are planned in response to these new, threatening project risks. During this process, project managers assign individuals or groups ownership of particular risks. Common risk responses include avoidance, transference, mitigation, and acceptance.\u003Cbr \/\u003E\u003Cbr \/\u003ERisk management planning and risk response planning will help you monitor and control risks effectively. The risk management plan and the risk response plan provide the details that a project team needs to carry out the risk monitoring and control process.\u003Cbr \/\u003E\u003Cbr \/\u003EBy inputting additional risks and scope changes into the cycle of the risk management process, you will be able to identify priorities and triggers and plan responses. This will help you monitor and control your project effectively."},"link":[{"rel":"replies","type":"application/atom+xml","href":"http:\/\/itpmpro.blogspot.com\/feeds\/1587386824647436260\/comments\/default","title":"Post Comments"},{"rel":"replies","type":"text/html","href":"http:\/\/www.blogger.com\/comment.g?blogID=1130871870265736647\u0026postID=1587386824647436260","title":"1 Comments"},{"rel":"edit","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/1587386824647436260"},{"rel":"self","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/1587386824647436260"},{"rel":"alternate","type":"text/html","href":"http:\/\/itpmpro.blogspot.com\/2009\/02\/managing-additional-risks-and-scope.html","title":"Managing Additional Risks and Scope Changes"}],"author":[{"name":{"$t":"Iman Budi Setiawan"},"uri":{"$t":"http:\/\/www.blogger.com\/profile\/14019051950832045250"},"email":{"$t":"noreply@blogger.com"},"gd$image":{"rel":"http://schemas.google.com/g/2005#thumbnail","width":"29","height":"32","src":"http:\/\/1.bp.blogspot.com\/_hg1QUg8_uH0\/SfJxLK18ydI\/AAAAAAAAAD8\/CE06bwq3IcU\/S220\/imansmall.jpg"}}],"thr$total":{"$t":"1"}},{"id":{"$t":"tag:blogger.com,1999:blog-1130871870265736647.post-4359438586598571301"},"published":{"$t":"2009-02-15T10:12:00.001+07:00"},"updated":{"$t":"2011-05-14T09:11:48.410+07:00"},"category":[{"scheme":"http://www.blogger.com/atom/ns#","term":"communication"},{"scheme":"http://www.blogger.com/atom/ns#","term":"control"},{"scheme":"http://www.blogger.com/atom/ns#","term":"document"},{"scheme":"http://www.blogger.com/atom/ns#","term":"risk"}],"title":{"type":"text","$t":"Using Project Communication Documents to Control Risk"},"content":{"type":"html","$t":"Often, team members spend time sharing information that may provide clues to potential project risks. How can this valuable information be incorporated into the risk monitoring and control process?\u003Cbr \/\u003E\u003Cbr \/\u003EProject managers and project team members can monitor risks through project communication. Generally, these are documents that provide information on project performance and risks throughout the project's life cycle. As project performance is being monitored, so are project risks. Performance that is lower than expected may indicate that a project risk is emerging, or if performance improves, this may indicate that a risk has been brought under control.\u003Cbr \/\u003E\u003Cbr \/\u003EThe most obvious communication documents to use in monitoring risks are the work results, project records, and project reports.\u003Cbr \/\u003E\u003Cbr \/\u003E\u003Cspan style=\"font-weight: bold;\"\u003EWork results\u003C\/span\u003E\u003Cbr \/\u003EWork results are the outcomes of a project and may include results such as information on the completion status of project deliverables, acquired or allocated costs and resources, and whether project quality standards have been met. It is important to gather reliable and consistent work results, as they are useful for performance reporting and monitoring project risks.\u003Cbr \/\u003E\u003Cbr \/\u003E\u003Cspan style=\"font-weight: bold;\"\u003EProject records\u003C\/span\u003E\u003Cbr \/\u003EProject records contain other project information that you should consider when assessing project performance and risks. Project records may include correspondence, memos, and documents describing portions of the project. Project team members may even keep personal records in a project notebook.\u003Cbr \/\u003E\u003Cbr \/\u003E\u003Cspan style=\"font-weight: bold;\"\u003EProject reports\u003C\/span\u003E\u003Cbr \/\u003EProject reports are a type of formal documentation that you and your project team can use for risk monitoring and control. Some of the most commonly used reports are:\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003E\u003Cspan style=\"font-style: italic;\"\u003Eissue logs\u003C\/span\u003E keep track of issues that are risks and issues that could lead to risks. Issue logs contain information such as the date, time, details of the issue, responses implemented, and person reporting the issue. \u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-style: italic;\"\u003Eaction-item lists\u003C\/span\u003E record information regarding responses to risks. These lists often include a description of the action, the name of the person assigned the action, when it is due, and its status. \u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-style: italic;\"\u003Ejeopardy warnings\u003C\/span\u003E are reports that warn project team members that a risk may be about to occur. This information gives the team a chance to prepare its response. \u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-style: italic;\"\u003Eescalation notices\u003C\/span\u003E are reports that inform decision makers that a risk has escalated to a higher level. With this information, decision makers can determine the best way to respond. \u003C\/li\u003E\u003C\/ul\u003EYou and your project team can extract important clues for risk monitoring and control from project communication documents such as work results, project records, and project reports."},"link":[{"rel":"replies","type":"application/atom+xml","href":"http:\/\/itpmpro.blogspot.com\/feeds\/4359438586598571301\/comments\/default","title":"Post Comments"},{"rel":"replies","type":"text/html","href":"http:\/\/www.blogger.com\/comment.g?blogID=1130871870265736647\u0026postID=4359438586598571301","title":"0 Comments"},{"rel":"edit","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/4359438586598571301"},{"rel":"self","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/4359438586598571301"},{"rel":"alternate","type":"text/html","href":"http:\/\/itpmpro.blogspot.com\/2009\/02\/using-project-communication-documents.html","title":"Using Project Communication Documents to Control Risk"}],"author":[{"name":{"$t":"Iman Budi Setiawan"},"uri":{"$t":"http:\/\/www.blogger.com\/profile\/14019051950832045250"},"email":{"$t":"noreply@blogger.com"},"gd$image":{"rel":"http://schemas.google.com/g/2005#thumbnail","width":"29","height":"32","src":"http:\/\/1.bp.blogspot.com\/_hg1QUg8_uH0\/SfJxLK18ydI\/AAAAAAAAAD8\/CE06bwq3IcU\/S220\/imansmall.jpg"}}],"thr$total":{"$t":"0"}},{"id":{"$t":"tag:blogger.com,1999:blog-1130871870265736647.post-1054923717247589854"},"published":{"$t":"2009-02-08T10:05:00.001+07:00"},"updated":{"$t":"2011-05-14T09:12:50.150+07:00"},"category":[{"scheme":"http://www.blogger.com/atom/ns#","term":"project plan"},{"scheme":"http://www.blogger.com/atom/ns#","term":"response"},{"scheme":"http://www.blogger.com/atom/ns#","term":"risk"}],"title":{"type":"text","$t":"Components of Risk Management and Risk Response Plans"},"content":{"type":"html","$t":"H. Stanley Judd, author, film producer, and communications consultant, once said, \"A good plan is like a road map: it shows the final destination and usually the best way to get there.\" Like a good roadmap, a good project plan points out potential risks and includes strategies for managing and responding to those risks. The plan accomplishes this with a risk management plan and a risk response plan, two important aspects of project risk monitoring and control.\u003Cbr \/\u003E\u003Cbr \/\u003E\u003Cspan style=\"font-weight: bold;\"\u003ERisk management plan\u003C\/span\u003E\u003Cbr \/\u003EThe risk management plan, created during the risk management planning process, is a document that focuses on how to plan for and deal with all risks associated with a project. It describes how risk monitoring and control will be carried out during the project's life cycle. It does not look at the specific responses that will be implemented if a risk occurs.\u003Cbr \/\u003E\u003Cbr \/\u003EThe risk management plan has several components that are inputs to risk monitoring and control.\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003E\u003Cspan style=\"font-style: italic;\"\u003EMethodology \u003C\/span\u003E- outlines the approaches, tools, and resources that can be used to carry out risk monitoring and control. The methodology used will depend upon the information available and the current project phase. \u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-style: italic;\"\u003ERoles and responsibilities\u003C\/span\u003E - is the designation of risk monitoring and control actions to specific individuals or groups. External risk monitoring and control teams are able to provide independent, unbiased risk analyses. \u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-style: italic;\"\u003EBudgeting \u003C\/span\u003E- requires a specific amount of funds to be allocated to the risk monitoring and control process of a given project. \u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-style: italic;\"\u003ETiming \u003C\/span\u003E- is how often risk monitoring and control processes will occur during the project's life cycle. Results must be reviewed periodically so they can be used in decision making. \u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-style: italic;\"\u003EScoring and interpretation\u003C\/span\u003E - are methods used to score risks and assign them a rank. This risk-ranking process will indicate which risks need constant, close monitoring in order to control their impact on important project objectives. \u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-style: italic;\"\u003EThe acceptable threshold\u003C\/span\u003E - is the set limit that the project team members will use to decide when they will implement a control. \u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-style: italic;\"\u003EReporting formats\u003C\/span\u003E - describe what is in the risk response plan and how it is formatted. It also identifies how the outcomes of risk monitoring and control will be documented, analyzed, and communicated to team members and stakeholders. \u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-style: italic;\"\u003ETracking \u003C\/span\u003E- is the documentation process that records information about risk monitoring and control activities. The tracking process saves the information so you can use it for the current project, or for future projects. \u003C\/li\u003E\u003C\/ul\u003E\u003Cspan style=\"font-weight: bold;\"\u003ERisk response plan\u003C\/span\u003E\u003Cbr \/\u003EThe risk response plan is a document that addresses the specific responses to individual project risks.\u003Cbr \/\u003E\u003Cbr \/\u003EThe project manager and project team create the risk response plan during the risk response planning process. The plan provides project team members with the details they need when a risk occurs. The information in the risk response plan allows team members to take specific actions to control risks.\u003Cbr \/\u003E\u003Cbr \/\u003EThe risk response plan has several components that project teams use during the risk monitoring and control process.\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003E\u003Cspan style=\"font-style: italic;\"\u003EIdentified risks\u003C\/span\u003E - The risk response plan lists the identified project risks. The project team will monitor and control the identified risks throughout the project's life cycle. \u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-style: italic;\"\u003ERisk owners and responsibilities\u003C\/span\u003E - The risk response plan identifies risk owners and the details of their responsibilities. The risk monitoring and control process examines and documents the effectiveness of the risk owner. \u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-style: italic;\"\u003EAgreed responses\u003C\/span\u003E - The risk response plan clearly states the agreed responses for each identified risk. These responses may include avoidance, transference, mitigation, or acceptance. Once the project team implements a response, the response will be monitored to determine if further action is necessary. \u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-style: italic;\"\u003ESpecific actions\u003C\/span\u003E - The risk response plan not only describes the response strategy for each risk, but also describes the specific actions that will be necessary to carry out each strategy. Risk monitoring and control determines if these actions are adequate. \u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-style: italic;\"\u003EResidual risk\u003C\/span\u003E - The risk response plan outlines the expected residual risk. Residual risks are the risk effects that remain after the implementation of a risk response. These residual risks must be monitored and controlled. \u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-style: italic;\"\u003EContingency and fallback plans\u003C\/span\u003E - The risk response plan will outline any potential contingency or fallback plans. The project team will monitor the use of these contingency and fallback plans and take action if the plans are deemed inadequate. \u003C\/li\u003E\u003C\/ul\u003EThe risk management and risk response plans provide you with the processes and actions required to prevent, reduce, recognize, and deal with risks. Using these plans as inputs will help lead your project along the path of success."},"link":[{"rel":"replies","type":"application/atom+xml","href":"http:\/\/itpmpro.blogspot.com\/feeds\/1054923717247589854\/comments\/default","title":"Post Comments"},{"rel":"replies","type":"text/html","href":"http:\/\/www.blogger.com\/comment.g?blogID=1130871870265736647\u0026postID=1054923717247589854","title":"3 Comments"},{"rel":"edit","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/1054923717247589854"},{"rel":"self","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/1054923717247589854"},{"rel":"alternate","type":"text/html","href":"http:\/\/itpmpro.blogspot.com\/2009\/02\/components-of-risk-management-and-risk.html","title":"Components of Risk Management and Risk Response Plans"}],"author":[{"name":{"$t":"Iman Budi Setiawan"},"uri":{"$t":"http:\/\/www.blogger.com\/profile\/14019051950832045250"},"email":{"$t":"noreply@blogger.com"},"gd$image":{"rel":"http://schemas.google.com/g/2005#thumbnail","width":"29","height":"32","src":"http:\/\/1.bp.blogspot.com\/_hg1QUg8_uH0\/SfJxLK18ydI\/AAAAAAAAAD8\/CE06bwq3IcU\/S220\/imansmall.jpg"}}],"thr$total":{"$t":"3"}},{"id":{"$t":"tag:blogger.com,1999:blog-1130871870265736647.post-8554219407447925876"},"published":{"$t":"2009-01-26T10:02:00.001+07:00"},"updated":{"$t":"2011-05-14T09:14:06.842+07:00"},"category":[{"scheme":"http://www.blogger.com/atom/ns#","term":"contingency"},{"scheme":"http://www.blogger.com/atom/ns#","term":"response"},{"scheme":"http://www.blogger.com/atom/ns#","term":"risk"}],"title":{"type":"text","$t":"Primary Risk Response Planning Outputs"},"content":{"type":"html","$t":"As a project manager, you will often face sudden or unexpected risks—risks that were not identified or prepared for during risk response planning. The best way to respond to these kinds of risks is to monitor and try to control them by examining the primary risk response planning outputs.\u003Cbr \/\u003E\u003Cbr \/\u003EIn addition to the risk response plan, there are four primary risk response planning outputs that you can use to ensure successful project completion: residual risks, secondary risks, contractual agreements, and contingency reserve amounts.\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003Eresidual risks\u003C\/span\u003E\u003Cbr \/\u003EThe first output that will result from your project's risk response planning process is residual risks. These are the risks that remain after avoidance, transference, and mitigation responses have been implemented.\u003Cbr \/\u003E\u003Cbr \/\u003EResidual risks also include any minor risks that have been accepted and addressed during risk response planning through the addition of contingency amounts to the project budget or schedule.\u003Cbr \/\u003E\u003Cbr \/\u003E\u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003Esecondary risks\u003C\/span\u003E\u003Cbr \/\u003EThe second output that will result from your project's risk response planning process is secondary risks. These are risks that arise as a direct result of implementing a risk response.\u003Cbr \/\u003E\u003Cbr \/\u003ESecondary types of risks should be identified as soon as possible so that appropriate and effective risk responses can be planned. For example, due to the complexity and detail involved in most projects, it is possible that adding personnel resources to address one identified risk may result in a risk of cost or schedule overruns in another project phase.\u003Cbr \/\u003E\u003Cbr \/\u003E\u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003Econtractual agreements\u003C\/span\u003E\u003Cbr \/\u003EAnother risk response planning output that is useful in promoting project success is contractual agreements. These types of agreements help to ensure that all parties involved in a project's development are aware of their responsibilities and bound by law to fulfill all agreed-upon commitments.\u003Cbr \/\u003E\u003Cbr \/\u003EA contract is typically defined as a mutually binding agreement that obligates a seller to provide a specified product and requires a buyer to pay for it. As a result, contractual agreements are essential to risk management.\u003Cbr \/\u003E\u003Cbr \/\u003EContractual agreements are also used to help specify each party's responsibility for specific risks. For example, a contract between an insurance provider and a company will detail the insurance provider's responsibility to pay out a certain amount of money to the company in the event that an insured risk occurs. Contractual agreements, as an output of risk response planning, will help you be confident that specific identified risks will be responded to in a timely and efficient manner.\u003Cbr \/\u003E\u003Cbr \/\u003E\u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003Econtingency reserve amounts\u003C\/span\u003E\u003Cbr \/\u003EThe final output that results from your project's risk response planning process is contingency reserve amounts. These reserve amounts are over and above the estimated amount of time and resources allotted for a particular project. These additional resources are set aside to help reduce the risk of overruns to project objectives as a result of risk.\u003Cbr \/\u003E\u003Cbr \/\u003EContingency reserve amounts will help you lower potential overruns to a level that is acceptable to your project stakeholders.\u003Cbr \/\u003E\u003Cbr \/\u003EContingency reserve amounts are usually determined by the project manager with the aid of the project's established risk thresholds and probabilistic analyses. These analyses are used to forecast potential project schedule and cost results.\u003Cbr \/\u003E\u003C\/li\u003E\u003C\/ul\u003EAs a project manager, it is important to remember that almost every risk response will have a corresponding effect. Most risk responses involve expenditures of additional time, cost or resources and therefore require changes to the project plan. The results of the risk response planning process must be incorporated into the project plan to ensure that agreed actions are implemented and monitored as part of the ongoing project.\u003Cbr \/\u003E\u003Cbr \/\u003EOther risk response planning outputs contribute to project success. You will want to use them to ensure that your project is protected from threatening project risks and prepared for the risk monitoring and control process."},"link":[{"rel":"replies","type":"application/atom+xml","href":"http:\/\/itpmpro.blogspot.com\/feeds\/8554219407447925876\/comments\/default","title":"Post Comments"},{"rel":"replies","type":"text/html","href":"http:\/\/www.blogger.com\/comment.g?blogID=1130871870265736647\u0026postID=8554219407447925876","title":"3 Comments"},{"rel":"edit","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/8554219407447925876"},{"rel":"self","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/8554219407447925876"},{"rel":"alternate","type":"text/html","href":"http:\/\/itpmpro.blogspot.com\/2009\/01\/primary-risk-response-planning-outputs.html","title":"Primary Risk Response Planning Outputs"}],"author":[{"name":{"$t":"Iman Budi Setiawan"},"uri":{"$t":"http:\/\/www.blogger.com\/profile\/14019051950832045250"},"email":{"$t":"noreply@blogger.com"},"gd$image":{"rel":"http://schemas.google.com/g/2005#thumbnail","width":"29","height":"32","src":"http:\/\/1.bp.blogspot.com\/_hg1QUg8_uH0\/SfJxLK18ydI\/AAAAAAAAAD8\/CE06bwq3IcU\/S220\/imansmall.jpg"}}],"thr$total":{"$t":"3"}},{"id":{"$t":"tag:blogger.com,1999:blog-1130871870265736647.post-7759960578831164053"},"published":{"$t":"2009-01-22T09:58:00.001+07:00"},"updated":{"$t":"2011-05-14T09:15:22.359+07:00"},"category":[{"scheme":"http://www.blogger.com/atom/ns#","term":"acceptance"},{"scheme":"http://www.blogger.com/atom/ns#","term":"avoidance"},{"scheme":"http://www.blogger.com/atom/ns#","term":"mitigation"},{"scheme":"http://www.blogger.com/atom/ns#","term":"response"},{"scheme":"http://www.blogger.com/atom/ns#","term":"risk"},{"scheme":"http://www.blogger.com/atom/ns#","term":"transfer"}],"title":{"type":"text","$t":"Determining the Most Appropriate Risk Response"},"content":{"type":"html","$t":"As a project manager, you can use a risk response plan to ensure that you meet your project objectives. A risk response plan is a document that details an identified risk, its cause, probability of occurrence, potential impact, and proposed responses. An effective risk response plan will help you enhance risk opportunities and reduce risk threats.\u003Cbr \/\u003E\u003Cbr \/\u003EA risk response plan, which is sometimes called a risk register, is comprised of a number of different components. A typical project's risk response plan includes the following components:\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003Ea detailed list of all identified project risks \u003C\/li\u003E\u003Cli\u003Ethe risk owners responsible for formulating and implementing one or more risk responses \u003C\/li\u003E\u003Cli\u003Ethe results from the project's qualitative and quantitative risk analyses \u003C\/li\u003E\u003Cli\u003Ethe established responses for each identified risk \u003C\/li\u003E\u003Cli\u003Ethe expected level of residual risk \u003C\/li\u003E\u003Cli\u003Ethe specific actions required to implement the chosen response \u003C\/li\u003E\u003Cli\u003Ethe budget and timing for all risk responses \u003C\/li\u003E\u003Cli\u003Ea description of any contingency or fallback plans. \u003C\/li\u003E\u003C\/ul\u003EOne of the most important components of a risk response plan is \"the established responses for each identified risk.\" As a project manager, it is your job to select the most appropriate and effective response for managing that risk. Once this selection is made, the agreed-upon risk response is entered into the project's risk response plan.\u003Cbr \/\u003E\u003Cbr \/\u003EHow do you determine which risk response will be the most appropriate and effective for an identified project risk? There are three important questions that you should ask yourself when making this critical decision.\u003Cbr \/\u003E\u003Col\u003E\u003Cli\u003EWhat are the potential risk responses?\u003Cbr \/\u003EThe first question that you should ask yourself when determining the most appropriate risk response for one of your identified project risks is: What are the potential risk responses? You should apply the four risk response strategies to your risk, discard those strategies that are either impossible or impractical to use, and formulate potential responses from the strategies that remain.\u003Cbr \/\u003E\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003E\u003Cspan style=\"font-style: italic;\"\u003EAvoidance \u003C\/span\u003E- should be used when the level of risk is unacceptable, when the means for controlling the risk are not feasible or when there is a potential for harm. This risk response strategy involves changing the project plan to eliminate the risk or the condition causing the risk.\u003Cbr \/\u003E\u003Cbr \/\u003E\u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-style: italic;\"\u003ETransference \u003C\/span\u003E- should be used when there is a potential for significant financial exposure. Risks can be transferred through insurance, performance bonds, warranties, and contracts. This strategy shifts the consequences of a risk to a third party, such as an insurance company.\u003Cbr \/\u003E\u003Cbr \/\u003E\u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-style: italic;\"\u003EMitigation \u003C\/span\u003E- should be used when there is an opportunity to significantly reduce the probability or consequences of an identified risk. Throughout a project's life cycle, it may be possible to perform risk mitigation by reducing both the risk probability and the risk consequences.\u003Cbr \/\u003E\u003Cbr \/\u003E\u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-style: italic;\"\u003EAcceptance \u003C\/span\u003E- should be used when the probability and consequences of an identified risk are low. This strategy results in no changes to the project plan. It involves leaving a project team to deal with a risk when it occurs or forming a contingency plan to deal with the risk if it occurs.\u003Cbr \/\u003E\u003Cbr \/\u003E\u003C\/li\u003E\u003C\/ul\u003E\u003C\/li\u003E\u003Cli\u003EWhat are the project constraints?\u003Cbr \/\u003EThe second question that you should ask yourself when determining an appropriate and effective risk response for an identified risk is: What are the project constraints? The PMBOK Guide defines a constraint as an \"applicable restriction that will affect the performance of a project.\" No project is completely free of constraints. As a result, you will need to keep this in mind when selecting an appropriate risk response. Constraints will limit the choices available to you during risk response planning.\u003Cbr \/\u003E\u003Cbr \/\u003EFor example, you may initially decide that avoiding a risk by changing the project scope is an appropriate response for a given risk. However, a careful examination of the constraints facing your project may indicate that avoidance is not possible or that it is unwise given your circumstances.\u003Cbr \/\u003E\u003Cbr \/\u003EDuring the life cycles of your projects, you may encounter many different types of constraints. However, there are some constraints that you will face more frequently than others. A few of these constraints are listed below.\u003Cbr \/\u003E\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003E\u003Cspan style=\"font-style: italic;\"\u003EAn established project budget \u003C\/span\u003E- An established project budget is one constraint that can affect your selection of risk responses. For example, if your project is restricted by a tight budget, any responses that require a vast amount of funding to implement will be deemed unwise and detrimental to project success.\u003Cbr \/\u003E\u003Cbr \/\u003E\u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-style: italic;\"\u003EA defined project schedule\u003C\/span\u003E - A defined project schedule can also act as a constraint when determining the most appropriate response for an identified risk. For example, if your project's sponsors have established an inflexible schedule, the responses that will add time or cause delays to the project schedule will have to be rejected.\u003Cbr \/\u003E\u003Cbr \/\u003E\u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-style: italic;\"\u003EContractual obligations\u003C\/span\u003E - Another constraint is contractual obligations. Risk responses may need to be discarded if they have the potential to deviate from a signed contract. For example, you cannot reduce the risk of cost overruns by paying your contractor less than the amount agreed upon in the project contract.\u003Cbr \/\u003E\u003Cbr \/\u003E\u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-style: italic;\"\u003EProduct specifications\u003C\/span\u003E - The final constraint that can affect your selection of risk responses is product specifications. If project sponsors are expecting a particular product, they may be unwilling to approve any changes to the project scope. This decision can limit your options when responding to risk.\u003Cbr \/\u003E\u003Cbr \/\u003E\u003C\/li\u003E\u003C\/ul\u003E\u003C\/li\u003E\u003Cli\u003EWhich risk response will be the most appropriate for managing the risk?\u003Cbr \/\u003EThe final question that you need to ask yourself when determining an appropriate risk response for an identified project risk is: Which risk response will be the most appropriate for managing the risk? Once you have decided what the potential risk responses are and what constraints are facing your project, you can then determine the most appropriate and effective risk responses for your project risks.\u003Cbr \/\u003E\u003Cbr \/\u003EBy eliminating those responses that are not feasible for your project or those that cannot be achieved due to certain constraints, you will be left with only the responses that are appropriate for the chosen risk. These responses will serve to protect the project from the risk's potential impact.\u003Cbr \/\u003E\u003C\/li\u003E\u003C\/ol\u003EAs a project manager, you can determine the most appropriate risk response for a given project risk by answering the following questions: what are the potential risk responses, what are the project constraints, and which risk response will be the most appropriate for managing the risk?\u003Cbr \/\u003E\u003Cbr \/\u003EOnce this determination is made, you can include your chosen risk response into your risk response plan. This plan will help you enhance risk opportunities and reduce risk threats to project objectives and overall project outcomes."},"link":[{"rel":"replies","type":"application/atom+xml","href":"http:\/\/itpmpro.blogspot.com\/feeds\/7759960578831164053\/comments\/default","title":"Post Comments"},{"rel":"replies","type":"text/html","href":"http:\/\/www.blogger.com\/comment.g?blogID=1130871870265736647\u0026postID=7759960578831164053","title":"1 Comments"},{"rel":"edit","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/7759960578831164053"},{"rel":"self","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/7759960578831164053"},{"rel":"alternate","type":"text/html","href":"http:\/\/itpmpro.blogspot.com\/2009\/01\/determining-most-appropriate-risk.html","title":"Determining the Most Appropriate Risk Response"}],"author":[{"name":{"$t":"Iman Budi Setiawan"},"uri":{"$t":"http:\/\/www.blogger.com\/profile\/14019051950832045250"},"email":{"$t":"noreply@blogger.com"},"gd$image":{"rel":"http://schemas.google.com/g/2005#thumbnail","width":"29","height":"32","src":"http:\/\/1.bp.blogspot.com\/_hg1QUg8_uH0\/SfJxLK18ydI\/AAAAAAAAAD8\/CE06bwq3IcU\/S220\/imansmall.jpg"}}],"thr$total":{"$t":"1"}},{"id":{"$t":"tag:blogger.com,1999:blog-1130871870265736647.post-1358088657418578754"},"published":{"$t":"2009-01-14T09:54:00.001+07:00"},"updated":{"$t":"2011-05-14T11:01:24.420+07:00"},"category":[{"scheme":"http://www.blogger.com/atom/ns#","term":"acceptance"},{"scheme":"http://www.blogger.com/atom/ns#","term":"contingency"},{"scheme":"http://www.blogger.com/atom/ns#","term":"response"},{"scheme":"http://www.blogger.com/atom/ns#","term":"risk"}],"title":{"type":"text","$t":"Accepting Risks with a Contingency Plan"},"content":{"type":"html","$t":"In addition to avoidance, transference, and mitigation, acceptance is also an important strategy for effective risk response planning. Acceptance is a strategy that indicates that a project manager and a project team have decided not to change the established project plan in order to deal with an identified risk. Acceptance may also be performed if a project manager is unable to identify any other suitable risk response strategy to effectively handle the identified risk.\u003Cbr \/\u003E\u003Cbr \/\u003EIf you choose to accept a project risk, you need to develop a contingency plan that can be implemented should the risk occur. Developing a contingency plan in advance can greatly reduce the cost of future risk responses.\u003Cbr \/\u003E\u003Cbr \/\u003EEvery contingency plan contains specific details that are only relevant to the identified risk and the project at hand. However, all contingency plans should contain the following components: the plan objective, implementation criteria, roles and responsibilities, resource requirements, operation procedures, and discontinuation criteria.\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003EThe plan objective\u003C\/span\u003E\u003Cbr \/\u003EFor a contingency plan to be effective, a project manager must first ensure that there is an established plan objective. This objective should clearly detail the risk of failure that prompted the creation of the contingency plan.\u003Cbr \/\u003E\u003Cbr \/\u003EA project manager must also decide what the desired outcome of implementing the plan will be: to continue normal operations, to continue operations in a degraded mode or to abort a project area as quickly and as safely as possible. The plan objective should also outline the potential impact, in terms of financial costs, on the organization.\u003Cbr \/\u003E\u003Cbr \/\u003E\u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003EImplementation criteria\u003C\/span\u003E\u003Cbr \/\u003EIn addition to establishing a plan objective, a project manager must ensure that an effective contingency plan contains well-defined implementation criteria.\u003Cbr \/\u003E\u003Cbr \/\u003EYou and your project team must understand when your contingency plan should be implemented. In addition, this criteria outlines the specific failure, or risk trigger, that necessitates the start up of your project's contingency plan. For example, the contingency plan will be implemented in the event of a network failure.\u003Cbr \/\u003E\u003Cbr \/\u003E\u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003ERoles and responsibilities\u003C\/span\u003E\u003Cbr \/\u003EThe third essential component of an effective contingency plan is the designation of roles and responsibilities. A project manager must decide who will be responsible for making implementation decisions, such as implementing the contingency plan or informing the team that the project is operating in contingency mode.\u003Cbr \/\u003E\u003Cbr \/\u003EThe roles and responsibilities component clearly outlines who is responsible for plan implementation. For example, the technical engineer on duty will be in charge of activating the contingency plan in case of a network failure.\u003Cbr \/\u003E\u003Cbr \/\u003E\u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003EResource requirements\u003C\/span\u003E\u003Cbr \/\u003EThe resource requirements component details the equipment, supplies, funding, and overtime estimates needed to activate the planned response. To create a list of required resources, you need to ask yourself the following questions.\u003Cbr \/\u003E\u003Cblockquote\u003E\u003C\/blockquote\u003E\u003Cul\u003E\u003Cli\u003EWhat equipment will be needed to implement the contingency plan? What equipment will be required once the plan is activated and in full operation? \u003C\/li\u003E\u003C\/ul\u003E\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003EWhat types of materials or supplies will be needed to implement and operate the contingency plan? What quantity of materials and supplies will be required?\u003Cbr \/\u003E\u003Cbr \/\u003E\u003C\/li\u003E\u003Cli\u003EHow much should your contingency plan budget be in order to effectively fund the contingency mode operations?\u003Cbr \/\u003E\u003Cbr \/\u003E\u003C\/li\u003E\u003Cli\u003EHow much overtime will employees be expected to undertake in order to keep the project on track during contingency mode? \u003C\/li\u003E\u003C\/ul\u003E\u003Cbr \/\u003EHaving a list of resource requirements available before an emergency arises allows you to move quickly and easily into contingency mode to meet the plan objective.\u003Cbr \/\u003E\u003C\/li\u003E\u003C\/ul\u003E\u003Cul\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003EOperation procedures\u003C\/span\u003E\u003Cbr \/\u003EOperation procedures outline plan implementation instructions so that everyone will know what to do in an emergency. For example, in case of a network failure, Sarah will switch the network to backup mode in order to save important data.\u003Cbr \/\u003E\u003Cbr \/\u003EThe procedures must also describe how project personnel will be informed that the plan is being implemented. Operation procedures should also define how records will be managed and data security ensured.\u003Cbr \/\u003E\u003C\/li\u003E\u003C\/ul\u003E\u003Cul\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003EDiscontinuation criteria\u003C\/span\u003E\u003Cbr \/\u003EDiscontinuation criteria describe how to determine when a project should move from contingency mode back to normal operating mode. This criteria will outline the conditions or events and the timing that make it possible to discontinue the contingency plan. For example, the network has to be fully tested and be 100 percent operational before returning to normal mode.\u003Cbr \/\u003E\u003C\/li\u003E\u003C\/ul\u003EThe development of an effective contingency plan, as part of acceptance, will help you create options and potential actions that will serve to reduce threats to critical project objectives and to promote project success."},"link":[{"rel":"replies","type":"application/atom+xml","href":"http:\/\/itpmpro.blogspot.com\/feeds\/1358088657418578754\/comments\/default","title":"Post Comments"},{"rel":"replies","type":"text/html","href":"http:\/\/www.blogger.com\/comment.g?blogID=1130871870265736647\u0026postID=1358088657418578754","title":"1 Comments"},{"rel":"edit","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/1358088657418578754"},{"rel":"self","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/1358088657418578754"},{"rel":"alternate","type":"text/html","href":"http:\/\/itpmpro.blogspot.com\/2009\/01\/accepting-risks-with-contingency-plan.html","title":"Accepting Risks with a Contingency Plan"}],"author":[{"name":{"$t":"Iman Budi Setiawan"},"uri":{"$t":"http:\/\/www.blogger.com\/profile\/14019051950832045250"},"email":{"$t":"noreply@blogger.com"},"gd$image":{"rel":"http://schemas.google.com/g/2005#thumbnail","width":"29","height":"32","src":"http:\/\/1.bp.blogspot.com\/_hg1QUg8_uH0\/SfJxLK18ydI\/AAAAAAAAAD8\/CE06bwq3IcU\/S220\/imansmall.jpg"}}],"thr$total":{"$t":"1"}},{"id":{"$t":"tag:blogger.com,1999:blog-1130871870265736647.post-8071021096596660321"},"published":{"$t":"2009-01-12T09:51:00.001+07:00"},"updated":{"$t":"2011-05-14T11:03:02.950+07:00"},"category":[{"scheme":"http://www.blogger.com/atom/ns#","term":"methods"},{"scheme":"http://www.blogger.com/atom/ns#","term":"mitigation"},{"scheme":"http://www.blogger.com/atom/ns#","term":"risk"}],"title":{"type":"text","$t":"Methods for Mitigating Project Risks"},"content":{"type":"html","$t":"All project managers want to make certain that their projects are on the road to successful project completion. One way for project managers to accomplish this is to use a risk response strategy called mitigation. Mitigation attempts to reduce the probability and consequences of identified project risks to an acceptable threshold.\u003Cbr \/\u003E\u003Cbr \/\u003EIt is important to remember that taking early action to reduce the probability of a risk's occurrence or its consequences on critical project objectives is often more effective than trying to repair the adverse consequences after the risk has occurred. During the risk response planning process, every effort should be made to prepare for project risks in advance so that a project's completion will not be severely threatened by its identified risks.\u003Cbr \/\u003E\u003Cbr \/\u003EProject managers use two primary strategies to mitigate identified risks. The first strategy is to reduce risk probability. The second is to reduce risk consequences.\u003Cbr \/\u003E\u003Col\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003EReduce risk probability.\u003C\/span\u003E\u003Cbr \/\u003EReducing risk probability is a mitigation strategy that attempts to deal with a risk before it gets out of control. Since not every risk can be avoided, reducing its probability of occurrence to the lowest possible percentage may be the most effective and realistic option.\u003Cbr \/\u003E\u003Cbr \/\u003EThe purpose of reducing the probability of a risk's occurrence is to minimize the potential threat to critical project objectives and outcomes. Examples of reducing risk probability include safety training, improved quality of project materials, cost control systems or marketing a more stable and sellable product.\u003Cbr \/\u003E\u003Cbr \/\u003EReducing risk probability is a preventative approach and its corresponding risk responses are always implemented before a risk actually occurs.\u003Cbr \/\u003E\u003Cbr \/\u003E\u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003EReduce risk consequences.\u003C\/span\u003E\u003Cbr \/\u003EIn many instances, there will be no way for you to prevent or significantly reduce the probability of risk occurrence. As a result, reducing risk consequences will be the most effective mitigation strategy to use.\u003Cbr \/\u003E\u003Cbr \/\u003EOnce you know that you can do little to prevent a risk from occurring, you will want to develop as many options as possible to reduce the consequences of that risk if it does occur.\u003Cbr \/\u003E\u003Cbr \/\u003EDeveloping options to prepare for uncontrollable elements such as weather or environmental disasters, increasing the probability of knowing that a risk is occurring, and formulating options to deal with the risk impact after it occurs are all examples of reducing risk consequences.\u003Cbr \/\u003E\u003Cbr \/\u003EWhile reducing risk probability is seen as more of a preventative approach to mitigation, reducing risk consequences can be described as a backup approach.\u003Cbr \/\u003E\u003Cbr \/\u003EReducing risk consequences aims to minimize the impact of an identified project risk after its occurrence.\u003Cbr \/\u003E\u003Cbr \/\u003EProposed risk responses may be put in place before or after a risk's occurrence.\u003Cbr \/\u003E\u003C\/li\u003E\u003C\/ol\u003EMitigation is an important strategy in the risk response planning process. Project managers can protect many of their critical project objectives by reducing the probability or consequences of risks identified in the risk identification or risk analysis processes.\u003Cbr \/\u003E\u003Cbr \/\u003EAs a project manager, you can use mitigation to prevent or minimize the probability and consequences of threatening project risks. This will help you ensure that your project outcomes are completed as planned."},"link":[{"rel":"replies","type":"application/atom+xml","href":"http:\/\/itpmpro.blogspot.com\/feeds\/8071021096596660321\/comments\/default","title":"Post Comments"},{"rel":"replies","type":"text/html","href":"http:\/\/www.blogger.com\/comment.g?blogID=1130871870265736647\u0026postID=8071021096596660321","title":"3 Comments"},{"rel":"edit","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/8071021096596660321"},{"rel":"self","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/8071021096596660321"},{"rel":"alternate","type":"text/html","href":"http:\/\/itpmpro.blogspot.com\/2009\/01\/methods-for-mitigating-project-risks.html","title":"Methods for Mitigating Project Risks"}],"author":[{"name":{"$t":"Iman Budi Setiawan"},"uri":{"$t":"http:\/\/www.blogger.com\/profile\/14019051950832045250"},"email":{"$t":"noreply@blogger.com"},"gd$image":{"rel":"http://schemas.google.com/g/2005#thumbnail","width":"29","height":"32","src":"http:\/\/1.bp.blogspot.com\/_hg1QUg8_uH0\/SfJxLK18ydI\/AAAAAAAAAD8\/CE06bwq3IcU\/S220\/imansmall.jpg"}}],"thr$total":{"$t":"3"}},{"id":{"$t":"tag:blogger.com,1999:blog-1130871870265736647.post-7363341210719593857"},"published":{"$t":"2009-01-05T09:45:00.002+07:00"},"updated":{"$t":"2011-05-14T11:04:57.953+07:00"},"category":[{"scheme":"http://www.blogger.com/atom/ns#","term":"contract"},{"scheme":"http://www.blogger.com/atom/ns#","term":"insurance"},{"scheme":"http://www.blogger.com/atom/ns#","term":"performance"},{"scheme":"http://www.blogger.com/atom/ns#","term":"risk"},{"scheme":"http://www.blogger.com/atom/ns#","term":"transfer"},{"scheme":"http://www.blogger.com/atom/ns#","term":"warrant"}],"title":{"type":"text","$t":"Four Ways to Transfer Risk"},"content":{"type":"html","$t":"As a project manager, it is important for you to understand that the act of sharing can play a valuable role in your project's risk response planning process. Sometimes, the most efficient and effective way of dealing with project risks is to share the responsibility for their response with others.\u003Cbr \/\u003E\u003Cbr \/\u003ETransference is a risk response strategy that does just that. It shifts the responsibility of a risk, or part of a risk, to a third party. Transference does not eliminate a risk or its potential consequences. This risk response strategy simply gives another party responsibility for the management of that risk.\u003Cbr \/\u003E\u003Cbr \/\u003EAlthough a project will encounter many different types of risks, transferring risk liability is usually most effective when dealing with financial risk exposure.\u003Cbr \/\u003E\u003Cbr \/\u003ETransference often involves the payment of a risk premium to the party taking on the risk. For example, a company will pay a monthly premium to its insurance provider as payment for the provider taking on one or more of the project's risks.\u003Cbr \/\u003E\u003Cbr \/\u003EDuring your project's risk response planning process, you may decide that transference is the most appropriate strategy to use in order to effectively respond to one of your identified project risks. Once you make this decision, you must choose the transference method that will best address that risk. There are four methods available for you to use when transferring the responsibility for an identified risk.\u003Cbr \/\u003E\u003Col\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003EInsurance\u003C\/span\u003E\u003Cbr \/\u003EInsurance is a transference method that shifts the responsibility of specified risks to an insurance company. Typically, insurance companies provide monetary coverage for losses that result from such things as legal liability, fire damage, theft, or vandalism.\u003Cbr \/\u003E\u003Cbr \/\u003EOne of the most common methods of transferring risk and its potential consequences is to purchase insurance. As a project manager, you can share the responsibility of some of your project's identified risks by having an insurance company provide financial coverage for potential risk losses. During your project's risk response planning process, you should set aside risks that can be insured and transfer the responsibility for those risks to your company's insurance provider.\u003Cbr \/\u003E\u003Cbr \/\u003ESome of the most common insurable project risks are:\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003E\u003Cspan style=\"font-style: italic;\"\u003EDirect Property Damage\u003C\/span\u003E - to project equipment, project materials or a contractors' property.\u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-style: italic;\"\u003EIndirect Losses\u003C\/span\u003E - such as equipment replacement and business interruption.\u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-style: italic;\"\u003ELegal Liability\u003C\/span\u003E - such as public employee bodily injury, design errors, public property damage, and the failure of a product to perform as specified.\u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-style: italic;\"\u003EPersonnel Issues\u003C\/span\u003E - such as employee replacement costs.\u003C\/li\u003E\u003C\/ul\u003E\u003Cbr \/\u003EFor project managers to transfer a project risk through the method of insurance, two conditions must be met. The first condition is that the potential risk loss must be due to chance. Insurance companies do not want to provide monetary coverage for risks that result from human error or poor project planning.\u003Cbr \/\u003E\u003Cbr \/\u003EThe second condition that must be met in order for a risk to be eligible for insurance is that the potential risk loss must be measurable. This means that the risk loss must have an assigned monetary value. A project risk cannot be insured if the potential loss is expected to be personal or emotional.\u003Cbr \/\u003E\u003Cbr \/\u003E\u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003EPerformance bonds\u003C\/span\u003E\u003Cbr \/\u003EPerformance bonds shift the financial responsibility for poor performance back to the contractor. These bonds are usually issued by a financial institution, such as a bank, and force contractors to pay out a specified sum of money if their performance is unacceptable.\u003Cbr \/\u003E\u003Cbr \/\u003EProject managers obtain performance bonds to guarantee the satisfactory completion of contracted work. These bonds provide monetary compensation to a company if its contractor fails to achieve the proposed project work.\u003Cbr \/\u003E\u003Cbr \/\u003E\u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003EWarranties\u003C\/span\u003E\u003Cbr \/\u003EWarranties are written guarantees that purchased project equipment will be of good quality. This transference method shifts the cost and responsibility for repair or replacement of defective parts to the manufacturer.\u003Cbr \/\u003E\u003Cbr \/\u003E\u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003EContracts\u003C\/span\u003E\u003Cbr \/\u003EA contract is a binding and legally enforceable agreement between two or more persons or parties. During risk response planning, project managers can use contracts to help eliminate or minimize the impact of identified project risks.\u003Cbr \/\u003E\u003Cbr \/\u003EIn most cases, contracts are established between an organization and its contractors at the onset of a project. These contracts contain numerous details and clearly outline the contractor's responsibilities throughout the project. This transference method helps shift the potential cost and consequences of incomplete, tardy, or unsatisfactory work back to the contractor. A contract also protects the contractor, ensuring the company meets its obligations as well. This helps reduce the overall risk impact on the project.\u003Cbr \/\u003E\u003Cbr \/\u003EAnother benefit of a contract is that you may not have sufficient expert resources within your company to perform all of the various project activities in an efficient and effective manner. Contracting some of your project work out to someone with superior knowledge and expertise in a particular area can reduce the risk of poor performance or unsatisfactory project design.\u003Cbr \/\u003E\u003C\/li\u003E\u003C\/ol\u003EIt is important to keep the four transference methods in mind when formulating responses to your project's identified risks. If your project requires a contractor, it is good to obtain a performance bond to ensure that expected performance levels are maintained. In addition, if your project materials are purchased from an external source, it is wise to have a warranty in place to protect your company against material defect risks.\u003Cbr \/\u003E\u003Cbr \/\u003EIf you decide to respond to some of your identified risks by purchasing insurance, you will be able to protect your company from costly, unexpected, and unpredictable risks, such as legal liability and personnel injuries. If you choose to establish a contract at the onset of your project, you will reduce the risk of project plan deviations and miscommunication. You must carefully consider each transference method and determine which one will be most effective in minimizing the impact of an identified project risk.\u003Cbr \/\u003E\u003Cbr \/\u003EInsurance, performance bonds, warranties, and contracts are the four primary methods for transference. During the risk response planning process, project managers can use transference to help them reduce the impact of potential risks to project objectives and overall project outcomes.\u003Cbr \/\u003E\u003Cbr \/\u003EAs a project manager, you should examine all of your project's identified risks and set aside those that will benefit from transference. This will minimize your project's overall risk impact and promote a successful project completion."},"link":[{"rel":"replies","type":"application/atom+xml","href":"http:\/\/itpmpro.blogspot.com\/feeds\/7363341210719593857\/comments\/default","title":"Post Comments"},{"rel":"replies","type":"text/html","href":"http:\/\/www.blogger.com\/comment.g?blogID=1130871870265736647\u0026postID=7363341210719593857","title":"3 Comments"},{"rel":"edit","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/7363341210719593857"},{"rel":"self","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/7363341210719593857"},{"rel":"alternate","type":"text/html","href":"http:\/\/itpmpro.blogspot.com\/2009\/01\/four-ways-to-transfer-risk.html","title":"Four Ways to Transfer Risk"}],"author":[{"name":{"$t":"Iman Budi Setiawan"},"uri":{"$t":"http:\/\/www.blogger.com\/profile\/14019051950832045250"},"email":{"$t":"noreply@blogger.com"},"gd$image":{"rel":"http://schemas.google.com/g/2005#thumbnail","width":"29","height":"32","src":"http:\/\/1.bp.blogspot.com\/_hg1QUg8_uH0\/SfJxLK18ydI\/AAAAAAAAAD8\/CE06bwq3IcU\/S220\/imansmall.jpg"}}],"thr$total":{"$t":"3"}},{"id":{"$t":"tag:blogger.com,1999:blog-1130871870265736647.post-131017916726260322"},"published":{"$t":"2008-12-13T15:49:00.001+07:00"},"updated":{"$t":"2011-05-14T11:07:45.612+07:00"},"category":[{"scheme":"http://www.blogger.com/atom/ns#","term":"avoid"},{"scheme":"http://www.blogger.com/atom/ns#","term":"response"},{"scheme":"http://www.blogger.com/atom/ns#","term":"risk"},{"scheme":"http://www.blogger.com/atom/ns#","term":"threat"}],"title":{"type":"text","$t":"Avoiding a Project's Most Threatening Risks"},"content":{"type":"html","$t":"Have you ever deviated from your regular driving route because excessive traffic or road construction may have put you at risk of being late for an important appointment?\u003Cbr \/\u003E\u003Cbr \/\u003EIn everyday life, people often modify their personal plans or schedules in order to avoid the unwanted consequences of potential risks. In the same way, project managers are often forced to change or modify their project plans in order to eliminate threatening project risks.\u003Cbr \/\u003E\u003Cbr \/\u003EAs a project manager, you will encounter various risks throughout your project's development. Although you can never prevent every project risk, you should make every attempt to eliminate as many as possible.\u003Cbr \/\u003E\u003Cbr \/\u003EOne risk response strategy that you can use to help you achieve a successful project completion is avoidance. Avoidance involves changing your project plan to eliminate an identified risk or the condition that causes the risk. This risk response strategy also involves protecting your project objectives from the impact of identified risks.\u003Cbr \/\u003E\u003Cbr \/\u003EAs a project manager, you can often respond to some risks that arise early in the life cycle of a project by clarifying requirements, obtaining information, improving communication or acquiring expertise. However, there are other types of project risks that you will need to avoid in order to promote a successful project completion. These types of risks include those that have a high probability of negatively impacting project objectives and those that have the ability to cause complete project failure.\u003Cbr \/\u003E\u003Cbr \/\u003EAvoidance is one strategy that you can use to help you deal with these types of risks. Such things as reducing scope to avoid high-risk activities, adding resources or time, adopting a familiar approach instead of an innovative one or avoiding an unfamiliar contractor are all ways in which you can eliminate threatening project risks.\u003Cbr \/\u003E\u003Cbr \/\u003EThe first type of risk that you should avoid during the life cycle of your projects is unacceptable risks. These types of risks have a high probability of occurrence and an extreme or very high level of potential impact.\u003Cbr \/\u003E\u003Cbr \/\u003EYou should also avoid uncontrollable risks. These risks cannot be absorbed by the project's available resources or existing contingency reserves. They are also risks that do not have mitigation or transference strategies available.\u003Cbr \/\u003E\u003Cbr \/\u003EThe last type of risk that you should avoid throughout your project's development is potentially harmful risks. These risks are especially threatening to project success because they have the potential to harm a project's personnel.\u003Cbr \/\u003E\u003Cbr \/\u003EAs a project manager, there are three key questions that you can ask in order to determine if an identified project risk should be avoided. If you can answer \"yes\" to even one of these questions, the risk that you are examining should be flagged for avoidance. The three questions include:\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003EIs the level of risk unacceptable? \u003C\/li\u003E\u003Cli\u003EAre the means for controlling the risk unfeasible? \u003C\/li\u003E\u003Cli\u003EIs there a potential for harm? \u003C\/li\u003E\u003C\/ul\u003EAs a project manager, how do you determine whether the level of an identified risk is unacceptable to your project and its outcomes? One of the best ways to answer this question is to examine the prioritized list of quantified risks that resulted from your project's quantitative risk analysis process.\u003Cbr \/\u003E\u003Cbr \/\u003EThis list indicates which risks pose the greatest threat or present the greatest opportunity to your project objectives and overall outcomes. This prioritized list of quantified risks also includes a measure of potential risk impact.\u003Cbr \/\u003E\u003Cbr \/\u003EYou should examine your project's prioritized list of quantified risks and set aside those risks that have an extreme or very high level of potential impact. Once this is done, you should make every effort to modify your current project plan in order to avoid these types of risks. Typically, project managers classify risks with an extreme or very high level of potential impact as unacceptable because of the possible danger they pose to the success of overall project outcomes.\u003Cbr \/\u003E\u003Cbr \/\u003EAnother element to consider when trying to determine whether the level of an identified project risk is unacceptable is the risk thresholds for the project. Risk thresholds, which are established in a project's risk management plan, indicate the level of risk that is acceptable to individual project stakeholders. If you have identified a project risk that has the potential to greatly exceed one or more of the established risk thresholds for your project, this is a risk to avoid because it threatens the successful completion of your project.\u003Cbr \/\u003E\u003Cbr \/\u003EAnother question to consider when trying to determine if an identified project risk should be avoided is: are the means for controlling the risk unfeasible? All projects are subject to such things as cost and time constraints. As a result, some project risks may be too expensive to control.\u003Cbr \/\u003E\u003Cbr \/\u003EIn addition, most projects are allotted a limited amount of contingency reserves. These reserves are the amount of money or time needed to reduce the impact of cost and schedule overruns on critical project objectives and outcomes.\u003Cbr \/\u003E\u003Cbr \/\u003EIf you find that the means for controlling one of your identified risks is not feasible and cannot be absorbed by your project's available contingency reserves, this is a risk that you should avoid. A careful examination of such things as your project budget, schedule, and personnel and material resources will help you decide whether your project has the means to reduce or eliminate the risk's potential impact or whether it would be more beneficial to avoid the risk altogether.\u003Cbr \/\u003E\u003Cbr \/\u003EThe third and final question that project managers can ask in order to determine whether an identified project risk should be avoided is: Is there a potential for harm? In most cases, a risk is considered harmful if it involves the presence of dangerous materials or conditions at the project site.\u003Cbr \/\u003E\u003Cbr \/\u003EProject managers must be able to identify any risks that have the potential to harm their project team members or stakeholders. These risks may include such things as faulty machinery or unsafe working conditions.\u003Cbr \/\u003E\u003Cbr \/\u003EMore examples of harmful project risks are listed below. As a project manager, you should immediately flag these types of risks for avoidance. These risks include:\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003Etasks that involve handling, storage or disposal of hazardous materials \u003C\/li\u003E\u003Cli\u003Emajor construction work in locations vulnerable to seismic activity \u003C\/li\u003E\u003Cli\u003Eother potentially damaging natural events. \u003C\/li\u003E\u003C\/ul\u003EIt is important to remember that unforeseen risks will continue to arise as a project progresses. As a project manager, it is your responsibility to analyze these unexpected risks, as well as all identified project risks, in order to determine if they should be avoided. Once this decision is made, you can then modify your project plan to avoid the selected risks. This will help you ensure that your project remains on a progressive track and heads toward a successful completion.\u003Cbr \/\u003E\u003Cbr \/\u003EAvoidance is sometimes the best response. As a project manager, you can use avoidance to eliminate some of your project's most threatening risks and their potential impact. This risk response strategy is a key contributor to overall project success."},"link":[{"rel":"replies","type":"application/atom+xml","href":"http:\/\/itpmpro.blogspot.com\/feeds\/131017916726260322\/comments\/default","title":"Post Comments"},{"rel":"replies","type":"text/html","href":"http:\/\/www.blogger.com\/comment.g?blogID=1130871870265736647\u0026postID=131017916726260322","title":"1 Comments"},{"rel":"edit","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/131017916726260322"},{"rel":"self","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/131017916726260322"},{"rel":"alternate","type":"text/html","href":"http:\/\/itpmpro.blogspot.com\/2008\/12\/avoiding-projects-most-threatening.html","title":"Avoiding a Project's Most Threatening Risks"}],"author":[{"name":{"$t":"Iman Budi Setiawan"},"uri":{"$t":"http:\/\/www.blogger.com\/profile\/14019051950832045250"},"email":{"$t":"noreply@blogger.com"},"gd$image":{"rel":"http://schemas.google.com/g/2005#thumbnail","width":"29","height":"32","src":"http:\/\/1.bp.blogspot.com\/_hg1QUg8_uH0\/SfJxLK18ydI\/AAAAAAAAAD8\/CE06bwq3IcU\/S220\/imansmall.jpg"}}],"thr$total":{"$t":"1"}},{"id":{"$t":"tag:blogger.com,1999:blog-1130871870265736647.post-1871373778622124758"},"published":{"$t":"2008-12-10T13:40:00.001+07:00"},"updated":{"$t":"2011-05-14T11:11:18.713+07:00"},"category":[{"scheme":"http://www.blogger.com/atom/ns#","term":"communication"},{"scheme":"http://www.blogger.com/atom/ns#","term":"opportunity"},{"scheme":"http://www.blogger.com/atom/ns#","term":"resource"},{"scheme":"http://www.blogger.com/atom/ns#","term":"risk"},{"scheme":"http://www.blogger.com/atom/ns#","term":"threat"}],"title":{"type":"text","$t":"Common Causes of Project Risk"},"content":{"type":"html","$t":"Marina is a project manager for Outback Retailers. Her current project involves the development of a new type of high-speed racing bike. She has learned that there are several identified risks that have the potential to negatively impact her project objectives.\u003Cbr \/\u003E\u003Cbr \/\u003EAs a result, Marina is trying to develop risk responses that will eliminate or reduce the impact of these identified risks. Do you think it is possible for Marina to address two or more of her project risks with the same response?\u003Cbr \/\u003E\u003Cbr \/\u003EYes! By addressing more than one project risk with the same response, Marina will be able to deal with risk threats and risk opportunities more quickly, which will maximize the likelihood of a successful project completion.\u003Cbr \/\u003E\u003Cbr \/\u003EEvery project will encounter numerous risks. Many of these risks will be driven by a common risk cause. A common risk cause is an event or situation that produces more than one project risk.\u003Cbr \/\u003E\u003Cbr \/\u003EAs a project manager, you can identify common risk causes during the risk identification and risk analysis processes. It is important to take advantage of these opportunities whenever and wherever possible.\u003Cbr \/\u003E\u003Cbr \/\u003EIt is important to remember that every project is unique. Therefore, you cannot expect to identify the same common risk causes in every project that you manage. However, there are some causes that may occur more frequently than others. These common risk causes include:\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003Eunavailability of resources \u003C\/li\u003E\u003Cli\u003Einadequate quality standards \u003C\/li\u003E\u003Cli\u003Elack of communication \u003C\/li\u003E\u003Cli\u003Einadequate tools or technology \u003C\/li\u003E\u003C\/ul\u003EOne common risk cause that may threaten the successful completion of your project is unavailability of resources. These resources may be people or materials. During the life cycle of your project, many risks may arise if you do not have sufficient personnel or supplies available to complete the project as planned. Such things as excessive cost and schedule overruns are only two of the risks that you may encounter if your project is threatened by a lack of available workers or materials.\u003Cbr \/\u003E\u003Cbr \/\u003EAnother common risk cause is inadequate quality standards. Identifying this common risk cause early in the course of a project is especially valuable because this risk cause has the potential to create several project risks that can adversely affect the promised consumer deliverable.\u003Cbr \/\u003E\u003Cbr \/\u003EAs a project manager, it is important to remember that if quality standards are not properly set or are not specific enough, your project will either fall below the expected standard or aim for a standard not required by the client.\u003Cbr \/\u003E\u003Cbr \/\u003EMarina, from Outback Retailers, is beginning the risk response planning process for her current project. After studying the results from her project's other risk management processes, she finds that some of the quality procedures that concern the new product are not clearly detailed. In addition, phase three may be short by two people due to a recent staff reduction. Marina hopes that the identification of these two common risk causes up front will help make her risk response planning process more efficient.\u003Cbr \/\u003E\u003Cbr \/\u003EA lack of communication is another example of a common risk cause. In daily life, whether at home or at the office, people often suffer the unpleasant consequences of not giving or receiving adequate or accurate information. This is especially true in project management. If clear and open lines of communication are not firmly established, a project may be put in serious jeopardy. Such things as change requests and project plan modifications may not be properly carried out if there is a break in communication.\u003Cbr \/\u003E\u003Cbr \/\u003EInadequate tools or technology is a common risk cause that can severely impact the outcome of a project. It is difficult to develop a product efficiently or according to its established standards if you do not have the adequate tools or technology to complete the product as specified in the project plan.\u003Cbr \/\u003E\u003Cbr \/\u003EIt is also possible that a project may suffer a complete failure if critical tools are not readily at hand when needed. This common risk cause may also result in project deliverables not meeting widely accepted industry standards.\u003Cbr \/\u003E\u003Cbr \/\u003EAs a project manager, it is important to remember that some of your project risks may be driven by a common risk cause. As a result, the identification of these common risk causes is a valuable input to risk response planning because it may allow you to address more than one project risk with a single response. This will help eliminate the creation of redundant risk responses and make your risk response planning process more efficient."},"link":[{"rel":"replies","type":"application/atom+xml","href":"http:\/\/itpmpro.blogspot.com\/feeds\/1871373778622124758\/comments\/default","title":"Post Comments"},{"rel":"replies","type":"text/html","href":"http:\/\/www.blogger.com\/comment.g?blogID=1130871870265736647\u0026postID=1871373778622124758","title":"2 Comments"},{"rel":"edit","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/1871373778622124758"},{"rel":"self","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/1871373778622124758"},{"rel":"alternate","type":"text/html","href":"http:\/\/itpmpro.blogspot.com\/2008\/12\/common-causes-of-project-risk.html","title":"Common Causes of Project Risk"}],"author":[{"name":{"$t":"Iman Budi Setiawan"},"uri":{"$t":"http:\/\/www.blogger.com\/profile\/14019051950832045250"},"email":{"$t":"noreply@blogger.com"},"gd$image":{"rel":"http://schemas.google.com/g/2005#thumbnail","width":"29","height":"32","src":"http:\/\/1.bp.blogspot.com\/_hg1QUg8_uH0\/SfJxLK18ydI\/AAAAAAAAAD8\/CE06bwq3IcU\/S220\/imansmall.jpg"}}],"thr$total":{"$t":"2"}},{"id":{"$t":"tag:blogger.com,1999:blog-1130871870265736647.post-6065463276513725838"},"published":{"$t":"2008-12-07T15:47:00.001+07:00"},"updated":{"$t":"2011-05-14T11:14:29.271+07:00"},"category":[{"scheme":"http://www.blogger.com/atom/ns#","term":"owner"},{"scheme":"http://www.blogger.com/atom/ns#","term":"response"},{"scheme":"http://www.blogger.com/atom/ns#","term":"risk"},{"scheme":"http://www.blogger.com/atom/ns#","term":"threshold"}],"title":{"type":"text","$t":"Risk Owners and Risk Thresholds"},"content":{"type":"html","$t":"Author H. Stanley Judd once said, \"A good plan is like a road map; it shows the final destination and usually the best way to get there.\"\u003Cbr \/\u003E\u003Cbr \/\u003EAs a project manager, you need to have an effective risk management plan in place before beginning risk response planning. A risk management plan can act as a guide to help you identify, analyze, and respond to various project risks and their potential consequences. This plan, which is created during the risk identification and planning process, details how the risk management processes will be structured and performed. It ensures that risks are properly managed throughout a project's life cycle.\u003Cbr \/\u003E\u003Cbr \/\u003EThe risk management plan has two important components that will be used in risk response planning: 1. a list of risk owners; and 2. risk thresholds.\u003Cbr \/\u003E\u003Cbr \/\u003E\u003Cspan style=\"font-weight: bold;\"\u003EA list of risk owners\u003C\/span\u003E\u003Cbr \/\u003EOne risk management plan component that will be used as an input to risk response planning is a list of risk owners. Risk owners include those project stakeholders who are responsible for the development, implementation, and execution of one or more risk responses. This risk management plan component is essential as a risk response planning input because it helps to ensure that everyone involved in the risk response planning process has clearly defined roles and responsibilities.\u003Cbr \/\u003E\u003Cbr \/\u003ETypically, project managers are responsible for assigning the various risk owners within a project. These risk owners may be chosen from within the project team or from available subject matter experts. During risk response planning, risk owners may decide to develop risk responses as a group or divide the responses among the team members, based on their expertise.\u003Cbr \/\u003E\u003Cbr \/\u003ERisk thresholds\u003Cbr \/\u003EAnother component of the risk management plan that can act as an important input to risk response planning is risk thresholds. Risk thresholds are the levels of risk that are acceptable to individual project stakeholders, such as the project team members, customers or sponsors.\u003Cbr \/\u003E\u003Cbr \/\u003EIt is important to remember that project owners, customers, and sponsors may all have different risk thresholds for a given project, depending on their individual needs and interests.\u003Cbr \/\u003E\u003Cbr \/\u003EThe acceptable risk threshold for each project stakeholder forms the target against which the project team will measure the effectiveness of the risk response plan execution.\u003Cbr \/\u003E\u003Cbr \/\u003ELiam, from Northern Pulp \u0026amp; Paper, is studying his company's established risk threshold for his current project. He wants to know how the risk threshold will influence his risk response planning process. Liam finds that the company will not tolerate a total project cost overrun of more than $5,000. He realizes that such things as purchasing additional materials or increasing staff may not be viable risk response options when handling identified project risks. Liam will keep this in mind as he progresses through the risk response planning process.\u003Cbr \/\u003E\u003Cbr \/\u003EEquipped with a clear and accurate understanding of these two components, you will be able to ensure that potential project risks are dealt with effectively and in a timely manner."},"link":[{"rel":"replies","type":"application/atom+xml","href":"http:\/\/itpmpro.blogspot.com\/feeds\/6065463276513725838\/comments\/default","title":"Post Comments"},{"rel":"replies","type":"text/html","href":"http:\/\/www.blogger.com\/comment.g?blogID=1130871870265736647\u0026postID=6065463276513725838","title":"0 Comments"},{"rel":"edit","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/6065463276513725838"},{"rel":"self","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/6065463276513725838"},{"rel":"alternate","type":"text/html","href":"http:\/\/itpmpro.blogspot.com\/2008\/12\/risk-owners-and-risk-thresholds.html","title":"Risk Owners and Risk Thresholds"}],"author":[{"name":{"$t":"Iman Budi Setiawan"},"uri":{"$t":"http:\/\/www.blogger.com\/profile\/14019051950832045250"},"email":{"$t":"noreply@blogger.com"},"gd$image":{"rel":"http://schemas.google.com/g/2005#thumbnail","width":"29","height":"32","src":"http:\/\/1.bp.blogspot.com\/_hg1QUg8_uH0\/SfJxLK18ydI\/AAAAAAAAAD8\/CE06bwq3IcU\/S220\/imansmall.jpg"}}],"thr$total":{"$t":"0"}},{"id":{"$t":"tag:blogger.com,1999:blog-1130871870265736647.post-1953340158835515336"},"published":{"$t":"2008-12-03T20:06:00.002+07:00"},"updated":{"$t":"2011-05-14T11:15:42.774+07:00"},"category":[{"scheme":"http://www.blogger.com/atom/ns#","term":"optimistic"},{"scheme":"http://www.blogger.com/atom/ns#","term":"quality"},{"scheme":"http://www.blogger.com/atom/ns#","term":"response"},{"scheme":"http://www.blogger.com/atom/ns#","term":"risk"}],"title":{"type":"text","$t":"Creating a List of Potential Risk Responses"},"content":{"type":"html","$t":"How do you deal with risks throughout the life cycle of your projects? How do you formulate appropriate and effective responses to identified project risks?\u003Cbr \/\u003E\u003Cbr \/\u003EDuring the risk identification process, project managers identify any risks that have the potential to negatively impact project objectives and overall project outcomes. These risks are then subjected to a qualitative and a quantitative risk analysis in order to produce a list of prioritized risks that can be dealt with in the risk response planning process.\u003Cbr \/\u003E\u003Cbr \/\u003EWhen project managers, stakeholders, and subject matter experts are involved in identifying project risks, they often formulate a tentative list of potential responses to address these risks. These potential responses are strategies that are designed to enhance risk opportunities and reduce risk threats to project objectives. Although any action may be classified as a response, this list of potential responses created during risk identification is always specific to the project needs and the characteristics of the identified risk.\u003Cbr \/\u003E\u003Cbr \/\u003ESpecific details concerning the accuracy or effectiveness of these potential responses are not necessary during risk identification since that is the focus of the risk response planning process.\u003Cbr \/\u003E\u003Cbr \/\u003EAs a result of a project's risk identification process, you will have a list of potential responses that you can either accept, modify, reject, or add to during risk response planning.\u003Cbr \/\u003E\u003Cbr \/\u003EIt is important to remember that the list of potential responses created during risk identification is not a comprehensive or exhaustive list. It is simply a list of proposed suggestions that can be used to help address those risks that can have a negative impact on the success of a project. As a project manager, you will take this list of potential responses into consideration when deciding on an appropriate and effective risk response for identified and quantified project risks.\u003Cbr \/\u003E\u003Cbr \/\u003EThese potential responses are only suggested methods of dealing with these types of risks. Selecting the most effective and accurate response will occur later in the risk response planning process.\u003Cbr \/\u003E\u003Cbr \/\u003EThe following are some examples of common project risks and corresponding potential responses.\u003Cbr \/\u003E\u003Cbr \/\u003E\u003Cspan style=\"font-weight: bold;\"\u003ECommon Project Risks\u003C\/span\u003E\u003Cbr \/\u003Eoverly optimistic schedules\u003Cbr \/\u003Elack of adherence to quality procedures\u003Cbr \/\u003Eunclear or vague project goals\u003Cbr \/\u003Einappropriate vendor or technology selection\u003Cbr \/\u003Ebudget cuts\u003Cbr \/\u003E\u003Cbr \/\u003E\u003Cspan style=\"font-weight: bold;\"\u003EPotential Responses\u003C\/span\u003E\u003Cbr \/\u003EReview and monitor schedules at regular intervals.\u003Cbr \/\u003EImplement a quality management program.\u003Cbr \/\u003EEnsure that each goal is well-researched and realistic.\u003Cbr \/\u003EPerform a decision tree analysis for each major decision.\u003Cbr \/\u003EReallocate project resources.\u003Cbr \/\u003E\u003Cbr \/\u003EAs a project manager, it is important to remember that your project's list of potential responses, developed during risk identification, is a valuable input to the risk response planning process. This list will help you develop specific actions that you can use to minimize or prevent threatening risks from occurring, as well as to maximize potential opportunities."},"link":[{"rel":"replies","type":"application/atom+xml","href":"http:\/\/itpmpro.blogspot.com\/feeds\/1953340158835515336\/comments\/default","title":"Post Comments"},{"rel":"replies","type":"text/html","href":"http:\/\/www.blogger.com\/comment.g?blogID=1130871870265736647\u0026postID=1953340158835515336","title":"0 Comments"},{"rel":"edit","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/1953340158835515336"},{"rel":"self","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/1953340158835515336"},{"rel":"alternate","type":"text/html","href":"http:\/\/itpmpro.blogspot.com\/2008\/12\/creating-list-of-potential-risk.html","title":"Creating a List of Potential Risk Responses"}],"author":[{"name":{"$t":"Iman Budi Setiawan"},"uri":{"$t":"http:\/\/www.blogger.com\/profile\/14019051950832045250"},"email":{"$t":"noreply@blogger.com"},"gd$image":{"rel":"http://schemas.google.com/g/2005#thumbnail","width":"29","height":"32","src":"http:\/\/1.bp.blogspot.com\/_hg1QUg8_uH0\/SfJxLK18ydI\/AAAAAAAAAD8\/CE06bwq3IcU\/S220\/imansmall.jpg"}}],"thr$total":{"$t":"0"}},{"id":{"$t":"tag:blogger.com,1999:blog-1130871870265736647.post-662322487311853776"},"published":{"$t":"2008-12-01T17:00:00.001+07:00"},"updated":{"$t":"2011-05-14T11:16:32.113+07:00"},"category":[{"scheme":"http://www.blogger.com/atom/ns#","term":"analysis"},{"scheme":"http://www.blogger.com/atom/ns#","term":"qualitative"},{"scheme":"http://www.blogger.com/atom/ns#","term":"quantitative"},{"scheme":"http://www.blogger.com/atom/ns#","term":"response"},{"scheme":"http://www.blogger.com/atom/ns#","term":"risk"}],"title":{"type":"text","$t":"Identifying Risks that Require an Immediate Risk Response"},"content":{"type":"html","$t":"Bruce, a project manager for Precision Technologies, performed a qualitative and a quantitative risk analysis on his last project. He found these analyses very useful because they helped him identify project risks that had the potential to adversely affect his project's success.\u003Cbr \/\u003E\u003Cbr \/\u003EAs a project manager, you will find that the outputs from other risk management processes can be extremely useful when performing risk response planning. Two such processes include qualitative risk analysis and quantitative risk analysis. Both of these processes attempt to assess and analyze the probability and impact of potential project risks. As a result, qualitative and quantitative risk analysis outputs can serve as effective inputs to a project's risk response planning process.\u003Cbr \/\u003E\u003Cbr \/\u003EA qualitative risk analysis attempts to assess the impact and likelihood of identified project risks. It also prioritizes risks according to their potential effect on project objectives and overall project outcomes. A quantitative risk analysis aims to numerically analyze the probability of each risk and its consequences on project objectives, as well as the extent of overall project risk.\u003Cbr \/\u003E\u003Cbr \/\u003EAs a result of both a qualitative and a quantitative risk analysis, you will receive a list of risks, together with a measure of their potential impact, that will need to be addressed in the risk response planning process.\u003Cbr \/\u003E\u003Cbr \/\u003EThe qualitative and quantitative risk analysis outputs that may be useful as inputs to risk response planning include:\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003Elist of prioritized risks \u003C\/li\u003E\u003Cli\u003Erisk ranking of the project \u003C\/li\u003E\u003Cli\u003Eprioritized list of quantified risks \u003C\/li\u003E\u003Cli\u003Eprobabilistic analysis of the project \u003C\/li\u003E\u003Cli\u003Eprobability of achieving project objectives \u003C\/li\u003E\u003Cli\u003Equalitative and quantitative risk analysis trend results \u003C\/li\u003E\u003C\/ul\u003EOne qualitative risk analysis output that acts as a valuable input to risk response planning is a list of prioritized risks. During the qualitative risk analysis process, risks are prioritized using a number of criteria. Risks may be assigned a rank of high, medium or low, depending on their potential severity of impact. Risks may also be grouped by those that require an immediate response and those that can be handled at a later date. Prioritized risks usually include risks that affect project cost, schedule, scope, and quality.\u003Cbr \/\u003E\u003Cbr \/\u003EAs a project manager, you can use this list of prioritized risks during risk response planning to help you decide which risks require your immediate attention. This list will also help you formulate responses for those risks that have the potential to negatively impact critical project objectives.\u003Cbr \/\u003E\u003Cbr \/\u003EAnother qualitative risk analysis output that you can use as an effective input to risk response planning is a risk ranking of the project. This ranking will indicate the overall risk position of a project relative to other projects by comparing the risk scores.\u003Cbr \/\u003E\u003Cbr \/\u003EA risk ranking can also be used to assign resources to projects with different risk rankings, make a benefit-cost analysis decision about the project, or support a recommendation for project initiation, continuation or cancellation.\u003Cbr \/\u003E\u003Cbr \/\u003EA risk ranking will help you decide which projects have the greatest needs and which projects will produce the greatest overall benefit. This will allow you to plan effectively for those projects that require immediate risk responses.\u003Cbr \/\u003E\u003Cbr \/\u003EAs a project manager, you can also use quantitative risk analysis outputs when preparing for risk response planning. These outputs can help you identify sensitive risk areas and formulate potential responses to threatening project risks.\u003Cbr \/\u003E\u003Cbr \/\u003EA prioritized list of quantified risks will detail which risks pose the greatest threat or present the greatest opportunity to your project, together with a measure of their impact. This will help you identify risks that require an immediate risk response.\u003Cbr \/\u003E\u003Cbr \/\u003EA probabilistic analysis of the project will forecast potential project costs and completion dates. This analysis will help you determine the type of risk response that is required to address threatening cost and scheduling risks.\u003Cbr \/\u003E\u003Cbr \/\u003EAn estimate of the probability of achieving project objectives under the current plan will indicate whether the project is progressing as planned, or whether it requires immediate risk response action in order to be completed successfully.\u003Cbr \/\u003E\u003Cbr \/\u003EThe last qualitative and quantitative risk analysis output that is useful as a risk response planning input is qualitative and quantitative risk analysis trend results. Trends can be defined as patterns of results that track in a particular direction. Once you've performed multiple risk analyses on your project, a trend of results may become apparent. This trend of results will indicate the level of urgency and the importance of the risk response.\u003Cbr \/\u003E\u003Cbr \/\u003EAs a project manager, you can use qualitative and quantitative risk analysis trend results to help you focus on those areas that would benefit from an immediate risk response the most.\u003Cbr \/\u003E\u003Cbr \/\u003EQualitative and quantitative risk analysis outputs will help you identify risks that require an immediate risk response so that you can reduce or eliminate their impact on project objectives and increase your project's chance of success."},"link":[{"rel":"replies","type":"application/atom+xml","href":"http:\/\/itpmpro.blogspot.com\/feeds\/662322487311853776\/comments\/default","title":"Post Comments"},{"rel":"replies","type":"text/html","href":"http:\/\/www.blogger.com\/comment.g?blogID=1130871870265736647\u0026postID=662322487311853776","title":"1 Comments"},{"rel":"edit","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/662322487311853776"},{"rel":"self","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/662322487311853776"},{"rel":"alternate","type":"text/html","href":"http:\/\/itpmpro.blogspot.com\/2008\/12\/identifying-risks-that-require.html","title":"Identifying Risks that Require an Immediate Risk Response"}],"author":[{"name":{"$t":"Iman Budi Setiawan"},"uri":{"$t":"http:\/\/www.blogger.com\/profile\/14019051950832045250"},"email":{"$t":"noreply@blogger.com"},"gd$image":{"rel":"http://schemas.google.com/g/2005#thumbnail","width":"29","height":"32","src":"http:\/\/1.bp.blogspot.com\/_hg1QUg8_uH0\/SfJxLK18ydI\/AAAAAAAAAD8\/CE06bwq3IcU\/S220\/imansmall.jpg"}}],"thr$total":{"$t":"1"}},{"id":{"$t":"tag:blogger.com,1999:blog-1130871870265736647.post-8492965194792118774"},"published":{"$t":"2008-11-29T10:44:00.002+07:00"},"updated":{"$t":"2011-05-14T11:17:18.180+07:00"},"category":[{"scheme":"http://www.blogger.com/atom/ns#","term":"identification"},{"scheme":"http://www.blogger.com/atom/ns#","term":"risk"},{"scheme":"http://www.blogger.com/atom/ns#","term":"trigger"}],"title":{"type":"text","$t":"What Are the Outputs of Risk Identification?"},"content":{"type":"html","$t":"The risk identification process provides you with important information you need to make your projects successful. The outputs from risk identification are: risks, triggers, and inputs to other processes.\u003Cbr \/\u003E\u003Cbr \/\u003E\u003Cspan style=\"font-weight: bold;\"\u003ERisks\u003C\/span\u003E\u003Cbr \/\u003EOne of the outputs from risk identification is a list of potential project risks. A risk is an uncertain event or condition that could have a positive or negative effect on a project objective.\u003Cbr \/\u003E\u003Cbr \/\u003EExamples of positive influencing risks are:\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003Eproposal for graphics to be developed in-house \u003C\/li\u003E\u003Cli\u003Eproposal for quality assurance reviews to be done in-house \u003C\/li\u003E\u003Cli\u003Ecost savings of creating the training on the web and not on CD-ROM \u003C\/li\u003E\u003Cli\u003Echange in innovative advancements in technology \u003C\/li\u003E\u003Cli\u003Eindustry standards improving quality for the insurance certification program \u003C\/li\u003E\u003C\/ul\u003EExamples of negative influencing risks are:\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003Econflicting software between client and developer \u003C\/li\u003E\u003Cli\u003Escope changes requested by client \u003C\/li\u003E\u003Cli\u003Eintellectual property issues with client \u003C\/li\u003E\u003Cli\u003Econtent negotiations with client \u003C\/li\u003E\u003Cli\u003Eunrealistic performance goals imposed \u003C\/li\u003E\u003C\/ul\u003EWhether a risk is positive or negative, it can force the project's objectives to go unfulfilled.\u003Cbr \/\u003E\u003Cbr \/\u003E\u003Cspan style=\"font-weight: bold;\"\u003ETriggers\u003C\/span\u003E\u003Cbr \/\u003ETriggers are symptoms or warning signs that indicate that a risk has occurred or is about to occur. Triggers can be identified using the tools and techniques of risk identification. Consider the following examples.\u003Cbr \/\u003E\u003Cbr \/\u003EBen, a project manager at a pharmaceutical company, is developing a prototype for a new chemotherapy drug. One project trigger is a failure to meet immediate milestones for the approval stages. This will cause a delay in the schedule.\u003Cbr \/\u003E\u003Cbr \/\u003EElaine, a project manager of a multimedia company, has to create a website for a bank. A trigger develops when the client asks for many more services on the site than originally planned. These scope changes signal a poorly defined scope plan.\u003Cbr \/\u003E\u003Cbr \/\u003EKathy, a project manager of an international marketing company, is on a marketing project with a group of not-for-profit disaster relief organizations. The trigger she sees is inexperienced staff which is causing delays and poor quality.\u003Cbr \/\u003E\u003Cbr \/\u003EBeing aware of triggers will help you deal with risks before they cause major damage to your project.\u003Cbr \/\u003E\u003Cbr \/\u003E\u003Cspan style=\"font-weight: bold;\"\u003EInputs to other processes\u003C\/span\u003E\u003Cbr \/\u003EThe third output from risk identification is inputs to other processes. In the process of identifying risks, you may also identify the need for further action in another area. The action needed and supporting documentation become inputs for another process.\u003Cbr \/\u003E\u003Cblockquote\u003E\u003Cspan style=\"font-style: italic;\"\u003ECommunication plan\u003C\/span\u003E - It may be necessary to revisit the communication plan if project stakeholders request a change in the way information is given to them.\u003Cbr \/\u003E\u003Cbr \/\u003E\u003Cspan style=\"font-style: italic;\"\u003ESchedule \u003C\/span\u003E- It may be necessary to revisit the schedule and build in some contingency due to changes. There may be technical risk where some new technology is being used or where equipment is not arriving on time.\u003Cbr \/\u003E\u003Cbr \/\u003E\u003Cspan style=\"font-style: italic;\"\u003EResource plan\u003C\/span\u003E - It may be necessary to revisit the resource plan if there's a risk that several key people may leave due to illness or to other project priorities.\u003Cbr \/\u003E\u003Cbr \/\u003E\u003Cspan style=\"font-style: italic;\"\u003EWork breakdown structure\u003C\/span\u003E (WBS) - It may have been necessary to add information to the WBS if it did not have sufficient detail to allow adequate identification of risks. \u003C\/blockquote\u003EThe outputs of risk identification are risks, triggers, and inputs to other processes. When you are familiar with these outputs, you increase your chances of successfully achieving your project goals."},"link":[{"rel":"replies","type":"application/atom+xml","href":"http:\/\/itpmpro.blogspot.com\/feeds\/8492965194792118774\/comments\/default","title":"Post Comments"},{"rel":"replies","type":"text/html","href":"http:\/\/www.blogger.com\/comment.g?blogID=1130871870265736647\u0026postID=8492965194792118774","title":"0 Comments"},{"rel":"edit","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/8492965194792118774"},{"rel":"self","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/8492965194792118774"},{"rel":"alternate","type":"text/html","href":"http:\/\/itpmpro.blogspot.com\/2008\/11\/what-are-outputs-of-risk-identification.html","title":"What Are the Outputs of Risk Identification?"}],"author":[{"name":{"$t":"Iman Budi Setiawan"},"uri":{"$t":"http:\/\/www.blogger.com\/profile\/14019051950832045250"},"email":{"$t":"noreply@blogger.com"},"gd$image":{"rel":"http://schemas.google.com/g/2005#thumbnail","width":"29","height":"32","src":"http:\/\/1.bp.blogspot.com\/_hg1QUg8_uH0\/SfJxLK18ydI\/AAAAAAAAAD8\/CE06bwq3IcU\/S220\/imansmall.jpg"}}],"thr$total":{"$t":"0"}},{"id":{"$t":"tag:blogger.com,1999:blog-1130871870265736647.post-5766390600465054751"},"published":{"$t":"2008-11-19T19:11:00.001+07:00"},"updated":{"$t":"2011-05-14T11:18:18.689+07:00"},"category":[{"scheme":"http://www.blogger.com/atom/ns#","term":"diagram"},{"scheme":"http://www.blogger.com/atom/ns#","term":"flowchart"},{"scheme":"http://www.blogger.com/atom/ns#","term":"risk"}],"title":{"type":"text","$t":"Diagramming the Causes of Project Risks"},"content":{"type":"html","$t":"Drop a stone into a pond, and ripples will spread out from the point of impact. This is a cause-and-effect relationship. The rippling effect is caused by the impact of the stone. Remove the cause, and there is no effect.\u003Cbr \/\u003E\u003Cbr \/\u003EAs a project manager, it is to your advantage to identify the cause of a risk. When you know the cause, you can manage the effect—or risk—appropriately.\u003Cbr \/\u003E\u003Cbr \/\u003EOne way to view causes and risks is through a flowchart. Flowcharts focus on the cause of the risk instead of on the risk itself. With a contingency plan, you can limit or eliminate a risk's impact on a project's outcome.\u003Cbr \/\u003E\u003Cbr \/\u003EThe design of a cause-and-effect diagram, which is also called a fishbone or Ishikawa flowchart, is ideal for identifying and showing the possible causes of project risks. It is a diagram that clearly shows the relationship between a risk's cause and its effect.\u003Cbr \/\u003E\u003Cbr \/\u003EThere is a reason behind every risk—something has to cause a risk to occur. Accurately categorizing the causes for a particular risk will help you to build an effective cause-and-effect diagram.\u003Cbr \/\u003E\u003Cbr \/\u003ERisks typically fall into one of six categories:\u003Cbr \/\u003E\u003Col\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003EMethods \u003C\/span\u003E- These risks involve a company procedure or a way of performing a particular task. For example, a company's security policies may not be stringent enough. \u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003EMaterials \u003C\/span\u003E- These risks involve the supplies a company uses to complete a project. For example, the computers used in a project may not have adequate memory capacity. \u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003EEnvironment \u003C\/span\u003E- These risks involve activities that occur in the immediate physical surroundings. For example, poor weather conditions during a construction project may delay deadlines. \u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003EPeople \u003C\/span\u003E- These risks refer to actions taken by the employees involved in a given project. For example, inadequately trained staff may be a project risk. \u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003EInformation \u003C\/span\u003E- These risks involve knowledge of a specific event or situation during a project. It can also refer to a lack of documentation or incorrect data. For example, a client's request is not recorded properly in the product specification. \u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003EMachinery \u003C\/span\u003E- These risks involve machinery that can be a source of risk in manufacturing. For example, an outdated barker in a paper manufacturing company can be a risk. \u003C\/li\u003E\u003C\/ol\u003EThese are three steps for constructing a cause-and-effect diagram:\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003EIdentify the risk. \u003C\/li\u003E\u003Cli\u003EIdentify the causes. \u003C\/li\u003E\u003Cli\u003EBuild the diagram. \u003C\/li\u003E\u003C\/ul\u003EIn identifying the risk, you place a concise statement of the problem or effect in a box at the end of a horizontal line.\u003Cbr \/\u003E\u003Cbr \/\u003EOnce you have identified a risk, you can identify its causes in a brainstorming session. Discussions of this sort typically focus on risks inherent in methods, materials, people, information, machines, and environment.\u003Cbr \/\u003E\u003Cbr \/\u003ETo build the diagram, you organize the causes of risk into the diagram layout. Each branch represents cause types such as materials, machines, and people.\u003Cbr \/\u003E\u003Cbr \/\u003EWhat are some of the advantages of using a cause-and-effect diagram during the risk identification process? A cause-and-effect diagram acts as a visual display so problems can be seen more clearly. The diagram also helps break large problems down into manageable parts.\u003Cbr \/\u003E\u003Cbr \/\u003ECause-and-effect diagrams are an important part of project planning. In addition to helping you identify risks, these diagrams reveal the causes behind risk so you can manage the risk more effectively."},"link":[{"rel":"replies","type":"application/atom+xml","href":"http:\/\/itpmpro.blogspot.com\/feeds\/5766390600465054751\/comments\/default","title":"Post Comments"},{"rel":"replies","type":"text/html","href":"http:\/\/www.blogger.com\/comment.g?blogID=1130871870265736647\u0026postID=5766390600465054751","title":"1 Comments"},{"rel":"edit","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/5766390600465054751"},{"rel":"self","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/5766390600465054751"},{"rel":"alternate","type":"text/html","href":"http:\/\/itpmpro.blogspot.com\/2008\/11\/diagramming-causes-of-project-risks.html","title":"Diagramming the Causes of Project Risks"}],"author":[{"name":{"$t":"Iman Budi Setiawan"},"uri":{"$t":"http:\/\/www.blogger.com\/profile\/14019051950832045250"},"email":{"$t":"noreply@blogger.com"},"gd$image":{"rel":"http://schemas.google.com/g/2005#thumbnail","width":"29","height":"32","src":"http:\/\/1.bp.blogspot.com\/_hg1QUg8_uH0\/SfJxLK18ydI\/AAAAAAAAAD8\/CE06bwq3IcU\/S220\/imansmall.jpg"}}],"thr$total":{"$t":"1"}},{"id":{"$t":"tag:blogger.com,1999:blog-1130871870265736647.post-542325206234883597"},"published":{"$t":"2008-11-18T15:27:00.002+07:00"},"updated":{"$t":"2011-05-14T11:18:59.907+07:00"},"category":[{"scheme":"http://www.blogger.com/atom/ns#","term":"identification"},{"scheme":"http://www.blogger.com/atom/ns#","term":"interview"},{"scheme":"http://www.blogger.com/atom/ns#","term":"risk"}],"title":{"type":"text","$t":"Identifying Risk in an Interview"},"content":{"type":"html","$t":"As a project manager, you want your project to be completed on time and within budget. For this to happen, you need to know what risks have the potential to adversely affect your project and threaten overall project success.\u003Cbr \/\u003E\u003Cbr \/\u003EAmong the various information-gathering techniques useful in identifying potential project risks is the interview. To learn about project risks, you can interview experienced project managers, subject matter experts, senior project team members and knowledgeable project stakeholders.\u003Cbr \/\u003E\u003Cbr \/\u003EUsing interviews to identify project risks is a 3-step process.\u003Cbr \/\u003E\u003Cbr \/\u003E\u003Cspan style=\"font-weight: bold;\"\u003EStep 1: Select the interviewee.\u003C\/span\u003E\u003Cbr \/\u003EThe first step is to select the right person to interview. There are three characteristics that you should look for when selecting an interviewee.\u003Cbr \/\u003EOne characteristic that your potential interviewee should possess is a high degree of skill in, or knowledge of, a certain subject. Experts with a high level of skill or knowledge will be able to identify specific project risks, such as financial or technical risks.\u003Cbr \/\u003E\u003Cbr \/\u003EAnother characteristic that your potential interviewee should have is experience and training on similar projects. Experts with relevant experience can help you identify risks that are common of the type of project you are managing.\u003Cbr \/\u003E\u003Cbr \/\u003EThe third characteristic that your potential interviewee should possess is the ability to think objectively and critically. Experts who think critically and objectively can help identify risks that others involved in the project may overlook.\u003Cbr \/\u003E\u003Cbr \/\u003E\u003Cspan style=\"font-weight: bold;\"\u003EStep 2: Prepare the interviewee.\u003C\/span\u003E\u003Cbr \/\u003EThe second step in the interviewing process is to prepare the interviewee for questioning. At this stage, you should tell the interviewee what the project goals are, how long the project is expected to last, and what the constraints facing the project are.\u003Cbr \/\u003EEach selected interviewee will also need specific information that can be found in the project definition, scope documentation, and in the project's high-level WBS.\u003Cbr \/\u003E\u003Cbr \/\u003EFor example, a project manager informs several interviewees that the project under examination involves the development of a new kind of pain reliever. This project is expected to be delivered within one year of the start date and have less than a four-percent probability of harmful side effects. In addition, the project is faced with a limited amount of contingency reserves and may encounter budget problems if any of the critical path phases are delayed.\u003Cbr \/\u003E\u003Cbr \/\u003EBy briefing the interviewees on this type of project information, the project manager has adequately prepared the interviewees for the questioning process. They will now have sufficient knowledge of the project to identify potential risks that may negatively affect the project in question.\u003Cbr \/\u003E\u003Cbr \/\u003E\u003Cspan style=\"font-weight: bold;\"\u003EStep 3: Direct the interview.\u003C\/span\u003E\u003Cbr \/\u003EThe third step of the interviewing technique is to direct the interview. As a project manager, it is your responsibility to ensure that your interview stays on track. You must use the experience and knowledge of your expert, combined with all relevant project information, to identify as many project risks as possible.\u003Cbr \/\u003EThere are three key questions that will help you focus and direct the interview. They are:\u003Cbr \/\u003E\u003Cblockquote\u003E\u003Cspan style=\"font-style: italic;\"\u003E1. What could go wrong during this project?\u003C\/span\u003E\u003Cbr \/\u003EBy asking your expert what could go wrong during the project, you will be able to identify risks that may affect your project. Imagining a worst-case scenario will increase your chances of identifying risks that have the potential to negatively impact your project.\u003Cbr \/\u003E\u003Cbr \/\u003E\u003Cspan style=\"font-style: italic;\"\u003E2. Where have similar projects failed?\u003C\/span\u003E\u003Cbr \/\u003EBy questioning where similar projects have failed in the past, you will be able to identify risks that may be common or typical of all projects of this nature. Your expert may be able to use previous experience to provide you with insight about project areas that are sensitive to certain risks.\u003Cbr \/\u003E\u003Cbr \/\u003E\u003Cspan style=\"font-style: italic;\"\u003E3. What are the consequences making unresearched assumptions?\u003C\/span\u003E\u003Cbr \/\u003EBy asking your expert the consequences of incorrect project assumptions, you will be able to identify risks that may arise due to inadequate or poorly researched project information. Asking \"what if's\" is a good way to pinpoint risks that may otherwise go unnoticed. \u003C\/blockquote\u003EThere are three essential steps that should be followed when using the interviewing technique to identify risk. Project managers should select the right interviewee, prepare the interviewee, and direct the interview.\u003Cbr \/\u003E\u003Cbr \/\u003EAs a project manager, you can use the interviewing technique to gather vital information about potential project risks. This technique will also help make your project's risk identification process easier and more accurate."},"link":[{"rel":"replies","type":"application/atom+xml","href":"http:\/\/itpmpro.blogspot.com\/feeds\/542325206234883597\/comments\/default","title":"Post Comments"},{"rel":"replies","type":"text/html","href":"http:\/\/www.blogger.com\/comment.g?blogID=1130871870265736647\u0026postID=542325206234883597","title":"1 Comments"},{"rel":"edit","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/542325206234883597"},{"rel":"self","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/542325206234883597"},{"rel":"alternate","type":"text/html","href":"http:\/\/itpmpro.blogspot.com\/2008\/11\/identifying-risk-in-interview.html","title":"Identifying Risk in an Interview"}],"author":[{"name":{"$t":"Iman Budi Setiawan"},"uri":{"$t":"http:\/\/www.blogger.com\/profile\/14019051950832045250"},"email":{"$t":"noreply@blogger.com"},"gd$image":{"rel":"http://schemas.google.com/g/2005#thumbnail","width":"29","height":"32","src":"http:\/\/1.bp.blogspot.com\/_hg1QUg8_uH0\/SfJxLK18ydI\/AAAAAAAAAD8\/CE06bwq3IcU\/S220\/imansmall.jpg"}}],"thr$total":{"$t":"1"}},{"id":{"$t":"tag:blogger.com,1999:blog-1130871870265736647.post-6238984857144054197"},"published":{"$t":"2008-11-17T13:05:00.002+07:00"},"updated":{"$t":"2011-05-14T11:19:33.765+07:00"},"category":[{"scheme":"http://www.blogger.com/atom/ns#","term":"document"},{"scheme":"http://www.blogger.com/atom/ns#","term":"identification"},{"scheme":"http://www.blogger.com/atom/ns#","term":"reviewing"},{"scheme":"http://www.blogger.com/atom/ns#","term":"risk"}],"title":{"type":"text","$t":"Identifying Risks by Reviewing Documents"},"content":{"type":"html","$t":"Ling, a project manager (PM) with Simple Software Solutions, feels extremely overwhelmed. She is new to the realm of project management. Her first project with this company is the Key-entry project. This project entails the development of privacy software solutions for a large Internet company.\u003Cbr \/\u003E\u003Cbr \/\u003ELing wonders how she can possibly identify all the risks for this project. A good place for Ling to start is the documentation review.\u003Cbr \/\u003E\u003Cbr \/\u003EEvery project plan and list of project assumptions will contain risks. Documentation reviews identify the inherent risks in the project plan and assumptions. In order to perform a documentation review, you and your team members should carry out a structured review of project plans and assumptions, files from previous projects, and other available information.\u003Cbr \/\u003E\u003Cbr \/\u003EThere are three steps that need to be addressed in order to perform effective documentation reviews.\u003Cbr \/\u003E\u003Cbr \/\u003E\u003Cspan style=\"font-weight: bold;\"\u003EStep 1: Identify the project documents needed.\u003C\/span\u003E\u003Cbr \/\u003EWhen you are ready to begin the documentation review for your project, the first step is to gather the necessary documents.\u003Cbr \/\u003E\u003Cbr \/\u003EThe documents you gather for the review are critical to identifying project risks. You should examine documents available from the current project, plus documents from similar past projects. Some of the most helpful documents are the:\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003E\u003Cspan style=\"font-style: italic;\"\u003EPost-project reviews from similar\u003C\/span\u003E, past projects - Post-project reviews from similar past projects are documents contained in project files that summarize what went as expected during a project and what didn't go according to plan. \u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-style: italic;\"\u003ELessons learned from similar past projects or any other documents from similar past projects that will be helpful\u003C\/span\u003E - Lessons-learned documents refer to the learning gained from performing a project. They may be identified at any point in a project and are often considered as project documentation. \u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-style: italic;\"\u003EOther documentation for the current project that will be helpful\u003C\/span\u003E - Other documentation includes the inputs to the project's risk management plan, such as project charters, the company's risk management policies, defined roles and responsibilities, stakeholder risk tolerances, the company's risk management plan template, and the WBS. \u003C\/li\u003E\u003C\/ul\u003E\u003Cspan style=\"font-weight: bold;\"\u003EStep 2: Choose how the review will be structured.\u003C\/span\u003E\u003Cbr \/\u003ENext, you need to decide how the review will be structured. The structure of the review is contingent upon two factors: 1. the size of the project; and 2. the areas of the project being targeted.\u003Cbr \/\u003E\u003Cbr \/\u003EDocumentation reviews for projects of more than five phases should occur at the management level and are conducted for each phase and subphase. These reviews will be continuous throughout the project and will involve various participants in each phase. Reviews for projects with fewer phases should occur at the team member level for each phase of the project.\u003Cbr \/\u003E\u003Cbr \/\u003EPMs must also decide the areas that are being targeted for risk identification. This is project specific and depends on the types of project and risks that may occur.\u003Cbr \/\u003E\u003Cbr \/\u003EIf a project involves developing new technology, the PM may target the design and marketing risks.\u003Cbr \/\u003E\u003Cbr \/\u003EIf a project uses a lot of external suppliers, the PM may target the supplier management risks.\u003Cbr \/\u003E\u003Cbr \/\u003EIf the project involves construction, the PM may target industrial safety risks.\u003Cbr \/\u003E\u003Cbr \/\u003EIf the project involves construction, the PM may target industrial safety risks.\u003Cbr \/\u003E\u003Cbr \/\u003E\u003Cspan style=\"font-weight: bold;\"\u003EStep 3: Identify the reviewers for each part of the review.\u003C\/span\u003E\u003Cbr \/\u003EWhen selecting the team members for the documentation review, you should ask yourself \"Who are the people who have the necessary experience and knowledge for this area of the project and who will bring the most value to a discussion about potential risks?\" Generally, the reviewers will be the project team members, subject matter experts (SMEs), team members from similar projects, and other stakeholders, like sponsors. The documentation type, for example, project level, also plays a role in deciding who should be part of the review team.\u003Cbr \/\u003E\u003Cbr \/\u003ELing is ready to begin the documentation review for the Key-entry project. First, Ling gathers files from two similar privacy software development projects that Simple Solutions has recently completed. Then she decides how the documentation review will be structured. She examines the project plan and assumptions for the Key-entry project. She decides this project is rather large.\u003Cbr \/\u003E\u003Cbr \/\u003EFinally, Ling identifies the reviewers for each part of the review. She selected Jake because of his extensive experience, Tanya because of her expertise in the field, and Rachel because she is the lead project team member. They have a discussion and successfully identify risks for this project.\u003Cbr \/\u003E\u003Cbr \/\u003EKnowing how to perform effective documentation reviews is an important skill. Performing an effective documentation review is a good way to begin the risk identification process."},"link":[{"rel":"replies","type":"application/atom+xml","href":"http:\/\/itpmpro.blogspot.com\/feeds\/6238984857144054197\/comments\/default","title":"Post Comments"},{"rel":"replies","type":"text/html","href":"http:\/\/www.blogger.com\/comment.g?blogID=1130871870265736647\u0026postID=6238984857144054197","title":"0 Comments"},{"rel":"edit","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/6238984857144054197"},{"rel":"self","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/6238984857144054197"},{"rel":"alternate","type":"text/html","href":"http:\/\/itpmpro.blogspot.com\/2008\/11\/identifying-risks-by-reviewing.html","title":"Identifying Risks by Reviewing Documents"}],"author":[{"name":{"$t":"Iman Budi Setiawan"},"uri":{"$t":"http:\/\/www.blogger.com\/profile\/14019051950832045250"},"email":{"$t":"noreply@blogger.com"},"gd$image":{"rel":"http://schemas.google.com/g/2005#thumbnail","width":"29","height":"32","src":"http:\/\/1.bp.blogspot.com\/_hg1QUg8_uH0\/SfJxLK18ydI\/AAAAAAAAAD8\/CE06bwq3IcU\/S220\/imansmall.jpg"}}],"thr$total":{"$t":"0"}},{"id":{"$t":"tag:blogger.com,1999:blog-1130871870265736647.post-4332587940207907898"},"published":{"$t":"2008-11-15T14:34:00.002+07:00"},"updated":{"$t":"2011-05-14T11:21:52.532+07:00"},"category":[{"scheme":"http://www.blogger.com/atom/ns#","term":"avoid"},{"scheme":"http://www.blogger.com/atom/ns#","term":"historical"},{"scheme":"http://www.blogger.com/atom/ns#","term":"mistake"},{"scheme":"http://www.blogger.com/atom/ns#","term":"past"},{"scheme":"http://www.blogger.com/atom/ns#","term":"resource"},{"scheme":"http://www.blogger.com/atom/ns#","term":"wrong"}],"title":{"type":"text","$t":"Resources to Help You Avoid Past Mistakes"},"content":{"type":"html","$t":"Somebody once said, \"Every time history repeats itself the price goes up.\" If companies are aware of past experiences, they can save themselves from the expense of repeating mistakes.\u003Cbr \/\u003E\u003Cbr \/\u003EOne way to avoid past mistakes is to pay attention to historical information when developing your risk plans. Two sources of historical information are especially helpful in meeting this objective: past project files and published information.\u003Cbr \/\u003E\u003Cbr \/\u003E\u003Cspan style=\"font-weight: bold;\"\u003EPast project files\u003C\/span\u003E\u003Cbr \/\u003EThere are three types of project files that you can use to examine historical data: previous project documentation; the lessons-learned report; and the risk response plan.\u003Cbr \/\u003E\u003Cbr \/\u003EYou can find previous project documentation in the form of outputs from other planning processes. However, you should limit your search to documentation generated from similar projects.\u003Cbr \/\u003E\u003Cbr \/\u003EAnother good resource for identifying risks and avoiding past mistakes is the lessons-learned report. This document includes lessons learned from past projects, a description of the problems encountered along with the solutions to these problems.\u003Cbr \/\u003E\u003Cbr \/\u003EThe risk response plan file contains information on the processes put in place to monitor, review, and update the project risk. An examination of these risks will show that some risks are greater at specific stages of the project.\u003Cbr \/\u003E\u003Cbr \/\u003E\u003Cspan style=\"font-weight: bold;\"\u003EPublished information\u003C\/span\u003E\u003Cbr \/\u003EOther valuable sources of historical information are available in the form of published information. Published information which may give insights into past mistakes includes:\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003E\u003Cspan style=\"font-style: italic;\"\u003ECommercial databases\u003C\/span\u003E - Commercial databases are sources that you can access to obtain professionally compiled information. A common example of historical information that commercial databases can provide you with is statistics. \u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-style: italic;\"\u003EAcademic studies\u003C\/span\u003E - Academic studies may focus on risk factors of projects similar to the one you are managing. A great deal of time and research often goes into academic studies. You can benefit greatly from exploring this information source when developing your risk plan. \u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-style: italic;\"\u003EBenchmarking report\u003C\/span\u003E - Benchmarking involves an examination of your competitors' business practices or products. A benchmark report could give you insight into how other companies carried out similar projects and handled risks. \u003C\/li\u003E\u003C\/ul\u003EWhen researching the possible risks for a project, you can use historical information, gathered internally or externally, to avoid past mistakes.\u003Cbr \/\u003E\u003Cbr \/\u003EPast projects completed within your company can provide a gold mine of lessons learned. But you can also look outside the company at how other companies and organizations have dealt with similar projects and their associated risks.\u003Cbr \/\u003E\u003Cbr \/\u003EHistorical information can provide you with important insights into the risks for the projects you are currently managing. If you have researched pertinent historical information, you will be able to deal with project risks more effectively."},"link":[{"rel":"replies","type":"application/atom+xml","href":"http:\/\/itpmpro.blogspot.com\/feeds\/4332587940207907898\/comments\/default","title":"Post Comments"},{"rel":"replies","type":"text/html","href":"http:\/\/www.blogger.com\/comment.g?blogID=1130871870265736647\u0026postID=4332587940207907898","title":"0 Comments"},{"rel":"edit","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/4332587940207907898"},{"rel":"self","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/4332587940207907898"},{"rel":"alternate","type":"text/html","href":"http:\/\/itpmpro.blogspot.com\/2008\/11\/resources-to-help-you-avoid-past.html","title":"Resources to Help You Avoid Past Mistakes"}],"author":[{"name":{"$t":"Iman Budi Setiawan"},"uri":{"$t":"http:\/\/www.blogger.com\/profile\/14019051950832045250"},"email":{"$t":"noreply@blogger.com"},"gd$image":{"rel":"http://schemas.google.com/g/2005#thumbnail","width":"29","height":"32","src":"http:\/\/1.bp.blogspot.com\/_hg1QUg8_uH0\/SfJxLK18ydI\/AAAAAAAAAD8\/CE06bwq3IcU\/S220\/imansmall.jpg"}}],"thr$total":{"$t":"0"}},{"id":{"$t":"tag:blogger.com,1999:blog-1130871870265736647.post-6380556772107646990"},"published":{"$t":"2008-11-12T15:28:00.001+07:00"},"updated":{"$t":"2011-05-14T11:22:40.601+07:00"},"category":[{"scheme":"http://www.blogger.com/atom/ns#","term":"category"},{"scheme":"http://www.blogger.com/atom/ns#","term":"identification"},{"scheme":"http://www.blogger.com/atom/ns#","term":"risk"}],"title":{"type":"text","$t":"Categorizing Project Risks"},"content":{"type":"html","$t":"It sometimes seems that the opportunities for something to go wrong are endless! One way for you to make sense of these endless possibilities is to organize them into easy-to-understand categories.\u003Cbr \/\u003E\u003Cbr \/\u003EOne of the inputs to risk identification is risk categories. Risk categories should be well defined. They should also reflect common sources of risk for the industry or application area. The industry could be anything from construction to software development. The application area is the customer. There are numerous types of customers depending on who the company is selling the project to. The customers could range from government agencies to an independent real estate developer.\u003Cbr \/\u003E\u003Cbr \/\u003EProject risks fall into one of four categories:\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003Etechnical, quality, and performance risks \u003C\/li\u003E\u003Cli\u003Eproject management risks \u003C\/li\u003E\u003Cli\u003Eorganizational risks \u003C\/li\u003E\u003Cli\u003Eexternal risks \u003C\/li\u003E\u003C\/ul\u003EThe first category consists of three factors: technical, quality, and performance risks. Throughout the project, project managers should think about whether or not any part of the project relies on new, unproven or complex technology, unrealistic performance goals, or changes to the industry standards or the technology used.\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003ETechnical \u003C\/span\u003E- Tabitha is in charge of a grocery store development project in Montana. She identifies the new software being developed for the cash registers and security systems as a definite risk. This software has never been used, and a few malfunctions have already had to be addressed. \u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003EQuality \u003C\/span\u003E- Tabitha reviews the initial blueprints and examines the three-tiered parking garage that will make parking easier for customers. She quickly realizes, however, that the costs of building such a parking garage are not practical and that they will be too costly for this project. \u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003EPerformance \u003C\/span\u003E- Tabitha realizes that it is important to estimate the store completion date as accurately as possible to please the client. A risk that could seriously affect this date is unrealistic performance goals of the construction workers hired for the project. Tabitha takes note of this risk. \u003C\/li\u003E\u003C\/ul\u003EThe next risk category is project management risks. Some examples of project management risks are:\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003Epoor allocation of time and resources \u003C\/li\u003E\u003Cli\u003Einadequate quality of the project plan \u003C\/li\u003E\u003Cli\u003Epoor use of project management disciplines. \u003C\/li\u003E\u003C\/ul\u003EMeril is a project manager in charge of a grain hybrid research project for Flax Technologies. He has a staff of 23 people that assist him with the various tasks involved with this project. Meril struggled a bit with the last project assigned to him. This was, in large part, because many of the project's identified risks became reality. This time, he is very careful to avoid losing valuable time and resources because of a lack of a comprehensive project plan. He also develops a clear and well-organized schedule outlining duties and deadlines.\u003Cbr \/\u003E\u003Cbr \/\u003EMeril monitors the costs of this project very closely and catches discrepancies early. He takes a proactive approach and it pays off. The grain hybrid research project is completed under budget and ahead of schedule.\u003Cbr \/\u003E\u003Cbr \/\u003EAnother type of risk category is organizational risks. Examples of organizational risks are: cost, time, and scope objectives that are inconsistent, projects that are improperly prioritized, funding that is inadequate or interrupted, or resources that are inadequate or unavailable. Organizational risks are most often controllable. Dealing with organizational risks effectively can increase your organization's overall success exponentially.\u003Cbr \/\u003E\u003Cbr \/\u003EIn 2001, Quarry Properties had to complete a large redevelopment project in Asia. A project manager saw that the money allocated for this project and the completion date looked unrealistic in the project plan. The plan was modified and the risks were minimized.\u003Cbr \/\u003E\u003Cbr \/\u003ELavender Pharmaceuticals had three important projects underway last year. The project managers in charge of each project were aware of which project was most important to complete first. Resources were reallocated when prudent.\u003Cbr \/\u003E\u003Cbr \/\u003EDahl Insurance developed a new flood insurance program last year. When Pete, the project manager, examined the budget for this project, he noticed that funds were cut off half-way through completion. Funding allocation was reevaluated.\u003Cbr \/\u003E\u003Cbr \/\u003ETravel Temptations wanted to develop a European cruise travel package exclusive to Temptations' customers. It was quickly discovered that the company couldn't find a cruise ship company for a partner. Therefore, the project was put on hold.\u003Cbr \/\u003E\u003Cbr \/\u003EAnother risk category is external risks. External risks are changes that are outside the control of the company and are therefore unpredictable. Some examples of external risks are:\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003Ea changing legal or regulatory environment \u003C\/li\u003E\u003Cli\u003Elabor issues \u003C\/li\u003E\u003Cli\u003Eweather risks \u003C\/li\u003E\u003Cli\u003Echanging customer priorities. \u003C\/li\u003E\u003C\/ul\u003EJeff, a PM at Flax Technologies, is in charge of the urban grain storage project taking place in Hong Kong. The project entails the development and maintenance of grain storage facilities in Hong Kong that will allow local customers easier access to the grain. Jeff makes careful note of the potential external risks.\u003Cbr \/\u003E\u003Cbr \/\u003EJeff realizes he must comply with Hong Kong's labor regulations. He also needs to work with Hong Kong construction bylaws and update procedures when needed.\u003Cbr \/\u003E\u003Cbr \/\u003EJeff knows that there is a monsoon season in Hong Kong that could pose great risks to construction. He organizes building dates to avoid this external risk.\u003Cbr \/\u003E\u003Cbr \/\u003EThere are some risks that are considered force majeure. A force majeure is an unexpected or uncontrollable external force. Earthquakes, floods, and severe civil unrest are examples of force majeure. These risks generally require disaster recovery rather than risk management.\u003Cbr \/\u003E\u003Cbr \/\u003EWhy categorize risks? A project may be subjected to many risks, both big and small. Understanding the different types of risks can help you stay organized. There are some risks that are more controllable than others. If you can stay ahead of the controllable risks, you will have the time and energy to deal with uncontrollable risks.\u003Cbr \/\u003E\u003Cbr \/\u003ECategorizing risks can help you make sense of the vast array of risks that are part of any project. If you know the risk categories, you will be better equipped to manage your projects' risks."},"link":[{"rel":"replies","type":"application/atom+xml","href":"http:\/\/itpmpro.blogspot.com\/feeds\/6380556772107646990\/comments\/default","title":"Post Comments"},{"rel":"replies","type":"text/html","href":"http:\/\/www.blogger.com\/comment.g?blogID=1130871870265736647\u0026postID=6380556772107646990","title":"2 Comments"},{"rel":"edit","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/6380556772107646990"},{"rel":"self","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/6380556772107646990"},{"rel":"alternate","type":"text/html","href":"http:\/\/itpmpro.blogspot.com\/2008\/11\/categorizing-project-risks.html","title":"Categorizing Project Risks"}],"author":[{"name":{"$t":"Iman Budi Setiawan"},"uri":{"$t":"http:\/\/www.blogger.com\/profile\/14019051950832045250"},"email":{"$t":"noreply@blogger.com"},"gd$image":{"rel":"http://schemas.google.com/g/2005#thumbnail","width":"29","height":"32","src":"http:\/\/1.bp.blogspot.com\/_hg1QUg8_uH0\/SfJxLK18ydI\/AAAAAAAAAD8\/CE06bwq3IcU\/S220\/imansmall.jpg"}}],"thr$total":{"$t":"2"}},{"id":{"$t":"tag:blogger.com,1999:blog-1130871870265736647.post-2916316178466167963"},"published":{"$t":"2008-11-10T14:15:00.001+07:00"},"updated":{"$t":"2011-05-14T11:23:46.076+07:00"},"category":[{"scheme":"http://www.blogger.com/atom/ns#","term":"planning"},{"scheme":"http://www.blogger.com/atom/ns#","term":"risk"}],"title":{"type":"text","$t":"Outputs of Risk Management Planning"},"content":{"type":"html","$t":"Do you know where to begin when it's time to identify your projects' risks? You should review the outputs of other project management processes before risk identification begins. The other project management processes are the risk management plan and other planning outputs.\u003Cbr \/\u003E\u003Cbr \/\u003E\u003Cspan style=\"font-weight: bold;\"\u003EThe risk management plan\u003C\/span\u003E\u003Cbr \/\u003EOne of the planning outputs that you should review before identifying risks is the risk management plan. You should review the risk management plan because this is the document that describes how risk management activities for the project will be performed. It describes how risk identification, qualitative and quantitative analysis, response planning, monitoring, and control will be structured and performed during the project life cycle.\u003Cbr \/\u003E\u003Cbr \/\u003ELulu, a project manager at Beacon Corporation, develops a risk management plan for the Smart-Mart department store development project. The Smart-Mart risk management plan describes how Lulu and her team will approach an examination of the risks involved with this development and how they might address these risks. Lulu makes certain that the plan is comprehensive because she knows that it will serve as a guideline for risk management throughout the project's life cycle.\u003Cbr \/\u003E\u003Cbr \/\u003EIn the risk management plan, Lulu doesn't focus on the responses that will be taken for specific risks on the Smart-Mart project. Instead, it is a holistic overview of the risk management approaches that Lulu and her team will use for the Smart-Mart project.\u003Cbr \/\u003E\u003Cbr \/\u003E\u003Cspan style=\"font-weight: bold;\"\u003EOther planning outputs\u003C\/span\u003E\u003Cbr \/\u003EThere are eight categories of other planning outputs.\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003E\u003Cspan style=\"font-style: italic;\"\u003Eproject charter\u003C\/span\u003E - The project charter is a document issued by senior management that formally authorizes the project. It provides you with the authority to apply organizational resources toward project activities. \u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-style: italic;\"\u003Ework breakdown structure (WBS)\u003C\/span\u003E - The WBS is a grouping of the project elements that organizes and defines the total work scope of the project, based on deliverables. \u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-style: italic;\"\u003Eproduct description\u003C\/span\u003E - The product description is a list of the features and functions of the product. \u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-style: italic;\"\u003Eschedule and cost estimates\u003C\/span\u003E - Schedule and cost estimates are estimates of likely dates and costs involved with your project. \u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-style: italic;\"\u003Eresource plan\u003C\/span\u003E - The resource plan is a description of the people, equipment, and materials needed to perform project activities. \u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-style: italic;\"\u003Eprocurement plan\u003C\/span\u003E - The procurement plan is the information about what needs to be purchased and when it needs to be purchased in order to carry out your project successfully. \u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-style: italic;\"\u003Eassumptions lists\u003C\/span\u003E - An assumptions list contains the factors that are considered givens for your project. \u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-style: italic;\"\u003Econstraint lists\u003C\/span\u003E - A constraint list contains the restrictions that will affect when your project activities can be scheduled. \u003C\/li\u003E\u003C\/ul\u003EAfter Lulu reviews the risk management plan, she examines the other planning outputs she should review as inputs to risk identification for the Smart-Mart project. First, she reads the Smart-Mart project charter. She thoroughly examines the human resources and the budget that have been allocated for this project because these two variables will have a significant impact on the way she manages the project. She also examines the WBS to see who should be doing what and the dates when each step should be completed.\u003Cbr \/\u003E\u003Cbr \/\u003ELulu notes the description of the Smart-Mart development. She wants to present the client with the exact building and layout requested. The schedule and cost estimates are clearly outlined on a graph that Lulu posts on a wall in her office and on a wall of the management trailer on the construction site.\u003Cbr \/\u003E\u003Cbr \/\u003ELulu examines the resource plan to see which Beacon employees should be placed in management positions for this project and to place accurate requests for building materials and supplies.\u003Cbr \/\u003E\u003Cbr \/\u003ELulu also reviews the procurement plan for Smart-Mart. This plan outlines what building and software materials will need to be purchased by specific dates. This will help Lulu place the orders on time and keep development moving at an acceptable rate.\u003Cbr \/\u003E\u003Cbr \/\u003EThe constraints list shows Lulu that lumber and concrete availability will affect when building activities can occur.\u003Cbr \/\u003E\u003Cbr \/\u003EThe fact that unionized construction workers receive a certain salary rate is a component of the assumptions list that Lulu examines.\u003Cbr \/\u003E\u003Cbr \/\u003EThe following list shows the name of each of the other planning outputs followed by the form they took in Lulu's project.\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003E\u003Cspan style=\"font-style: italic;\"\u003EProject charter\u003C\/span\u003E - human resources and budget \u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-style: italic;\"\u003EWBS \u003C\/span\u003E- roles, responsibilities, and completion dates \u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-style: italic;\"\u003EProduct description\u003C\/span\u003E - building and layout \u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-style: italic;\"\u003ESchedule and cost estimates\u003C\/span\u003E - available graph \u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-style: italic;\"\u003EResource plan\u003C\/span\u003E - management positions and building materials \u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-style: italic;\"\u003EProcurement plan\u003C\/span\u003E - purchase materials \u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-style: italic;\"\u003EAssumptions list\u003C\/span\u003E - employee salaries \u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-style: italic;\"\u003EConstraint lists\u003C\/span\u003E - material availability \u003C\/li\u003E\u003C\/ul\u003EWhen Lulu reviews the project's other planning outputs, she familiarizes herself with all aspects of the project—such as scope, schedule, costs, and requirements—so that she can identify any areas that could be potential risks. Like Lulu, you will want to review the risk management plan and other planning outputs before you begin to identify risks. This process will make you more competent at risk identification."},"link":[{"rel":"replies","type":"application/atom+xml","href":"http:\/\/itpmpro.blogspot.com\/feeds\/2916316178466167963\/comments\/default","title":"Post Comments"},{"rel":"replies","type":"text/html","href":"http:\/\/www.blogger.com\/comment.g?blogID=1130871870265736647\u0026postID=2916316178466167963","title":"4 Comments"},{"rel":"edit","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/2916316178466167963"},{"rel":"self","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/2916316178466167963"},{"rel":"alternate","type":"text/html","href":"http:\/\/itpmpro.blogspot.com\/2008\/11\/outputs-of-risk-management-planning.html","title":"Outputs of Risk Management Planning"}],"author":[{"name":{"$t":"Iman Budi Setiawan"},"uri":{"$t":"http:\/\/www.blogger.com\/profile\/14019051950832045250"},"email":{"$t":"noreply@blogger.com"},"gd$image":{"rel":"http://schemas.google.com/g/2005#thumbnail","width":"29","height":"32","src":"http:\/\/1.bp.blogspot.com\/_hg1QUg8_uH0\/SfJxLK18ydI\/AAAAAAAAAD8\/CE06bwq3IcU\/S220\/imansmall.jpg"}}],"thr$total":{"$t":"4"}},{"id":{"$t":"tag:blogger.com,1999:blog-1130871870265736647.post-4695041551925695449"},"published":{"$t":"2008-11-07T16:33:00.001+07:00"},"updated":{"$t":"2011-05-14T11:25:40.382+07:00"},"category":[{"scheme":"http://www.blogger.com/atom/ns#","term":"plan"},{"scheme":"http://www.blogger.com/atom/ns#","term":"qualitative"},{"scheme":"http://www.blogger.com/atom/ns#","term":"quantitative"},{"scheme":"http://www.blogger.com/atom/ns#","term":"risk"}],"title":{"type":"text","$t":"Developing a Risk Management Plan"},"content":{"type":"html","$t":"What do you think would happen if someone tried to carry out a complex commercial development project without using blueprints? The project would probably not run very smoothly. If you have a good blueprint, you will increase the chances of success for your project.\u003Cbr \/\u003E\u003Cbr \/\u003ETo ensure that all the people involved in your project meet their objectives, some type of blueprint for development is essential. A planning meeting is where a good blueprint will be developed to handle any risks that might occur during your project.\u003Cbr \/\u003E\u003Cbr \/\u003EDuring the planning meeting, specific decisions have to be made to ensure you develop an optimum risk management plan for your project. It is the role of the PM to facilitate the meeting to ensure that an effective plan is developed.\u003Cbr \/\u003E\u003Cbr \/\u003EThe risk management plan that you develop at your meeting will describe how risk identification, qualitative and quantitative analyses, response planning, and monitoring and control will be structured and performed during your project's life cycle.\u003Cbr \/\u003E\u003Cbr \/\u003EMethodology defines the approaches, tools, and data sources that might be used to perform risk management on your project.\u003Cbr \/\u003E\u003Cbr \/\u003ERoles and responsibilities define the lead, support, and risk management team membership for each type of action in the risk management plan.\u003Cbr \/\u003E\u003Cbr \/\u003EBudgeting establishes a budget for risk management for the project.\u003Cbr \/\u003E\u003Cbr \/\u003ETiming defines how often the risk management process will be performed throughout the project life cycle.\u003Cbr \/\u003E\u003Cbr \/\u003EScoring and interpretation outlines the scoring systems you are going to use to rate risks. It includes thresholds that refer to the criteria for risks that will be acted upon.\u003Cbr \/\u003E\u003Cbr \/\u003EReporting formats describe the content and the presentation style of the risk response plan. Tracking documents how all facets of risk activities will be recorded for the benefit of the current project, future needs, and lessons learned.\u003Cbr \/\u003E\u003Cbr \/\u003EOnce you have assembled your risk management planning team, you will have to distribute the appropriate project inputs to each team member. It is your responsibility to guide the team toward making the necessary decisions to create an effective risk management plan. It is your job to ask them the questions that will help them make these decisions. Some questions you should ask are:\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003EWhat methods will be used to assess risks? \u003C\/li\u003E\u003Cli\u003EWhat are the risk management roles and responsibilities? \u003C\/li\u003E\u003Cli\u003EHow much will managing this risk cost? \u003C\/li\u003E\u003Cli\u003EHow often will risk management processes be performed? \u003C\/li\u003E\u003Cli\u003EWhat thresholds will be set to determine further risk analysis and response? \u003C\/li\u003E\u003Cli\u003EWhat reporting methods and tools will be used to report and document risk status and processes? \u003C\/li\u003E\u003C\/ul\u003EYou not only need to ask questions, you also need to understand what type of answers you are looking for to create a risk management plan. Identifying the methodology to use to perform risk management depends on the project stage, the amount of information available, and the flexibility of the risk management plan. The method you choose should suit your company's usual approach to risk management.\u003Cbr \/\u003E\u003Cbr \/\u003ERisks can be analyzed qualitatively or quantitatively. Qualitative methods classify risks into categories such as high, medium, or low. Quantitative methods assign numeric values based on the probability and consequence of risks. You should use the same method to analyze each risk because you have to be able to compare the results and prioritize the risks.\u003Cbr \/\u003E\u003Cbr \/\u003EBased on the structure of your project and how your organization usually handles risk, your team members will assign risk management roles and responsibilities to qualified team members.\u003Cbr \/\u003E\u003Cbr \/\u003EThe team will decide who is needed to lead and support the risk management processes. For example, someone will be assigned to track changes as a result of risk.\u003Cbr \/\u003E\u003Cbr \/\u003EThe risk management team will determine the duties for each role. For example, the risk tracker will have to document how risk processes will be audited.\u003Cbr \/\u003E\u003Cbr \/\u003EThe team must also look at budget information when creating a risk management plan. Based on the decisions that you make, you will have to assess how much the management of the risk will cost for the project. If the cost is too high, you may have to revisit your decisions and reduce expenditures in certain risk management areas. For example, you may opt to reduce the frequency of audits in order to lower costs.\u003Cbr \/\u003E\u003Cbr \/\u003EThe team will decide how often to perform risk management processes. Timing will be based on the stakeholder risk tolerances and the critical elements in the project's WBS that require more stringent risk management. Stakeholder risk tolerances should be adhered to provided stakeholders understand the cost involved in risk management. If stakeholders want more frequent audits, the team should comply with their requests. Similarly, projects with more critical elements will require more frequent risk analyses.\u003Cbr \/\u003E\u003Cbr \/\u003EA schedule describing how often risk management will be performed should be developed early enough to affect decisions and should be revisited throughout the project. For example, during a critical phase, it is likely that there will be more risk analyses.\u003Cbr \/\u003E\u003Cbr \/\u003EThe fifth question your team needs to answer when creating a risk management plan is what thresholds will be set to determine further risk analysis and response? Thresholds are defined limits for cost, schedule, and scope variance. To determine thresholds, the team should decide the degree of change that the project can sustain in order to address risks and then set limits based on that degree. If the team is unable to do this, this risk will require a response.\u003Cbr \/\u003E\u003Cbr \/\u003EThe final question involved in creating your risk management plan deals with the reports and tools used to report risk status and track risk management processes for the project. The reporting format outlines how the results of risk management will be documented, analyzed, and communicated. The tracking method documents how the risk processes will be audited. You must determine these methods before you can act on your risk management plan. This documentation serves as a record of the project's risk activities.\u003Cbr \/\u003E\u003Cbr \/\u003EIt is important to make the right decisions when developing your risk management plan. This will ensure that your plan is effective and will serve as a good blueprint for your project's risk management."},"link":[{"rel":"replies","type":"application/atom+xml","href":"http:\/\/itpmpro.blogspot.com\/feeds\/4695041551925695449\/comments\/default","title":"Post Comments"},{"rel":"replies","type":"text/html","href":"http:\/\/www.blogger.com\/comment.g?blogID=1130871870265736647\u0026postID=4695041551925695449","title":"0 Comments"},{"rel":"edit","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/4695041551925695449"},{"rel":"self","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/4695041551925695449"},{"rel":"alternate","type":"text/html","href":"http:\/\/itpmpro.blogspot.com\/2008\/11\/developing-risk-management-plan.html","title":"Developing a Risk Management Plan"}],"author":[{"name":{"$t":"Iman Budi Setiawan"},"uri":{"$t":"http:\/\/www.blogger.com\/profile\/14019051950832045250"},"email":{"$t":"noreply@blogger.com"},"gd$image":{"rel":"http://schemas.google.com/g/2005#thumbnail","width":"29","height":"32","src":"http:\/\/1.bp.blogspot.com\/_hg1QUg8_uH0\/SfJxLK18ydI\/AAAAAAAAAD8\/CE06bwq3IcU\/S220\/imansmall.jpg"}}],"thr$total":{"$t":"0"}},{"id":{"$t":"tag:blogger.com,1999:blog-1130871870265736647.post-2252650951940707133"},"published":{"$t":"2008-11-03T18:12:00.001+07:00"},"updated":{"$t":"2011-05-14T11:33:25.998+07:00"},"category":[{"scheme":"http://www.blogger.com/atom/ns#","term":"planning"},{"scheme":"http://www.blogger.com/atom/ns#","term":"risk"},{"scheme":"http://www.blogger.com/atom/ns#","term":"wbs"},{"scheme":"http://www.blogger.com/atom/ns#","term":"wrokbook"}],"title":{"type":"text","$t":"What Are the Inputs to Risk Management Planning?"},"content":{"type":"html","$t":"In his famous book, \"Poor Richard's Almanac,\" Benjamin Franklin wrote, \"An ounce of prevention is worth a pound of cure.\" What might this mean in the context of risk management planning?\u003Cbr \/\u003E\u003Cbr \/\u003EPrevention seems like a common sense idea, but achieving it does require some thought. Remember that projects are often long and complex and that they involve large amounts of money and other resources. Therefore, it's important to plan your risk management approach so that an \"ounce\" of risk prevention is in place.\u003Cbr \/\u003E\u003Cbr \/\u003EYou will use several different types of information and documents as inputs when planning for the management of your project's risks. The inputs used in risk management planning are the:\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003Eproject charter and work breakdown structure (WBS) \u003C\/li\u003E\u003Cli\u003Eorganization's risk management policies \u003C\/li\u003E\u003Cli\u003Edefined roles and responsibilities \u003C\/li\u003E\u003Cli\u003Etemplate for the organization's risk management plan \u003C\/li\u003E\u003Cli\u003Estakeholder risk tolerances. \u003C\/li\u003E\u003C\/ul\u003EThe project charter and the WBS are key documents you use when planning risk management activities. Some of these activities are budgeting, scoring and interpretation, and tracking.\u003Cbr \/\u003EThe project charter is a document that formally authorizes a project. It includes the business need that the project is undertaken to address.\u003Cbr \/\u003E\u003Cbr \/\u003EThe WBS is a deliverable-oriented grouping of project components that organizes and defines the total scope of the project.\u003Cbr \/\u003E\u003Cbr \/\u003EWhen it comes to an organization's risk management policies, every organization is different. Some organizations have predefined approaches to risk analysis and response that need to be tailored to match individual projects that are carried out by the organization. It is your responsibility to know whether or not your organization has these predefined approaches. If it does, you need to make sure that you tailor and apply the predefined approaches to risk analysis and response to the project you are managing.\u003Cbr \/\u003E\u003Cbr \/\u003EAnother input to effective risk management planning is the defined roles and responsibilities. These include the predefined roles, responsibilities, and authority levels of the people that will influence project planning.\u003Cbr \/\u003E\u003Cbr \/\u003ETemplates for the organization's risk management plan are used as a format for creating the risk management plan. Many organizations have developed templates that are also known as pro-forma standards. Project team members adapt the template to their current project. Companies continuously improve the template based on its application and usefulness to the project.\u003Cbr \/\u003E\u003Cbr \/\u003EThe final input to risk management planning is stakeholder risk tolerances. Different organizations and different individuals have varying tolerances for risk. These tolerances may be expressed in policy statements or in actions.\u003Cbr \/\u003E\u003Cbr \/\u003EThe starting point of any risk management planning process must include inputs. Without them, the effect of your risk management planning would be like trying to take medicine from an empty bottle: no inputs, no positive benefits. Understanding the inputs used in planning risk management activities is basic to a sound project management approach at any level of expertise."},"link":[{"rel":"replies","type":"application/atom+xml","href":"http:\/\/itpmpro.blogspot.com\/feeds\/2252650951940707133\/comments\/default","title":"Post Comments"},{"rel":"replies","type":"text/html","href":"http:\/\/www.blogger.com\/comment.g?blogID=1130871870265736647\u0026postID=2252650951940707133","title":"1 Comments"},{"rel":"edit","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/2252650951940707133"},{"rel":"self","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/2252650951940707133"},{"rel":"alternate","type":"text/html","href":"http:\/\/itpmpro.blogspot.com\/2008\/11\/what-are-inputs-to-risk-management.html","title":"What Are the Inputs to Risk Management Planning?"}],"author":[{"name":{"$t":"Iman Budi Setiawan"},"uri":{"$t":"http:\/\/www.blogger.com\/profile\/14019051950832045250"},"email":{"$t":"noreply@blogger.com"},"gd$image":{"rel":"http://schemas.google.com/g/2005#thumbnail","width":"29","height":"32","src":"http:\/\/1.bp.blogspot.com\/_hg1QUg8_uH0\/SfJxLK18ydI\/AAAAAAAAAD8\/CE06bwq3IcU\/S220\/imansmall.jpg"}}],"thr$total":{"$t":"1"}},{"id":{"$t":"tag:blogger.com,1999:blog-1130871870265736647.post-3590900159509058932"},"published":{"$t":"2008-10-25T16:11:00.003+07:00"},"updated":{"$t":"2011-05-14T11:37:12.911+07:00"},"category":[{"scheme":"http://www.blogger.com/atom/ns#","term":"job"},{"scheme":"http://www.blogger.com/atom/ns#","term":"organization"},{"scheme":"http://www.blogger.com/atom/ns#","term":"project"},{"scheme":"http://www.blogger.com/atom/ns#","term":"suport"},{"scheme":"http://www.blogger.com/atom/ns#","term":"training"}],"title":{"type":"text","$t":"Identifying a Project's Supporting Details"},"content":{"type":"html","$t":"Supporting details are another important aspect of organizational planning. Supporting details vary by application area and project size but typically include items such as organizational structure, job descriptions, and training needs.\u003Cbr \/\u003E\u003Cbr \/\u003E\u003Cspan style=\"font-weight: bold;\"\u003EOrganizational structure\u003C\/span\u003E\u003Cbr \/\u003EOne aspect of compiling supporting details is to understand the limits imposed on you by the company's organizational structure. You may, for example, need to plan more time for executive approval if it is required for all project decisions. These are elements you typically can't change. When it comes to structure-imposed limits, your best strategy is to focus on what you can do within the confines of the organizational structure.\u003Cbr \/\u003E\u003Cbr \/\u003E\u003Cspan style=\"font-weight: bold;\"\u003EJob descriptions\u003C\/span\u003E\u003Cbr \/\u003EJob descriptions are another aspect of supporting details. They help your project run smoothly by telling team members what is expected of them. Effective job descriptions eliminate potential conflicts over job duties, roles, responsibilities, and reporting structures. The best job descriptions provide details about competencies, responsibilities, knowledge, authority, and the physical job environment.\u003Cbr \/\u003E\u003Cbr \/\u003E\u003Cspan style=\"font-weight: bold;\"\u003ETraining needs\u003C\/span\u003E\u003Cbr \/\u003EAnother aspect of supporting details is recognizing the training needs of your team members. Sometimes your job descriptions outline competencies your team members don't currently have. In this case, you need a plan outlining your team's training needs. Training ensures your team has the most up-to-date skills and is constantly ready for new challenges.\u003Cbr \/\u003E\u003Cbr \/\u003ESupporting details are the final ties that bring a project together. Using this output from organizational planning allows you to move ahead with your project, secure in the knowledge that you have laid your plans carefully. Now you only have to follow through with those plans."},"link":[{"rel":"replies","type":"application/atom+xml","href":"http:\/\/itpmpro.blogspot.com\/feeds\/3590900159509058932\/comments\/default","title":"Post Comments"},{"rel":"replies","type":"text/html","href":"http:\/\/www.blogger.com\/comment.g?blogID=1130871870265736647\u0026postID=3590900159509058932","title":"1 Comments"},{"rel":"edit","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/3590900159509058932"},{"rel":"self","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/3590900159509058932"},{"rel":"alternate","type":"text/html","href":"http:\/\/itpmpro.blogspot.com\/2008\/10\/identifying-projects-supporting-details.html","title":"Identifying a Project's Supporting Details"}],"author":[{"name":{"$t":"Iman Budi Setiawan"},"uri":{"$t":"http:\/\/www.blogger.com\/profile\/14019051950832045250"},"email":{"$t":"noreply@blogger.com"},"gd$image":{"rel":"http://schemas.google.com/g/2005#thumbnail","width":"29","height":"32","src":"http:\/\/1.bp.blogspot.com\/_hg1QUg8_uH0\/SfJxLK18ydI\/AAAAAAAAAD8\/CE06bwq3IcU\/S220\/imansmall.jpg"}}],"thr$total":{"$t":"1"}},{"id":{"$t":"tag:blogger.com,1999:blog-1130871870265736647.post-5300339944169899044"},"published":{"$t":"2008-10-21T17:09:00.002+07:00"},"updated":{"$t":"2011-05-14T11:39:03.255+07:00"},"category":[{"scheme":"http://www.blogger.com/atom/ns#","term":"chart"},{"scheme":"http://www.blogger.com/atom/ns#","term":"graph"},{"scheme":"http://www.blogger.com/atom/ns#","term":"relation"},{"scheme":"http://www.blogger.com/atom/ns#","term":"report"}],"title":{"type":"text","$t":"Methods for Charting Project Relationships"},"content":{"type":"html","$t":"An organization chart shows you, in an instant, all the relationships within a company. It allows you to clearly see the layout of people and departments for an entire organization.\u003Cbr \/\u003E\u003Cbr \/\u003EAn organization chart is any graphic manifestation of project reporting relationships. It gives you the big picture of how your project fits into the overall activity of the organization. It shows the relationships:\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003Ebetween resources of the project management system \u003C\/li\u003E\u003Cli\u003Eof formal authority between groups and individuals. \u003C\/li\u003E\u003C\/ul\u003EOrganization charts can be formal or informal, highly detailed or broadly framed. The place of individuals within boxes on the organization chart shows broad working relationships. The connecting lines between boxes indicate formal chains of command and lines of communication between individuals.\u003Cbr \/\u003E\u003Cbr \/\u003EOrganization charts vary dramatically from one organization to another. They do, however, have some basic elements in common. For example:\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003EAll members of the project are identified, including stakeholders. \u003C\/li\u003E\u003Cli\u003EData can be formal, informal, detailed, or general. \u003C\/li\u003E\u003Cli\u003EDirect relationships between people are shown with a solid line. \u003C\/li\u003E\u003Cli\u003EA dotted line indicates an indirect relationship, or a relationship that has not been clearly defined. \u003C\/li\u003E\u003C\/ul\u003EOrganization charts offer project managers several important benefits. For starters, they show you the overall framework of the organization and indicate where project members fit into the organization. They also reveal the basic relationships between project team members, and they explain formal lines of authority (reporting relationships).\u003Cbr \/\u003E\u003Cbr \/\u003EThere are also drawbacks to using a traditional organization chart. For example, a traditional organization chart:\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003Edoesn't show the nature and limits of the activities required to attain project objectives \u003C\/li\u003E\u003Cli\u003Edoesn't show the reciprocal relationships between people, which often occur within a project \u003C\/li\u003E\u003Cli\u003Emay not accurately reflect the structure throughout the project because it is often out of date very quickly \u003C\/li\u003E\u003Cli\u003Emay confuse people, as the pyramidal structure may portray a false sense of status and prestige. \u003C\/li\u003E\u003C\/ul\u003ECharts vary because organizations and projects vary. There are specific organization charts that give you added information. These charts help you as you plan. One such plan is an Organizational Breakdown Structure Chart (OBS)\u003Cbr \/\u003E\u003Cbr \/\u003EAn OBS identifies the roles and responsibilities of the individual as well as those of the collective project unit. And OBS is a concise description of the organizational interfaces. It illustrates:\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003Ewho the project participants are, the extent of their involvement, and their authority \u003C\/li\u003E\u003Cli\u003Ewhen decisions should be made or activities performed \u003C\/li\u003E\u003Cli\u003Ewho has authority when team members share common work \u003C\/li\u003E\u003Cli\u003Ework packages or tasks necessary for project success. \u003C\/li\u003E\u003C\/ul\u003EAnd OBS is time consuming to prepare, but gives you more valuable information than a standard organizational chart.\u003Cbr \/\u003E\u003Cbr \/\u003EA standard organization chart or Organizational Breakdown Structure Chart provides you with concise information concerning responsibility relationships within an organization. Both types of charts provide a useful tool of reference for everyone involved in the project."},"link":[{"rel":"replies","type":"application/atom+xml","href":"http:\/\/itpmpro.blogspot.com\/feeds\/5300339944169899044\/comments\/default","title":"Post Comments"},{"rel":"replies","type":"text/html","href":"http:\/\/www.blogger.com\/comment.g?blogID=1130871870265736647\u0026postID=5300339944169899044","title":"1 Comments"},{"rel":"edit","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/5300339944169899044"},{"rel":"self","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/5300339944169899044"},{"rel":"alternate","type":"text/html","href":"http:\/\/itpmpro.blogspot.com\/2008\/10\/methods-for-charting-project.html","title":"Methods for Charting Project Relationships"}],"author":[{"name":{"$t":"Iman Budi Setiawan"},"uri":{"$t":"http:\/\/www.blogger.com\/profile\/14019051950832045250"},"email":{"$t":"noreply@blogger.com"},"gd$image":{"rel":"http://schemas.google.com/g/2005#thumbnail","width":"29","height":"32","src":"http:\/\/1.bp.blogspot.com\/_hg1QUg8_uH0\/SfJxLK18ydI\/AAAAAAAAAD8\/CE06bwq3IcU\/S220\/imansmall.jpg"}}],"thr$total":{"$t":"1"}},{"id":{"$t":"tag:blogger.com,1999:blog-1130871870265736647.post-6161766944230718507"},"published":{"$t":"2008-10-18T14:05:00.001+07:00"},"updated":{"$t":"2011-05-14T11:40:32.282+07:00"},"category":[{"scheme":"http://www.blogger.com/atom/ns#","term":"job"},{"scheme":"http://www.blogger.com/atom/ns#","term":"organization"},{"scheme":"http://www.blogger.com/atom/ns#","term":"plan"},{"scheme":"http://www.blogger.com/atom/ns#","term":"staff"},{"scheme":"http://www.blogger.com/atom/ns#","term":"structure"}],"title":{"type":"text","$t":"What Does a Staffing Management Plan Include?"},"content":{"type":"html","$t":"Jumping into your project without a staffing management plan is like jumping from a plane without a parachute. It might be the fastest way to your destination, but it clearly is not the safest or smartest decision.\u003Cbr \/\u003E\u003Cbr \/\u003EThe people you select to work on your project will either contribute to its success or its demise. To ensure the success of your project, you will want to identify your staffing requirements and come up with a staffing management plan.\u003Cbr \/\u003E\u003Cbr \/\u003EA staffing management plan is an output of the organizational planning process. This kind of plan includes your basic staffing requirements and provides details about how people will be brought on board and released from the project.\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003Estaffing requirements\u003C\/span\u003E\u003Cbr \/\u003EStaffing requirements describe the team members you need to carry out the tasks your project requires. Objective and subjective criteria are used to match the team members to various positions that need to be filled.\u003Cbr \/\u003E\u003Cbr \/\u003EObjective criteria outline the technical competencies needed from a potential team member to successfully fulfill a project task. Subjective criteria deal with the needed personality traits to successfully fulfill a project task.\u003Cbr \/\u003E\u003C\/li\u003E\u003C\/ul\u003E\u003Cul\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003Einformation about how people are brought on to the project\u003C\/span\u003E\u003Cbr \/\u003EPlanning for your team members before they even come on board will help you to take better advantage of their expertise. Bringing people onto a project can be chaotic. New team members have many questions about their project tasks, roles, and responsibilities. You can help make this transition as smooth as possible by anticipating team members' questions.\u003Cbr \/\u003E\u003Cbr \/\u003EJob descriptions, training, project information, and reward programs, and a closing meeting are just some of the items to include in this part of your plan.\u003Cbr \/\u003E\u003C\/li\u003E\u003C\/ul\u003E\u003Cblockquote\u003E\u003Cul\u003E\u003Cli\u003E\u003Cspan style=\"font-style: italic;\"\u003EJob descriptions\u003C\/span\u003E - When team members know the parameters of their position, they can focus on exactly what they are there to accomplish. Job descriptions eliminate confusion and provide direction. \u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-style: italic;\"\u003ETraining \u003C\/span\u003E- You want your team members to work as efficiently as possible. For this to happen, your team members require proper training. Training takes time up front, but saves you time in the long run. \u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-style: italic;\"\u003EProject information\u003C\/span\u003E - Project information allows team members to see where their tasks fit into the big picture. The more fully informed team members are, the more focused their tasks will be. \u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-style: italic;\"\u003EReward programs\u003C\/span\u003E - Reward programs work as productivity incentives for your team members. This creates good morale, as team members feel they are recognized for a job well done. \u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-style: italic;\"\u003EClosing meeting\u003C\/span\u003E - A closing meeting, reviews both the positive and negative elements of a finished project. It allows you and your team members to make better plans for the next project, as well as capitalize on the strengths demonstrated in the finished project. \u003C\/li\u003E\u003C\/ul\u003E\u003C\/blockquote\u003E\u003Cul\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003EInformation about how people are released from the project\u003C\/span\u003E\u003Cbr \/\u003ECreating a plan to move people off projects is also beneficial. This type of planning provides direction, focus, and smooth transitions.\u003Cbr \/\u003E\u003Cbr \/\u003EYour staffing management plan should include a plan for re-assigning your team members as soon as the project is completed. Your team members should know when and where their next assignment begins.\u003Cbr \/\u003E\u003Cbr \/\u003EProperly releasing staff reduces costs by reducing or eliminating the tendency to make work to fill the time between this assignment and another. It also improves morale by reducing or eliminating uncertainty about future employment opportunities.\u003Cbr \/\u003E\u003C\/li\u003E\u003C\/ul\u003ECompleting a staffing management plan before jumping into your project will save you time and trouble later in the project. The plan you develop will help you to see how to put to the best use the skills, expertise, and talents of each and every team member. And this will allow you to execute the project sure and steady with fewer surprises."},"link":[{"rel":"replies","type":"application/atom+xml","href":"http:\/\/itpmpro.blogspot.com\/feeds\/6161766944230718507\/comments\/default","title":"Post Comments"},{"rel":"replies","type":"text/html","href":"http:\/\/www.blogger.com\/comment.g?blogID=1130871870265736647\u0026postID=6161766944230718507","title":"0 Comments"},{"rel":"edit","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/6161766944230718507"},{"rel":"self","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/6161766944230718507"},{"rel":"alternate","type":"text/html","href":"http:\/\/itpmpro.blogspot.com\/2008\/10\/what-does-staffing-management-plan.html","title":"What Does a Staffing Management Plan Include?"}],"author":[{"name":{"$t":"Iman Budi Setiawan"},"uri":{"$t":"http:\/\/www.blogger.com\/profile\/14019051950832045250"},"email":{"$t":"noreply@blogger.com"},"gd$image":{"rel":"http://schemas.google.com/g/2005#thumbnail","width":"29","height":"32","src":"http:\/\/1.bp.blogspot.com\/_hg1QUg8_uH0\/SfJxLK18ydI\/AAAAAAAAAD8\/CE06bwq3IcU\/S220\/imansmall.jpg"}}],"thr$total":{"$t":"0"}},{"id":{"$t":"tag:blogger.com,1999:blog-1130871870265736647.post-2710792916497587564"},"published":{"$t":"2008-10-16T15:24:00.002+07:00"},"updated":{"$t":"2011-05-14T11:43:05.854+07:00"},"category":[{"scheme":"http://www.blogger.com/atom/ns#","term":"assignment"},{"scheme":"http://www.blogger.com/atom/ns#","term":"job"},{"scheme":"http://www.blogger.com/atom/ns#","term":"responsibility"},{"scheme":"http://www.blogger.com/atom/ns#","term":"role"},{"scheme":"http://www.blogger.com/atom/ns#","term":"task"},{"scheme":"http://www.blogger.com/atom/ns#","term":"work"}],"title":{"type":"text","$t":"Assigning Roles and Responsibilities"},"content":{"type":"html","$t":"Do you cringe at the thought of responsibility? Many people do. Having something fall on your shoulders may seem daunting. However, it is also through responsibility that a certain amount of freedom is gained.\u003Cbr \/\u003E\u003Cbr \/\u003EFreedom through responsibility? It's true. Responsibility gives you the freedom to use your skills, talents, and intellect. Most people thrive on responsibility and blossom when they believe they have handled their responsibilities well.\u003Cbr \/\u003E\u003Cbr \/\u003ESuccessful projects have clearly defined project roles (who does what) and responsibilities (who decides what). Most roles and responsibilities are assigned to stakeholders who are actively involved in the work of the project. These can include the project manager, other members of the project management team, and the individual contributors. Roles and responsibilities may vary over time.\u003Cbr \/\u003E\u003Cbr \/\u003EProject managers bear the majority of the responsibility for the success of the project. It is their job to ensure that a project comes in on time and on budget. To succeed in this capacity, project managers must delegate roles and responsibilities to their team members. And the tool they use to do this is called a Responsibility Assignment Matrix (RAM).\u003Cbr \/\u003E\u003Cbr \/\u003EA RAM links project roles and responsibilities to the project scope definition. A RAM can be developed at various levels. Generally, they fall into two categories: low-level RAM and high-level RAM.\u003Cbr \/\u003E\u003Cbr \/\u003EA low-level RAM delegates roles and responsibilities for specific activities to particular individuals within your team.\u003Cbr \/\u003E\u003Cbr \/\u003EThe more phases you have for your project, the more complex your matrix is going to be. A high-level RAM is very complex and shows many phases of a project. It may define which group or unit is responsible for each element of the work breakdown structure.\u003Cbr \/\u003E\u003Cbr \/\u003EResponsibility is an essential component of project success. A Responsibility Assignment Matrix (RAM) shows where you and your team members' responsibilities lie.\u003Cbr \/\u003E\u003Cbr \/\u003EAssigning responsibilities reaps huge benefits. Your team feels it has control and authority for specific tasks. Progress happens when team members focus on their own responsibilities."},"link":[{"rel":"replies","type":"application/atom+xml","href":"http:\/\/itpmpro.blogspot.com\/feeds\/2710792916497587564\/comments\/default","title":"Post Comments"},{"rel":"replies","type":"text/html","href":"http:\/\/www.blogger.com\/comment.g?blogID=1130871870265736647\u0026postID=2710792916497587564","title":"0 Comments"},{"rel":"edit","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/2710792916497587564"},{"rel":"self","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/2710792916497587564"},{"rel":"alternate","type":"text/html","href":"http:\/\/itpmpro.blogspot.com\/2008\/10\/assigning-roles-and-responsibilities.html","title":"Assigning Roles and Responsibilities"}],"author":[{"name":{"$t":"Iman Budi Setiawan"},"uri":{"$t":"http:\/\/www.blogger.com\/profile\/14019051950832045250"},"email":{"$t":"noreply@blogger.com"},"gd$image":{"rel":"http://schemas.google.com/g/2005#thumbnail","width":"29","height":"32","src":"http:\/\/1.bp.blogspot.com\/_hg1QUg8_uH0\/SfJxLK18ydI\/AAAAAAAAAD8\/CE06bwq3IcU\/S220\/imansmall.jpg"}}],"thr$total":{"$t":"0"}},{"id":{"$t":"tag:blogger.com,1999:blog-1130871870265736647.post-1320302837608376103"},"published":{"$t":"2008-10-15T16:02:00.001+07:00"},"updated":{"$t":"2011-05-14T11:44:28.457+07:00"},"category":[{"scheme":"http://www.blogger.com/atom/ns#","term":"organization"},{"scheme":"http://www.blogger.com/atom/ns#","term":"owner"},{"scheme":"http://www.blogger.com/atom/ns#","term":"role"},{"scheme":"http://www.blogger.com/atom/ns#","term":"sponsor"},{"scheme":"http://www.blogger.com/atom/ns#","term":"stakeholder"},{"scheme":"http://www.blogger.com/atom/ns#","term":"team"}],"title":{"type":"text","$t":"Analyzing Stakeholder Interests"},"content":{"type":"html","$t":"Stakeholder analysis is the process of discovering who has a stake in your project and identifying their interests. To perform stakeholder analysis, you must identify the stakeholders, their roles and primary interests in the project. Then you must analyze the relationships between stakeholders, looking to capitalize on similarities and resolving differences.\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003EStep 1: Identify the stakeholders\u003C\/span\u003E.\u003Cbr \/\u003EStakeholders can be internal or external. Internal stakeholders are the people directly involved in the functioning of your project. They include project managers, performing organizations, and project team members. External stakeholders are outside your organization. External stakeholders for your project may include sponsors, customers, suppliers, financial backers, special interest groups, the media and the public.\u003Cbr \/\u003E\u003C\/li\u003E\u003C\/ul\u003E\u003Cul\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003EStep 2: Identify their roles\u003C\/span\u003E.\u003Cbr \/\u003EYou can enhance the usefulness of your list of stakeholders by determining the role each stakeholder plays in your project. Stakeholders may manage the project, provide financial or human resources, or provide supplies. Viewing stakeholders within the context of their roles is necessary to accomplish the rest of your stakeholder analysis.\u003Cbr \/\u003E\u003C\/li\u003E\u003C\/ul\u003E\u003Cul\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003EStep 3: Identify their primary interests\u003C\/span\u003E.\u003Cbr \/\u003EOnce you know the roles of stakeholders, you can discover the interests they have. The interests of your stakeholders are the outcome of the roles they play in your project. The logical conclusion of what stakeholders do for your project is what they want from your project. It is important for you to know what they want from your project.\u003Cbr \/\u003E\u003C\/li\u003E\u003C\/ul\u003E\u003Cul\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003EStep 4: Analyze the relationships between stakeholders\u003C\/span\u003E.\u003Cbr \/\u003EEvaluating conflicting project desires is part of the fourth step of a stakeholder analysis. Once you have listed the stakeholders, their roles and interests, you can analyze the relationship between all the diverse interests in your project.\u003Cbr \/\u003E\u003C\/li\u003E\u003C\/ul\u003ETo properly analyze your stakeholders, you need to ask yourself:\u003Cbr \/\u003E\u003Col\u003E\u003Cli\u003EHow will each group respond to project decisions? \u003C\/li\u003E\u003Cli\u003EWhat effect will their reactions have? \u003C\/li\u003E\u003Cli\u003EHow will their interaction with each other affect the project? \u003C\/li\u003E\u003C\/ol\u003ELUXX Corporation, an appliance manufacturer, is creating a new toaster for the market. Jodi is in charge of the project. She must determine how to prioritize the four departments' wishes, while demonstrating that she has taken everyone's requests into consideration. Jodi has identified the stakeholders and their competing interests in this project.\u003Cbr \/\u003E\u003Cbr \/\u003EThe research and development department wants more time to come up with the best toaster possible. It also wants to use its capabilities to the fullest by providing as many features as possible.\u003Cbr \/\u003E\u003Cbr \/\u003EThe marketing department wants to make this toaster attractive to the general public. This means promoting as many features as possible and having an early market release date, while keeping the price to a minimum.\u003Cbr \/\u003E\u003Cbr \/\u003EThe accounting department wants to keep costs low while charging the public as much as possible. It also wants this toaster to be on the market as soon as possible. Driving these desires is the interest in the margin of profit.\u003Cbr \/\u003E\u003Cbr \/\u003EThe quality assurance department wants a trouble-free toaster. The quality assurance department wants well-designed features, that work well, and plenty of time to complete proper testing procedures.\u003Cbr \/\u003E\u003Cbr \/\u003EAs you can see, many of these wishes conflict with one another.\u003Cbr \/\u003E\u003Cbr \/\u003EThe steps involved in stakeholder analysis are designed to reveal the conflicting interests among stakeholders so that these differences may be managed. Ultimately, stakeholder analysis helps you to gain the support of all your stakeholders and ensures that everyone involved in a project is directed toward the same project goals."},"link":[{"rel":"replies","type":"application/atom+xml","href":"http:\/\/itpmpro.blogspot.com\/feeds\/1320302837608376103\/comments\/default","title":"Post Comments"},{"rel":"replies","type":"text/html","href":"http:\/\/www.blogger.com\/comment.g?blogID=1130871870265736647\u0026postID=1320302837608376103","title":"0 Comments"},{"rel":"edit","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/1320302837608376103"},{"rel":"self","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/1320302837608376103"},{"rel":"alternate","type":"text/html","href":"http:\/\/itpmpro.blogspot.com\/2008\/10\/analyzing-stakeholder-interests.html","title":"Analyzing Stakeholder Interests"}],"author":[{"name":{"$t":"Iman Budi Setiawan"},"uri":{"$t":"http:\/\/www.blogger.com\/profile\/14019051950832045250"},"email":{"$t":"noreply@blogger.com"},"gd$image":{"rel":"http://schemas.google.com/g/2005#thumbnail","width":"29","height":"32","src":"http:\/\/1.bp.blogspot.com\/_hg1QUg8_uH0\/SfJxLK18ydI\/AAAAAAAAAD8\/CE06bwq3IcU\/S220\/imansmall.jpg"}}],"thr$total":{"$t":"0"}},{"id":{"$t":"tag:blogger.com,1999:blog-1130871870265736647.post-6113448151634261041"},"published":{"$t":"2008-10-12T14:00:00.001+07:00"},"updated":{"$t":"2011-05-14T11:45:27.548+07:00"},"category":[{"scheme":"http://www.blogger.com/atom/ns#","term":"organization"},{"scheme":"http://www.blogger.com/atom/ns#","term":"project"},{"scheme":"http://www.blogger.com/atom/ns#","term":"structure"}],"title":{"type":"text","$t":"Structuring Organizations for Better Project Management"},"content":{"type":"html","$t":"If you change the molecular structure of an organism, you change the way that organism functions. Every element of change brings about a subsequent change of function. Like an organism, your organization can and should be structured to enable you to better respond to project requirements.\u003Cbr \/\u003E\u003Cbr \/\u003EChanging the structure of an organization is a relatively new phenomenon. Historically, an organization was structured along a pyramid model. This traditional form of organizational structure, called a \"functional\" structure, leaves the authority and decision-making in the hands of a select few. However, as the pyramid widens and the number of people increases, the effectiveness of those in authority decreases.\u003Cbr \/\u003E\u003Cbr \/\u003EMost businesses now tend to focus on individual projects. If your company focuses on projects but uses a functional structure, your projects will be forced to wait in line for decisions that need to be made.\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003EFunctional structures reduce project efficiencies because: \u003C\/li\u003E\u003Cli\u003Edecisions take too much time to go through the hierarchy \u003C\/li\u003E\u003Cli\u003Edecisions are made by people not familiar with the project \u003C\/li\u003E\u003C\/ul\u003Ethose involved in the project become frustrated by those assuming all of the responsibility.\u003Cbr \/\u003EFortunately, organizational structures have changed to meet the new challenges of business. Two different structures that have evolved are the \u003Cspan style=\"font-style: italic;\"\u003Ematrix \u003C\/span\u003Eand \u003Cspan style=\"font-style: italic;\"\u003Eprojectized \u003C\/span\u003Estructures.\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003EMatrix structures\u003C\/span\u003E - Matrix structures are divided into two categories: weak and strong. The weak matrix structure provides relatively little authority for the project manager, while the strong matrix provides almost complete authority for the project manager.\u003Cbr \/\u003E\u003Cbr \/\u003EA weak matrix structure allows a project to exist apart from the main organization. It retains its own structure but still relies on the organization for some of the decision making.\u003Cbr \/\u003E\u003Cbr \/\u003EA strong matrix has its own structure apart from the main organization. The decision-making ability is quite strong within this structure, but it is still answerable to the larger organization.\u003Cbr \/\u003E\u003C\/li\u003E\u003C\/ul\u003E\u003Cul\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003EProjectized structures\u003C\/span\u003E - The projectized structure is similar to the strong matrix structure. While the strong matrix allows very strong decision-making abilities for the project manager, the projectized structure allows for complete decision making on the part of those involved in the project. For both of these structures, the organization plays an auxiliary role to the project. This change in project authority and responsibility allows for projects to run more smoothly. This in turn, brings a faster turnaround time. \u003C\/li\u003E\u003C\/ul\u003EHow do you decide which structure is right for your project? Complexity, duration, and outside influence on your project are the three factors which determine the type of structure your project should have.\u003Cbr \/\u003E\u003Cbr \/\u003EYou need a strong matrix or projectized structure if your project:\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003Eis extremely complex \u003C\/li\u003E\u003Cli\u003Eis long in duration \u003C\/li\u003E\u003Cli\u003Einvolves many different organizations. \u003C\/li\u003E\u003C\/ul\u003EThe effectiveness of these structures is dependent on senior management. Matrix and projectized structures can only succeed if the larger organization lets go of control. Authority and independence are needed for these new structures to have validity. The benefits of these structures must be clear to the larger organization for them to relinquish power over individual projects.\u003Cbr \/\u003E\u003Cbr \/\u003EChanging from functional structures to new structures calls for a change in both the main organization and the project team. Senior management must learn to give up control, just as the project team needs to learn to take it on. All of this change requires new competencies within the project team. Each team must be able to handle all of the functions usually accomplished by the larger company.\u003Cbr \/\u003E\u003Cbr \/\u003EA project team must learn to equip itself before it gains independence. To function, the team must ensure that it is able to:\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003Ecommunicate\u003C\/li\u003E\u003Cli\u003Esell ideas\u003C\/li\u003E\u003Cli\u003Enegotiate\u003C\/li\u003E\u003Cli\u003Eproblem solve\u003C\/li\u003E\u003Cli\u003Eresolve conflicts across functional boundaries. \u003C\/li\u003E\u003C\/ul\u003ERequiring these competencies of a project team is a huge departure from the past. More is expected from individual members of a team, and more responsibility is placed upon them. This creates dynamic and skilled people. It also creates some new challenges for the project team.\u003Cbr \/\u003EHuman beings are incredibly adept at adjusting to new situations and new demands. This adjustment does, however, take time. The same is true of new organizational structures and the new processes they create. The new challenges faced by project teams require an adjustment period and a clear understanding of how the roles have changed.\u003Cbr \/\u003E\u003Cbr \/\u003EThe four areas that provide the most challenge within the project team are ownership, commitment, authority, and process orientation. Some of these challenges for the project team are due to the limitations of the larger organization, while others rest within the project team itself.\u003Cbr \/\u003E\u003Cbr \/\u003EResponsibility for a project calls for ownership of that project. When companies move toward a new structure, they must make the transition of assigning a process owner. They need a manager with responsibility over the process from beginning to end.\u003Cbr \/\u003E\u003Cbr \/\u003EThe challenge of commitment is found within the project team itself. This is particularly an issue if the project involves contract workers. The project manager must ensure that employees realize their unique role in the success of a project.\u003Cbr \/\u003E\u003Cbr \/\u003EFormal statements from the project champion or customer are necessary. These state who has the authority and responsibility for the project and should be distributed to stakeholders, resource managers, and especially the contracted team members.\u003Cbr \/\u003E\u003Cbr \/\u003ENew structures require new processes. Turning from functional to process-oriented structures requires new work habits, skill sets, meeting formats, reporting structures, problem resolution methods, and other tools to make a project truly effective.\u003Cbr \/\u003E\u003Cbr \/\u003EThe changing face of business has required dramatic changes in how organizations structure themselves. These changes have brought about a greater sense of responsibility within project teams and the acquisition of competencies formerly only found within the larger organization. Acquiring new competency requirements also presents new challenges for organizations. Meeting these challenges, however, enables a company to be more efficient, to save time, and to gain expertise."},"link":[{"rel":"replies","type":"application/atom+xml","href":"http:\/\/itpmpro.blogspot.com\/feeds\/6113448151634261041\/comments\/default","title":"Post Comments"},{"rel":"replies","type":"text/html","href":"http:\/\/www.blogger.com\/comment.g?blogID=1130871870265736647\u0026postID=6113448151634261041","title":"0 Comments"},{"rel":"edit","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/6113448151634261041"},{"rel":"self","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/6113448151634261041"},{"rel":"alternate","type":"text/html","href":"http:\/\/itpmpro.blogspot.com\/2008\/10\/structuring-organizations-for-better.html","title":"Structuring Organizations for Better Project Management"}],"author":[{"name":{"$t":"Iman Budi Setiawan"},"uri":{"$t":"http:\/\/www.blogger.com\/profile\/14019051950832045250"},"email":{"$t":"noreply@blogger.com"},"gd$image":{"rel":"http://schemas.google.com/g/2005#thumbnail","width":"29","height":"32","src":"http:\/\/1.bp.blogspot.com\/_hg1QUg8_uH0\/SfJxLK18ydI\/AAAAAAAAAD8\/CE06bwq3IcU\/S220\/imansmall.jpg"}}],"thr$total":{"$t":"0"}},{"id":{"$t":"tag:blogger.com,1999:blog-1130871870265736647.post-7445520807556889891"},"published":{"$t":"2008-10-10T13:55:00.001+07:00"},"updated":{"$t":"2011-05-14T11:47:00.018+07:00"},"category":[{"scheme":"http://www.blogger.com/atom/ns#","term":"government"},{"scheme":"http://www.blogger.com/atom/ns#","term":"guidelines"},{"scheme":"http://www.blogger.com/atom/ns#","term":"policies"},{"scheme":"http://www.blogger.com/atom/ns#","term":"practice"},{"scheme":"http://www.blogger.com/atom/ns#","term":"procedure"},{"scheme":"http://www.blogger.com/atom/ns#","term":"regulation"},{"scheme":"http://www.blogger.com/atom/ns#","term":"standard"}],"title":{"type":"text","$t":"Incorporating Policies, Procedures, and Regulations"},"content":{"type":"html","$t":"Safety nets ensure that the work environment is secure. Human resource practices work as a safety net to ensure that the employment practices you use in forming a project team are above board.\u003Cbr \/\u003E\u003Cbr \/\u003EYou can ensure that the integrity of your project is beyond reproach by following the policies and guidelines set by your company, your industry, and the government.\u003Cbr \/\u003E\u003Cbr \/\u003EOrganizations have a variety of policies, procedures, and regulations that help the project management team with various aspects of organizational planning. These human resource practices give guidance on planning team benefits, incorporating company initiatives, and following government stipulations.\u003Cbr \/\u003E\u003Cbr \/\u003EThe sources of influence which govern employment practices can be divided into internal sources and external sources. Internal sources are policies set forth by the organization. External sources are decisions made outside of the company which affect company policy. Together, these internal and external sources make up the policies, procedures, and regulations governing your project.\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003E\u003Cspan style=\"font-style: italic;\"\u003ECompany policies\u003C\/span\u003E - include information addressing issues like vacation time, maternity leave, sick leave, and medical benefits. \u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-style: italic;\"\u003ERegulations\u003C\/span\u003E - deal with safety standards, minimum wage laws, and hiring discrimination. \u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-style: italic;\"\u003EProcedures\u003C\/span\u003E - vary from company to company. Your company chooses procedures based on what works best in its industry and what has proven to provide a sense of continuity and balance. \u003C\/li\u003E\u003C\/ul\u003ECorporate policies and procedures are at the discretion of individual companies. These are based on what each company deems fair and what it finds produces the most productive and loyal employees. On the other hand, the laws set forth by government are unwavering standards which must be met by each and every company. While project managers should abide by the human resource practices of the organizations in which they work, the laws set by government are binding and aren't optional.\u003Cbr \/\u003E\u003Cbr \/\u003EThe government has placed regulations upon different industries for the benefit of the public, as well as for those who work in these industries. The regulations differ for each industry, and you should become aware of how they affect your project.\u003Cbr \/\u003E\u003Cbr \/\u003EComplying with company policies, regulations, and procedures will help to ensure project success. As you build and develop your project team, remember to:\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003Efollow organizational procedures when assigning new jobs \u003C\/li\u003E\u003Cli\u003Eensure the same level of project information gets to all team members \u003C\/li\u003E\u003Cli\u003Eprovide similar training for all team members \u003C\/li\u003E\u003Cli\u003Eensure senior management approves any guarantee made to an employee about future roles or positions \u003C\/li\u003E\u003Cli\u003Einform team members why they were selected. \u003C\/li\u003E\u003C\/ul\u003ECompany policies, regulations, and procedures are the safety nets that guide you to make sound decisions when it comes to planning the human resource aspect of your project. When you follow your company's human resource practices you stand a better chance of keeping your team members happy, the government satisfied, and your organization running smoothly."},"link":[{"rel":"replies","type":"application/atom+xml","href":"http:\/\/itpmpro.blogspot.com\/feeds\/7445520807556889891\/comments\/default","title":"Post Comments"},{"rel":"replies","type":"text/html","href":"http:\/\/www.blogger.com\/comment.g?blogID=1130871870265736647\u0026postID=7445520807556889891","title":"0 Comments"},{"rel":"edit","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/7445520807556889891"},{"rel":"self","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/7445520807556889891"},{"rel":"alternate","type":"text/html","href":"http:\/\/itpmpro.blogspot.com\/2008\/10\/incorporating-policies-procedures-and.html","title":"Incorporating Policies, Procedures, and Regulations"}],"author":[{"name":{"$t":"Iman Budi Setiawan"},"uri":{"$t":"http:\/\/www.blogger.com\/profile\/14019051950832045250"},"email":{"$t":"noreply@blogger.com"},"gd$image":{"rel":"http://schemas.google.com/g/2005#thumbnail","width":"29","height":"32","src":"http:\/\/1.bp.blogspot.com\/_hg1QUg8_uH0\/SfJxLK18ydI\/AAAAAAAAAD8\/CE06bwq3IcU\/S220\/imansmall.jpg"}}],"thr$total":{"$t":"0"}},{"id":{"$t":"tag:blogger.com,1999:blog-1130871870265736647.post-5142153633602746755"},"published":{"$t":"2008-10-07T16:24:00.001+07:00"},"updated":{"$t":"2011-05-14T11:48:22.689+07:00"},"category":[{"scheme":"http://www.blogger.com/atom/ns#","term":"assemble"},{"scheme":"http://www.blogger.com/atom/ns#","term":"component"},{"scheme":"http://www.blogger.com/atom/ns#","term":"guide"},{"scheme":"http://www.blogger.com/atom/ns#","term":"methods"},{"scheme":"http://www.blogger.com/atom/ns#","term":"past"},{"scheme":"http://www.blogger.com/atom/ns#","term":"template"}],"title":{"type":"text","$t":"Using Templates from Past Projects"},"content":{"type":"html","$t":"Who was your role model when you were a child? Do you remember someone you used to emulate? Did you want to be like them? Did you try to copy that person's behavior to get the same results?\u003Cbr \/\u003E\u003Cbr \/\u003ETemplates for organizational planning work the same way. You can model your project according to similar successful projects from the past.\u003Cbr \/\u003E\u003Cbr \/\u003EUsing the successful elements of a former project will save you both time and money.\u003Cbr \/\u003E\u003Cbr \/\u003EAlthough the details of each project are unique, the basic components are often similar. This helps you in your planning. For example, you can use the role and responsibility definitions, or reporting relationships, of a similar project to expedite the organizational planning process.\u003Cbr \/\u003E\u003Cbr \/\u003EPeter, the project manager for a large insurance company, is preparing a responsibility chart for his team members. How does he decide how to do this? One effective method is to see how responsibility has been distributed in the past. Peter can do this by using the responsibility charts of other successful departments in his organization, or he can copy those of another successful company. Either way he chooses, he is using a past template to ensure the success of his project.\u003Cbr \/\u003E\u003Cbr \/\u003EYou can disassemble past templates and reassemble the plans you need for your own project. Possible plans you can use for your own project include:\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003Eorganizational structure \u003C\/li\u003E\u003Cli\u003EWork Breakdown Structure \u003C\/li\u003E\u003Cli\u003Ecompany policies and practices \u003C\/li\u003E\u003C\/ul\u003EIRT is a successful IT consulting company. One of the services it offers is a Software Development Life Cycle Methodology. Within that methodology are predefined roles and responsibilities and organization charts. Before starting a project, the team members at IRT use their company's model as a starting point. By doing this, they are using templates of organizational structure and work breakdown structure. The team modifies its own template to suit its clients' needs, while building upon past success.\u003Cbr \/\u003E\u003Cbr \/\u003EAs a project manager, you will want to use templates to guide your organizational planning. Building on the success of others is a sure way of steering you toward your desired goal."},"link":[{"rel":"replies","type":"application/atom+xml","href":"http:\/\/itpmpro.blogspot.com\/feeds\/5142153633602746755\/comments\/default","title":"Post Comments"},{"rel":"replies","type":"text/html","href":"http:\/\/www.blogger.com\/comment.g?blogID=1130871870265736647\u0026postID=5142153633602746755","title":"0 Comments"},{"rel":"edit","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/5142153633602746755"},{"rel":"self","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/5142153633602746755"},{"rel":"alternate","type":"text/html","href":"http:\/\/itpmpro.blogspot.com\/2008\/10\/using-templates-from-past-projects.html","title":"Using Templates from Past Projects"}],"author":[{"name":{"$t":"Iman Budi Setiawan"},"uri":{"$t":"http:\/\/www.blogger.com\/profile\/14019051950832045250"},"email":{"$t":"noreply@blogger.com"},"gd$image":{"rel":"http://schemas.google.com/g/2005#thumbnail","width":"29","height":"32","src":"http:\/\/1.bp.blogspot.com\/_hg1QUg8_uH0\/SfJxLK18ydI\/AAAAAAAAAD8\/CE06bwq3IcU\/S220\/imansmall.jpg"}}],"thr$total":{"$t":"0"}},{"id":{"$t":"tag:blogger.com,1999:blog-1130871870265736647.post-323706716403533672"},"published":{"$t":"2008-10-06T13:53:00.001+07:00"},"updated":{"$t":"2011-05-14T11:50:27.454+07:00"},"category":[{"scheme":"http://www.blogger.com/atom/ns#","term":"constraint"},{"scheme":"http://www.blogger.com/atom/ns#","term":"staff"},{"scheme":"http://www.blogger.com/atom/ns#","term":"strategy"},{"scheme":"http://www.blogger.com/atom/ns#","term":"structure"},{"scheme":"http://www.blogger.com/atom/ns#","term":"team"}],"title":{"type":"text","$t":"Identifying Project Constraints"},"content":{"type":"html","$t":"Everyone has constraints on decision-making and action. During project organizational planning, there are many constraints to consider. Some of the most common constraints on decision-making are the organizational structure, collective bargaining agreements, the preferences of the project management team, and expected staff assignments.\u003Cbr \/\u003E\u003Cbr \/\u003E\u003Cspan style=\"font-weight: bold;\"\u003EOrganizational structure\u003C\/span\u003E\u003Cbr \/\u003EOrganizational structure can be a constraint. The level of authority given to a project manager is largely dependent on the organizational structure, which may be functional, matrix, or fully projectized.\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003E\u003Cspan style=\"font-style: italic;\"\u003EFunctional structure\u003C\/span\u003E - In a functional structure, personnel are grouped hierarchically by speciality. \u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-style: italic;\"\u003EMatrix structure\u003C\/span\u003E - In a matrix structure, project managers share responsibility with functional managers. \u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-style: italic;\"\u003EFully projectized structure\u003C\/span\u003E - In a fully projectized structure, project managers have total authority. \u003C\/li\u003E\u003C\/ul\u003E\u003Cspan style=\"font-weight: bold;\"\u003ECollective bargaining agreements\u003C\/span\u003E\u003Cbr \/\u003ECollective bargaining agreements are another potential constraint. Written agreements with unions or other employee groups ensure that you don't ask anything of your team that goes beyond what the union has agreed is appropriate. For example, a union may require that certain employees be hired, or it may set boundaries concerning work done by members of the union. Union contracts may also limit work hours and travel and time away from an employee's designated job.\u003Cbr \/\u003E\u003Cbr \/\u003E\u003Cspan style=\"font-weight: bold;\"\u003EThe preferences of the project management team\u003C\/span\u003E\u003Cbr \/\u003ETeam preferences may also be a constraint. A team may be used to functioning independently, and individual team members may resist the changes brought about by interdepartmental interaction.\u003Cbr \/\u003E\u003Cbr \/\u003E\u003Cspan style=\"font-weight: bold;\"\u003EExpected staff assignments\u003C\/span\u003E\u003Cbr \/\u003EExpected staff assignments are constraints placed on you and your team from the larger organization. When someone above you expects you to use certain people on your team, you then have the constraint of a pre-selected team. A pre-selected team limits a project manager in a variety of ways. Expected staff assignments can hinder a project when tasks are assigned based on criteria other than competency, the required competencies of the project team are changed, and the chemistry of the project team is altered.\u003Cbr \/\u003E\u003Cbr \/\u003EIt may seem logical that competency should be the overriding factor in team selection. Unfortunately, organizations themselves are under the constraint of staff availability. There may be redundant employees who have not yet been reassigned to a new full-time position. Projects end at different times. If one ends just as yours is beginning, your project is a convenient new placement for these employees.\u003Cbr \/\u003E\u003Cbr \/\u003EOvercoming project constraints resulting from organizational structure, collective bargaining agreements, team preferences, and expected staff assignments is possible when you learn to view constraints as a challenge. When you understand the constraints placed on you, you can plan your strategy to take advantage of the human and material resources at your disposal."},"link":[{"rel":"replies","type":"application/atom+xml","href":"http:\/\/itpmpro.blogspot.com\/feeds\/323706716403533672\/comments\/default","title":"Post Comments"},{"rel":"replies","type":"text/html","href":"http:\/\/www.blogger.com\/comment.g?blogID=1130871870265736647\u0026postID=323706716403533672","title":"1 Comments"},{"rel":"edit","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/323706716403533672"},{"rel":"self","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/323706716403533672"},{"rel":"alternate","type":"text/html","href":"http:\/\/itpmpro.blogspot.com\/2008\/10\/identifying-project-constraints.html","title":"Identifying Project Constraints"}],"author":[{"name":{"$t":"Iman Budi Setiawan"},"uri":{"$t":"http:\/\/www.blogger.com\/profile\/14019051950832045250"},"email":{"$t":"noreply@blogger.com"},"gd$image":{"rel":"http://schemas.google.com/g/2005#thumbnail","width":"29","height":"32","src":"http:\/\/1.bp.blogspot.com\/_hg1QUg8_uH0\/SfJxLK18ydI\/AAAAAAAAAD8\/CE06bwq3IcU\/S220\/imansmall.jpg"}}],"thr$total":{"$t":"1"}},{"id":{"$t":"tag:blogger.com,1999:blog-1130871870265736647.post-2025940500081472531"},"published":{"$t":"2008-10-04T14:51:00.001+07:00"},"updated":{"$t":"2011-05-14T11:51:45.309+07:00"},"category":[{"scheme":"http://www.blogger.com/atom/ns#","term":"breakdown"},{"scheme":"http://www.blogger.com/atom/ns#","term":"people"},{"scheme":"http://www.blogger.com/atom/ns#","term":"personnel"},{"scheme":"http://www.blogger.com/atom/ns#","term":"skills"},{"scheme":"http://www.blogger.com/atom/ns#","term":"staff"},{"scheme":"http://www.blogger.com/atom/ns#","term":"structure"},{"scheme":"http://www.blogger.com/atom/ns#","term":"team"},{"scheme":"http://www.blogger.com/atom/ns#","term":"wbs"},{"scheme":"http://www.blogger.com/atom/ns#","term":"work"}],"title":{"type":"text","$t":"Identifying Your Project Staffing Needs"},"content":{"type":"html","$t":"People make or break a project. That's why, as a project manager, it is important to carefully plan your project staffing needs. You need to choose people with the right competencies and personalities if you want your project team to work well together and to be capable of getting the job done.\u003Cbr \/\u003E\u003Cbr \/\u003ESelecting the right people for your project begins with a staffing requirement plan. Staffing requirements are created using the project's Work Breakdown Structure (WBS) and Skills Inventory Matrix.\u003Cbr \/\u003E\u003Cbr \/\u003E\u003Cspan style=\"font-weight: bold;\"\u003EWork Breakdown Structure (WBS)\u003C\/span\u003E\u003Cbr \/\u003EThe first step in determining your staffing requirements is to choose people with the right competencies. The WBS details the competencies you need to complete your project. A WBS is the organization of a project into a group of deliverables that defines the project scope.\u003Cbr \/\u003E\u003Cbr \/\u003EProject managers complete all phases of the WBS. These phases are:\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003Eidentifying the major work assignments for the project\u003C\/li\u003E\u003Cli\u003Ebreaking down each work assignment into tasks\u003C\/li\u003E\u003Cli\u003Ematching competencies to tasks. \u003C\/li\u003E\u003C\/ul\u003EWhen it comes to matching competencies to tasks, you need to consider both objective and subjective criteria. Objective criteria may include: technical ability, level of proficiency, project management skills, and previous experience as a leader.\u003Cbr \/\u003ESubjective criteria may include: social skills, opinions of fellow project managers, and opinions of co-workers.\u003Cbr \/\u003E\u003Cbr \/\u003E\u003Cspan style=\"font-weight: bold;\"\u003ESkills Inventory Matrix\u003C\/span\u003E\u003Cbr \/\u003EAfter using the WBS, objective and subjective criteria to select the members of your team, you need to assign tasks based on team member competencies. A Skills Inventory Matrix is ideal for this purpose.\u003Cbr \/\u003E\u003Cbr \/\u003EA Skills Inventory Matrix allows you to see all the competencies within the project team. The matrix can be created using a simple table. In the first column on the left, list each team member. In the columns to the right, list the competencies required to complete the project. If an employee has a particular competency, place a checkmark in the table cell corresponding to their name and the competency.\u003Cbr \/\u003E\u003Cbr \/\u003EA WBS and a Skills Inventory Matrix help you to determine your staffing needs. These inputs ensure that you know which competencies and people you need, as well as what the time frames are for your project.\u003Cbr \/\u003E\u003Cbr \/\u003ETo ensure the timely completion of your project, you need to match people to competencies and competencies to tasks. A project manager is more likely to have success when all of these staffing requirements are in place."},"link":[{"rel":"replies","type":"application/atom+xml","href":"http:\/\/itpmpro.blogspot.com\/feeds\/2025940500081472531\/comments\/default","title":"Post Comments"},{"rel":"replies","type":"text/html","href":"http:\/\/www.blogger.com\/comment.g?blogID=1130871870265736647\u0026postID=2025940500081472531","title":"1 Comments"},{"rel":"edit","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/2025940500081472531"},{"rel":"self","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/2025940500081472531"},{"rel":"alternate","type":"text/html","href":"http:\/\/itpmpro.blogspot.com\/2008\/10\/identifying-your-project-staffing-needs.html","title":"Identifying Your Project Staffing Needs"}],"author":[{"name":{"$t":"Iman Budi Setiawan"},"uri":{"$t":"http:\/\/www.blogger.com\/profile\/14019051950832045250"},"email":{"$t":"noreply@blogger.com"},"gd$image":{"rel":"http://schemas.google.com/g/2005#thumbnail","width":"29","height":"32","src":"http:\/\/1.bp.blogspot.com\/_hg1QUg8_uH0\/SfJxLK18ydI\/AAAAAAAAAD8\/CE06bwq3IcU\/S220\/imansmall.jpg"}}],"thr$total":{"$t":"1"}},{"id":{"$t":"tag:blogger.com,1999:blog-1130871870265736647.post-7176904344453445027"},"published":{"$t":"2008-10-02T14:25:00.002+07:00"},"updated":{"$t":"2011-05-14T11:56:58.533+07:00"},"category":[{"scheme":"http://www.blogger.com/atom/ns#","term":"communication"},{"scheme":"http://www.blogger.com/atom/ns#","term":"discussion"},{"scheme":"http://www.blogger.com/atom/ns#","term":"interface"},{"scheme":"http://www.blogger.com/atom/ns#","term":"interpersonal"},{"scheme":"http://www.blogger.com/atom/ns#","term":"relationship"},{"scheme":"http://www.blogger.com/atom/ns#","term":"skills"}],"title":{"type":"text","$t":"Managing Communication Interfaces"},"content":{"type":"html","$t":"One of the most important aspects of project planning is communication. As a project manager, you must define needed interactions between project teams and project support groups as part of the project planning process. To do this, you need to understand where communication occurs. Areas of communication, called interfaces, generally fall into one of three categories: organizational, technical, and interpersonal.\u003Cbr \/\u003E\u003Cbr \/\u003E\u003Cspan style=\"font-weight: bold;\"\u003EOrganizational interfaces\u003C\/span\u003E\u003Cbr \/\u003EAn organizational interface is a communication interface among organizational units. Communication between organizational units is affected by the:\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003E\u003Cspan style=\"font-style: italic;\"\u003EIndividuals that make up organizational units\u003C\/span\u003E - Good communication between individuals is essential to project success. Miscommunications and disagreements between individuals can cause delays in your project. \u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-style: italic;\"\u003EOverall unit goals\u003C\/span\u003E - When units within an organization have similar goals, everyone can work together to meet those goals. When the goals of organizational units conflict with one another, each unit's effort works against the others. \u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-style: italic;\"\u003EDifferent managerial styles within each unit\u003C\/span\u003E - Difference in managerial styles from department to department can cause confusion, frustration, and miscommunications. \u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-style: italic;\"\u003EDecisions made outside the immediate organization\u003C\/span\u003E - Decisions made by governments, interest groups, and competitors can influence your project and must be communicated. \u003C\/li\u003E\u003C\/ul\u003E\u003Cspan style=\"font-weight: bold;\"\u003ETechnical interfaces\u003C\/span\u003E\u003Cbr \/\u003ETechnical interfaces are the formal and informal reporting relationships among different technical disciplines.\u003Cbr \/\u003E\u003Cbr \/\u003ETechnical interfaces occur within and between project phases. They can occur in products, facilities, and hardware, in other words, in anything that is non-people related.\u003Cbr \/\u003E\u003Cbr \/\u003EThe technical interface falls into two categories: physical and performance. The physical interface is between interconnecting parts of the system. The performance interface is between various functional or product subsystems. These categories contain both good interfaces and problems with interfaces.\u003Cbr \/\u003E\u003Cbr \/\u003EFor example, MercuryRising has an excellent technical support team that is familiar with the hardware and software within the various departments. Quick response time to computer problems ensures little disruption time on projects and makes meeting deadlines easier.\u003Cbr \/\u003E\u003Cbr \/\u003EThe office supplier for MercuryRising has software to let them know what and how much of a product is being used daily. This tells them exactly when and how much to deliver. Such precision aids project delivery.\u003Cbr \/\u003E\u003Cbr \/\u003EProject managers can help to ensure project success by managing technical interfaces.\u003Cbr \/\u003E\u003Cbr \/\u003E\u003Cspan style=\"font-weight: bold;\"\u003EInterpersonal interfaces\u003C\/span\u003E\u003Cbr \/\u003EThe interpersonal interface deals with formal and informal reporting relationships among different individuals working on a project.\u003Cbr \/\u003E\u003Cbr \/\u003EDifferences in personality, skill level, and communication style can create issues as a project team begins to work together. Typically, as the number of people involved in a project increases, so does the potential for problems with communication. A project may involve:\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003Edifferent organizations\u003C\/li\u003E\u003Cli\u003Eorganizational departments (Accounting, R\u0026amp;D)\u003C\/li\u003E\u003Cli\u003Egroups (special interest)\u003C\/li\u003E\u003Cli\u003Esubgroups\u003C\/li\u003E\u003Cli\u003Eindividuals \u003C\/li\u003E\u003C\/ul\u003ETo enable effective communication at the interpersonal interface, you must carefully plan your project reporting relationships and keep the communication lines open to accommodate everyone involved.\u003Cbr \/\u003E\u003Cbr \/\u003EFor your project to succeed, you must remove barriers to communication through interface management—a constant juggling of communication issues.\u003Cbr \/\u003E\u003Cbr \/\u003EA good project plan outlines individual, technical and organizational responsibilities and authority. It enables you to simultaneously manage the three interfaces and maintain the flow of communication.\u003Cbr \/\u003E\u003Cbr \/\u003EIf you effectively use the inputs to organizational planning, you can avoid most conflicts. Your projects will run more smoothly, and your project will have the best chance for success."},"link":[{"rel":"replies","type":"application/atom+xml","href":"http:\/\/itpmpro.blogspot.com\/feeds\/7176904344453445027\/comments\/default","title":"Post Comments"},{"rel":"replies","type":"text/html","href":"http:\/\/www.blogger.com\/comment.g?blogID=1130871870265736647\u0026postID=7176904344453445027","title":"2 Comments"},{"rel":"edit","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/7176904344453445027"},{"rel":"self","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/7176904344453445027"},{"rel":"alternate","type":"text/html","href":"http:\/\/itpmpro.blogspot.com\/2008\/10\/managing-communication-interfaces.html","title":"Managing Communication Interfaces"}],"author":[{"name":{"$t":"Iman Budi Setiawan"},"uri":{"$t":"http:\/\/www.blogger.com\/profile\/14019051950832045250"},"email":{"$t":"noreply@blogger.com"},"gd$image":{"rel":"http://schemas.google.com/g/2005#thumbnail","width":"29","height":"32","src":"http:\/\/1.bp.blogspot.com\/_hg1QUg8_uH0\/SfJxLK18ydI\/AAAAAAAAAD8\/CE06bwq3IcU\/S220\/imansmall.jpg"}}],"thr$total":{"$t":"2"}},{"id":{"$t":"tag:blogger.com,1999:blog-1130871870265736647.post-461133619048683410"},"published":{"$t":"2008-09-25T15:30:00.002+07:00"},"updated":{"$t":"2011-05-14T11:57:47.444+07:00"},"category":[{"scheme":"http://www.blogger.com/atom/ns#","term":"book"},{"scheme":"http://www.blogger.com/atom/ns#","term":"checklist"},{"scheme":"http://www.blogger.com/atom/ns#","term":"document"},{"scheme":"http://www.blogger.com/atom/ns#","term":"form"},{"scheme":"http://www.blogger.com/atom/ns#","term":"record"},{"scheme":"http://www.blogger.com/atom/ns#","term":"report"},{"scheme":"http://www.blogger.com/atom/ns#","term":"reviewing"},{"scheme":"http://www.blogger.com/atom/ns#","term":"sheet"},{"scheme":"http://www.blogger.com/atom/ns#","term":"template"}],"title":{"type":"text","$t":"Maintaining Documents and Records"},"content":{"type":"html","$t":"Every key step or change in the project or quality control change needs to be documented so that the reason for any changes can be traced at a future date. The documentation serves as authorization for action and evidence that the change did occur.\u003Cbr \/\u003E\u003Cbr \/\u003EProject or process documentation begins with the original concept plan. It then evolves into activity-based documentation in which there are a variety of possible documentation types.\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003EChecklists \u003C\/span\u003E- can be developed to ensure that documentation flows properly and that certain documents are retained for archival purposes. There should be a checklist for every major activity that needs to be completed before another can begin. \u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003EControl sheets\u003C\/span\u003E - record the flow of key documentation and changes. Data on decisions, changes, and who made them, are recorded. \u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003ESign-off sheets\u003C\/span\u003E - are documents which verify that a particular stage to a project has been completed to the quality goals. Sign-off sheets record specific information about which activity has met the standard and when. \u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003EApproval forms\u003C\/span\u003E - verify that permission was given to advance to the next stage in a tightly controlled project. They are somewhat similar to sign-off sheets. \u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003EReviews \u003C\/span\u003E- examine a process or stage of a project to ensure it has met the particular goals set out in the original plan or to other quality standards. Most reviews recommend changes of some sort. \u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003ETesting reports\u003C\/span\u003E - are carried out by specialists such as laboratory technicians, programmers, and quality testers. Their language is quite technical, however the use of non-statistical and statistical techniques can aid understanding. Test reports can express if a change, or no change, is required. \u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003ELogbooks \u003C\/span\u003E- record the movement of documentation and when certain activities occur. This ensures an orderly flow and if a problem arises, it can be examined to see when and even what was responsible. Logbooks in manufacturing often contain the data required for analysis. \u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003EAcceptance reports\u003C\/span\u003E - indicate whether a project or product was done satisfactorily. If not acceptable, suggestions can be offered. It is similar to a sign off sheet, but with more detail. \u003C\/li\u003E\u003C\/ul\u003EIn addition to these activity-based documents, various standards organizations may require you to maintain records verifying conformance to industry standards. These records may be in the form of:\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003Einspection reports \u003C\/li\u003E\u003Cli\u003Etest data \u003C\/li\u003E\u003Cli\u003Equalification reports \u003C\/li\u003E\u003Cli\u003Evalidation reports \u003C\/li\u003E\u003Cli\u003Esurvey and audit reports \u003C\/li\u003E\u003Cli\u003Ematerial review reports \u003C\/li\u003E\u003Cli\u003Ecalibration data \u003C\/li\u003E\u003Cli\u003Equality-related cost reports. \u003C\/li\u003E\u003C\/ul\u003EDepending on the project, you may also need to save instructive documents such as:\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003Edrawings \u003C\/li\u003E\u003Cli\u003Especifications \u003C\/li\u003E\u003Cli\u003Einspection procedures \u003C\/li\u003E\u003Cli\u003Etest routines \u003C\/li\u003E\u003Cli\u003Ework instructions \u003C\/li\u003E\u003Cli\u003Econtrol sheets \u003C\/li\u003E\u003Cli\u003Ethe quality manual \u003C\/li\u003E\u003Cli\u003Eoperational procedures\/checklists \u003C\/li\u003E\u003Cli\u003Equality system procedures. \u003C\/li\u003E\u003C\/ul\u003EAll records and documentation need to be clear, legible, dated (including revisions), identified, accessible, and stored to prevent deterioration or loss. These can be in the form of images, hard copy, CD-ROM, and electronic files. The quality management plan for the project or company should specify how long documents need to be kept and how they should be disposed of once out-dated.\u003Cbr \/\u003E\u003Cbr \/\u003EThe control of documentation depends on the process or project undertaken. Long duration projects may require documents and records to be archived at set intervals. Short duration projects may allow subordinates to retain documents until the end of the project and then they are stored. For most projects there should be some sort of post project review. The idea is that the record keeping can provide specific information to see if the various procedures work well. This is a function of quality assurance.\u003Cbr \/\u003E\u003Cbr \/\u003EDocumentation is often relegated to minor status in a project. Many people think once the key work is done, that there will be time later to catch up on the paperwork. However, in a proper project, documentation is designed into the process to ensure an orderly flow, without unnecessary paperwork. The preservation of data, decisions made, and the general plan and outline of the project are key to ensuring quality."},"link":[{"rel":"replies","type":"application/atom+xml","href":"http:\/\/itpmpro.blogspot.com\/feeds\/461133619048683410\/comments\/default","title":"Post Comments"},{"rel":"replies","type":"text/html","href":"http:\/\/www.blogger.com\/comment.g?blogID=1130871870265736647\u0026postID=461133619048683410","title":"0 Comments"},{"rel":"edit","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/461133619048683410"},{"rel":"self","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/461133619048683410"},{"rel":"alternate","type":"text/html","href":"http:\/\/itpmpro.blogspot.com\/2008\/09\/maintaining-documents-and-records.html","title":"Maintaining Documents and Records"}],"author":[{"name":{"$t":"Iman Budi Setiawan"},"uri":{"$t":"http:\/\/www.blogger.com\/profile\/14019051950832045250"},"email":{"$t":"noreply@blogger.com"},"gd$image":{"rel":"http://schemas.google.com/g/2005#thumbnail","width":"29","height":"32","src":"http:\/\/1.bp.blogspot.com\/_hg1QUg8_uH0\/SfJxLK18ydI\/AAAAAAAAAD8\/CE06bwq3IcU\/S220\/imansmall.jpg"}}],"thr$total":{"$t":"0"}},{"id":{"$t":"tag:blogger.com,1999:blog-1130871870265736647.post-466414094872825457"},"published":{"$t":"2008-09-21T16:46:00.001+07:00"},"updated":{"$t":"2011-05-14T11:59:12.119+07:00"},"category":[{"scheme":"http://www.blogger.com/atom/ns#","term":"adjustment"},{"scheme":"http://www.blogger.com/atom/ns#","term":"assurance"},{"scheme":"http://www.blogger.com/atom/ns#","term":"corrective"},{"scheme":"http://www.blogger.com/atom/ns#","term":"improvement"},{"scheme":"http://www.blogger.com/atom/ns#","term":"process"},{"scheme":"http://www.blogger.com/atom/ns#","term":"quality"}],"title":{"type":"text","$t":"Making Process Adjustments and Quality Improvements"},"content":{"type":"html","$t":"Have you ever encountered a situation where something has gone wrong and you wondered what could have been done to prevent it? Process adjustments and quality improvements can address this issue.\u003Cbr \/\u003E\u003Cbr \/\u003E\u003Cspan style=\"font-weight: bold;\"\u003EProcess adjustments\u003C\/span\u003E\u003Cbr \/\u003EProcess adjustments may be corrective or preventive. Corrective adjustments are taken after a problem has already been discovered. Preventive adjustments are taken beforehand to prevent problems from happening.\u003Cbr \/\u003E\u003Cbr \/\u003ESome of the most common process adjustments are: rework, redesign, change of equipment, change of personnel, and change of process. To prevent problems from occurring, each process is analyzed to determine where things could go wrong. Preventive steps or processes are then planned into the various activities.\u003Cbr \/\u003E\u003Cbr \/\u003EIn extreme cases, a process problem may demand rework. Rework requires that the production lot or phase of a project be redone. Obviously, rework should be avoided if possible. However, rework can be planned out conceptually by having inspections, testing, and measuring at logical points in the project or process. This minimizes rework, restricting its use to occasions of absolute necessity.\u003Cbr \/\u003E\u003Cbr \/\u003EAnother possibility is that a process needs to be redesigned. Projects often have an experimental or trial phase that tests the functioning of an item. This process needs to be planned so that the time exists for redesign, and redesign work is minimized, especially at later stages.\u003Cbr \/\u003E\u003Cbr \/\u003EThe problem may be the equipment. It could be worn out, outdated or unable to perform to the new designs or specifications demanded of it. Equipment upgrades can be planned into the project or process at various stages. This ensures that the machinery does not wear out and that it will meet future specifications.\u003Cbr \/\u003E\u003Cbr \/\u003ESometimes the problem is with a worker or supervisor. Many employees become bored with their jobs. A worker, supervisor or inspector may not be working as hard as they should be. Perhaps not enough training has been given to employees who need it. Personality conflicts may also be an issue.\u003Cbr \/\u003E\u003Cbr \/\u003EFrequent rotation of workers may be desired. Properly scheduling breaks, work hours, vacation, and an understandable promotion system can make a work force more energetic. Refresher training reminds workers of quality issues.\u003Cbr \/\u003E\u003Cbr \/\u003EOn occasion the process itself may be flawed. Due to employee inexperience, a one-time modification of the process may be required. Plant layouts may need to be updated, efficiency studies undertaken, or adoption of higher forms of technology may be necessary. Annual audits help managers to identify the need for efficiency studies, increased automation, or changes to the process requiring more or less inspection, or testing as appropriate.\u003Cbr \/\u003E\u003Cbr \/\u003E\u003Cspan style=\"font-weight: bold;\"\u003EQuality Improvements\u003C\/span\u003E\u003Cbr \/\u003EQuality improvement can occur in two manners. The first and most desirable way is through planned inspections, or audits, of a project or product process. The changes are enacted through a change request. The change request is based upon a well-reasoned and thought out analysis. Unplanned improvement can also occur through corrective action. Too much rework can result in an audit which then decides if a process or procedure needs changing. A change request initiates the improvement.\u003Cbr \/\u003E\u003Cbr \/\u003EBoth of these methods can address short- and long-term problems to a project or a production process. Consistent and constant attention to quality control is required to remind everyone that quality control can happen at any time.\u003Cbr \/\u003E\u003Cbr \/\u003ENo one person is solely responsible for quality control. All employees are responsible for identifying potential problems. It should not just be left to the inspectors or quality assurance department to ensure a process is being performed correctly. Interaction is necessary between all the stakeholders in a process or project. This involves the workers, managers, inspectors, engineers, and even the client. No one person can make a change without consideration of all possibilities.\u003Cbr \/\u003E\u003Cbr \/\u003EOne way to ensure smooth communications between all the stakeholders is to hold frequent meetings of all levels of personnel. This is termed a Quality Circle. Meetings are held frequently where concerns are brought up, ideas discussed, and new methods introduced. The idea is that everyone becomes aware of the others' positions and responsibilities on each issue. Quality improvement ideas are often discussed.\u003Cbr \/\u003E\u003Cbr \/\u003EWorkers can suggest changes to a process, calibration, or material. They see and do the process on a daily basis. Their suggestions are often preventive in nature. They are also the first line of defense in defect identification.\u003Cbr \/\u003E\u003Cbr \/\u003EManagers are responsible for ensuring that the right activities occur at the right time. They can coordinate training, ensure workers and inspectors are doing their jobs, and coordinate with the engineers and clients about problems or changes.\u003Cbr \/\u003E\u003Cbr \/\u003EQuality assurance and control is the function of the inspectors. Changes in procedures or processes can be initiated by them or discussion on new methods needed when a problem is identified. Whenever possible, they should act preventively.\u003Cbr \/\u003E\u003Cbr \/\u003EEngineers or designers are often asked to study the technical aspects of a problem. They can also suggest the need for a change in process or design based upon new concepts, methods, or technology.\u003Cbr \/\u003E\u003Cbr \/\u003EUltimately, the manager is responsible for change. However, each employee is responsible for understanding the changes and for implementing them. They must also ensure that feedback is accurately conveyed. A progressive attitude by all is required.\u003Cbr \/\u003E\u003Cbr \/\u003EProblem identification and resolution takes time. A group may need to meet several times to adjust the process and develop quality improvement ideas. Regardless, process adjustment and quality improvement must be thought of as a continuous process. There is always room for improvement, and prevention is always cheaper than correction."},"link":[{"rel":"replies","type":"application/atom+xml","href":"http:\/\/itpmpro.blogspot.com\/feeds\/466414094872825457\/comments\/default","title":"Post Comments"},{"rel":"replies","type":"text/html","href":"http:\/\/www.blogger.com\/comment.g?blogID=1130871870265736647\u0026postID=466414094872825457","title":"0 Comments"},{"rel":"edit","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/466414094872825457"},{"rel":"self","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/466414094872825457"},{"rel":"alternate","type":"text/html","href":"http:\/\/itpmpro.blogspot.com\/2008\/09\/making-process-adjustments-and-quality.html","title":"Making Process Adjustments and Quality Improvements"}],"author":[{"name":{"$t":"Iman Budi Setiawan"},"uri":{"$t":"http:\/\/www.blogger.com\/profile\/14019051950832045250"},"email":{"$t":"noreply@blogger.com"},"gd$image":{"rel":"http://schemas.google.com/g/2005#thumbnail","width":"29","height":"32","src":"http:\/\/1.bp.blogspot.com\/_hg1QUg8_uH0\/SfJxLK18ydI\/AAAAAAAAAD8\/CE06bwq3IcU\/S220\/imansmall.jpg"}}],"thr$total":{"$t":"0"}},{"id":{"$t":"tag:blogger.com,1999:blog-1130871870265736647.post-3523739691004370758"},"published":{"$t":"2008-09-19T17:21:00.001+07:00"},"updated":{"$t":"2011-05-14T12:03:00.249+07:00"},"category":[{"scheme":"http://www.blogger.com/atom/ns#","term":"accept"},{"scheme":"http://www.blogger.com/atom/ns#","term":"fail"},{"scheme":"http://www.blogger.com/atom/ns#","term":"pass"},{"scheme":"http://www.blogger.com/atom/ns#","term":"reject"},{"scheme":"http://www.blogger.com/atom/ns#","term":"success"},{"scheme":"http://www.blogger.com/atom/ns#","term":"work"}],"title":{"type":"text","$t":"Deciding Whether to Accept or Reject Project Work"},"content":{"type":"html","$t":"Have you ever done a project inspection only to find the result failed to meet its specifications? If so, you may have been forced to make a decision whether to accept or reject the result, whether it was a final product or some intermittent stage.\u003Cbr \/\u003E\u003Cbr \/\u003EAcceptance decisions can occur at several levels of management. At the lowest, a worker or inspector sees a fault, and brings it to the attention of a supervisor. The fault could be in the material, the process, or the output. The supervisor or project manager must then decide if the product or project can proceed.\u003Cbr \/\u003E\u003Cbr \/\u003EThere are four types of acceptance decisions:\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003EGo\/No go\u003C\/span\u003E - A product in an intermediate or final stage is inspected to determine if it can go to the next stage of processing. Go\/No go acceptance is useful if a particular stage has a high rate of failure, or the next stage is an expensive step. \u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003EConforms\/Does not conform\u003C\/span\u003E - Conforms\/Does not conform acceptance means that an item meets either a single or a variety of specifications. It can fail even if it passes all but one criterion. This category of acceptance frequently uses specification ranges determined in part through statistical analysis. \u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003EYes\/No\u003C\/span\u003E - Yes\/No acceptance checks to see if project work meets certain criteria or checkpoints. Yes\/No acceptance uses checklists to document that procedures and quality specifications have been met. The items on a Yes\/No checklist may include: proper assembly, documentation, marking or packing. \u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003EPass\/Fail\u003C\/span\u003E - Pass\/Fail acceptance often occurs at the final stage in a process or project. Specifications are used as a basis for determining if the project or item meets a variety of minimal expectations. \u003C\/li\u003E\u003C\/ul\u003EIf a product or project is acceptable at a given stage, it continues to the next stage. If it is unacceptable, it can be reworked or scrapped.\u003Cbr \/\u003E\u003Cbr \/\u003EA project or product may be found unacceptable if standards or goals have not been met. Standards refer to quality issues outlined in government, association, industry, or company policies or project specifications. Failure to achieve those quality standards are grounds for immediate action.\u003Cbr \/\u003E\u003Cbr \/\u003EGoals refer to a product or project not quite meeting the expectation as originally envisioned. For example, a product or project may meet less exacting commercial standards but not military standards. A more limited goal may have to be accepted or the project may have to be redesigned.\u003Cbr \/\u003E\u003Cbr \/\u003EIn any product or project, the acceptability is dependent on whether the customer finds that the results meet their needs. Failure to meet the customer's needs means redesign and rework or face the loss of the contract.\u003Cbr \/\u003E\u003Cbr \/\u003EShortcomings in quality may be acceptable if the price is too high for what was envisioned originally. Product or project redefinition may be required if the high standard is impossible. Project abandonment may also be considered.\u003Cbr \/\u003E\u003Cbr \/\u003EIt takes time to resolve a problem in a project or product. A less-than-perfect product may be acceptable in order to capture market share, or meet other deadlines. High quality products may receive more time to ensure customer satisfaction and repeat business.\u003Cbr \/\u003E\u003Cbr \/\u003EUnacceptable work can be made acceptable through rework. Rework is the necessary work to bring a product or project back within specifications or standards. Rework is known as a compliance activity. The cost and time taken to do rework can cost more than doing it right the first time.\u003Cbr \/\u003E\u003Cbr \/\u003ETherefore, rework should be considered a short-term solution. It is cheaper to carry out prevention techniques such as training, inspection of inputs, and frequent inspections of the process.\u003Cbr \/\u003E\u003Cbr \/\u003ERework can consist of remilling a machined part, repainting, reassembly, or replacement of a part or subassembly. In each case, only the work required to give the item or project a passing grade is completed.\u003Cbr \/\u003E\u003Cbr \/\u003EQuality control may not always catch everything. However, once a fault is discovered, quality decisions need to be made on how widespread the problem is and the seriousness of the problem. If the product is produced as runs or lots it is easier to determine how widespread the problem is through sampling. Rework time, replacement and overtime costs, and loss of reputation if consumers reject the product, are all considerations facing management when encountering a quality problem.\u003Cbr \/\u003E\u003Cbr \/\u003EAcceptance decisions are the key to quality control. Inspections and quality control analysis give the necessary information to make a logical decision by management. Rework should only occur if it is possible and cost and time effective."},"link":[{"rel":"replies","type":"application/atom+xml","href":"http:\/\/itpmpro.blogspot.com\/feeds\/3523739691004370758\/comments\/default","title":"Post Comments"},{"rel":"replies","type":"text/html","href":"http:\/\/www.blogger.com\/comment.g?blogID=1130871870265736647\u0026postID=3523739691004370758","title":"0 Comments"},{"rel":"edit","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/3523739691004370758"},{"rel":"self","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/3523739691004370758"},{"rel":"alternate","type":"text/html","href":"http:\/\/itpmpro.blogspot.com\/2008\/09\/deciding-whether-to-accept-or-reject.html","title":"Deciding Whether to Accept or Reject Project Work"}],"author":[{"name":{"$t":"Iman Budi Setiawan"},"uri":{"$t":"http:\/\/www.blogger.com\/profile\/14019051950832045250"},"email":{"$t":"noreply@blogger.com"},"gd$image":{"rel":"http://schemas.google.com/g/2005#thumbnail","width":"29","height":"32","src":"http:\/\/1.bp.blogspot.com\/_hg1QUg8_uH0\/SfJxLK18ydI\/AAAAAAAAAD8\/CE06bwq3IcU\/S220\/imansmall.jpg"}}],"thr$total":{"$t":"0"}},{"id":{"$t":"tag:blogger.com,1999:blog-1130871870265736647.post-2217760477931611268"},"published":{"$t":"2008-09-17T13:20:00.001+07:00"},"updated":{"$t":"2011-05-14T12:05:35.440+07:00"},"category":[{"scheme":"http://www.blogger.com/atom/ns#","term":"analysis"},{"scheme":"http://www.blogger.com/atom/ns#","term":"correlation"},{"scheme":"http://www.blogger.com/atom/ns#","term":"diagram"},{"scheme":"http://www.blogger.com/atom/ns#","term":"technique"},{"scheme":"http://www.blogger.com/atom/ns#","term":"tools"},{"scheme":"http://www.blogger.com/atom/ns#","term":"trend"}],"title":{"type":"text","$t":"An Introduction to Trend Analysis"},"content":{"type":"html","$t":"In project management, it is useful to discern trends in the quality data to determine if the project is progressing according to quality expectations. Trend analysis is a technique that tells project managers whether quality goals are being achieved according to the quality management plan.\u003Cbr \/\u003E\u003Cbr \/\u003ETrend analysis is a mathematical technique using statistical methods that provide an equation that best fits data in a scatter diagram. Scatter diagrams are simple X and Y axis diagrams with an independent variable, such as time, as the X axis, and the dependent variable as the Y axis. Trend analysis determines the best or most appropriate equation and measures the fit of the equation to the data. Trend analysis is also known as \"curve fitting.\"\u003Cbr \/\u003E\u003Cbr \/\u003EFitting a curve is often done by the least squares method, a mathematical method in which the distance between the data points and a possible line is minimized over its length. This gives the most statistically accurate representation. These lines are often called \"regression lines.\"\u003Cbr \/\u003E\u003Cbr \/\u003ETrend analysis is a useful tool for cost and schedule performance, and quality control. The utility of the trend analysis is that it gives a clear and understandable indication of change caused by every incremental change of the independent variable. One of the more useful functions of trend analysis is predicting, or forecasting.\u003Cbr \/\u003E\u003Cbr \/\u003EThe different lines mean a variety of different things could have occurred in a process. Line and curve shapes indicate whether a process is behaving according to the quality control norms.\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003ELines of positive correlation\u003C\/span\u003E - Lines of positive correlation indicate the desired value y is increasing. This is good if improvement is sought, but bad if the line continues past a specified value. \u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003ELines of negative correlation\u003C\/span\u003E - Negative correlation indicates y is decreasing. This is good if the tolerance of a process is coming closer to a desired value, but bad if that same value is exceeded. \u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003ENo correlation\u003C\/span\u003E - A diagram with no correlation means the data is inconsistent. The process is out of control, and immediate steps are necessary to bring the process under control. \u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003ENo slope lines\u003C\/span\u003E - A line with no slope means there is no change. This is indicative of a stable process. \u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003ECurvilinear line\u003C\/span\u003E - Curvilinear lines indicate a cyclical process or a process decreasing or increasing at a non-uniform rate. Cyclical patterns indicate a possible worn out process. A curvilinear line indicates a complex relationship with the independent variable. \u003C\/li\u003E\u003C\/ul\u003EOf all the different lines, curved lines are the most difficult to make conclusions from because of their shape. Other statistical analysis must be used to determine at which point the objective value has been met or exceeded.\u003Cbr \/\u003E\u003Cbr \/\u003ETrend analysis allows project managers and teams to predict a pattern and come up with a formula that accurately reflects a data set. As long as the appropriate quantity of data have been selected, accurate predictions can be made of a process. Trend analysis is also useful for determining at which point a quality concern may become an issue based on historic data. Trend analysis is often useful when used in conjunction with other tools and techniques."},"link":[{"rel":"replies","type":"application/atom+xml","href":"http:\/\/itpmpro.blogspot.com\/feeds\/2217760477931611268\/comments\/default","title":"Post Comments"},{"rel":"replies","type":"text/html","href":"http:\/\/www.blogger.com\/comment.g?blogID=1130871870265736647\u0026postID=2217760477931611268","title":"0 Comments"},{"rel":"edit","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/2217760477931611268"},{"rel":"self","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/2217760477931611268"},{"rel":"alternate","type":"text/html","href":"http:\/\/itpmpro.blogspot.com\/2008\/09\/introduction-to-trend-analysis.html","title":"An Introduction to Trend Analysis"}],"author":[{"name":{"$t":"Iman Budi Setiawan"},"uri":{"$t":"http:\/\/www.blogger.com\/profile\/14019051950832045250"},"email":{"$t":"noreply@blogger.com"},"gd$image":{"rel":"http://schemas.google.com/g/2005#thumbnail","width":"29","height":"32","src":"http:\/\/1.bp.blogspot.com\/_hg1QUg8_uH0\/SfJxLK18ydI\/AAAAAAAAAD8\/CE06bwq3IcU\/S220\/imansmall.jpg"}}],"thr$total":{"$t":"0"}},{"id":{"$t":"tag:blogger.com,1999:blog-1130871870265736647.post-7193270171487145229"},"published":{"$t":"2008-09-14T15:37:00.001+07:00"},"updated":{"$t":"2011-05-14T13:27:02.283+07:00"},"category":[{"scheme":"http://www.blogger.com/atom/ns#","term":"chart"},{"scheme":"http://www.blogger.com/atom/ns#","term":"control"},{"scheme":"http://www.blogger.com/atom/ns#","term":"graph"},{"scheme":"http://www.blogger.com/atom/ns#","term":"problem"},{"scheme":"http://www.blogger.com/atom/ns#","term":"process"},{"scheme":"http://www.blogger.com/atom/ns#","term":"product"},{"scheme":"http://www.blogger.com/atom/ns#","term":"variation"}],"title":{"type":"text","$t":"Using Control Charts to Identify Product Process Problems"},"content":{"type":"html","$t":"Project managers use control charts to spot production process problems before they spin out of control. On a control chart, production data is plotted and analyzed for specific trends. Control charts are used more as a preventive measure rather than for detection or rejection of quality problems. This is extremely useful since it is cheaper to prevent mistakes than to correct them.\u003Cbr \/\u003E\u003Cbr \/\u003EControl charts compare quality, cost, and time issues to an established norm. They indicate permissible behavior so that aberrations are easy to identify. Analysis of control charts determines whether a process is stable or whether corrective action needs to be taken.\u003Cbr \/\u003E\u003Cbr \/\u003EControl charts can also help determine sources of variation. Variation is the range the observations fall around the process mean or average. Variation is different for every product or process since each has different characteristics.\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003ECommon cause variation\u003C\/span\u003E - is random variation common to any process. This type of variation requires management decisions to change the basic processes. Common cause variation is caused by chance and requires no corrections. \u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003ESpecial cause variation\u003C\/span\u003E - happens at the operational, or production, level. This variation is indicated by exceeding a control limit or a persistent trend towards the limit. Special causes exist when the variation in a process exceeds allowable standards. Corrective action is then required. \u003C\/li\u003E\u003C\/ul\u003EVariation is also categorized by time.\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003EShort-term variation\u003C\/span\u003E - can be caused by changes in suppliers or workers' performance. \u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003ELong-term variation\u003C\/span\u003E - occurs in cases of tool wear, environmental changes, or increased administrative control. \u003C\/li\u003E\u003C\/ul\u003EThere are two types of control charts classified by the type of data they collect. Variable control charts are used with continuous data in which all numerical values are possible. Variable charts are useful when measurements from a process are variable such as diameters, electrical output, or chemical concentrations.\u003Cbr \/\u003E\u003Cbr \/\u003EAttribute control charts are used with discrete data, or when data can only have a certain value, or range, such as \"1\" for \"yes\" and \"2\" for \"no\" in a conformance test. Attribute charts analyze data such as conforming\/non-conforming, pass\/fail, go\/no go, or yes\/no measurements.\u003Cbr \/\u003E\u003Cbr \/\u003EThe use of these various charts depends on what type of quality measurement is desired. The most common type is the X bar chart, or process average chart.\u003Cbr \/\u003E\u003Cbr \/\u003ELimits on a control chart are often called the three-sigma limit because most companies operate within the 3 sigma limit. In a normal distribution, 99.73 percent of the measurements lie within X bar ± 3s, or within the UCL and LCL. Some companies now employ a six-sigma limit in their quality control. This allows only 2 defects per billion. This exactness in quality is so expensive that it is only possible over very large production runs.\u003Cbr \/\u003E\u003Cbr \/\u003EThe high figure indicates a high degree of variation because more of the observations fall away from the average. Therefore, the taller the curve shape, or the bell curve, the lower the standard deviation will be.\u003Cbr \/\u003E\u003Cbr \/\u003EControl charts can be interpreted in many ways depending on their patterns and line shifts. Experience is the greatest aid to understanding a chart. Control charts tell when to look for trouble but not where the cause lies. Control charts also indicate when to leave a process alone. Variation can be unnecessarily introduced by an operator trying to fine-tune a machine to near perfection, when the control chart indicates the operator could leave the process alone. Charts are interpreted by runs, trends, periodicity, and hugging.\u003Cbr \/\u003E\u003Cbr \/\u003EQuality control inspectors also use the Rule of Seven to determine if a process is out of control. If seven or more consecutive observations are found to be on one side of the mean, then it is out of control. The reason it is said to be out of control is that there is only a 1.56 percent statistical chance of random variation that the run of seven would fall on one side of the mean.\u003Cbr \/\u003E\u003Cbr \/\u003EOne of the most useful quality control tasks is ensuring a process is in control, by identifying the existence of a problem. Control charts are a valuable tool in determining whether or not a project or process is in control. To be able to read control charts, you need to be familiar with the different control chart types and their components, and the various methods of interpretation."},"link":[{"rel":"replies","type":"application/atom+xml","href":"http:\/\/itpmpro.blogspot.com\/feeds\/7193270171487145229\/comments\/default","title":"Post Comments"},{"rel":"replies","type":"text/html","href":"http:\/\/www.blogger.com\/comment.g?blogID=1130871870265736647\u0026postID=7193270171487145229","title":"0 Comments"},{"rel":"edit","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/7193270171487145229"},{"rel":"self","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/7193270171487145229"},{"rel":"alternate","type":"text/html","href":"http:\/\/itpmpro.blogspot.com\/2008\/09\/using-control-charts-to-identify.html","title":"Using Control Charts to Identify Product Process Problems"}],"author":[{"name":{"$t":"Iman Budi Setiawan"},"uri":{"$t":"http:\/\/www.blogger.com\/profile\/14019051950832045250"},"email":{"$t":"noreply@blogger.com"},"gd$image":{"rel":"http://schemas.google.com/g/2005#thumbnail","width":"29","height":"32","src":"http:\/\/1.bp.blogspot.com\/_hg1QUg8_uH0\/SfJxLK18ydI\/AAAAAAAAAD8\/CE06bwq3IcU\/S220\/imansmall.jpg"}}],"thr$total":{"$t":"0"}},{"id":{"$t":"tag:blogger.com,1999:blog-1130871870265736647.post-6530677355692489050"},"published":{"$t":"2008-09-12T13:15:00.001+07:00"},"updated":{"$t":"2011-05-14T13:28:49.105+07:00"},"category":[{"scheme":"http://www.blogger.com/atom/ns#","term":"corrective"},{"scheme":"http://www.blogger.com/atom/ns#","term":"defect"},{"scheme":"http://www.blogger.com/atom/ns#","term":"diagram"},{"scheme":"http://www.blogger.com/atom/ns#","term":"histogram"},{"scheme":"http://www.blogger.com/atom/ns#","term":"pareto"},{"scheme":"http://www.blogger.com/atom/ns#","term":"problem"},{"scheme":"http://www.blogger.com/atom/ns#","term":"quality"}],"title":{"type":"text","$t":"An Introduction to Pareto Diagrams"},"content":{"type":"html","$t":"Do you need a simple chart to convey the idea that quality corrective action is required? Pareto diagrams offer an effective, illustrative, and analytical tool for identifying quality problems.\u003Cbr \/\u003E\u003Cbr \/\u003EA Pareto diagram is a modified histogram performance report. It receives its information from work results such as data figures, repair data, maintenance figures, or scrap rates.\u003Cbr \/\u003E\u003Cbr \/\u003EInstead of grouping results by intervals as in histograms, Pareto diagrams lump similar quality defects together in order to identify the most common errors for corrective action. This is based upon the 80\/20 rule where 80 percent of the defects are caused by 20 percent of the problems. Pareto diagrams are useful for measuring machine output and time reliant processes. There are three uses and types of Pareto diagrams.\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003EBasic Pareto analysis\u003C\/span\u003E - A basic Pareto analysis identifies the key contributors to the quality problem as a single diagram, with a percentage line showing each category as a portion of the cumulative total. The basic Pareto diagram identifies the most common problems. \u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003EComparative Pareto analysis\u003C\/span\u003E - A comparative Pareto analysis looks at a problem as a \"before and after\" comparison, using two Pareto diagrams. These diagrams show the change in the number of problems identified for each problem category. \u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003EWeighted Pareto analysis\u003C\/span\u003E - Weighted Pareto analysis gives significance to unapparent factors such as cost, time, or criticality. \u003C\/li\u003E\u003C\/ul\u003EOnce a Pareto diagram is constructed, the key defect areas become obvious, so you can reduce these defects to a more acceptable level. Then, after implementing corrective action, a new Pareto diagram may be constructed as a comparison to show that the key defects were greatly reduced.\u003Cbr \/\u003E\u003Cbr \/\u003EPareto diagrams are an extremely useful tool in quality decision making. The diagrams make it clear what quality changes need to be made and whether the remedy was effective. Keep in mind that Pareto diagrams do not identify causes, only problems, so other analytical methods may be required to gain further insight into the problem."},"link":[{"rel":"replies","type":"application/atom+xml","href":"http:\/\/itpmpro.blogspot.com\/feeds\/6530677355692489050\/comments\/default","title":"Post Comments"},{"rel":"replies","type":"text/html","href":"http:\/\/www.blogger.com\/comment.g?blogID=1130871870265736647\u0026postID=6530677355692489050","title":"2 Comments"},{"rel":"edit","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/6530677355692489050"},{"rel":"self","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/6530677355692489050"},{"rel":"alternate","type":"text/html","href":"http:\/\/itpmpro.blogspot.com\/2008\/09\/introduction-to-pareto-diagrams.html","title":"An Introduction to Pareto Diagrams"}],"author":[{"name":{"$t":"Iman Budi Setiawan"},"uri":{"$t":"http:\/\/www.blogger.com\/profile\/14019051950832045250"},"email":{"$t":"noreply@blogger.com"},"gd$image":{"rel":"http://schemas.google.com/g/2005#thumbnail","width":"29","height":"32","src":"http:\/\/1.bp.blogspot.com\/_hg1QUg8_uH0\/SfJxLK18ydI\/AAAAAAAAAD8\/CE06bwq3IcU\/S220\/imansmall.jpg"}}],"thr$total":{"$t":"2"}},{"id":{"$t":"tag:blogger.com,1999:blog-1130871870265736647.post-8442853284370834326"},"published":{"$t":"2008-09-10T14:14:00.001+07:00"},"updated":{"$t":"2011-05-14T13:33:24.522+07:00"},"category":[{"scheme":"http://www.blogger.com/atom/ns#","term":"cause"},{"scheme":"http://www.blogger.com/atom/ns#","term":"diagram"},{"scheme":"http://www.blogger.com/atom/ns#","term":"effect"},{"scheme":"http://www.blogger.com/atom/ns#","term":"flowchart"},{"scheme":"http://www.blogger.com/atom/ns#","term":"problem"},{"scheme":"http://www.blogger.com/atom/ns#","term":"quality"},{"scheme":"http://www.blogger.com/atom/ns#","term":"solve"}],"title":{"type":"text","$t":"Constructing Cause-and-effect Diagrams"},"content":{"type":"html","$t":"Have you ever had a quality problem that couldn't be quantified through the use of statistics? The relationship between a problem's effect and its cause is sometimes obscure. To solve the problem, you may need to examine the entire process, identifying all the potential problem sources before you can determine the root cause. When visually displayed, this problem-identification process is called \u003Cspan style=\"font-style: italic;\"\u003Ecause-and-effect diagramming\u003C\/span\u003E.\u003Cbr \/\u003E\u003Cbr \/\u003ECause-and-effect diagrams are also known as \"wishbone\" or \"fish\" diagrams because of their shape. A cause-and-effect diagram has a central \"back bone\" with \"ribs\" branching off. The process used to create the diagram is known as flowcharting.\u003Cbr \/\u003E\u003Cbr \/\u003ECause-and-effect analysis is frequently completed by a team since specialists in many areas or departments may be required to provide input into their part of the process. During a project meeting or conference, the project team will construct the diagram, starting with the problem and working backward to the beginning of the project or process.\u003Cbr \/\u003E\u003Cbr \/\u003EIn cause-and-effect diagramming, there are three possible methods for identifying causes:\u003Cbr \/\u003E\u003Col\u003E\u003Cli\u003Ethe random method \u003C\/li\u003E\u003Cli\u003Ethe systematic method \u003C\/li\u003E\u003Cli\u003Ethe process analysis method \u003C\/li\u003E\u003C\/ol\u003EThe random method, during which team members randomly cite problems and probable causes, is a somewhat haphazard approach and may not identify all problem categories. However, it is useful as a general trouble-shooting technique and can help get the group in problem-solving mode.\u003Cbr \/\u003EThe other two methods, systematic and process analysis, are more structured and rational in the identification of causes. These are used mostly by engineers and technicians.\u003Cbr \/\u003E\u003Cbr \/\u003EThe systematic method focuses analysis on one category at a time. Each category is examined in descending order of importance after the primary one is addressed.\u003Cbr \/\u003E\u003Cbr \/\u003EThe process analysis method looks at a production process identifying each sequential step, and the categories and causes for each step, one at a time.\u003Cbr \/\u003E\u003Cbr \/\u003EWhen the cause-and-effect diagram has been constructed, the team or project manager can then suggest changes to the potential problem-causing areas. A series of experiments or additional statistical analysis may be necessary to determine the primary or root cause of a given problem.\u003Cbr \/\u003E\u003Cbr \/\u003EThe next step is to decide what corrective action is necessary. In the process of identifying the problem, the team suggests the desired outcome. By turning the diagram around, you can determine what impact the desired outcome will have on each of the listed categories and causes. In some cases you may find corrective action is required in one or all of the categories.\u003Cbr \/\u003E\u003Cbr \/\u003EA machine in a process may require finer adjustment or even replacement if worn out. A newer machine may offer a leap in technology that may eliminate present quality control problems through greater automation or internal computer control processes.\u003Cbr \/\u003E\u003Cbr \/\u003EThe production or process method may require fine tuning, involving additional substeps before completion of a task. The layout of a process may also need reorganizing. Duties and responsibilities may need increased emphasis.\u003Cbr \/\u003E\u003Cbr \/\u003EStricter inspection and handling of raw materials may be necessary to ensure that they are of high standard. Improved selection of raw materials may also be required.\u003Cbr \/\u003E\u003Cbr \/\u003EChanges to the measurement process may be necessary, such as more accurate measurements, increased frequency of inspection, and introduction of new statistical methods for analysis.\u003Cbr \/\u003E\u003Cbr \/\u003EPerhaps current personnel are inadequately trained in both their job and in quality control. Upgrading job skills may be necessary. It is also possible that declining quality is due to poor work habits or boredom with the job.\u003Cbr \/\u003E\u003Cbr \/\u003EOnce the root cause of the problem has been identified and the effects of the desired outcome on other areas of the project have been studied, appropriate corrective action is taken. At this point, change requests are processed and safeguards set in place to prevent future recurrences.\u003Cbr \/\u003E\u003Cbr \/\u003EEven when a problem has multiple sources, you will find cause-and-effect diagrams are invaluable in pinpointing them all. Flowcharting with cause-and-effect diagrams is an effective way to conceptualize causes to a problem in a project or process. Once flowcharted, the problem can be further analyzed using other analytical tools. Ultimately, corrective action and protective safeguards are applied to solve the problem and prevent future recurrences."},"link":[{"rel":"replies","type":"application/atom+xml","href":"http:\/\/itpmpro.blogspot.com\/feeds\/8442853284370834326\/comments\/default","title":"Post Comments"},{"rel":"replies","type":"text/html","href":"http:\/\/www.blogger.com\/comment.g?blogID=1130871870265736647\u0026postID=8442853284370834326","title":"0 Comments"},{"rel":"edit","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/8442853284370834326"},{"rel":"self","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/8442853284370834326"},{"rel":"alternate","type":"text/html","href":"http:\/\/itpmpro.blogspot.com\/2008\/09\/constructing-cause-and-effect-diagrams.html","title":"Constructing Cause-and-effect Diagrams"}],"author":[{"name":{"$t":"Iman Budi Setiawan"},"uri":{"$t":"http:\/\/www.blogger.com\/profile\/14019051950832045250"},"email":{"$t":"noreply@blogger.com"},"gd$image":{"rel":"http://schemas.google.com/g/2005#thumbnail","width":"29","height":"32","src":"http:\/\/1.bp.blogspot.com\/_hg1QUg8_uH0\/SfJxLK18ydI\/AAAAAAAAAD8\/CE06bwq3IcU\/S220\/imansmall.jpg"}}],"thr$total":{"$t":"0"}},{"id":{"$t":"tag:blogger.com,1999:blog-1130871870265736647.post-6201386780494831054"},"published":{"$t":"2008-09-08T15:45:00.001+07:00"},"updated":{"$t":"2011-05-14T13:35:45.829+07:00"},"category":[{"scheme":"http://www.blogger.com/atom/ns#","term":"control"},{"scheme":"http://www.blogger.com/atom/ns#","term":"methods"},{"scheme":"http://www.blogger.com/atom/ns#","term":"quality"},{"scheme":"http://www.blogger.com/atom/ns#","term":"sampling"},{"scheme":"http://www.blogger.com/atom/ns#","term":"statistic"}],"title":{"type":"text","$t":"Statistical Sampling Methods for Project Quality Control"},"content":{"type":"html","$t":"Statistical sampling is a way of identifying the quality of a service or product when it is impractical or too expensive to examine each item. Effective sampling is based on statistical probability theory which identifies the probability of error for a sample size. Using standard deviation and variance calculations, control charts can be constructed, which accurately predict the likelihood of a sample being representative of a population or lot size.\u003Cbr \/\u003E\u003Cbr \/\u003ETo be accurate, the sample size must be \"representative\" and \"valid.\" Representative means that enough good and bad items must be included in the sample, so that it portrays the lot it is drawn from accurately. Validity is the measure, whereby the method of testing and the attributes measured are a true indication of what needs to be measured.\u003Cbr \/\u003E\u003Cbr \/\u003EKey issues for ensuring accuracy are the proper determination of the sample size and the rejection level acceptable within the sample. Sampling methods include acceptance sample, attributes sampling, special attributes sampling, and variable sampling.\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003Eacceptance sampling\u003C\/span\u003E\u003Cbr \/\u003EAcceptance sampling tests selected items against an agreed upon list of necessary criteria. The inspection can be conducted in a variety of ways including electronic, stress testing, sample destruction, reaction testing, and temperature testing.\u003Cbr \/\u003E\u003Cbr \/\u003EIt is more convenient to conduct acceptance sampling with lots in a production run. This reduces overall costs by making the sample sizes smaller and more manageable. If a quality problem is discovered, it is easier to track down the lot. It is also cheaper to rework or throw out the lot. Lots are often naturally created by factors such as shift changes, raw material lot sizes, handling or packaging sizes, or shipment sizes. Random selection within the lot is also important to ensure sample validity.\u003Cbr \/\u003E\u003C\/li\u003E\u003C\/ul\u003E\u003Cul\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003Eattributes sampling\u003C\/span\u003E\u003Cbr \/\u003EAfter the acceptance sampling method has been chosen, attributes sampling defines what exactly will be measured for quality control. This is often based upon past sample failure experience or customer feedback. The quality inspector merely checks the individual sample against the quality criteria. The attribute is measured by a simple \"yes\" or \"no\" that the item is acceptable. This method is often used in inspecting for size, color, finishing, marking, and packing. Data is recorded on a simple checklist sheet.\u003Cbr \/\u003E\u003Cbr \/\u003EThe use of attributes sampling has some advantages and disadvantages. Attributes testing is simpler and less expensive than inspection by variables. Recordkeeping is simplified by having one quality level for a group of like attributes. However, attributes sampling also requires a large sample size to determine the acceptability of the parent lot, which makes the process time consuming and expensive.\u003Cbr \/\u003E\u003C\/li\u003E\u003C\/ul\u003E\u003Cul\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003Especial attributes sampling\u003C\/span\u003E\u003Cbr \/\u003EStatisticians have various sampling methods that simplify the inspection process, reduce time and cost, yet still ensure accuracy in the inspection process. These methods are referred to as \"special attributes sampling\" and include continuous sampling, chain sampling, and skip-lot sampling.\u003Cbr \/\u003E\u003Cbr \/\u003EWith continuous sampling, inspection occurs throughout production, like on an assembly line. This method is often used when storage facilities are inadequate or it is difficult to accumulate large lots for inspection.\u003Cbr \/\u003E\u003Cbr \/\u003EChain sampling occurs when a product is produced as a lot for inclusion into another product. It is tested throughout the manufacturing process. This method is useful when sample sizes are small, and there is good quality history.\u003Cbr \/\u003E\u003Cbr \/\u003ESkip-lot sampling reduces inspection costs by inspecting certain lots. This increases the quality risk, therefore a history of high quality is a key consideration. This type of sampling is used after the maturation of a process.\u003Cbr \/\u003E\u003C\/li\u003E\u003C\/ul\u003E\u003Cul\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003Evariable sampling\u003C\/span\u003E\u003Cbr \/\u003EVariables sampling collects data on possible variable items. When the error rate exceeds a combined level for several of the variables, the lot is rejected. The sample is rated on a scale against such criteria as time, distance, weight, strength, or purity.\u003Cbr \/\u003E\u003Cbr \/\u003EInstead of being tested as \"acceptable\" or \"unacceptable,\" the sample is compared against historic values to determine problems. Variable sampling is used when the quality characteristic is measurable or quantifiable.\u003Cbr \/\u003E\u003Cbr \/\u003EVariables sampling allows a quality control team to accomplish more in its inspection and analysis process. Causal links can be explored as well, helping to determine the root problem in a product, process, or sub-process.\u003Cbr \/\u003E\u003Cbr \/\u003EThe advantages include more data to compare to quality conformance criteria. It also requires smaller sample sizes, reducing cost while ensuring high quality.\u003Cbr \/\u003E\u003Cbr \/\u003EThe disadvantages are that the quality inspectors need more training and that more sophisticated analysis is required to determine quality conformance.\u003Cbr \/\u003E\u003Cbr \/\u003EAcceptance and attributes testing can be tested separately or together. An item can be tested for one or several attributes and whether it achieves the desired specifications. Variables sampling is a more complex process requiring considerable thought in not only what is measured, but how it will be analyzed.\u003Cbr \/\u003E\u003C\/li\u003E\u003C\/ul\u003EAny of the above sampling techniques can use special attributes testing to reduce the time spent sampling. In practice, many companies use all four sampling techniques together to ensure the highest possible quality control.\u003Cbr \/\u003E\u003Cbr \/\u003ENo matter what kind of sampling plan you choose, all require a sample of a particular size to ensure confidence in the results. The sample must be cost effective to conduct and accurate according to probability and acceptance theory. Sample sizes can be determined from the operating characteristic curve. The curve represents the historic results for a particular process and operating conditions. The curves change shape depending on the size of the sample. Formulas can be used to represent the diagram.\u003Cbr \/\u003E\u003Cbr \/\u003EA major tire manufacturing company installed a new tire molding machine. A trial production run tested if the tires made with the new machinery were as strong as the old ones. In a production run of 10,000 tires, only one failed in a sample installation test of 100 tires. To confirm the accuracy of the test, two more test lots were produced with the same results. Since the old process experienced 1.5 failures per 100, this machine represented an improvement and the sample size continued to be valid.\u003Cbr \/\u003E\u003Cbr \/\u003ESampling techniques help ensure quality while controlling inspection costs. It is key that the proper kind of sampling is carried out to obtain the desired results. This ensures the sample will be accurate and valid. The proper determination of the sample size is also important. Representative is the other key consideration. Proper sampling techniques ensure other analysis methods are reliable indications of reality."},"link":[{"rel":"replies","type":"application/atom+xml","href":"http:\/\/itpmpro.blogspot.com\/feeds\/6201386780494831054\/comments\/default","title":"Post Comments"},{"rel":"replies","type":"text/html","href":"http:\/\/www.blogger.com\/comment.g?blogID=1130871870265736647\u0026postID=6201386780494831054","title":"6 Comments"},{"rel":"edit","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/6201386780494831054"},{"rel":"self","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/6201386780494831054"},{"rel":"alternate","type":"text/html","href":"http:\/\/itpmpro.blogspot.com\/2008\/09\/statistical-sampling-methods-for.html","title":"Statistical Sampling Methods for Project Quality Control"}],"author":[{"name":{"$t":"Iman Budi Setiawan"},"uri":{"$t":"http:\/\/www.blogger.com\/profile\/14019051950832045250"},"email":{"$t":"noreply@blogger.com"},"gd$image":{"rel":"http://schemas.google.com/g/2005#thumbnail","width":"29","height":"32","src":"http:\/\/1.bp.blogspot.com\/_hg1QUg8_uH0\/SfJxLK18ydI\/AAAAAAAAAD8\/CE06bwq3IcU\/S220\/imansmall.jpg"}}],"thr$total":{"$t":"6"}},{"id":{"$t":"tag:blogger.com,1999:blog-1130871870265736647.post-3819909829739340025"},"published":{"$t":"2008-09-06T16:10:00.001+07:00"},"updated":{"$t":"2011-05-14T13:37:08.602+07:00"},"category":[{"scheme":"http://www.blogger.com/atom/ns#","term":"control"},{"scheme":"http://www.blogger.com/atom/ns#","term":"examining"},{"scheme":"http://www.blogger.com/atom/ns#","term":"inspection"},{"scheme":"http://www.blogger.com/atom/ns#","term":"measuring"},{"scheme":"http://www.blogger.com/atom/ns#","term":"quality"},{"scheme":"http://www.blogger.com/atom/ns#","term":"testing"}],"title":{"type":"text","$t":"How Inspections Aid in Project Quality Control"},"content":{"type":"html","$t":"Most companies receive complaints about their products or services at some time. Since this is a common event, you should learn more about how inspections can help you produce superior goods and provide better services.\u003Cbr \/\u003E\u003Cbr \/\u003EInspection forms the backbone of quality control. Without inspection, identification of problems is impossible. This can have severe ramifications for the client-producer relationship. All projects or processes can be inspected using subjective or objective criteria for weaknesses in conformance to standards. Remember, the role of inspection is to ensure results meet specifications.\u003Cbr \/\u003E\u003Cbr \/\u003EQuality control is based on a plan and work results. The work results come from the mandated inspection process. Inspection activities consist of measuring, examining and testing to ensure conformance.\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003EMeasuring \u003C\/span\u003E- Most products or projects require acceptance inspection against specific physical requirements, such as dimensions. Processes often have ongoing measurements of critical criteria such as pressures. The goal is to ensure machines are calibrated properly. \u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003EExamining \u003C\/span\u003E- Most products or projects require examinations to determine acceptability to a set standard or criteria. This can involve measuring or examination of more subjective criteria, such as appearance. \u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003ETesting \u003C\/span\u003E- Inspection testing requires that the project or product be tested to ensure conformance. This can be done at the end, at different stages or as a continual activity. Testing is often necessary to check that a new technology, process or method will meet quality expectations. \u003C\/li\u003E\u003C\/ul\u003EIn the production of a computer, various measurements, tests and examinations are made. Measurements are made on individual parts and subcomponents, such as the thickness of circuit board circuitry. Tests can then be run on these parts or subcomponents to ensure they work. Lastly, examinations can be made to ensure subcomponents and the final product were assembled correctly.\u003Cbr \/\u003EThe quality management plan should indicate what control system is needed for inspection, measuring, or testing. The plan should give information on:\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003Ewhat test equipment is to be used \u003C\/li\u003E\u003Cli\u003Ethe method of test equipment calibration \u003C\/li\u003E\u003Cli\u003Ethe method of recording test equipment calibration status \u003C\/li\u003E\u003Cli\u003Ethe documentation of calibration information to determine when equipment is out of calibration \u003C\/li\u003E\u003C\/ul\u003EInspections are not random affairs. The quality management plan helps determine when inspections should occur. Inspections occur at the moment at which it is most appropriate to ensure achievement of quality goals. This is a balance between just enough quality and the high cost of continuous inspection of all aspects of a project or a product.\u003Cbr \/\u003EInspections after a single activity are the most rigorous of inspection processes. This method ensures each step in a process is compared to the desired goal. This is most often used in highly regulated industries that require tight tolerances, such as electronics.\u003Cbr \/\u003E\u003Cbr \/\u003EInspections at each stage ensure that a project or product is conforming to the specifications before more work is done. This prevents work being done on a flawed item, eliminating rework and waste. This is often seen in the construction and metal-working industries.\u003Cbr \/\u003E\u003Cbr \/\u003EMost projects or products require a final inspection before shipment or acceptance by the customer or client. This ensures that all other inspections were successful. Some simplistic products or projects may not require inspection until completion.\u003Cbr \/\u003E\u003Cbr \/\u003EThe quality management plan is key to developing an effective inspection or testing regime. The plan needs to indicate relevant inspections or tests needed for a project to proceed to the next level, or be ready for client acceptance. The plan can give the following information regarding inspections and testing:\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003Ehow suppliers verify subcontractor products \u003C\/li\u003E\u003Cli\u003Ewhere each inspection\/test is in the process \u003C\/li\u003E\u003Cli\u003Ewhat characteristics, criteria, and techniques are required \u003C\/li\u003E\u003Cli\u003Ewhere the client needs to verify the product \u003C\/li\u003E\u003Cli\u003Ewhere regulatory verification is necessary \u003C\/li\u003E\u003Cli\u003Ewhere third party testing, verification, validation, or certification is needed \u003C\/li\u003E\u003C\/ul\u003EDuring the production of a book, whether it be a novel or a textbook, various inspections and tests occur. The objective is to produce a written work that is free of factual and grammatical errors, formatted properly, illustrated correctly, logically laid out, and has a sense of coherent style.\u003Cbr \/\u003EAfter the author has written each chapter, style, logic, coherence, and general grammar and spelling are checked. After each chapter is submitted to the publisher, an editor checks for style, logic, coherence, and general grammar and spelling. Once the complete manuscript is finished, a variety of people look at it. The editor again examines for style, content and logic. A proofreader comments on grammar, punctuation and spelling.\u003Cbr \/\u003E\u003Cbr \/\u003EAfter the content has been approved, the printing occurs. Author's proofs are then checked by the author, the editor, and copy proofreaders for any last minute errors in layout and formatting, including illustrations, before the final print run.\u003Cbr \/\u003E\u003Cbr \/\u003EInspections are also called \"reviews,\" \"product reviews,\" \"audits\" and \"walk-throughs.\" It depends on the industry, the type of process or project and the purpose of the particular inspection. These terms can have quite narrow and specific meanings.\u003Cbr \/\u003E\u003Cbr \/\u003EFor example, an audit can mean different things. In a firm, an accounting audit inspects the books to ensure proper procedures and bookkeeping techniques were employed. A personal income tax audit accepts or rejects entries on your taxes based on income tax laws. A quality audit does not seek to inspect any product, but rather inspects the process of quality control to ensure the methods, measurements and people are being effectively used.\u003Cbr \/\u003E\u003Cbr \/\u003EInspection is a key component of the quality control process. Acceptance and rejection of poor quality work relies on inspections. Inspection results also provide the data used in statistical analysis methods."},"link":[{"rel":"replies","type":"application/atom+xml","href":"http:\/\/itpmpro.blogspot.com\/feeds\/3819909829739340025\/comments\/default","title":"Post Comments"},{"rel":"replies","type":"text/html","href":"http:\/\/www.blogger.com\/comment.g?blogID=1130871870265736647\u0026postID=3819909829739340025","title":"0 Comments"},{"rel":"edit","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/3819909829739340025"},{"rel":"self","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/3819909829739340025"},{"rel":"alternate","type":"text/html","href":"http:\/\/itpmpro.blogspot.com\/2008\/09\/how-inspections-aid-in-project-quality.html","title":"How Inspections Aid in Project Quality Control"}],"author":[{"name":{"$t":"Iman Budi Setiawan"},"uri":{"$t":"http:\/\/www.blogger.com\/profile\/14019051950832045250"},"email":{"$t":"noreply@blogger.com"},"gd$image":{"rel":"http://schemas.google.com/g/2005#thumbnail","width":"29","height":"32","src":"http:\/\/1.bp.blogspot.com\/_hg1QUg8_uH0\/SfJxLK18ydI\/AAAAAAAAAD8\/CE06bwq3IcU\/S220\/imansmall.jpg"}}],"thr$total":{"$t":"0"}},{"id":{"$t":"tag:blogger.com,1999:blog-1130871870265736647.post-4832239994826923081"},"published":{"$t":"2008-09-04T16:08:00.001+07:00"},"updated":{"$t":"2011-05-14T13:39:13.842+07:00"},"category":[{"scheme":"http://www.blogger.com/atom/ns#","term":"control"},{"scheme":"http://www.blogger.com/atom/ns#","term":"measure"},{"scheme":"http://www.blogger.com/atom/ns#","term":"performance"},{"scheme":"http://www.blogger.com/atom/ns#","term":"quality"},{"scheme":"http://www.blogger.com/atom/ns#","term":"result"}],"title":{"type":"text","$t":"Using Work Results for Project Quality Control"},"content":{"type":"html","$t":"Have you ever had a quality plan, but wondered how the plan provided quality control information that could be used for analysis? The quality plan has reporting procedures and feedback that provide this information. This information is called work results. The two most common work results are performance reports and change requests. Each will be examined in turn.\u003Cbr \/\u003E\u003Cbr \/\u003E\u003Cspan style=\"font-weight: bold;\"\u003EPerformance reports\u003C\/span\u003E\u003Cbr \/\u003EPerformance reports provide data that can be turned into various visual charts for analysis. Three of the most useful activities that performance reports measure are:\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003Eschedule adherence \u003C\/li\u003E\u003Cli\u003Ecost adherence \u003C\/li\u003E\u003Cli\u003Equality standards adherence. \u003C\/li\u003E\u003C\/ul\u003EIn performance reporting, the simpler the visual projection of the data, the better. This makes it easier to understand the requirement for action. Four of the most common performance reports are: Gantt charts, S-Curves, histograms, and tables.\u003Cbr \/\u003EIn histograms, data is shown as a vertical bar graph. This illustrates major problem categories. It forms the basis for control charts and Pareto diagrams.\u003Cbr \/\u003E\u003Cbr \/\u003ETables are often used to convey more complex data in its raw data form. Tables can convey observational data.\u003Cbr \/\u003E\u003Cbr \/\u003EPerformance reports can have a direct impact on quality management. Simple visual images can easily emphasize the need for immediate change. They can also indicate the project plan is working well.\u003Cbr \/\u003E\u003Cbr \/\u003EA project manager for a microchip project submitted a weekly performance report after a difficult week. The visual report showed that most of the department's problems were coding errors. This indicated that changes were needed to prevent errors from reaching the final product. The project manager will have to look into this problem in more detail.\u003Cbr \/\u003E\u003Cbr \/\u003E\u003Cspan style=\"font-weight: bold;\"\u003EChange requests\u003C\/span\u003E\u003Cbr \/\u003EAlmost every process or project encounters some difficulty that requires a change in the conditions of the project such as time, cost, or quality objectives. Project managers may request additional time or money to ensure the project meets its original definition and expectations for quality.\u003Cbr \/\u003E\u003Cbr \/\u003EChange requests, another form of work results, ask for the alteration to the project's objectives or quality. This can occur if the product is urgently required or additional expenses for quality will not result in increased profits or sales.\u003Cbr \/\u003E\u003Cbr \/\u003EChange requests can also require alterations to quality methodology. Changes in the handling of data used to measure the project, the measurement process and techniques of data collection, or the evaluation of data, can be requested.\u003Cbr \/\u003E\u003Cbr \/\u003EThe handling of data may change in its method of collection, depth of detail, or type of data. For example, a company introducing new machinery may need to develop new measurements to reflect the change in machinery or technology.\u003Cbr \/\u003E\u003Cbr \/\u003EChanges to the process or techniques of data collection are meant to ensure reliability, consistency, standardization, review, timeliness and rapid access to data. For example, a company may adopt an advanced database to aid inputting and calculations.\u003Cbr \/\u003E\u003Cbr \/\u003EChange requests can also require new methods of analysis and improvements to the quality of data. For example, a manufacturing company using new equipment may want more precise data and more sophisticated analysis.\u003Cbr \/\u003E\u003Cbr \/\u003EThe value of the work results in the form of performance reports and change requests lies in their identification of a potential problem. The data these results provide points the way for more in-depth analytical treatment."},"link":[{"rel":"replies","type":"application/atom+xml","href":"http:\/\/itpmpro.blogspot.com\/feeds\/4832239994826923081\/comments\/default","title":"Post Comments"},{"rel":"replies","type":"text/html","href":"http:\/\/www.blogger.com\/comment.g?blogID=1130871870265736647\u0026postID=4832239994826923081","title":"0 Comments"},{"rel":"edit","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/4832239994826923081"},{"rel":"self","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/4832239994826923081"},{"rel":"alternate","type":"text/html","href":"http:\/\/itpmpro.blogspot.com\/2008\/09\/using-work-results-for-project-quality.html","title":"Using Work Results for Project Quality Control"}],"author":[{"name":{"$t":"Iman Budi Setiawan"},"uri":{"$t":"http:\/\/www.blogger.com\/profile\/14019051950832045250"},"email":{"$t":"noreply@blogger.com"},"gd$image":{"rel":"http://schemas.google.com/g/2005#thumbnail","width":"29","height":"32","src":"http:\/\/1.bp.blogspot.com\/_hg1QUg8_uH0\/SfJxLK18ydI\/AAAAAAAAAD8\/CE06bwq3IcU\/S220\/imansmall.jpg"}}],"thr$total":{"$t":"0"}},{"id":{"$t":"tag:blogger.com,1999:blog-1130871870265736647.post-2825622046645262266"},"published":{"$t":"2008-09-01T20:05:00.001+07:00"},"updated":{"$t":"2011-05-14T13:38:17.666+07:00"},"category":[{"scheme":"http://www.blogger.com/atom/ns#","term":"assurance"},{"scheme":"http://www.blogger.com/atom/ns#","term":"control"},{"scheme":"http://www.blogger.com/atom/ns#","term":"improvement"},{"scheme":"http://www.blogger.com/atom/ns#","term":"quality"}],"title":{"type":"text","$t":"What Makes a Quality Management Plan Effective?"},"content":{"type":"html","$t":"Have you ever had a problem that required implementing quality control methods, but you didn't know where to start? Proper project development requires a quality management plan to ensure that time and cost objectives and standards are met.\u003Cbr \/\u003E\u003Cbr \/\u003EDepending on the needs of the project, a quality management plan can be formal or informal, detailed or broad. The best plans address the three aspects of quality—quality control, quality assurance, and quality improvement—and feature operational definitions as well as any procedures and standards.\u003Cbr \/\u003E\u003Cbr \/\u003E\u003Cspan style=\"font-weight: bold;\"\u003EQuality control, quality assurance and quality improvement\u003C\/span\u003E\u003Cbr \/\u003ETo provide direction and focus for project plan development, your plan should include details about quality control, quality assurance, and quality improvement measures.\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003E\u003Cspan style=\"font-style: italic;\"\u003EQuality Control\u003C\/span\u003E - monitors products for conformance to the quality standards and identifies ways to eliminate substandard work or failures. It requires detailed instructions based on the operational definitions, or measurements, for the project. \u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-style: italic;\"\u003EQuality Assurance\u003C\/span\u003E - audits the organizational structures, responsibilities, procedures and processes of a project to ensure that the quality plan is providing effective feedback. \u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-style: italic;\"\u003EQuality Improvement\u003C\/span\u003E - is the outcome of the quality assurance and quality control processes. A design experiment may be required to determine if there are new operating norms or if the new procedures will work. It may prevent re-occurrences of quality issues. \u003C\/li\u003E\u003C\/ul\u003E\u003Cspan style=\"font-weight: bold;\"\u003EOperational definitions\u003C\/span\u003E\u003Cbr \/\u003ENext, your plan must define what needs to be measured. Before the plan can be fully developed, the following operational definitions need to be identified:\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003EWhat quality aspects will be measured? \u003C\/li\u003E\u003Cli\u003EHow will each quality aspect be measured? \u003C\/li\u003E\u003Cli\u003EWhen will each quality aspect be measured? \u003C\/li\u003E\u003C\/ul\u003EDefining what needs to be measured can be the hardest part of the operational definition process. The governing rule should be to measure anything that can be variable in nature, whether the item to be measured is a human, a machine, a product, a procedure or process, or the environment.\u003Cbr \/\u003E\u003Cbr \/\u003EMost final products require some sort of measurement to ensure conformance to subjective and objective standards. Subjective standards are difficult to measure. How exactly do you measure the aesthetic appeal of flowers? Objective standards require detailed measurements including destruction testing.\u003Cbr \/\u003E\u003Cbr \/\u003EForms can be developed to record objective and subjective measurements. Objective standards include strength, time, cost and measurement criteria. These need explicit data requiring detailed inspection processes and forms. Subjective standards, such as aesthetic standards, are most often measured using checklists with comment sections.\u003Cbr \/\u003E\u003Cbr \/\u003EDetermining how often to measure quality is another aspect of the operational definition process. Some of the most obvious times to test quality are:\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003E\u003Cspan style=\"font-style: italic;\"\u003Eupon delivery of raw materials\u003C\/span\u003E - This determines if the supplier is meeting your standards. Items should also be inspected after prolonged storage, especially if they are environmentally or corrosion sensitive. Not every item needs to be inspected. Sampling techniques can be used. \u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-style: italic;\"\u003Eat end of major stages in a process\u003C\/span\u003E - It is often cost effective to inspect at the end of a sub- process to ensure substandard material does not progress further. This prevents wasted time, materials, and expensive rework procedures. \u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-style: italic;\"\u003Eupon changes in operating conditions\u003C\/span\u003E - An appropriate time to measure is after changes to procedures, processes, machinery settings and human operators. This can take place at different intervals: every few minutes, hourly, each shift, weekly, monthly, or yearly. The time sensitivity of the process determines the frequency. \u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-style: italic;\"\u003Eupon completion of job lots\u003C\/span\u003E - Many products are often produced in lots, partly as a function of the inputs process, but also as a function of testing and tracking of outputs. It is cheaper to throw out a small lot than an entire day's production run. \u003C\/li\u003E\u003C\/ul\u003EUltimately, deciding when and how often to measure quality is a cost versus quality issue. Every item or stage of a project could be inspected, but the inspection costs may outweigh the final value.\u003Cbr \/\u003E\u003Cbr \/\u003E\u003Cspan style=\"font-weight: bold;\"\u003EProcedures and standards\u003C\/span\u003E\u003Cbr \/\u003EThe final component of a sound quality management plan involves procedures and checklists. Quality processes and standards should become routine and may be taught and enforced through procedures in the form of checklists.\u003Cbr \/\u003E\u003Cbr \/\u003EChecklists confirm whether quality control standards have been followed. They can be instructive by outlining what needs to be done by saying, \"Do Y.\" Process checklists also ensure certain tasks have been done by asking, \"Has X been completed?\" In some processes or projects, inspection checklists can gather data on the number of times tasks have or have not been performed adequately.\u003Cbr \/\u003E\u003Cbr \/\u003EChecklists ensure that process steps are not overlooked or forgotten. They also ensure that the product does not advance to the next process before necessary tasks are done. This prevents costly rework if changes are required.\u003Cbr \/\u003E\u003Cbr \/\u003EIn some cases, companies perform work to certain external standards as expressed in governmental or association regulations or guidelines. If this is the case with your project, you can develop checklists which include standards.\u003Cbr \/\u003E\u003Cbr \/\u003EProject quality is only as good as the quality management plan. To ensure project quality, the plan must be well thought out and rehearsed. Project quality can be ensured by a complete understanding of: quality control, quality assurance and quality improvement; operational definitions; and checklists and standards."},"link":[{"rel":"replies","type":"application/atom+xml","href":"http:\/\/itpmpro.blogspot.com\/feeds\/2825622046645262266\/comments\/default","title":"Post Comments"},{"rel":"replies","type":"text/html","href":"http:\/\/www.blogger.com\/comment.g?blogID=1130871870265736647\u0026postID=2825622046645262266","title":"0 Comments"},{"rel":"edit","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/2825622046645262266"},{"rel":"self","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/2825622046645262266"},{"rel":"alternate","type":"text/html","href":"http:\/\/itpmpro.blogspot.com\/2008\/09\/what-makes-quality-management-plan.html","title":"What Makes a Quality Management Plan Effective?"}],"author":[{"name":{"$t":"Iman Budi Setiawan"},"uri":{"$t":"http:\/\/www.blogger.com\/profile\/14019051950832045250"},"email":{"$t":"noreply@blogger.com"},"gd$image":{"rel":"http://schemas.google.com/g/2005#thumbnail","width":"29","height":"32","src":"http:\/\/1.bp.blogspot.com\/_hg1QUg8_uH0\/SfJxLK18ydI\/AAAAAAAAAD8\/CE06bwq3IcU\/S220\/imansmall.jpg"}}],"thr$total":{"$t":"0"}},{"id":{"$t":"tag:blogger.com,1999:blog-1130871870265736647.post-5862769290089529218"},"published":{"$t":"2008-08-27T15:03:00.001+07:00"},"updated":{"$t":"2011-05-14T13:43:43.690+07:00"},"category":[{"scheme":"http://www.blogger.com/atom/ns#","term":"assurance"},{"scheme":"http://www.blogger.com/atom/ns#","term":"corrective"},{"scheme":"http://www.blogger.com/atom/ns#","term":"improvement"},{"scheme":"http://www.blogger.com/atom/ns#","term":"quality"}],"title":{"type":"text","$t":"Implementing Quality Improvement Efforts"},"content":{"type":"html","$t":"Sometimes organizations become lost when they implement quality improvement efforts. Applying solutions to quality problems requires a clear and direct route. In most cases, realizing quality improvements involves setting up change requests and taking corrective action.\u003Cbr \/\u003E\u003Cbr \/\u003EChange requests are documented records of changes that happen to improve the quality of a project. Change requests can occur in many ways. They can be:\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003Eoral or written \u003C\/li\u003E\u003Cli\u003Edirect or indirect \u003C\/li\u003E\u003Cli\u003Eexternally or internally initiated \u003C\/li\u003E\u003Cli\u003Elegally directed or optional. \u003C\/li\u003E\u003C\/ul\u003ERealizing quality improvements also can involve taking corrective action. This process requires aligning the expected project performances with the project plan. This will help ensure that the project is meeting the requirements of the stakeholders.\u003Cbr \/\u003ECorrective action occurs when rework is required during a project. However, it does more than just fix a problem. It also can help you discover the root cause of the problem and prevent reoccurrence.\u003Cbr \/\u003E\u003Cbr \/\u003ETo handle change requests and corrective action, you must follow certain procedures. Most quality improvements for project management are implemented according to procedures for integrated change control.\u003Cbr \/\u003E\u003Cbr \/\u003EThis process coordinates changes across entire projects. There are three main characteristics for integrated change control.\u003Cbr \/\u003E\u003Cbr \/\u003E\u003Cspan style=\"font-weight: bold;\"\u003E1. Influence the factors that generate change to guarantee that changes are valuable.\u003C\/span\u003E\u003Cbr \/\u003ENot all changes are valuable. During brainstorming sessions, plan quality improvement efforts that focus on factors that generate change.\u003Cbr \/\u003E\u003Cbr \/\u003E\u003Cspan style=\"font-weight: bold;\"\u003E2. Establish that a change has taken place.\u003C\/span\u003E\u003Cbr \/\u003EKeeping an accurate paper trail of all changes helps managers establish that change has taken place. In addition, managers should reexamine their processes to ensure that any changes are maintained.\u003Cbr \/\u003E\u003Cbr \/\u003E\u003Cspan style=\"font-weight: bold;\"\u003E3. Handle the changes when and as they occur.\u003C\/span\u003E\u003Cbr \/\u003ELearn to manage quality improvement changes as they occur. Managers should understand that possible schedule changes also will influence the cost, risk, quality, and staffing areas of a project.\u003Cbr \/\u003E\u003Cbr \/\u003ERemember, quality improvement doesn't just happen. It includes taking corrective action and preparing change requests that are managed according to integrated change control. These procedures can help make quality a reality for your project."},"link":[{"rel":"replies","type":"application/atom+xml","href":"http:\/\/itpmpro.blogspot.com\/feeds\/5862769290089529218\/comments\/default","title":"Post Comments"},{"rel":"replies","type":"text/html","href":"http:\/\/www.blogger.com\/comment.g?blogID=1130871870265736647\u0026postID=5862769290089529218","title":"0 Comments"},{"rel":"edit","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/5862769290089529218"},{"rel":"self","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/5862769290089529218"},{"rel":"alternate","type":"text/html","href":"http:\/\/itpmpro.blogspot.com\/2008\/08\/implementing-quality-improvement.html","title":"Implementing Quality Improvement Efforts"}],"author":[{"name":{"$t":"Iman Budi Setiawan"},"uri":{"$t":"http:\/\/www.blogger.com\/profile\/14019051950832045250"},"email":{"$t":"noreply@blogger.com"},"gd$image":{"rel":"http://schemas.google.com/g/2005#thumbnail","width":"29","height":"32","src":"http:\/\/1.bp.blogspot.com\/_hg1QUg8_uH0\/SfJxLK18ydI\/AAAAAAAAAD8\/CE06bwq3IcU\/S220\/imansmall.jpg"}}],"thr$total":{"$t":"0"}},{"id":{"$t":"tag:blogger.com,1999:blog-1130871870265736647.post-5964308647710523385"},"published":{"$t":"2008-08-25T17:25:00.003+07:00"},"updated":{"$t":"2011-05-14T13:44:02.974+07:00"},"category":[{"scheme":"http://www.blogger.com/atom/ns#","term":"assurance"},{"scheme":"http://www.blogger.com/atom/ns#","term":"evolution"},{"scheme":"http://www.blogger.com/atom/ns#","term":"improvement"},{"scheme":"http://www.blogger.com/atom/ns#","term":"inspector"},{"scheme":"http://www.blogger.com/atom/ns#","term":"quality"},{"scheme":"http://www.blogger.com/atom/ns#","term":"tqm"}],"title":{"type":"text","$t":"The Evolution of Project Quality"},"content":{"type":"html","$t":"The view of quality has changed dramatically over the past 100 years. Do you know how companies managed the quality of their products and services that long ago?\u003Cbr \/\u003E\u003Cbr \/\u003EProject quality has evolved over time, from sorting good items from bad items, to strategic quality management. Quality was once the responsibility of the Quality Inspector. Now it's everyone's responsibility. Details about the quality time line are provided below.\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003EPrior to World War I, companies stressed the importance of inspections. Problems were identified, not prevented. In the 1950s, inspections were still emphasized. However, quality control emerged as statistical and mathematical techniques. \u003C\/li\u003E\u003Cli\u003EFrom the 1950s to the late 1960s, quality assurance was developed for project management. Companies took steps to prevent problems from occurring, instead of reacting to problems once they were detected. \u003C\/li\u003E\u003Cli\u003EPresently, management teams emphasize strategic quality management. Quality is characterized by the customer's demands and requires the commitment of an entire organization. All levels of an organization must be accountable for the products and services it offers. Quality is a weapon that is used against competitors. \u003C\/li\u003E\u003C\/ul\u003EToday, quality begins during the initiation of a project, and must be planned, assured, and controlled within that project. The driving force behind higher levels of quality comes from the demands of customers. Total Quality Management (TQM) is a present-day management system that responds to these demands.\u003Cbr \/\u003ETQM has contributed significantly to the movement toward improved quality. It is a customer-oriented system that can also reduce internal bottlenecks and operating costs. This system boosts organizational morale and increases product quality at the same time.\u003Cbr \/\u003E\u003Cbr \/\u003EQuality has reached present-day levels as a result of the contributions of experts in the field of project management. In particular, two influential contributors to the quality movement are W. Edwards Deming and Joseph M. Juran.\u003Cbr \/\u003E\u003Cbr \/\u003EW. Edwards Deming believed that 85 percent of quality problems required changing the processes within a company. He thought the roots of quality problems should be identified and eliminated. To help organizations identify the roots of quality problems, he developed the Deming's Cycle for Improvement.\u003Cbr \/\u003E\u003Cbr \/\u003EDeming believed that problem solving should be logical and systematic. Deming's Cycle for Improvement, which involves the four steps described below, enables organizations to locate and eliminate the source of a problem, rather than simply eliminating the symptoms of a problem.\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003EPlan\u003C\/span\u003E. The first step involves identifying the problem and establishing priorities. During this step a quality improvement team is formed, and the problem is defined and analyzed. Possible causes for the problem are determined, as well as possible solutions. \u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003EDo\u003C\/span\u003E. During the \"do\" stage, a solution to the problem is selected and implemented. \u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003EStudy\u003C\/span\u003E. The study stage involves evaluating the solution. \u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003EAct\u003C\/span\u003E. Finally, the last stage ensures that the new procedure and controls are maintained. Project teams ensure that continuous improvement occurs. \u003C\/li\u003E\u003C\/ul\u003EJoseph M. Juran believed that quality for manufacturers meant adhering to specifications, and quality for customers depended on \"fitness for use,\" which involves five characteristics: quality of design, quality of conformance, safety, use by the customer, and availability.\u003Cbr \/\u003EJuran also discussed the cost of quality and the legal implications of quality. He examined the various grades of quality for products and services. Juran developed 10 steps for quality improvement that can be applied to project management. The 10 steps are:\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003Epromote the need for improvement \u003C\/li\u003E\u003Cli\u003Eestablish goals for improvement \u003C\/li\u003E\u003Cli\u003Eorganize a plan to attain the goals \u003C\/li\u003E\u003Cli\u003Eprovide training \u003C\/li\u003E\u003Cli\u003Eperform projects to solve problems \u003C\/li\u003E\u003Cli\u003Egive an account of the progress that is made \u003C\/li\u003E\u003Cli\u003Eprovide recognition \u003C\/li\u003E\u003Cli\u003Ecommunicate results \u003C\/li\u003E\u003Cli\u003Ekeep score \u003C\/li\u003E\u003Cli\u003Emake improvement part of the process. \u003C\/li\u003E\u003C\/ul\u003EThe way organizations and customers view quality has changed over time. Today, it is understood that problem solving is an important aspect of quality improvement."},"link":[{"rel":"replies","type":"application/atom+xml","href":"http:\/\/itpmpro.blogspot.com\/feeds\/5964308647710523385\/comments\/default","title":"Post Comments"},{"rel":"replies","type":"text/html","href":"http:\/\/www.blogger.com\/comment.g?blogID=1130871870265736647\u0026postID=5964308647710523385","title":"2 Comments"},{"rel":"edit","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/5964308647710523385"},{"rel":"self","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/5964308647710523385"},{"rel":"alternate","type":"text/html","href":"http:\/\/itpmpro.blogspot.com\/2008\/08\/evolution-of-project-quality.html","title":"The Evolution of Project Quality"}],"author":[{"name":{"$t":"Iman Budi Setiawan"},"uri":{"$t":"http:\/\/www.blogger.com\/profile\/14019051950832045250"},"email":{"$t":"noreply@blogger.com"},"gd$image":{"rel":"http://schemas.google.com/g/2005#thumbnail","width":"29","height":"32","src":"http:\/\/1.bp.blogspot.com\/_hg1QUg8_uH0\/SfJxLK18ydI\/AAAAAAAAAD8\/CE06bwq3IcU\/S220\/imansmall.jpg"}}],"thr$total":{"$t":"2"}},{"id":{"$t":"tag:blogger.com,1999:blog-1130871870265736647.post-5408835791526706182"},"published":{"$t":"2008-08-23T13:00:00.001+07:00"},"updated":{"$t":"2011-05-14T13:46:24.777+07:00"},"category":[{"scheme":"http://www.blogger.com/atom/ns#","term":"budget"},{"scheme":"http://www.blogger.com/atom/ns#","term":"cost"},{"scheme":"http://www.blogger.com/atom/ns#","term":"failure"},{"scheme":"http://www.blogger.com/atom/ns#","term":"prevention"},{"scheme":"http://www.blogger.com/atom/ns#","term":"quality"},{"scheme":"http://www.blogger.com/atom/ns#","term":"requirement"}],"title":{"type":"text","$t":"The Costs of Project Quality"},"content":{"type":"html","$t":"According to Leon M. Cautillo, \"The bitterness of poor quality remains long after low pricing is forgotten!\" Therefore, it is important for project managers to understand the cost of quality and the types of costs associated with it.\u003Cbr \/\u003E\u003Cbr \/\u003EThe \u003Cspan style=\"font-style: italic;\"\u003Ecost of quality\u003C\/span\u003E refers to the total cost of all the processes that are involved in producing a quality product or service. This includes costs that ensure all specified requirements are met, as well as the costs of nonconformance to those requirements. There are three types of costs associated with quality.\u003Cbr \/\u003E\u003Cbr \/\u003E\u003Cspan style=\"font-weight: bold;\"\u003E1. Prevention\u003C\/span\u003E\u003Cbr \/\u003EPrevention costs are those costs associated with planning and implementing the project so that it is error-free. Prevention costs are an investment in quality, as they help the project manager ensure that the project is done right the first time. This helps reduce project rework or revisions.\u003Cbr \/\u003E\u003Cbr \/\u003EIt is cost-effective to find and fix product defects before they reach the customer. When planning, 70 percent of the total cost of quality should be focused on prevention. For example, you can include the costs of staff training, process studies, and vendor surveys in your prevention costs, since all of these can help you ensure project quality.\u003Cbr \/\u003E\u003Cbr \/\u003E\u003Cspan style=\"font-weight: bold;\"\u003E2. Appraisal\u003C\/span\u003E\u003Cbr \/\u003EAppraisal costs are the second type of quality cost. These costs are associated with evaluating the working processes and the product to determine how well they will meet customer needs. Ideally, appraisal costs should make up approximately 15 percent of the total cost of quality.\u003Cbr \/\u003E\u003Cbr \/\u003EThere are many types of appraisal costs, including inspection and testing, maintenance of test equipment, and various types of design reviews, which are described below.\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003EInternal design reviews\u003C\/span\u003E. These reviews are carried out within the company by its own employees. They check to make sure that processes and products meet the specified quality requirements. \u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003EExternal design reviews\u003C\/span\u003E. These reviews are performed by people outside the company. The findings are reported to company officials. \u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003EWalk-through design reviews\u003C\/span\u003E. These design reviews check the quality of the products coming off the line. The findings of these spot checks are used to correct quality problems. \u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003EExpense design reviews\u003C\/span\u003E. These reviews compare the project budget with the actual costs and are important for future project budgeting. \u003C\/li\u003E\u003C\/ul\u003E\u003Cspan style=\"font-weight: bold;\"\u003E3. Failure\u003C\/span\u003E\u003Cbr \/\u003EThe last type of cost associated with quality assurance is failure costs. These are incurred when a product does not meet customer requirements. Failure costs can be internal or external.\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003EInternal failure costs are the costs incurred to correct product defects before they reach the customer. \u003C\/li\u003E\u003Cli\u003EExternal failure costs are the costs incurred to correct product defects that were not detected before reaching the customer. \u003C\/li\u003E\u003C\/ul\u003EIn an ideal situation, internal failure costs should make up 10 percent of the total cost of quality, while external failure costs should make up only five percent.\u003Cbr \/\u003E\u003Cbr \/\u003EThere are many factors that contribute to the preparation and delivery of a quality product. When planning for the cost of quality, remember to include all the types of quality costs—prevention, appraisal, internal failure, and external failure. Keep in mind that it is cost-effective to find and fix any defects in a product before it reaches the hands of the consumer."},"link":[{"rel":"replies","type":"application/atom+xml","href":"http:\/\/itpmpro.blogspot.com\/feeds\/5408835791526706182\/comments\/default","title":"Post Comments"},{"rel":"replies","type":"text/html","href":"http:\/\/www.blogger.com\/comment.g?blogID=1130871870265736647\u0026postID=5408835791526706182","title":"1 Comments"},{"rel":"edit","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/5408835791526706182"},{"rel":"self","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/5408835791526706182"},{"rel":"alternate","type":"text/html","href":"http:\/\/itpmpro.blogspot.com\/2008\/08\/costs-of-project-quality.html","title":"The Costs of Project Quality"}],"author":[{"name":{"$t":"Iman Budi Setiawan"},"uri":{"$t":"http:\/\/www.blogger.com\/profile\/14019051950832045250"},"email":{"$t":"noreply@blogger.com"},"gd$image":{"rel":"http://schemas.google.com/g/2005#thumbnail","width":"29","height":"32","src":"http:\/\/1.bp.blogspot.com\/_hg1QUg8_uH0\/SfJxLK18ydI\/AAAAAAAAAD8\/CE06bwq3IcU\/S220\/imansmall.jpg"}}],"thr$total":{"$t":"1"}},{"id":{"$t":"tag:blogger.com,1999:blog-1130871870265736647.post-8172635528356126399"},"published":{"$t":"2008-08-20T12:58:00.001+07:00"},"updated":{"$t":"2011-05-14T13:48:15.212+07:00"},"category":[{"scheme":"http://www.blogger.com/atom/ns#","term":"assurance"},{"scheme":"http://www.blogger.com/atom/ns#","term":"audit"},{"scheme":"http://www.blogger.com/atom/ns#","term":"quality"},{"scheme":"http://www.blogger.com/atom/ns#","term":"testing"}],"title":{"type":"text","$t":"Performing Quality Audits"},"content":{"type":"html","$t":"Quality audits are controlled reviews of quality management activities for a project. They are useful for establishing any inconsistencies between actual performances and preferred standards. You can use them to examine a small portion of a process or look at a complete organization. As a general rule, there are four forms of quality audits.\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003EProduct audit\u003C\/span\u003E. Product audits reexamine a finished product. This process is usually performed before the purchaser accepts the finished product. These inspections involve verifying that physical attributes conform with standards. \u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003EProcess audit\u003C\/span\u003E. Process audits generally take a short period of time to perform, as they examine only a selected portion of the total process. They verify that processes, operators, and equipment conform to distinct requirements. They prove that a process is being used. \u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003ESystem audit\u003C\/span\u003E. System audits examine the overall organization. When they are completed internally, they examine the management practices within a company. This type of audit evaluates a system to prove that a company is following it properly. \u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003EVendor survey\u003C\/span\u003E. Vendor surveys are often part of an external system audit. They involve looking at a vendor's management of quality efforts in relation to the expected contractual requirements. \u003C\/li\u003E\u003C\/ul\u003EQuality audits verify conformance to specifications and procedures. They provide necessary information about performance, products, and areas for improvement. They also help companies to survive, help companies conform to regulations, and help counteract the actions of others.\u003Cbr \/\u003E\u003Cbr \/\u003EQuality is a vital factor for surviving in a competitive market. Companies that provide products or services more efficiently will usually win business over their competitors. It is imperative that you know how well, or how poorly, your company is performing. Quality audits offer this much-needed information.\u003Cbr \/\u003E\u003Cbr \/\u003EAnother reason to perform quality audits is to implement and maintain the regulations that are necessary for you to operate a business. Many of these regulations are in the form of licenses or certifications for meeting quality standards and maintenance of preferred supplier status with customers.\u003Cbr \/\u003E\u003Cbr \/\u003EQuality audits also are helpful for counteracting the organizations that are looking for your mistakes. Audits show that you are monitoring your company's performance. The purpose of a quality audit is to discover problems when they are relatively small. When outside organizations can see that you have a sound quality system, they are more likely to leave your company alone.\u003Cbr \/\u003E\u003Cbr \/\u003EWhen should audits be scheduled? Most times, they are part of a contract agreement with a customer or initiated from government regulations. Sometimes quality audits are scheduled and other times they are performed randomly. When audits are scheduled, they should be at times when activities can actually be observed, rather than times when only the documentation on those activities can be examined.\u003Cbr \/\u003E\u003Cbr \/\u003EIt's important that audits be unbiased and objective. The audit team can consist of members of the quality assurance department, the management team, or outside organizations. Audits should never be carried out by the performer of the audited activity.\u003Cbr \/\u003E\u003Cbr \/\u003EAudit teams should be comprised of two to six individuals. The ideal quality audit team is comprised of members of all departments within an organization.\u003Cbr \/\u003E\u003Cbr \/\u003EAudit teams should be polite and professional. They should ensure projects meet their quality requirements and follow quality procedures and policies. An effective audit team will perform the audit process in four sequential phases, which are described below.\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003EPreparation\u003C\/span\u003E. In the preparation phase, the audit team is selected. Auditors define the purpose and scope of the audit and pinpoint the performance standards and resources. They contact the auditee and develop checklists. They also become familiar with the control systems. \u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003EPerformance\u003C\/span\u003E. In the performance phase, the auditors meet with the auditee. They gather and analyze information by conducting interviews and examining records. They verify the control system in this phase. \u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003EReporting\u003C\/span\u003E. In the reporting phase of an audit, an exit meeting is held with the auditee. Also, the formal audit report, containing the conclusions of the audit, is written at this time. \u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003EClosure\u003C\/span\u003E. The closure phase is sometimes referred to as corrective action. This phase is characterized by actions resulting from the audit observations. Follow-up actions are monitored and evaluated at this time. \u003C\/li\u003E\u003C\/ul\u003ERemember, scheduling quality audits can help you learn important information about your organization. It will also help your company stand the test of time."},"link":[{"rel":"replies","type":"application/atom+xml","href":"http:\/\/itpmpro.blogspot.com\/feeds\/8172635528356126399\/comments\/default","title":"Post Comments"},{"rel":"replies","type":"text/html","href":"http:\/\/www.blogger.com\/comment.g?blogID=1130871870265736647\u0026postID=8172635528356126399","title":"2 Comments"},{"rel":"edit","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/8172635528356126399"},{"rel":"self","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/8172635528356126399"},{"rel":"alternate","type":"text/html","href":"http:\/\/itpmpro.blogspot.com\/2008\/08\/performing-quality-audits.html","title":"Performing Quality Audits"}],"author":[{"name":{"$t":"Iman Budi Setiawan"},"uri":{"$t":"http:\/\/www.blogger.com\/profile\/14019051950832045250"},"email":{"$t":"noreply@blogger.com"},"gd$image":{"rel":"http://schemas.google.com/g/2005#thumbnail","width":"29","height":"32","src":"http:\/\/1.bp.blogspot.com\/_hg1QUg8_uH0\/SfJxLK18ydI\/AAAAAAAAAD8\/CE06bwq3IcU\/S220\/imansmall.jpg"}}],"thr$total":{"$t":"2"}},{"id":{"$t":"tag:blogger.com,1999:blog-1130871870265736647.post-6869777269670866388"},"published":{"$t":"2008-08-18T13:41:00.001+07:00"},"updated":{"$t":"2011-05-14T13:47:34.624+07:00"},"category":[{"scheme":"http://www.blogger.com/atom/ns#","term":"assurance"},{"scheme":"http://www.blogger.com/atom/ns#","term":"design"},{"scheme":"http://www.blogger.com/atom/ns#","term":"experiment"},{"scheme":"http://www.blogger.com/atom/ns#","term":"improvement"},{"scheme":"http://www.blogger.com/atom/ns#","term":"quality"},{"scheme":"http://www.blogger.com/atom/ns#","term":"technique"}],"title":{"type":"text","$t":"Design of Experiments and Quality Assurance"},"content":{"type":"html","$t":"Why would a project quality team design an experiment? Design of experiments is an analytical technique for project quality assurance that helps project managers determine which variables have the most effect on an outcome. It can help you determine the capability of a material, process, or product.\u003Cbr \/\u003E\u003Cbr \/\u003EYour project can be improved with experiments that test new ideas and possibilities. Designed experiments are helpful in solving chronic quality problems. Properly designed experiments can:\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003Ereduce rework\u003C\/li\u003E\u003Cli\u003Eimprove productivity\u003C\/li\u003E\u003Cli\u003Eincrease customer satisfaction\u003C\/li\u003E\u003Cli\u003Eprevent problems\u003C\/li\u003E\u003Cli\u003Ereduce the need for extra inspections. \u003C\/li\u003E\u003C\/ul\u003ECompanies strive for efficiency in most areas. After all, companies that have efficient processes while still maintaining a high level of quality are usually the companies that are best-in-their-class.\u003Cbr \/\u003E\u003Cbr \/\u003EDesign of experiments is a more efficient and less disruptive experimentation process than most trial method experiments. It requires extra thought and planning. However, it is worth the time and effort put into it.\u003Cbr \/\u003E\u003Cbr \/\u003EThis technique for quality assurance is beneficial for many company types and is most often used for projects that produce a product. Companies and their project managers usually choose to use this technique for the following reasons.\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003EIt requires smaller sample sizes to receive the same accuracy of results.\u003C\/li\u003E\u003Cli\u003EIt determines interactions between process variables.\u003C\/li\u003E\u003Cli\u003EIt tests more variables at one time, making this process more efficient. \u003C\/li\u003E\u003C\/ul\u003EDesign of experiments is a quality assurance technique that verifies how materials, products, or processes affect your project. It is useful for solving chronic quality problems because it tests new ideas and possibilities."},"link":[{"rel":"replies","type":"application/atom+xml","href":"http:\/\/itpmpro.blogspot.com\/feeds\/6869777269670866388\/comments\/default","title":"Post Comments"},{"rel":"replies","type":"text/html","href":"http:\/\/www.blogger.com\/comment.g?blogID=1130871870265736647\u0026postID=6869777269670866388","title":"0 Comments"},{"rel":"edit","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/6869777269670866388"},{"rel":"self","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/6869777269670866388"},{"rel":"alternate","type":"text/html","href":"http:\/\/itpmpro.blogspot.com\/2008\/08\/design-of-experiments-and-quality.html","title":"Design of Experiments and Quality Assurance"}],"author":[{"name":{"$t":"Iman Budi Setiawan"},"uri":{"$t":"http:\/\/www.blogger.com\/profile\/14019051950832045250"},"email":{"$t":"noreply@blogger.com"},"gd$image":{"rel":"http://schemas.google.com/g/2005#thumbnail","width":"29","height":"32","src":"http:\/\/1.bp.blogspot.com\/_hg1QUg8_uH0\/SfJxLK18ydI\/AAAAAAAAAD8\/CE06bwq3IcU\/S220\/imansmall.jpg"}}],"thr$total":{"$t":"0"}},{"id":{"$t":"tag:blogger.com,1999:blog-1130871870265736647.post-2773969946906520391"},"published":{"$t":"2008-08-16T16:40:00.001+07:00"},"updated":{"$t":"2011-05-14T13:51:36.715+07:00"},"category":[{"scheme":"http://www.blogger.com/atom/ns#","term":"assurance"},{"scheme":"http://www.blogger.com/atom/ns#","term":"benefit"},{"scheme":"http://www.blogger.com/atom/ns#","term":"cost"},{"scheme":"http://www.blogger.com/atom/ns#","term":"quality"}],"title":{"type":"text","$t":"Benefit\/Cost Analysis and Quality Assurance"},"content":{"type":"html","$t":"When are the added costs of a project worth the expense? Weighing the benefits against the costs is something every project manager must do.\u003Cbr \/\u003E\u003Cbr \/\u003EWhen it comes to quality assurance, performing a benefit\/cost analysis can help with major decision-making issues of a project. You can use this quality assurance technique when assessing the procedures your company uses, so you can develop the level of products and services customers demand.\u003Cbr \/\u003E\u003Cbr \/\u003EA benefit\/cost analysis entails estimating the benefits and costs of meeting quality requirements, and then assessing the available project options. The main reasons for using benefit\/cost analysis to determine project quality requirements are that this technique can result in:\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003Eless rework\u003C\/li\u003E\u003Cli\u003Ehigher productivity\u003C\/li\u003E\u003Cli\u003Elower overall project costs\u003C\/li\u003E\u003Cli\u003Eimproved customer satisfaction. \u003C\/li\u003E\u003C\/ul\u003EWhen using a benefit\/cost analysis to help with decision making, you should keep in mind that it's really as simple as this—the benefits should outweigh the costs. The calculated difference of subtracting the costs from the benefits should be a positive number. The procedure for analyzing benefits and costs for quality assurance are listed below.\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003EAnalyze the plan, decision, or process by examining its activities and events.\u003C\/li\u003E\u003Cli\u003ECalculate or estimate the benefits and costs related to each element.\u003C\/li\u003E\u003Cli\u003ESubtract the costs from the benefits. \u003C\/li\u003E\u003C\/ul\u003EBenefit\/cost analysis is a valuable tool that can help you determine if benefits outweigh costs. Ultimately, it can help you make important decisions relating to project quality assurance."},"link":[{"rel":"replies","type":"application/atom+xml","href":"http:\/\/itpmpro.blogspot.com\/feeds\/2773969946906520391\/comments\/default","title":"Post Comments"},{"rel":"replies","type":"text/html","href":"http:\/\/www.blogger.com\/comment.g?blogID=1130871870265736647\u0026postID=2773969946906520391","title":"0 Comments"},{"rel":"edit","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/2773969946906520391"},{"rel":"self","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/2773969946906520391"},{"rel":"alternate","type":"text/html","href":"http:\/\/itpmpro.blogspot.com\/2008\/08\/benefitcost-analysis-and-quality.html","title":"Benefit\/Cost Analysis and Quality Assurance"}],"author":[{"name":{"$t":"Iman Budi Setiawan"},"uri":{"$t":"http:\/\/www.blogger.com\/profile\/14019051950832045250"},"email":{"$t":"noreply@blogger.com"},"gd$image":{"rel":"http://schemas.google.com/g/2005#thumbnail","width":"29","height":"32","src":"http:\/\/1.bp.blogspot.com\/_hg1QUg8_uH0\/SfJxLK18ydI\/AAAAAAAAAD8\/CE06bwq3IcU\/S220\/imansmall.jpg"}}],"thr$total":{"$t":"0"}},{"id":{"$t":"tag:blogger.com,1999:blog-1130871870265736647.post-3674501170824088704"},"published":{"$t":"2008-08-14T15:38:00.001+07:00"},"updated":{"$t":"2011-05-14T13:49:48.845+07:00"},"category":[{"scheme":"http://www.blogger.com/atom/ns#","term":"assurance"},{"scheme":"http://www.blogger.com/atom/ns#","term":"cause"},{"scheme":"http://www.blogger.com/atom/ns#","term":"effect"},{"scheme":"http://www.blogger.com/atom/ns#","term":"flowchart"},{"scheme":"http://www.blogger.com/atom/ns#","term":"graph"},{"scheme":"http://www.blogger.com/atom/ns#","term":"quality"}],"title":{"type":"text","$t":"Flowcharting for Project Quality Assurance"},"content":{"type":"html","$t":"It's usually beneficial to approach project problems in new ways. One effective technique you can use when addressing problems related to project quality assurance is flowcharting. You can use this method of problem solving to visually map the process or problem in question.\u003Cbr \/\u003E\u003Cbr \/\u003EFlowcharts graphically represent processes and activities. They can help you identify the source of specific problems, which will enable you to find solutions. In addition, they can make communication about problems easier, help you discipline your thinking, and show how different elements fit together.\u003Cbr \/\u003E\u003Cbr \/\u003EYou can use two types of flowcharts for quality assurance purposes—the cause-and-effect diagram, and the process flowchart. Details about these two types of flowcharts are provided below.\u003Cbr \/\u003E\u003Cbr \/\u003E\u003Cspan style=\"font-weight: bold;\"\u003E1. Cause-and-effect diagrams\u003C\/span\u003E\u003Cbr \/\u003EFor every quality-related effect or problem in a project, a cause must be identified. Cause-and-effect diagrams can help you establish a cause, whether it is a problem or a desirable result an organization has found and wants to reproduce. These diagrams are also called fish-bone diagrams, because they resemble a fishbone with branches slanting off a main \"spine.\"\u003Cbr \/\u003E\u003Cbr \/\u003EWhen causes are established, they are categorized according to type. Cause types can include such things as materials, machines, people, and information. They are represented with a branch on the fishbone diagram. All subcauses connect to these branches.\u003Cbr \/\u003E\u003Cbr \/\u003ECause-and-effect diagrams are useful in brainstorming sessions because they act as visual displays for dividing large problems into manageable parts. Listed below are the four steps for constructing a cause-and-effect diagram.\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003EIdentify the problem or effect\u003C\/span\u003E. To identify the problem or effect, place a concise statement of the problem in a box at the end of a horizontal line.\u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003EIdentify the causes\u003C\/span\u003E. Next, in a brainstorming session, identify any causes for the problem. Focus discussions on one cause at a time. Possible subcauses are identified at this time as well.\u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003EBuild the diagram\u003C\/span\u003E. In the third step, build the diagram. To do this, organize the causes and subcauses into the diagram layout. Each branch should represent a cause-type, such as materials, machines, and information. Connect subcauses to these branches.\u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003EAnalyze the diagram\u003C\/span\u003E. Finally, analyze the diagram. Identify the logical solutions by considering whether each solution is achievable. \u003C\/li\u003E\u003C\/ul\u003E\u003Cspan style=\"font-weight: bold;\"\u003E2. Process flowcharts\u003C\/span\u003E\u003Cbr \/\u003EFlowcharts also indicate what is done throughout a process, from one step to another. On these process flowcharts, information about a process is placed inside or beside an appropriate symbol.\u003Cbr \/\u003E\u003Cbr \/\u003EWith some training, anyone on a quality improvement team can draw a process flowchart. However, everyone should clearly understand the meaning of each symbol used on the flowchart, including the symbols for Operation (a rectangle), Movement\/Transportation (an arrow), Decision Point (a diamond), Inspection (a large circle), Paper Documents and Delay (both specialized rectangular symbols), Boundary (an oval), and Connector (a small circle).\u003Cbr \/\u003E\u003Cbr \/\u003ETo create a process flowchart, you draw a picture of the process. With some training and practice, flowcharting can be a straightforward process. Follow the steps listed below to complete this task.\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003EDefine the process steps\u003C\/span\u003E. First, you should identify the steps in a process by holding a brainstorming session and letting everyone on the team provide input.\u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003ESort the steps in order\u003C\/span\u003E. Next, identify what is done at each step and then sort the steps in order.\u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003EPlace the steps in the appropriate symbols\u003C\/span\u003E. The third step involves placing each step in the appropriate symbol. Use standard symbols to sketch the flowchart.\u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003EEvaluate the steps\u003C\/span\u003E. Finally, reevaluate the steps. This will ensure that the process is complete, efficient, and free of problems. Be sure to review the actual process and then make any necessary revisions to the flowchart. \u003C\/li\u003E\u003C\/ul\u003EFlowcharts are effective tools for enhancing the quality assurance of a project, as they graphically represent processes and activities. They can help you identify the cause of a problem or effect, and identify problems in a process."},"link":[{"rel":"replies","type":"application/atom+xml","href":"http:\/\/itpmpro.blogspot.com\/feeds\/3674501170824088704\/comments\/default","title":"Post Comments"},{"rel":"replies","type":"text/html","href":"http:\/\/www.blogger.com\/comment.g?blogID=1130871870265736647\u0026postID=3674501170824088704","title":"0 Comments"},{"rel":"edit","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/3674501170824088704"},{"rel":"self","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/3674501170824088704"},{"rel":"alternate","type":"text/html","href":"http:\/\/itpmpro.blogspot.com\/2008\/08\/flowcharting-for-project-quality.html","title":"Flowcharting for Project Quality Assurance"}],"author":[{"name":{"$t":"Iman Budi Setiawan"},"uri":{"$t":"http:\/\/www.blogger.com\/profile\/14019051950832045250"},"email":{"$t":"noreply@blogger.com"},"gd$image":{"rel":"http://schemas.google.com/g/2005#thumbnail","width":"29","height":"32","src":"http:\/\/1.bp.blogspot.com\/_hg1QUg8_uH0\/SfJxLK18ydI\/AAAAAAAAAD8\/CE06bwq3IcU\/S220\/imansmall.jpg"}}],"thr$total":{"$t":"0"}},{"id":{"$t":"tag:blogger.com,1999:blog-1130871870265736647.post-4352691734418065812"},"published":{"$t":"2008-08-12T18:36:00.001+07:00"},"updated":{"$t":"2011-05-14T13:50:11.880+07:00"},"category":[{"scheme":"http://www.blogger.com/atom/ns#","term":"assurance"},{"scheme":"http://www.blogger.com/atom/ns#","term":"benchmark"},{"scheme":"http://www.blogger.com/atom/ns#","term":"quality"}],"title":{"type":"text","$t":"Benchmarking for Project Quality Assurance"},"content":{"type":"html","$t":"Why would one company want to investigate another company? The main reason for investigating another company is to gather information to use in developing your company's goals and effective processes. This investigation is called a \u003Cspan style=\"font-style: italic;\"\u003Ebenchmarking process (BMP)\u003C\/span\u003E.\u003Cbr \/\u003E\u003Cbr \/\u003EPerforming a BMP can help you know your company better and understand your competition. Benchmarking compares the performance of one company against another that is best-in-its-class. This involves a thorough examination and understanding of processes, products, or performances.\u003Cbr \/\u003E\u003Cbr \/\u003EThe BMP also provides information about where a company stands when compared to standards that are set by customers, companies, certification organizations, and industry associations.\u003Cbr \/\u003E\u003Cbr \/\u003EThe BMP will indicate the areas of strength within a company and uncover opportunities for improvement. First, the BMP examines a company's own processes. This will reveal which ones are the best. In addition, examining the processes of another company can help you identify the areas in your own company that need improvement.\u003Cbr \/\u003E\u003Cbr \/\u003EPerforming a BMP will identify your competitive position. Although there are costs involved with this process, the benefits of performing a BMP will far outweigh the costs or efforts involved. There are four common types of benchmarking assessments you can perform.\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003EInternal\u003C\/span\u003E. This is usually the first BMP to take place for most companies. For this BMP, a company examines it own organization to find the best practices. It's an easy BMP to carry out, as security issues do not exist.\u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003ECompetitive\u003C\/span\u003E. This BMP type is also called reverse engineering. It involves studying the services, products, and processes of a company's competitors. One way to perform this type of BMP is to buy and analyze the competitor's product.\u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003EWorld-class operations\u003C\/span\u003E. To perform this type of BMP, a company examines an organization in an industry related to its own. This technique can reveal innovative processes not currently used by the company.\u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003EActivity-type\u003C\/span\u003E. This type of benchmarking examines a specific process activity in an industry different from its own. You can use this BMP type to study many activities, such as recruiting and invoicing. \u003C\/li\u003E\u003C\/ul\u003ECustomer satisfaction is a top project goal. Performing a BMP can support a company's desire to improve and change, and ultimately improve the level of satisfaction of its customers. There are six separate stages for every BMP. These six stages are described below.\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003EProcess design (planning)\u003C\/span\u003E. In the first stage, you should decide which quality process will be benchmarked. Then determine the measurements that will be used to perform the BMP.\u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003EInternal data collection\u003C\/span\u003E. The second stage involves learning your company's own practices and performances. This can be done using such techniques as system and process flowcharts, and cause-and-effect diagrams.\u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003EExternal data collection\u003C\/span\u003E. In the third stage, select a competitor that is best-in-its-class, and collect data about that company. For world-class or activity-type benchmarking, use a company in a different industry.\u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003EData analysis\u003C\/span\u003E. Next, compare the information you've gathered with the information you've learned about your company's own practices and performances.\u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003EProcess upgradin\u003C\/span\u003Eg. Based on the information you've learned about your competitor, identify which ideas will be adopted for your own processes and decide how to implement them.\u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003EPeriodic reassessment\u003C\/span\u003E. Finally, monitor the effectiveness of the new ideas and make plans to re-benchmark them after a specific interval of time. \u003C\/li\u003E\u003C\/ul\u003EBenchmarking is like an investigation. Organizations perform BMPs to set goals and develop effective processes. There are four types of benchmarking assessments a company can perform: internal, competitive, world-class operations, and activity-type. In doing each type, there are six steps to follow. Knowing these steps will help you identify and improve your company's competitive position."},"link":[{"rel":"replies","type":"application/atom+xml","href":"http:\/\/itpmpro.blogspot.com\/feeds\/4352691734418065812\/comments\/default","title":"Post Comments"},{"rel":"replies","type":"text/html","href":"http:\/\/www.blogger.com\/comment.g?blogID=1130871870265736647\u0026postID=4352691734418065812","title":"1 Comments"},{"rel":"edit","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/4352691734418065812"},{"rel":"self","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/4352691734418065812"},{"rel":"alternate","type":"text/html","href":"http:\/\/itpmpro.blogspot.com\/2008\/08\/benchmarking-for-project-quality.html","title":"Benchmarking for Project Quality Assurance"}],"author":[{"name":{"$t":"Iman Budi Setiawan"},"uri":{"$t":"http:\/\/www.blogger.com\/profile\/14019051950832045250"},"email":{"$t":"noreply@blogger.com"},"gd$image":{"rel":"http://schemas.google.com/g/2005#thumbnail","width":"29","height":"32","src":"http:\/\/1.bp.blogspot.com\/_hg1QUg8_uH0\/SfJxLK18ydI\/AAAAAAAAAD8\/CE06bwq3IcU\/S220\/imansmall.jpg"}}],"thr$total":{"$t":"1"}},{"id":{"$t":"tag:blogger.com,1999:blog-1130871870265736647.post-4618348919251173098"},"published":{"$t":"2008-08-10T15:34:00.001+07:00"},"updated":{"$t":"2011-05-14T13:56:08.287+07:00"},"category":[{"scheme":"http://www.blogger.com/atom/ns#","term":"adjustment"},{"scheme":"http://www.blogger.com/atom/ns#","term":"assurance"},{"scheme":"http://www.blogger.com/atom/ns#","term":"control"},{"scheme":"http://www.blogger.com/atom/ns#","term":"corrective"},{"scheme":"http://www.blogger.com/atom/ns#","term":"measure"},{"scheme":"http://www.blogger.com/atom/ns#","term":"quality"},{"scheme":"http://www.blogger.com/atom/ns#","term":"rework"}],"title":{"type":"text","$t":"Results of Quality Control Measurements"},"content":{"type":"html","$t":"Results of quality control measurements are inputs to project quality assurance. These results are the testing and measurement records of quality control, and include acceptance decisions, rework, and process adjustments.\u003Cbr \/\u003E\u003Cbr \/\u003EFrom a quality assurance perspective, you can use the results of quality control measurements for comparison and analysis purposes. Specifically, you can compare the results found with the expected results of the product or process, pinpoint exactly where non-conformities took place, and examine the reasons for non-conformities. Details about these important inputs to project quality assurance are provided below.\u003Cbr \/\u003E\u003Cbr \/\u003E\u003Cspan style=\"font-weight: bold;\"\u003E1. Acceptance decisions\u003C\/span\u003E\u003Cbr \/\u003EHow many work-related decisions do you make in one day? The number is likely to be much higher than you realize. Throughout the duration of a project, the number of quality issues that require a decision may seem endless.\u003Cbr \/\u003E\u003Cbr \/\u003EOne type of quality assurance decision is an acceptance decision. This results from an inspection of a process stage, or a final product or service. The acceptance decision is simply this—the item will either be accepted or rejected.\u003Cbr \/\u003E\u003Cbr \/\u003E\u003Cspan style=\"font-weight: bold;\"\u003E2. Rework\u003C\/span\u003E\u003Cbr \/\u003EWhen an item or process is rejected as the result of an acceptance decision, it may require rework. The purpose of rework is to make non-conforming or defective items or processes meet requirements or specifications. Companies try to minimize the need for rework, as it causes projects to miss deadlines and budgets.\u003Cbr \/\u003E\u003Cbr \/\u003E\u003Cspan style=\"font-weight: bold;\"\u003E3. Process adjustments\u003C\/span\u003E\u003Cbr \/\u003EImmediate corrective or preventative action should take place when rework is required as the result of an acceptance decision. This course of action is called a process adjustment.\u003Cbr \/\u003E\u003Cbr \/\u003EThe changes that are made as a result of a process adjustment will help prevent the defect from occurring in the future. More details about process adjustments are provided below.\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003EFind the source of the problem\u003C\/span\u003E. Process adjustments involve more than fixing non-conformities. They include discovering the source of the problem itself.\u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003ETake corrective action\u003C\/span\u003E. Process adjustments may be small adjustments, or major undertakings, depending on the nature of the problem. \u003C\/li\u003E\u003C\/ul\u003E\u003Cbr \/\u003EThe results of quality control measurements are acceptance decisions, rework, and process adjustments. These quality assurance inputs are an important part of discovering the reasons behind non-conforming projects or processes."},"link":[{"rel":"replies","type":"application/atom+xml","href":"http:\/\/itpmpro.blogspot.com\/feeds\/4618348919251173098\/comments\/default","title":"Post Comments"},{"rel":"replies","type":"text/html","href":"http:\/\/www.blogger.com\/comment.g?blogID=1130871870265736647\u0026postID=4618348919251173098","title":"7 Comments"},{"rel":"edit","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/4618348919251173098"},{"rel":"self","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/4618348919251173098"},{"rel":"alternate","type":"text/html","href":"http:\/\/itpmpro.blogspot.com\/2008\/08\/results-of-quality-control-measurements.html","title":"Results of Quality Control Measurements"}],"author":[{"name":{"$t":"Iman Budi Setiawan"},"uri":{"$t":"http:\/\/www.blogger.com\/profile\/14019051950832045250"},"email":{"$t":"noreply@blogger.com"},"gd$image":{"rel":"http://schemas.google.com/g/2005#thumbnail","width":"29","height":"32","src":"http:\/\/1.bp.blogspot.com\/_hg1QUg8_uH0\/SfJxLK18ydI\/AAAAAAAAAD8\/CE06bwq3IcU\/S220\/imansmall.jpg"}}],"thr$total":{"$t":"7"}},{"id":{"$t":"tag:blogger.com,1999:blog-1130871870265736647.post-8110687406895402600"},"published":{"$t":"2008-08-05T14:33:00.001+07:00"},"updated":{"$t":"2011-05-14T13:56:02.853+07:00"},"category":[{"scheme":"http://www.blogger.com/atom/ns#","term":"assurance"},{"scheme":"http://www.blogger.com/atom/ns#","term":"audit"},{"scheme":"http://www.blogger.com/atom/ns#","term":"control"},{"scheme":"http://www.blogger.com/atom/ns#","term":"corrective"},{"scheme":"http://www.blogger.com/atom/ns#","term":"improvement"},{"scheme":"http://www.blogger.com/atom/ns#","term":"quality"}],"title":{"type":"text","$t":"Developing a Quality Management Plan"},"content":{"type":"html","$t":"Implementing effective quality management for your project takes a great deal of organization. Developing a quality management plan and applying it to a project will help ensure that effective quality management has taken place.\u003Cbr \/\u003E\u003Cbr \/\u003EA quality management plan is a document that details the quality practices and activities of a product or service. It is a part of an organization's quality system and should include the responsibilities, procedures, processes, organizational structure, and resources required to implement effective quality management.\u003Cbr \/\u003E\u003Cbr \/\u003ECreated by the project manager and the project team members, it should describe how a quality policy will be carried out and detail the project objectives by breaking down the project activities into lower-level activities. It should also identify specific quality actions.\u003Cbr \/\u003E\u003Cbr \/\u003EQuality management plans can take on many forms. They can be formal, informal, detailed, or general, depending on the needs of each particular project. They can also be represented in many ways visually. For example, a plan can be displayed as a tree-like diagram.\u003Cbr \/\u003E\u003Cbr \/\u003EA new plan should be developed, or old plans should be changed to reflect the different activities of each unique project. A quality management plan does not stand completely alone—it becomes a part of the overall project plan.\u003Cbr \/\u003E\u003Cbr \/\u003EProject quality can be described as meeting or exceeding customer requirements. This means customers should have input into the quality of the project. Remember, the bottom line to any project is satisfying the customers. Without them, there are no future projects.\u003Cbr \/\u003E\u003Cbr \/\u003EEffective quality management plans play an important role in this process of satisfying customers. The characteristics of good quality management plans are as follows.\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003EThey should identify customers.\u003C\/li\u003E\u003Cli\u003EThey should prove that goals and objectives are being met.\u003C\/li\u003E\u003Cli\u003EThey should affect the design of a process that meets the ever-changing needs of customers.\u003C\/li\u003E\u003Cli\u003EThey should enable the company to bring in suppliers early in the process. \u003C\/li\u003E\u003C\/ul\u003EIt is the responsibility of the project manager to make certain that the project's quality actions are thoroughly documented. This process will enable the company to prove that it has the right processes in place to meet the needs of its customers.\u003Cbr \/\u003E\u003Cbr \/\u003ESustaining a quality system and creating a quality management plan requires a great deal of effort, planning, and organization. The following is a list of the high-level steps in the process of creating a quality management plan.\u003Cbr \/\u003E\u003Cbr \/\u003E1. State all measurable features of the project's product.\u003Cbr \/\u003E\u003Cbr \/\u003E2. Identify how the product will be produced and its quality measured against specifications.\u003Cbr \/\u003E\u003Cbr \/\u003E3. Determine how the project approach will be measured.\u003Cbr \/\u003E\u003Cbr \/\u003E4. Conduct a quality risk assessment and develop non-conformance procedures.\u003Cbr \/\u003E\u003Cbr \/\u003E5. State the method for quality reporting and monitoring.\u003Cbr \/\u003E\u003Cbr \/\u003E6. Outline the formal acceptance criteria and document the project's final product.\u003Cbr \/\u003E\u003Cbr \/\u003EIn summary, quality management plans are documents that describe the quality practices, resources, and sequence of activities related to a specific service or product. They act as a guide for satisfying the customers' needs."},"link":[{"rel":"replies","type":"application/atom+xml","href":"http:\/\/itpmpro.blogspot.com\/feeds\/8110687406895402600\/comments\/default","title":"Post Comments"},{"rel":"replies","type":"text/html","href":"http:\/\/www.blogger.com\/comment.g?blogID=1130871870265736647\u0026postID=8110687406895402600","title":"0 Comments"},{"rel":"edit","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/8110687406895402600"},{"rel":"self","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/8110687406895402600"},{"rel":"alternate","type":"text/html","href":"http:\/\/itpmpro.blogspot.com\/2008\/08\/developing-quality-management-plan.html","title":"Developing a Quality Management Plan"}],"author":[{"name":{"$t":"Iman Budi Setiawan"},"uri":{"$t":"http:\/\/www.blogger.com\/profile\/14019051950832045250"},"email":{"$t":"noreply@blogger.com"},"gd$image":{"rel":"http://schemas.google.com/g/2005#thumbnail","width":"29","height":"32","src":"http:\/\/1.bp.blogspot.com\/_hg1QUg8_uH0\/SfJxLK18ydI\/AAAAAAAAAD8\/CE06bwq3IcU\/S220\/imansmall.jpg"}}],"thr$total":{"$t":"0"}},{"id":{"$t":"tag:blogger.com,1999:blog-1130871870265736647.post-4019893375613386337"},"published":{"$t":"2008-08-03T16:31:00.002+07:00"},"updated":{"$t":"2011-05-15T04:26:18.943+07:00"},"category":[{"scheme":"http://www.blogger.com/atom/ns#","term":"definition"},{"scheme":"http://www.blogger.com/atom/ns#","term":"measure"},{"scheme":"http://www.blogger.com/atom/ns#","term":"metric"},{"scheme":"http://www.blogger.com/atom/ns#","term":"operational"},{"scheme":"http://www.blogger.com/atom/ns#","term":"quality"}],"title":{"type":"text","$t":"Operational Definitions and Project Quality"},"content":{"type":"html","$t":"Individuals working on a project should have an eye for detail, as it is an important aspect of quality. What kind of quality details do you keep in mind throughout a project?\u003Cbr \/\u003E\u003Cbr \/\u003EOperational definitions focus on many kinds of details. Perhaps these include details you have also considered. Operational definitions describe what something is and how it is measured by the quality control process.\u003Cbr \/\u003E\u003Cbr \/\u003EOperational definitions, sometimes referred to as metrics, are used to measure quality. They are quality assurance inputs that project management teams used to indicate the specifics about the quality of their projects.\u003Cbr \/\u003E\u003Cbr \/\u003EFor example, to define the testing process of a new pharmaceutical drug, the operational definition must describe the drug's composition, the type of study conducted, the variables tested, and the subjects used.\u003Cbr \/\u003E\u003Cbr \/\u003EDefining how something is measured can be challenging, as there are many details to consider. To simplify this process, an operational definition answers the following three questions.\u003Cbr \/\u003E\u003Cbr \/\u003E\u003Cspan style=\"font-weight: bold;\"\u003E1. What is measured?\u003C\/span\u003E\u003Cbr \/\u003EFor example, A.L. Textiles manufactures a wide variety of textile products for industry and commerce. To be sure each material conforms to its intended purpose, the operational definition details the makeup of the textile and indicates how it is measured for quality.\u003Cbr \/\u003E\u003Cbr \/\u003E\u003Cspan style=\"font-weight: bold;\"\u003E2. How is it measured?\u003C\/span\u003E\u003Cbr \/\u003EA.L. Textiles measures the durability of the medical uniform style AJ347. The product is 65 percent polyester and 35 percent cotton. It's available in adult sizes, small to extra large, and comes in colors white, gray\/blue, and green.\u003Cbr \/\u003E\u003Cbr \/\u003E\u003Cspan style=\"font-weight: bold;\"\u003E3. When is it measured?\u003C\/span\u003E\u003Cbr \/\u003EThe durability of uniform style AJ347 is measured after initial manufacturing by washing the garment 300 times. The condition of the garment is recorded on a check sheet. In addition, the durability of the uniform is measured after any necessary product rework.\u003Cbr \/\u003E\u003Cbr \/\u003ERemember, operational definitions are used to measure quality. They indicate the specifics about the quality of a project's product or service. In particular, they describe what something is, describe how it is measured, and describe when it is measured."},"link":[{"rel":"replies","type":"application/atom+xml","href":"http:\/\/itpmpro.blogspot.com\/feeds\/4019893375613386337\/comments\/default","title":"Post Comments"},{"rel":"replies","type":"text/html","href":"http:\/\/www.blogger.com\/comment.g?blogID=1130871870265736647\u0026postID=4019893375613386337","title":"10 Comments"},{"rel":"edit","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/4019893375613386337"},{"rel":"self","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/4019893375613386337"},{"rel":"alternate","type":"text/html","href":"http:\/\/itpmpro.blogspot.com\/2008\/08\/operational-definitions-and-project.html","title":"Operational Definitions and Project Quality"}],"author":[{"name":{"$t":"Iman Budi Setiawan"},"uri":{"$t":"http:\/\/www.blogger.com\/profile\/14019051950832045250"},"email":{"$t":"noreply@blogger.com"},"gd$image":{"rel":"http://schemas.google.com/g/2005#thumbnail","width":"29","height":"32","src":"http:\/\/1.bp.blogspot.com\/_hg1QUg8_uH0\/SfJxLK18ydI\/AAAAAAAAAD8\/CE06bwq3IcU\/S220\/imansmall.jpg"}}],"thr$total":{"$t":"10"}},{"id":{"$t":"tag:blogger.com,1999:blog-1130871870265736647.post-8754687149792718310"},"published":{"$t":"2008-07-26T13:10:00.001+07:00"},"updated":{"$t":"2011-05-14T13:59:43.173+07:00"},"category":[{"scheme":"http://www.blogger.com/atom/ns#","term":"assurance"},{"scheme":"http://www.blogger.com/atom/ns#","term":"control"},{"scheme":"http://www.blogger.com/atom/ns#","term":"improvement"},{"scheme":"http://www.blogger.com/atom/ns#","term":"quality"}],"title":{"type":"text","$t":"The Project Quality Management Plan"},"content":{"type":"html","$t":"A quality management plan, which is an output of the project quality planning process, is a document that describes how a quality policy will be implemented. Quality improvement, quality control, and quality assurance are addressed in quality management plans. These plans usually are created by project management teams and project managers and are integrated into the overall project plan.\u003Cbr \/\u003E\u003Cbr \/\u003EA quality plan acts as a road map to meeting customers' needs by breaking down the project objectives into lower-level activities. This process should identify specific quality actions.\u003Cbr \/\u003E\u003Cbr \/\u003EQuality management plans are drawn up for specific products, individual projects, or highly complicated tasks. A new plan should be developed or changed to reflect the different activities of each project.\u003Cbr \/\u003E\u003Cbr \/\u003EIn contract situations, a quality plan is sometimes used by the supplier to show the customer how the project will meet quality requirements. In many cases, it's helpful to have the customer's input into the quality management plan.\u003Cbr \/\u003E\u003Cbr \/\u003EQuality management plans take on different forms. They can be formal, informal, detailed, or general, depending on the needs of each particular project.\u003Cbr \/\u003E\u003Cbr \/\u003EQuality plans ensure the proper documentation for a project is complete. They prove that quality goals are being met. An effective quality plan can also:\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003Eidentify all internal or external customers\u003C\/li\u003E\u003Cli\u003Erespond to the ever-changing needs of customers\u003C\/li\u003E\u003Cli\u003Ebring in the suppliers early in the project\u003C\/li\u003E\u003Cli\u003Ecause the process to be designed in a way that produces features that meet customer requirements. \u003C\/li\u003E\u003C\/ul\u003EQuality management plans and other aspects of quality planning require attention to detail. When defining \u003Cspan style=\"font-style: italic;\"\u003Equality\u003C\/span\u003E, the term can mean different things to different people. Attention to detail helps ensure everyone's requirements for quality are met."},"link":[{"rel":"replies","type":"application/atom+xml","href":"http:\/\/itpmpro.blogspot.com\/feeds\/8754687149792718310\/comments\/default","title":"Post Comments"},{"rel":"replies","type":"text/html","href":"http:\/\/www.blogger.com\/comment.g?blogID=1130871870265736647\u0026postID=8754687149792718310","title":"0 Comments"},{"rel":"edit","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/8754687149792718310"},{"rel":"self","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/8754687149792718310"},{"rel":"alternate","type":"text/html","href":"http:\/\/itpmpro.blogspot.com\/2008\/07\/project-quality-management-plan.html","title":"The Project Quality Management Plan"}],"author":[{"name":{"$t":"Iman Budi Setiawan"},"uri":{"$t":"http:\/\/www.blogger.com\/profile\/14019051950832045250"},"email":{"$t":"noreply@blogger.com"},"gd$image":{"rel":"http://schemas.google.com/g/2005#thumbnail","width":"29","height":"32","src":"http:\/\/1.bp.blogspot.com\/_hg1QUg8_uH0\/SfJxLK18ydI\/AAAAAAAAAD8\/CE06bwq3IcU\/S220\/imansmall.jpg"}}],"thr$total":{"$t":"0"}},{"id":{"$t":"tag:blogger.com,1999:blog-1130871870265736647.post-6358412777248158981"},"published":{"$t":"2008-07-19T16:10:00.001+07:00"},"updated":{"$t":"2011-05-14T13:59:50.491+07:00"},"category":[{"scheme":"http://www.blogger.com/atom/ns#","term":"assurance"},{"scheme":"http://www.blogger.com/atom/ns#","term":"audit"},{"scheme":"http://www.blogger.com/atom/ns#","term":"control"},{"scheme":"http://www.blogger.com/atom/ns#","term":"definition"},{"scheme":"http://www.blogger.com/atom/ns#","term":"quality"}],"title":{"type":"text","$t":"Outputs of Project Quality Planning"},"content":{"type":"html","$t":"The project quality planning process results in a number of outputs, in the form of actual documents or documented items. Operational definitions, checklists, and inputs to other processes are three important outputs of the quality planning process. Details about these three outputs are provided below.\u003Cbr \/\u003E\u003Cbr \/\u003E\u003Cspan style=\"font-weight: bold;\"\u003E1. Operational definition\u003C\/span\u003E\u003Cbr \/\u003EAn operational definition, also called a metric in some application areas, is a description of what something is and how it is measured by the quality control process. Operational definitions are quality planning outputs project management teams can use to indicate the specifics about the quality of their projects.\u003Cbr \/\u003E\u003Cbr \/\u003EFor example, an operational definition that describes meeting schedule deadlines must also include details such as start and finish times for every activity.\u003Cbr \/\u003E\u003Cbr \/\u003E\u003Cspan style=\"font-weight: bold;\"\u003E2. Checklists\u003C\/span\u003E\u003Cbr \/\u003EQuality planning, and any other activity involving steps to a process, use checklists. Checklists are structured tools for confirming that all steps to a process have been performed. They can be specific to particular activities and industries. Checklists are not always complicated. They can be as simple as a brief list phrased, \"Do this!\"\u003Cbr \/\u003E\u003Cbr \/\u003EChecklists are important for quality planning because they help you verify a project's quality. You can use information from quality planning inputs, as well as quality planning tools and techniques, to develop the checklists for a project.\u003Cbr \/\u003E\u003Cbr \/\u003ESome organizations have standardized checklists that ensure frequently performed activities are carried out with consistency. Alternatively, sometimes checklists are purchased from commercial service providers or professional associations.\u003Cbr \/\u003E\u003Cbr \/\u003E\u003Cspan style=\"font-weight: bold;\"\u003E3. Inputs to other processes\u003C\/span\u003E\u003Cbr \/\u003ESometimes the process of quality planning detects a need for activity in another project management area. These quality planning outputs are usually not anticipated at the onset of a project. These unanticipated outputs are called inputs to other processes.\u003Cbr \/\u003E\u003Cbr \/\u003EIn summary, inputs to quality planning, as well as quality planning tools and techniques, result in a number of outputs. These quality planning outputs help management teams stay focused on the quality details of a project."},"link":[{"rel":"replies","type":"application/atom+xml","href":"http:\/\/itpmpro.blogspot.com\/feeds\/6358412777248158981\/comments\/default","title":"Post Comments"},{"rel":"replies","type":"text/html","href":"http:\/\/www.blogger.com\/comment.g?blogID=1130871870265736647\u0026postID=6358412777248158981","title":"0 Comments"},{"rel":"edit","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/6358412777248158981"},{"rel":"self","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/6358412777248158981"},{"rel":"alternate","type":"text/html","href":"http:\/\/itpmpro.blogspot.com\/2008\/07\/outputs-of-project-quality-planning.html","title":"Outputs of Project Quality Planning"}],"author":[{"name":{"$t":"Iman Budi Setiawan"},"uri":{"$t":"http:\/\/www.blogger.com\/profile\/14019051950832045250"},"email":{"$t":"noreply@blogger.com"},"gd$image":{"rel":"http://schemas.google.com/g/2005#thumbnail","width":"29","height":"32","src":"http:\/\/1.bp.blogspot.com\/_hg1QUg8_uH0\/SfJxLK18ydI\/AAAAAAAAAD8\/CE06bwq3IcU\/S220\/imansmall.jpg"}}],"thr$total":{"$t":"0"}},{"id":{"$t":"tag:blogger.com,1999:blog-1130871870265736647.post-7662336653127348730"},"published":{"$t":"2008-07-16T16:07:00.001+07:00"},"updated":{"$t":"2011-05-14T13:59:40.209+07:00"},"category":[{"scheme":"http://www.blogger.com/atom/ns#","term":"design"},{"scheme":"http://www.blogger.com/atom/ns#","term":"experiment"},{"scheme":"http://www.blogger.com/atom/ns#","term":"quality"},{"scheme":"http://www.blogger.com/atom/ns#","term":"technique"}],"title":{"type":"text","$t":"Quality Planning Techniques: Design of Experiments"},"content":{"type":"html","$t":"How do you determine the way a material, product, or process affects your project? You can use a quality planning technique called design of experiments. This analytical technique can help you uncover which variables have the most influence on an outcome, and verify the capability of materials, products, and processes.\u003Cbr \/\u003E\u003Cbr \/\u003EMost organizations want to improve their products and services. Designing experiments that verify these improvements is worth the time and effort put into them, since they are helpful in solving chronic quality problems. Properly designed experiments can help you:\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003Eeliminate re-work\u003C\/li\u003E\u003Cli\u003Eachieve higher productivity\u003C\/li\u003E\u003Cli\u003Eimprove customer satisfaction\u003C\/li\u003E\u003Cli\u003Eprevent problems\u003C\/li\u003E\u003Cli\u003Ereduce extra inspections. \u003C\/li\u003E\u003C\/ul\u003EDesign of experiments is more efficient and less disruptive than a trial method experiment. It also requires extra thought and planning, as a mistake during any part of the experiment can invalidate the entire analysis.\u003Cbr \/\u003E\u003Cbr \/\u003EThe objective of a designed experiment is to study specific outcomes by analyzing the impact of several variables at one time. Testing more variables at one time makes this process more efficient.\u003Cbr \/\u003E\u003Cbr \/\u003EWhether you are searching for the root cause of a quality problem or you want to improve quality results, design of experiments is a beneficial technique for quality planning. In addition to the benefits listed above, it provides the following two important benefits.\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003ESmaller sample sizes\u003C\/span\u003E. This technique requires smaller sample sizes to receive the same accuracy of results.\u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003EInteraction between variables\u003C\/span\u003E. It determines interactions between process variables. Certain combinations of variables can have a greater impact on the outcome than any one variable on its own. \u003C\/li\u003E\u003C\/ul\u003EDesign of experiments is a technique that is most often applied to the product of a project. For example, pharmaceutical companies often perform designed experiments to test the composition of their drugs. If studying the XYZ drug, a designed experiment would have a matrix of experiments that tests X, Y, and Z in different amounts at the same time. The experiment would examine X1Y1Z1, X2Y1Z2, X1Y2Z3, and other such combinations. This experiment tests multiple variables at the same time.\u003Cbr \/\u003E\u003Cbr \/\u003EIn summary, design of experiments verifies how a material, product, or process is affecting your project. This quality planning technique is usually applied to projects that produce a product."},"link":[{"rel":"replies","type":"application/atom+xml","href":"http:\/\/itpmpro.blogspot.com\/feeds\/7662336653127348730\/comments\/default","title":"Post Comments"},{"rel":"replies","type":"text/html","href":"http:\/\/www.blogger.com\/comment.g?blogID=1130871870265736647\u0026postID=7662336653127348730","title":"4 Comments"},{"rel":"edit","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/7662336653127348730"},{"rel":"self","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/7662336653127348730"},{"rel":"alternate","type":"text/html","href":"http:\/\/itpmpro.blogspot.com\/2008\/07\/quality-planning-techniques-design-of.html","title":"Quality Planning Techniques: Design of Experiments"}],"author":[{"name":{"$t":"Iman Budi Setiawan"},"uri":{"$t":"http:\/\/www.blogger.com\/profile\/14019051950832045250"},"email":{"$t":"noreply@blogger.com"},"gd$image":{"rel":"http://schemas.google.com/g/2005#thumbnail","width":"29","height":"32","src":"http:\/\/1.bp.blogspot.com\/_hg1QUg8_uH0\/SfJxLK18ydI\/AAAAAAAAAD8\/CE06bwq3IcU\/S220\/imansmall.jpg"}}],"thr$total":{"$t":"4"}},{"id":{"$t":"tag:blogger.com,1999:blog-1130871870265736647.post-3198193605862055859"},"published":{"$t":"2008-07-15T16:49:00.001+07:00"},"updated":{"$t":"2011-05-14T14:00:22.715+07:00"},"category":[{"scheme":"http://www.blogger.com/atom/ns#","term":"assurance"},{"scheme":"http://www.blogger.com/atom/ns#","term":"benchmark"},{"scheme":"http://www.blogger.com/atom/ns#","term":"planning"},{"scheme":"http://www.blogger.com/atom/ns#","term":"quality"},{"scheme":"http://www.blogger.com/atom/ns#","term":"tools"}],"title":{"type":"text","$t":"Project Quality Planning Tools: Benchmarking"},"content":{"type":"html","$t":"Did you know that project management can be similar to detective work? The benchmarking process (BMP) is like an investigation. It involves searching through available clues, finding leads, and then following up on those leads to understand the processes of world-class companies.\u003Cbr \/\u003E\u003Cbr \/\u003EThe BMP compares the performance of one company against another that is best-in-its-class. This is an effective tool and technique for quality planning.\u003Cbr \/\u003E\u003Cbr \/\u003EWhy should you perform a BMP? There are two main reasons for benchmarking—setting goals and process development. The BMP also will help you to know yourself, understand your competition, and define and integrate the best processes into your organization.\u003Cbr \/\u003E\u003Cbr \/\u003EThe benefits of benchmarking far outweigh the costs or effort involved. Benchmarking will:\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003Eimprove customer satisfaction\u003C\/li\u003E\u003Cli\u003Edefine the best processes\u003C\/li\u003E\u003Cli\u003Eimprove already-existing processes\u003C\/li\u003E\u003Cli\u003Epromote a desire to improve and change\u003C\/li\u003E\u003Cli\u003Eidentify your competitive position\u003C\/li\u003E\u003Cli\u003Eimprove the relationship between benchmarking partners. \u003C\/li\u003E\u003C\/ul\u003EThe BMP provides information about where a company stands when compared to standards. These standards are set by customers, companies, certification organizations, and industry associations. The BMP will indicate the areas of strength within a company and uncover opportunities for improvement.\u003Cbr \/\u003E\u003Cbr \/\u003EThere are four common types of benchmarking assessments: internal, competitive, world-class operations, and activity-type benchmarking. Details are provided below.\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003EInternal benchmarking\u003C\/span\u003E. This type of benchmarking usually takes place first. It involves examining your own organization and determining the best practices observed. It's easy to carry out, and matters of security and confidentiality do not exist.\u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003ECompetitive benchmarking\u003C\/span\u003E. This is also called reverse engineering. It involves studying a competitor's services, products, and processes. The easiest way to do this type of benchmarking is to buy the competitor's product or service and then analyze it.\u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003EWorld-class operations benchmarking\u003C\/span\u003E. This benchmarking type takes the BMP past a specific type of organization to one that is different. It's a useful technique for discovering innovative processes not currently used by an organization.\u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003EActivity-type benchmarking\u003C\/span\u003E. This type of benchmarking examines specific process steps or activities that go beyond specific industries. It includes activities such as recruiting, invoicing, and engineering change control. \u003C\/li\u003E\u003C\/ul\u003EThe benchmarking process is a useful tool and technique for quality planning. It's natural that companies want to immediately visit a top-notch organization as their first BMP activity. Although doing this is a part of the BMP, it's not the only activity that should be performed. There are six separate stages for every BMP.\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003EProcess design (planning)\u003C\/span\u003E. Select one quality process to study at a time. Form a team of people involved in the process you wish to study. Determine the measurements you will use.\u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003EInternal data collection\u003C\/span\u003E. Know your own practices and performance. This can be done using such techniques as system and process flowcharts, or cause-and-effect diagrams.\u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003EExternal data collection\u003C\/span\u003E. Select a competitor in the same or different industry as your company. Select one that is best-in-its-class for the process you are studying.\u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003EData analysis\u003C\/span\u003E. Compare the information gathered with the information from your own company.\u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003EProcess upgrading\u003C\/span\u003E. Based on information you have learned from your competitor, identify which ideas can be adopted for your own process and decide how they can be implemented.\u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003EPeriodic reassessment\u003C\/span\u003E. Monitor the effectiveness of the new ideas and re-benchmark them at specific intervals of time. \u003C\/li\u003E\u003C\/ul\u003EEffective benchmarking requires choosing the specific benchmarking type and completing the appropriate steps. This process is not just about uncovering the secrets of your competition—it includes learning about yourself."},"link":[{"rel":"replies","type":"application/atom+xml","href":"http:\/\/itpmpro.blogspot.com\/feeds\/3198193605862055859\/comments\/default","title":"Post Comments"},{"rel":"replies","type":"text/html","href":"http:\/\/www.blogger.com\/comment.g?blogID=1130871870265736647\u0026postID=3198193605862055859","title":"3 Comments"},{"rel":"edit","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/3198193605862055859"},{"rel":"self","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/3198193605862055859"},{"rel":"alternate","type":"text/html","href":"http:\/\/itpmpro.blogspot.com\/2008\/07\/project-quality-planning-tools.html","title":"Project Quality Planning Tools: Benchmarking"}],"author":[{"name":{"$t":"Iman Budi Setiawan"},"uri":{"$t":"http:\/\/www.blogger.com\/profile\/14019051950832045250"},"email":{"$t":"noreply@blogger.com"},"gd$image":{"rel":"http://schemas.google.com/g/2005#thumbnail","width":"29","height":"32","src":"http:\/\/1.bp.blogspot.com\/_hg1QUg8_uH0\/SfJxLK18ydI\/AAAAAAAAAD8\/CE06bwq3IcU\/S220\/imansmall.jpg"}}],"thr$total":{"$t":"3"}},{"id":{"$t":"tag:blogger.com,1999:blog-1130871870265736647.post-2027417695858442215"},"published":{"$t":"2008-07-12T12:40:00.002+07:00"},"updated":{"$t":"2011-05-14T14:00:34.275+07:00"},"category":[{"scheme":"http://www.blogger.com/atom/ns#","term":"flowchart"},{"scheme":"http://www.blogger.com/atom/ns#","term":"planning"},{"scheme":"http://www.blogger.com/atom/ns#","term":"quality"},{"scheme":"http://www.blogger.com/atom/ns#","term":"tools"}],"title":{"type":"text","$t":"Project Quality Planning Tools: Flowcharting"},"content":{"type":"html","$t":"Just as road maps are useful tools for reaching your destinations, flowcharts are the road maps used to reach project quality. A flowchart graphically represents a process and its activities in almost the same way a map represents an area.\u003Cbr \/\u003E\u003Cbr \/\u003EFlowcharting is an effective quality planning tool you can use to describe an existing process or a proposed new process. You can use flowcharts when charting work on an object, when charting workers' tasks, when charting an operation or inspection process, and even when brainstorming.\u003Cbr \/\u003E\u003Cbr \/\u003EFor quality planning, flowcharting can help you identify problems in a process. Flowcharting will also:\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003Eresult in disciplined thinking\u003C\/li\u003E\u003Cli\u003Efacilitate communication about problems\u003C\/li\u003E\u003Cli\u003Eillustrate how different elements fit together. \u003C\/li\u003E\u003C\/ul\u003ESome flowcharts are recorded in a narrative form, like an essay. For example, first you do this, and then you do this, and then you do this, and so forth. However, this method can be vague and hard to follow. Using charts and diagrams to map a process can allow information to be more clearly and easily understood.\u003Cbr \/\u003E\u003Cbr \/\u003EThere are 12 standard flowcharting symbols that indicate what is done to a product from one step to another. Everyone using this method on a project must understand the meaning of each symbol. Process information is placed inside or beside the symbols. Various symbols indicate an operation or an activity, movement or transportation, decision points, inspection, paper documents, and delay.\u003Cbr \/\u003E\u003Cbr \/\u003ESymbols also indicate storage, annotation, direction of flow, transmissions, connectors, and boundaries, which are the beginning or end of a process. It's important to understand these symbols and how they add to the flowcharting process.\u003Cbr \/\u003E\u003Cbr \/\u003EFlowcharts do not have to be drawn by specialists. They are researched and drawn by quality improvement teams. However, some training is usually necessary to draw an accurate flowchart.\u003Cbr \/\u003E\u003Cbr \/\u003EDrawing a flowchart is drawing a picture of a process. With some training and practice, process flowcharts can be somewhat straightforward to create. To create a flowchart, follow the steps outlined below. Keep in mind, however, that drawing your first process flowchart is not easy. If necessary, quality improvement teams can call on an expert in their field to contribute to the process.\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003EStep 1: Define the process steps\u003C\/span\u003E. As a team, brainstorm to talk through the steps in the process. For an already existing process, examine the process in action. Suggestion: Write the steps on sticky notes.\u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003EStep 2: Sort the steps in order\u003C\/span\u003E. Identify what is done at each step. Suggestion: Use the sticky notes from Step 1 and sort them in the proper order.\u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003EStep 3: Place the steps in the appropriate symbol\u003C\/span\u003E. Use the standard symbols to sketch the flowchart. Suggestion: Make a rough copy at first. Then rework the graph to fix errors.\u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003EStep 4: Evaluate the steps\u003C\/span\u003E. Check for completeness, efficiency, and problems. Review the actual process and then make any necessary revisions to the flowchart. \u003C\/li\u003E\u003C\/ul\u003EFor every quality effect or problem in a project, a cause must be identified. Cause-and-effect diagrams, also called Ishikawa diagrams or fish-bone diagrams, focus on the causes of problems instead of the problems themselves. Cause-and-effect diagrams are often used in brainstorming sessions because they act as visual displays for breaking large problems into manageable parts. Follow these steps to construct a cause-and-effect diagram.\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003EStep 1: Identify the problem or effect\u003C\/span\u003E. Place a concise statement of the problem or effect in a box at the end of a horizontal line.\u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003EStep 2: Identify the causes\u003C\/span\u003E. Identify the causes of a problem or effect in a brainstorming session by focusing on one cause at a time. Discussions usually will focus on methods, materials, people, information, machines, and environment. Identify any subcauses.\u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003EStep 3: Build the diagram\u003C\/span\u003E. To build the diagram, organize the causes and subcauses into the diagram layout. Each branch represents cause-types such as materials, machines, and people. The subcauses connect to these branches.\u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003EStep 4: Analyze the diagram\u003C\/span\u003E. Identify potential solutions weighing the cost-effectiveness and achievability of each solution. \u003C\/li\u003E\u003C\/ul\u003EDrawing a flowchart or diagram involves creating a picture of a process or effect. Both act as visual displays that assist with problem-solving. Once you and your project team become accustomed to using these tools for quality planning, they'll become an automatic part of your processes."},"link":[{"rel":"replies","type":"application/atom+xml","href":"http:\/\/itpmpro.blogspot.com\/feeds\/2027417695858442215\/comments\/default","title":"Post Comments"},{"rel":"replies","type":"text/html","href":"http:\/\/www.blogger.com\/comment.g?blogID=1130871870265736647\u0026postID=2027417695858442215","title":"2 Comments"},{"rel":"edit","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/2027417695858442215"},{"rel":"self","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/2027417695858442215"},{"rel":"alternate","type":"text/html","href":"http:\/\/itpmpro.blogspot.com\/2008\/07\/skillbrief-logo-project-quality.html","title":"Project Quality Planning Tools: Flowcharting"}],"author":[{"name":{"$t":"Iman Budi Setiawan"},"uri":{"$t":"http:\/\/www.blogger.com\/profile\/14019051950832045250"},"email":{"$t":"noreply@blogger.com"},"gd$image":{"rel":"http://schemas.google.com/g/2005#thumbnail","width":"29","height":"32","src":"http:\/\/1.bp.blogspot.com\/_hg1QUg8_uH0\/SfJxLK18ydI\/AAAAAAAAAD8\/CE06bwq3IcU\/S220\/imansmall.jpg"}}],"thr$total":{"$t":"2"}},{"id":{"$t":"tag:blogger.com,1999:blog-1130871870265736647.post-7865687690251498164"},"published":{"$t":"2008-07-10T06:45:00.001+07:00"},"updated":{"$t":"2011-05-14T14:02:06.629+07:00"},"category":[{"scheme":"http://www.blogger.com/atom/ns#","term":"analysis"},{"scheme":"http://www.blogger.com/atom/ns#","term":"benefit"},{"scheme":"http://www.blogger.com/atom/ns#","term":"cost"},{"scheme":"http://www.blogger.com/atom/ns#","term":"planning"},{"scheme":"http://www.blogger.com/atom/ns#","term":"quality"}],"title":{"type":"text","$t":"Quality Planning Benefit\/Cost Analysis"},"content":{"type":"html","$t":"Since it costs money to implement project quality planning in your organization, it's important to understand the benefits of quality planning, so you can justify these costs if necessary. In addition, knowing the benefits of meeting quality requirements makes tasks more meaningful and successful. The four main benefits of meeting quality requirements on your projects are:\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003Eless rework\u003C\/li\u003E\u003Cli\u003Ehigher productivity\u003C\/li\u003E\u003Cli\u003Elower costs\u003C\/li\u003E\u003Cli\u003Ebetter customer satisfaction. \u003C\/li\u003E\u003C\/ul\u003EWeighing benefits against costs can help with the major decision-making issues of a project. A benefit\/cost analysis involves estimating the costs and benefits of meeting quality requirements, and then assessing the available project options. The benefits, of course, should outweigh the costs. The general procedure for analyzing benefits and costs is explained below.\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003EAnalyze the plan, decision, or process by examining its activities and events.\u003C\/li\u003E\u003Cli\u003ECalculate or estimate the benefits and costs related to each element.\u003C\/li\u003E\u003Cli\u003ECompare the sum of the benefits and costs. \u003C\/li\u003E\u003C\/ul\u003ESubtracting the costs from the benefits should always produce a positive number. A negative number indicates the benefits are not worth the expense.\u003Cbr \/\u003E\u003Cbr \/\u003EBenefit\/cost analysis is a useful tool for project quality planning. It's a simple procedure you can use to determine if the benefits of quality planning outweigh the costs."},"link":[{"rel":"replies","type":"application/atom+xml","href":"http:\/\/itpmpro.blogspot.com\/feeds\/7865687690251498164\/comments\/default","title":"Post Comments"},{"rel":"replies","type":"text/html","href":"http:\/\/www.blogger.com\/comment.g?blogID=1130871870265736647\u0026postID=7865687690251498164","title":"2 Comments"},{"rel":"edit","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/7865687690251498164"},{"rel":"self","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/7865687690251498164"},{"rel":"alternate","type":"text/html","href":"http:\/\/itpmpro.blogspot.com\/2008\/07\/quality-planning-benefitcost-analysis.html","title":"Quality Planning Benefit\/Cost Analysis"}],"author":[{"name":{"$t":"Iman Budi Setiawan"},"uri":{"$t":"http:\/\/www.blogger.com\/profile\/14019051950832045250"},"email":{"$t":"noreply@blogger.com"},"gd$image":{"rel":"http://schemas.google.com/g/2005#thumbnail","width":"29","height":"32","src":"http:\/\/1.bp.blogspot.com\/_hg1QUg8_uH0\/SfJxLK18ydI\/AAAAAAAAAD8\/CE06bwq3IcU\/S220\/imansmall.jpg"}}],"thr$total":{"$t":"2"}},{"id":{"$t":"tag:blogger.com,1999:blog-1130871870265736647.post-4403915370509656700"},"published":{"$t":"2008-07-09T11:15:00.001+07:00"},"updated":{"$t":"2011-05-14T14:02:39.316+07:00"},"category":[{"scheme":"http://www.blogger.com/atom/ns#","term":"cost"},{"scheme":"http://www.blogger.com/atom/ns#","term":"planning"},{"scheme":"http://www.blogger.com/atom/ns#","term":"quality"},{"scheme":"http://www.blogger.com/atom/ns#","term":"requirement"}],"title":{"type":"text","$t":"Categorizing Project Quality Planning Costs"},"content":{"type":"html","$t":"It's a fact—projects cost money. However, even though planning for quality costs money, it's well worth the expense. People will remember poor quality much longer than a timely delivery or cheap price. In today's market, mistakes regarding the quality of a product or service can be expensive for everyone.\u003Cbr \/\u003E\u003Cbr \/\u003ETo meet quality requirements, projects must incur some primary planning costs. These costs can be divided into four main categories—prevention costs, appraisal costs, failure costs, and intangible costs.\u003Cbr \/\u003E\u003Cbr \/\u003ECreating quality products and services requires an understanding of all of these costs. When project managers understand quality costs, it's easier for them to make decisions about such things as investing in a process, designing revisions, or changing procedures. The total quality cost of a project is considered to be the sum of the four main categories discussed below.\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003EPrevention costs\u003C\/span\u003E. Prevention costs occur from activities that prevent poor quality in products and services. Such costs help ensure the customer's requirements are met.\u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003EAppraisal costs\u003C\/span\u003E. Appraisal costs are linked with measuring, evaluating, or auditing products and services. This can include material reviews, incoming inspections, work-in-process inspections, and final inspections or testing.\u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003EInternal and external failure costs\u003C\/span\u003E. Internal failure costs are associated with not meeting customer requirements prior to when the product or service is provided. External failure costs occur when the nonconforming product reaches the customer.\u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003EIntangible costs\u003C\/span\u003E. Intangible costs of poor quality are hidden costs that involve the company's image. They can be three or four times greater than tangible costs. Missing a deadline or other quality problems can be intangible costs of quality. \u003C\/li\u003E\u003C\/ul\u003EIdentifying and utilizing the four primary costs in effective quality planning will help ensure that your product is a success. Recognizing that prevention costs, appraisal costs, internal and external failure costs, and intangible costs are valuable tools and techniques to the quality planning process will result in greater satisfaction for all stakeholders."},"link":[{"rel":"replies","type":"application/atom+xml","href":"http:\/\/itpmpro.blogspot.com\/feeds\/4403915370509656700\/comments\/default","title":"Post Comments"},{"rel":"replies","type":"text/html","href":"http:\/\/www.blogger.com\/comment.g?blogID=1130871870265736647\u0026postID=4403915370509656700","title":"0 Comments"},{"rel":"edit","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/4403915370509656700"},{"rel":"self","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/4403915370509656700"},{"rel":"alternate","type":"text/html","href":"http:\/\/itpmpro.blogspot.com\/2008\/07\/categorizing-project-quality-planning.html","title":"Categorizing Project Quality Planning Costs"}],"author":[{"name":{"$t":"Iman Budi Setiawan"},"uri":{"$t":"http:\/\/www.blogger.com\/profile\/14019051950832045250"},"email":{"$t":"noreply@blogger.com"},"gd$image":{"rel":"http://schemas.google.com/g/2005#thumbnail","width":"29","height":"32","src":"http:\/\/1.bp.blogspot.com\/_hg1QUg8_uH0\/SfJxLK18ydI\/AAAAAAAAAD8\/CE06bwq3IcU\/S220\/imansmall.jpg"}}],"thr$total":{"$t":"0"}},{"id":{"$t":"tag:blogger.com,1999:blog-1130871870265736647.post-8937866858288370495"},"published":{"$t":"2008-07-07T07:14:00.001+07:00"},"updated":{"$t":"2011-05-14T14:02:59.951+07:00"},"category":[{"scheme":"http://www.blogger.com/atom/ns#","term":"iso"},{"scheme":"http://www.blogger.com/atom/ns#","term":"planning"},{"scheme":"http://www.blogger.com/atom/ns#","term":"quality"},{"scheme":"http://www.blogger.com/atom/ns#","term":"regulation"},{"scheme":"http://www.blogger.com/atom/ns#","term":"standard"}],"title":{"type":"text","$t":"Standards, Regulations, and Project Quality Planning"},"content":{"type":"html","$t":"Rules are everywhere. People are bombarded by rules in the form of standards and regulations. Do you know the difference between the two?\u003Cbr \/\u003E\u003Cbr \/\u003EQuality planning requires you to be familiar with the standards and regulations that affect your project. For many projects, these are well known and your planning will reflect them. The difference between standards and regulations is explained below.\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003EStandards\u003C\/span\u003E. Although standards are approved by a recognized body, compliance with them is not mandatory. They are documents of rules, guidelines, or characteristics for projects, and will shape a project's product.\u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003ERegulations\u003C\/span\u003E. These documents outline the products, processes, or service characteristics of a project. Compliance to regulations is mandatory. \u003C\/li\u003E\u003C\/ul\u003EStandards and regulations are inputs to quality planning that can have a great effect on projects. As a project manager or member of a project team, you need to be certain your quality system is \"up to code.\"\u003Cbr \/\u003E\u003Cbr \/\u003EAs with most things in life, rules are not always clear cut. There's a definite \"gray area\" between standards and regulations. A standard will sometimes begin as a guideline and then become a regulation. This happens when a standard becomes well-known and is widely used.\u003Cbr \/\u003E\u003Cbr \/\u003EAnother example of the \"gray area\" between standards and regulations is when each one is authorized at different levels. For example, the government requires pilots to have a national-level license for flying. At a company level, however, a pilot may be required to have a national-level pilot's license, 1,000 hours of flying time, 600 hours multi-engine flight experience, and 150 hours of night flying time.\u003Cbr \/\u003E\u003Cbr \/\u003EStandards can help companies meet their quality goals. The International Organization for Standardization is an establishment that helps companies accomplish this with the ISO 9000 series. Companies that use the ISO 9000 standards follow documented procedures for the work they perform. It does not guarantee organizations will always produce good products. Instead, the ISO 9000 standards act as a tool for helping organizations meet quality goals and confirm they have a set of quality standards in place.\u003Cbr \/\u003E\u003Cbr \/\u003EIn summary, standards and regulations are important inputs to quality planning. Following them helps ensure that a project product is of good quality and meets stakeholder requirements."},"link":[{"rel":"replies","type":"application/atom+xml","href":"http:\/\/itpmpro.blogspot.com\/feeds\/8937866858288370495\/comments\/default","title":"Post Comments"},{"rel":"replies","type":"text/html","href":"http:\/\/www.blogger.com\/comment.g?blogID=1130871870265736647\u0026postID=8937866858288370495","title":"3 Comments"},{"rel":"edit","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/8937866858288370495"},{"rel":"self","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/8937866858288370495"},{"rel":"alternate","type":"text/html","href":"http:\/\/itpmpro.blogspot.com\/2008\/07\/standards-regulations-and-project.html","title":"Standards, Regulations, and Project Quality Planning"}],"author":[{"name":{"$t":"Iman Budi Setiawan"},"uri":{"$t":"http:\/\/www.blogger.com\/profile\/14019051950832045250"},"email":{"$t":"noreply@blogger.com"},"gd$image":{"rel":"http://schemas.google.com/g/2005#thumbnail","width":"29","height":"32","src":"http:\/\/1.bp.blogspot.com\/_hg1QUg8_uH0\/SfJxLK18ydI\/AAAAAAAAAD8\/CE06bwq3IcU\/S220\/imansmall.jpg"}}],"thr$total":{"$t":"3"}},{"id":{"$t":"tag:blogger.com,1999:blog-1130871870265736647.post-4232467276346470538"},"published":{"$t":"2008-07-04T11:12:00.001+07:00"},"updated":{"$t":"2011-05-14T14:03:37.095+07:00"},"category":[{"scheme":"http://www.blogger.com/atom/ns#","term":"deliverable"},{"scheme":"http://www.blogger.com/atom/ns#","term":"description"},{"scheme":"http://www.blogger.com/atom/ns#","term":"product"},{"scheme":"http://www.blogger.com/atom/ns#","term":"scope"},{"scheme":"http://www.blogger.com/atom/ns#","term":"statement"}],"title":{"type":"text","$t":"Project Product Descriptions and Scope Statements"},"content":{"type":"html","$t":"The product description document, which is an important input to project quality planning, does just what you would expect—it describes the product. Specifically, it describes the product characteristics a project will create. It contains technical information as well as other issues that affect quality planning.\u003Cbr \/\u003E\u003Cbr \/\u003EAt the beginning of a project, the product description document will be vague. However, as the project evolves and the product characteristics become more complicated, more details will be added to the product description. Some points to keep in mind about the product description documents are listed below.\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003EWhen a supplier does work under contract for a client, the initial product description is provided by the client.\u003C\/li\u003E\u003Cli\u003EThe product description needs enough detail to support project planning in later stages.\u003C\/li\u003E\u003Cli\u003EThe product description should state the relationship between the product or service and the business need, opportunity, or problem that initiated the project. \u003C\/li\u003E\u003C\/ul\u003EThroughout the project, the product description document will be modified to add the details that were unknown when the project first began. This process assists with the development of the quality outputs.\u003Cbr \/\u003E\u003Cbr \/\u003EParts of the product description may be included in the scope statement, which is another important input to quality planning. Scope statements include information on project deliverables and objectives. Specifically, a scope statement is a description of what the stakeholders want. Details about the scope statement are provided below.\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003EThe scope statement is a written source for making decisions later on in the project.\u003C\/li\u003E\u003Cli\u003EThe scope statement confirms that the stakeholders all have the same expectations of the project.\u003C\/li\u003E\u003Cli\u003EThe scope statement is a written source for making decisions later on in the project.\u003C\/li\u003E\u003Cli\u003EThe scope statement confirms that the stakeholders all have the same expectations of the project. \u003C\/li\u003E\u003C\/ul\u003EJust like the product description, the scope statement may need to be revised as the project changes. A scope statement should refer to, or include a description of, the project justification, project product, project deliverables, and project objectives. These four elements of the scope statement are described below.\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003EProject justification\u003C\/span\u003E. The project justification can be taken directly from the product description document. It states the business need that initiated the project.\u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003EProject product\u003C\/span\u003E. This is the actual product description. This portion of the scope statement can be taken from the product description document.\u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003EProject deliverables\u003C\/span\u003E. The project is considered complete when all the products that make up the project are delivered. If you discover that something has been excluded, you should immediately add it to the scope statement.\u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003EProject objectives\u003C\/span\u003E. These are the criteria that mark the success of a project. Project objectives detail costs, schedules, and quality measures. \u003C\/li\u003E\u003C\/ul\u003EA clear product description and scope statement confirm that everyone involved in a project has the same expectations. You have to know what your customers really want. Your project's success depends on it."},"link":[{"rel":"replies","type":"application/atom+xml","href":"http:\/\/itpmpro.blogspot.com\/feeds\/4232467276346470538\/comments\/default","title":"Post Comments"},{"rel":"replies","type":"text/html","href":"http:\/\/www.blogger.com\/comment.g?blogID=1130871870265736647\u0026postID=4232467276346470538","title":"2 Comments"},{"rel":"edit","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/4232467276346470538"},{"rel":"self","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/4232467276346470538"},{"rel":"alternate","type":"text/html","href":"http:\/\/itpmpro.blogspot.com\/2008\/07\/project-product-descriptions-and-scope.html","title":"Project Product Descriptions and Scope Statements"}],"author":[{"name":{"$t":"Iman Budi Setiawan"},"uri":{"$t":"http:\/\/www.blogger.com\/profile\/14019051950832045250"},"email":{"$t":"noreply@blogger.com"},"gd$image":{"rel":"http://schemas.google.com/g/2005#thumbnail","width":"29","height":"32","src":"http:\/\/1.bp.blogspot.com\/_hg1QUg8_uH0\/SfJxLK18ydI\/AAAAAAAAAD8\/CE06bwq3IcU\/S220\/imansmall.jpg"}}],"thr$total":{"$t":"2"}},{"id":{"$t":"tag:blogger.com,1999:blog-1130871870265736647.post-4053559525059272343"},"published":{"$t":"2008-07-02T09:08:00.001+07:00"},"updated":{"$t":"2011-05-14T14:04:05.492+07:00"},"category":[{"scheme":"http://www.blogger.com/atom/ns#","term":"planning"},{"scheme":"http://www.blogger.com/atom/ns#","term":"policies"},{"scheme":"http://www.blogger.com/atom/ns#","term":"policy"},{"scheme":"http://www.blogger.com/atom/ns#","term":"quality"},{"scheme":"http://www.blogger.com/atom/ns#","term":"standard"}],"title":{"type":"text","$t":"Developing a Project Quality Policy"},"content":{"type":"html","$t":"A quality policy, which is an important input to project quality planning, is a collection of documents that are usually created by quality experts and supported by top management. These documents state the overall quality intentions and direction of an organization.\u003Cbr \/\u003E\u003Cbr \/\u003ENot all projects require new quality policies. If a quality policy already exists, it can be adopted for a new project. If a quality policy does not exist or if the project is a joint venture, the management team will be required to develop a new quality policy for the project.\u003Cbr \/\u003E\u003Cbr \/\u003EA quality policy must indicate the level of quality the organization considers acceptable and must be applied at all levels of a project. Communicating this information is a vital step for quality planning. Project management teams need to distribute quality policy information in a timely manner to everyone involved with the project. As a project manager, you can communicate quality policies in the following ways.\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003E Use written communication, in the form of formal reports, informal memos, and conversations, to send out clear and complete information to those working on the project and to outside parties.\u003C\/li\u003E\u003Cli\u003EYou can share information with your team members using information retrieval systems such as manual filing systems, project management software, and electronic text databases.\u003C\/li\u003E\u003Cli\u003EYou can forward information electronically using fax, electronic mail, voice mail, video conferencing, and a company intranet or the Internet. \u003C\/li\u003E\u003C\/ul\u003EQuality policies state a company's quality goals. These policies help a company create a sound reputation for good quality. Key goals should include continuous improvement of the product or service, customer satisfaction, and effective delivery of the service. In addition, quality policies should:\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003Epromote consistency throughout the project\u003C\/li\u003E\u003Cli\u003Einclude quality objectives\u003C\/li\u003E\u003Cli\u003Edescribe how organizations view quality\u003C\/li\u003E\u003Cli\u003Edetail guidelines for all important quality matters\u003C\/li\u003E\u003Cli\u003Estate principles of what will take place during the project, rather than how it will take place\u003C\/li\u003E\u003Cli\u003Estate requirements for updating the policy\u003C\/li\u003E\u003Cli\u003Ebe understood, implemented, and maintained at all levels of an organization. \u003C\/li\u003E\u003C\/ul\u003EQuality objectives are important elements of a quality policy. Some typical quality objectives are:\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003Eclearly defined statement of customer needs\u003C\/li\u003E\u003Cli\u003Especific statements about deadlines\u003C\/li\u003E\u003Cli\u003Ecommitment to avoid harmful effects on the environment and society\u003C\/li\u003E\u003Cli\u003Ereviews to identify opportunities for quality improvements\u003C\/li\u003E\u003Cli\u003Ecommitment to quality throughout the organization. \u003C\/li\u003E\u003C\/ul\u003EQuality policies are essential inputs to quality planning. Top-level managers implement quality policies throughout the duration of projects. It can be challenging for managers to stay focused on quality and avoid getting sidetracked by other matters. Ultimately, the best way for a project manager to show support for quality is to \"walk the walk.\""},"link":[{"rel":"replies","type":"application/atom+xml","href":"http:\/\/itpmpro.blogspot.com\/feeds\/4053559525059272343\/comments\/default","title":"Post Comments"},{"rel":"replies","type":"text/html","href":"http:\/\/www.blogger.com\/comment.g?blogID=1130871870265736647\u0026postID=4053559525059272343","title":"2 Comments"},{"rel":"edit","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/4053559525059272343"},{"rel":"self","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/4053559525059272343"},{"rel":"alternate","type":"text/html","href":"http:\/\/itpmpro.blogspot.com\/2008\/07\/developing-project-quality-policy.html","title":"Developing a Project Quality Policy"}],"author":[{"name":{"$t":"Iman Budi Setiawan"},"uri":{"$t":"http:\/\/www.blogger.com\/profile\/14019051950832045250"},"email":{"$t":"noreply@blogger.com"},"gd$image":{"rel":"http://schemas.google.com/g/2005#thumbnail","width":"29","height":"32","src":"http:\/\/1.bp.blogspot.com\/_hg1QUg8_uH0\/SfJxLK18ydI\/AAAAAAAAAD8\/CE06bwq3IcU\/S220\/imansmall.jpg"}}],"thr$total":{"$t":"2"}},{"id":{"$t":"tag:blogger.com,1999:blog-1130871870265736647.post-2738532424513517669"},"published":{"$t":"2008-06-25T07:07:00.005+07:00"},"updated":{"$t":"2011-05-14T14:07:16.184+07:00"},"category":[{"scheme":"http://www.blogger.com/atom/ns#","term":"close"},{"scheme":"http://www.blogger.com/atom/ns#","term":"closing"},{"scheme":"http://www.blogger.com/atom/ns#","term":"cost"},{"scheme":"http://www.blogger.com/atom/ns#","term":"documentation"},{"scheme":"http://www.blogger.com/atom/ns#","term":"learned"},{"scheme":"http://www.blogger.com/atom/ns#","term":"lesson"},{"scheme":"http://www.blogger.com/atom/ns#","term":"procedure"}],"title":{"type":"text","$t":"Project Closeout Activities"},"content":{"type":"html","$t":"You've probably heard the saying, \"Those who forget the past are doomed to repeat it.\" This applies nicely to project management. As a part of project closeout, you should document the successes, failures, and lessons learned for each project, so you can benefit from them on future projects.\u003Cbr \/\u003E\u003Cbr \/\u003EFor many organizations, project closeout involves gathering all of the cost control documentation and evaluating the cost control procedures, as detailed below.\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003EDocumentation\u003C\/span\u003E. As a part of project closeout, you need to collect all data related to project cost control. This includes budget reports, performance analyses, trend analyses, Gantt charts, change requests, budget update reports, and progress updates.\u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003EProcedures\u003C\/span\u003E. Project closeout procedures often include completing all the necessary company forms and evaluating any new project processes. \u003C\/li\u003E\u003C\/ul\u003EThe lessons learned during cost control efforts should become a part of a project's historical database. The information you keep about closed-out projects should be used to save you time and money on future endeavors.\u003Cbr \/\u003E\u003Cbr \/\u003EThings you should include as you document the lessons learned are details about the main causes of cost control variances, the reasons behind the corrective action chosen, and actions you'll do differently in future projects.\u003Cbr \/\u003E\u003Cbr \/\u003EIn addition, when you learn important lessons that will improve the performance of future projects, you should share the information with other project leaders within the company. Possible reporting techniques include:\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003Ediscussing lessons learned during team debriefings\u003C\/li\u003E\u003Cli\u003Ereassigning a team member to another division in order to train personnel there\u003C\/li\u003E\u003Cli\u003Ewriting a case study based on the lesson and incorporating it into corporate training material\u003C\/li\u003E\u003Cli\u003Edistributing lessons learned to employees via e-mail or as written memos. \u003C\/li\u003E\u003C\/ul\u003EThe purpose of cost control is to ensure the profitability of your project. By documenting the lessons learned and completing project closeout activities, you help ensure that you achieve project goals."},"link":[{"rel":"replies","type":"application/atom+xml","href":"http:\/\/itpmpro.blogspot.com\/feeds\/2738532424513517669\/comments\/default","title":"Post Comments"},{"rel":"replies","type":"text/html","href":"http:\/\/www.blogger.com\/comment.g?blogID=1130871870265736647\u0026postID=2738532424513517669","title":"1 Comments"},{"rel":"edit","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/2738532424513517669"},{"rel":"self","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/2738532424513517669"},{"rel":"alternate","type":"text/html","href":"http:\/\/itpmpro.blogspot.com\/2008\/06\/project-closeout-activities.html","title":"Project Closeout Activities"}],"author":[{"name":{"$t":"Iman Budi Setiawan"},"uri":{"$t":"http:\/\/www.blogger.com\/profile\/14019051950832045250"},"email":{"$t":"noreply@blogger.com"},"gd$image":{"rel":"http://schemas.google.com/g/2005#thumbnail","width":"29","height":"32","src":"http:\/\/1.bp.blogspot.com\/_hg1QUg8_uH0\/SfJxLK18ydI\/AAAAAAAAAD8\/CE06bwq3IcU\/S220\/imansmall.jpg"}}],"thr$total":{"$t":"1"}},{"id":{"$t":"tag:blogger.com,1999:blog-1130871870265736647.post-8589202641943510625"},"published":{"$t":"2008-06-18T08:05:00.001+07:00"},"updated":{"$t":"2011-05-14T14:07:40.783+07:00"},"category":[{"scheme":"http://www.blogger.com/atom/ns#","term":"completion"},{"scheme":"http://www.blogger.com/atom/ns#","term":"control"},{"scheme":"http://www.blogger.com/atom/ns#","term":"cost"},{"scheme":"http://www.blogger.com/atom/ns#","term":"estimate"}],"title":{"type":"text","$t":"The Project Estimate of Completion"},"content":{"type":"html","$t":"The estimate at completion (EAC) is an important output of project cost control. It is a calculated prediction of the total costs of a project at completion, based on performance to date. You might want to calculate the EAC whenever you assess the earned value for a project as a part of your periodic evaluation.\u003Cbr \/\u003E\u003Cbr \/\u003EAs with other outputs, your periodic assessments of the EAC will form a vital part of the project's history. You may want to track it in a trend analysis. The EAC is useful for the project management team for the following reasons.\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003E    It shows what the total project is expected to cost.\u003C\/li\u003E\u003Cli\u003E    You can estimate the total costs of an activity or group of activities.\u003C\/li\u003E\u003Cli\u003E    It is the best estimate of potential profitability of the project. \u003C\/li\u003E\u003C\/ul\u003EIf the current EAC for any job gives a warning of cost overruns, you may want to assess cost variances to see if they will likely be recurring in the future and check the original cost estimates to see if they were inaccurate and should be revised.\u003Cbr \/\u003E\u003Cbr \/\u003EThere are four common methods for calculating the EAC. However, before you can calculate the EAC, you will need to know the budget at completion (BAC), which is the planned value (PV). The standard method used for calculating the EAC can be expressed in either of two ways, depending on whether you have the cost performance index (CPI).\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003EThe standard formula for calculating EAC is as follows: EAC = (AC \u00F7 EV) x BAC. This formula, which uses the earned value (EV) variable, is based on the project's cost performance to date. Use it when cost variances are typical of future variances.\u003C\/li\u003E\u003Cli\u003EIf you have worked out the CPI already, simply divide it into the total budget at completion (or the planned value at completion). The formula is as follows: EAC = BAC \u00F7 CPI. \u003C\/li\u003E\u003C\/ul\u003EThe third formula you can use is: EAC = AC + ETC. It combines actual costs to date (AC) and the estimate to complete (ETC), which is the total of all estimated costs of work that has not yet been performed. This approach is most often used when:\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003Epast variances would have continued to occur\u003C\/li\u003E\u003Cli\u003Eoriginal estimates have been revised significantly\u003C\/li\u003E\u003Cli\u003Ethe revised estimates are deemed accurate. \u003C\/li\u003E\u003C\/ul\u003EThe fourth formula that can be used to calculate the EAC adds the actual costs to date (AC) to the expected earned value of the work not yet completed. To find this \"future earned value,\" you simply multiply the PV by the percentage of work that has not yet been performed. It is expressed as follows: EAC = AC + (PV x percent of work remaining).\u003Cbr \/\u003E\u003Cbr \/\u003EThis approach is most often used when the variances to date are seen as atypical, and the project management team expects that similar variances will not occur in the future.\u003Cbr \/\u003E\u003Cbr \/\u003EHowever you choose to arrive at a final estimate, you can use the EAC to calculate the variance at completion for your project. The final variance can be expressed as either a dollar amount or as a percentage. You will more commonly see it as a ratio of the total variance to the budget at completion.\u003Cbr \/\u003E\u003Cbr \/\u003EFor example, for a project with a BAC of $75,000 and an EAC of $85,000, the variance at completion would be $10,000. Expressed as a percentage, the VAC (variance at completion) would be $10,000 divided by $75,000. This project would be 13 percent over budget.\u003Cbr \/\u003E\u003Cbr \/\u003EThe estimate at completion is your educated guess regarding the total cost of a project. You have to decide, before calculating EAC, how future cost variances compare to current cost variances, since each of the formulas uses a different assumption about future variances."},"link":[{"rel":"replies","type":"application/atom+xml","href":"http:\/\/itpmpro.blogspot.com\/feeds\/8589202641943510625\/comments\/default","title":"Post Comments"},{"rel":"replies","type":"text/html","href":"http:\/\/www.blogger.com\/comment.g?blogID=1130871870265736647\u0026postID=8589202641943510625","title":"3 Comments"},{"rel":"edit","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/8589202641943510625"},{"rel":"self","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/8589202641943510625"},{"rel":"alternate","type":"text/html","href":"http:\/\/itpmpro.blogspot.com\/2008\/06\/project-estimate-of-completion.html","title":"The Project Estimate of Completion"}],"author":[{"name":{"$t":"Iman Budi Setiawan"},"uri":{"$t":"http:\/\/www.blogger.com\/profile\/14019051950832045250"},"email":{"$t":"noreply@blogger.com"},"gd$image":{"rel":"http://schemas.google.com/g/2005#thumbnail","width":"29","height":"32","src":"http:\/\/1.bp.blogspot.com\/_hg1QUg8_uH0\/SfJxLK18ydI\/AAAAAAAAAD8\/CE06bwq3IcU\/S220\/imansmall.jpg"}}],"thr$total":{"$t":"3"}},{"id":{"$t":"tag:blogger.com,1999:blog-1130871870265736647.post-7938107217113769410"},"published":{"$t":"2008-06-16T11:03:00.001+07:00"},"updated":{"$t":"2011-05-14T14:07:57.445+07:00"},"category":[{"scheme":"http://www.blogger.com/atom/ns#","term":"action"},{"scheme":"http://www.blogger.com/atom/ns#","term":"control"},{"scheme":"http://www.blogger.com/atom/ns#","term":"corrective"},{"scheme":"http://www.blogger.com/atom/ns#","term":"cost"}],"title":{"type":"text","$t":"Project Cost Control: Corrective Action"},"content":{"type":"html","$t":"Have you ever developed the perfect project plan? One that was implemented without a hitch, and whose stated goals were completely realized? Not likely. That is why every project plan should include ways to correct any problems that pop up.\u003Cbr \/\u003E\u003Cbr \/\u003ECorrective action is an important output of project cost control. It includes anything that must be done during a project to bring actual cost performance into line with planned costs.\u003Cbr \/\u003E\u003Cbr \/\u003EYou can use various types of corrective action to control project costs. Some typical corrective action activities are described below.\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003ESubcontract work activities\u003C\/span\u003E. For example, upon seeing that a project will overrun its budget, a project manager decides to subcontract parts of the project to a firm that has quoted a lower labor cost than it would cost the original project team to do the work.\u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003EUse less expensive resources.\u003C\/span\u003E Another project manager decides to use less expensive resources, such as parts, raw materials, and supplies, because his project is running over budget. He also could re-assign work to less expensive laborers, as long as this would not diminish quality or productivity.\u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003EFind other ways to alter project scope\u003C\/span\u003E. An example of this might be to extend the project finish date in order to reduce overtime costs.\u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003EChange the product specifications\u003C\/span\u003E. If your project was running over budget, you might try to convince the customer to reduce the amount of work that was originally planned, or the quality of work that is expected, so that the project can be delivered within the original budget.\u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003EIncrease or decrease the budget\u003C\/span\u003E. Variance analysis of your project reveals that the original budget was unreasonably low. Your boss requests an increase in the budget to better reflect the true costs of the work, and to show a more accurate cost performance index. \u003C\/li\u003E\u003C\/ul\u003EWhile there is no standardized checklist to use when choosing corrective action, you can build your own checklist to follow. Ask for input from other project managers in your organization. They can tell you how they respond to different situations. Whether you implement a list of standard corrective actions as a company, or you simply develop your own plan, creating a standard to follow will greatly enhance the management of projects when things don't go according to plan.\u003Cbr \/\u003E\u003Cbr \/\u003EThere are some common concerns that should be addressed by every company in establishing a checklist or criteria for choosing corrective action. The company should ask such questions as:\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003EDoes this change the original plan?\u003C\/li\u003E\u003Cli\u003EWill any deadlines be missed?\u003C\/li\u003E\u003Cli\u003EAre any tasks adversely affected?\u003C\/li\u003E\u003Cli\u003EAre any cost overruns introduced? \u003C\/li\u003E\u003C\/ul\u003EBy asking these questions, you are doing an impact assessment of the proposed action. Corrective measures should always be followed up to see whether they had the desired effect.\u003Cbr \/\u003E\u003Cbr \/\u003ERemember, the root of the problem always should be identified before corrective action is chosen and implemented. By taking the appropriate corrective action when necessary, you can ensure that your project ultimately meets its goals."},"link":[{"rel":"replies","type":"application/atom+xml","href":"http:\/\/itpmpro.blogspot.com\/feeds\/7938107217113769410\/comments\/default","title":"Post Comments"},{"rel":"replies","type":"text/html","href":"http:\/\/www.blogger.com\/comment.g?blogID=1130871870265736647\u0026postID=7938107217113769410","title":"3 Comments"},{"rel":"edit","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/7938107217113769410"},{"rel":"self","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/7938107217113769410"},{"rel":"alternate","type":"text/html","href":"http:\/\/itpmpro.blogspot.com\/2008\/06\/project-cost-control-corrective-action.html","title":"Project Cost Control: Corrective Action"}],"author":[{"name":{"$t":"Iman Budi Setiawan"},"uri":{"$t":"http:\/\/www.blogger.com\/profile\/14019051950832045250"},"email":{"$t":"noreply@blogger.com"},"gd$image":{"rel":"http://schemas.google.com/g/2005#thumbnail","width":"29","height":"32","src":"http:\/\/1.bp.blogspot.com\/_hg1QUg8_uH0\/SfJxLK18ydI\/AAAAAAAAAD8\/CE06bwq3IcU\/S220\/imansmall.jpg"}}],"thr$total":{"$t":"3"}},{"id":{"$t":"tag:blogger.com,1999:blog-1130871870265736647.post-6789824873617795147"},"published":{"$t":"2008-06-12T11:00:00.001+07:00"},"updated":{"$t":"2011-05-14T14:08:39.425+07:00"},"category":[{"scheme":"http://www.blogger.com/atom/ns#","term":"budget"},{"scheme":"http://www.blogger.com/atom/ns#","term":"cost"},{"scheme":"http://www.blogger.com/atom/ns#","term":"estimate"},{"scheme":"http://www.blogger.com/atom/ns#","term":"forecast"},{"scheme":"http://www.blogger.com/atom/ns#","term":"scope"}],"title":{"type":"text","$t":"Revising Project Cost Estimates and Budgets"},"content":{"type":"html","$t":"Projects need to have parameters. It only makes sense that there should be a set duration of time in which to produce what the customer has asked for, and a limited amount of money to spend doing it. But what if early measurements of cost efficiency reveal that you are going to have trouble remaining within the cost and budget boundaries?\u003Cbr \/\u003E\u003Cbr \/\u003ERevising cost estimates and making updates to the overall budget through the course of the project as more information becomes available is a part of the project cost control process. Preliminary estimates that were set during the planning stages of the project may need to be revised for the following reasons.\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003EReal costs for certain resources have changed.\u003C\/li\u003E\u003Cli\u003EThe original estimates contained errors.\u003C\/li\u003E\u003Cli\u003EThere has been a change in the project or product scope.\u003C\/li\u003E\u003Cli\u003EVague estimates can now be refined. \u003C\/li\u003E\u003C\/ul\u003ECost revisions are justified when it becomes apparent that cost variances to date are not due to isolated causes. A poor rating of cost performance to date may show that your total costs at completion are going to be outside the permitted range. The sooner you can bring variances into line, the better. Revising cost estimates can result in the following benefits.\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003ERevised cost estimates ought to be much more accurate.\u003C\/li\u003E\u003Cli\u003EYou will have more confidence in the estimated costs at completion.\u003C\/li\u003E\u003Cli\u003EYou will know better if the project will come in on budget. \u003C\/li\u003E\u003C\/ul\u003ECost revisions that lead to a change to the budget must be approved as outlined in the project's cost change control system. The person making the change should indicate in the change request the reason for the proposed revisions and await final approval before making any changes.\u003Cbr \/\u003E\u003Cbr \/\u003ETo revise cost estimates, you simply go back to your original estimates, isolate the specific items that are causing the variance, and then update the estimates based on the more accurate information.\u003Cbr \/\u003E\u003Cbr \/\u003ENot all revisions to cost estimates will necessarily lead to updates to the budget. Offsetting revisions to cost categories may not affect the overall budget for a certain time frame or task. Budget updates involve a change to the approved cost baseline and should only be done under certain circumstances.\u003Cbr \/\u003E\u003Cbr \/\u003EA change to the budget is considered to be one of the \"last resorts\" of project cost control. Cost variances should be assessed to see if there is any other way to correct them before re-baselining the entire project.\u003Cbr \/\u003E\u003Cbr \/\u003EWhen you have determined that revised estimates will lead to a budget update, you must follow the approval process laid out in your cost change control system. Any changes to the product or project scope must be analyzed to see how they will affect overall costs. You will want to consult the project's scope management plan and integrated change control system as well. Additional details are provided below.\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003ECost management plan (CMP)\u003C\/span\u003E. If your CMP states that the project budget will have a 25 percent contingency on top of the original estimate, a 5 percent variance might be easy to accept. If there is no contingency, or the variance is more significant, you would update the budget.\u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003EProduct scope\u003C\/span\u003E. Changes to the features and functions of the product or service you are delivering, whether imposed or optional, will likely affect costs. You need to determine if the changes in cost are great enough to warrant altering the budget.\u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003EProject scope\u003C\/span\u003E. Changes to the work that must be done in order to deliver the specified product or service, whether imposed or optional, may also affect costs. You need to determine if the budget should be altered to compensate for these prospective variances. \u003C\/li\u003E\u003C\/ul\u003ERemember, cost estimates and budgets need to be updated so that at any point in time the project plan continues to be a valid tool for predicting the future of the project. By keeping in mind the information discussed above, you'll know when and how to revise cost estimates and update budgets."},"link":[{"rel":"replies","type":"application/atom+xml","href":"http:\/\/itpmpro.blogspot.com\/feeds\/6789824873617795147\/comments\/default","title":"Post Comments"},{"rel":"replies","type":"text/html","href":"http:\/\/www.blogger.com\/comment.g?blogID=1130871870265736647\u0026postID=6789824873617795147","title":"3 Comments"},{"rel":"edit","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/6789824873617795147"},{"rel":"self","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/6789824873617795147"},{"rel":"alternate","type":"text/html","href":"http:\/\/itpmpro.blogspot.com\/2008\/06\/revising-project-cost-estimates-and.html","title":"Revising Project Cost Estimates and Budgets"}],"author":[{"name":{"$t":"Iman Budi Setiawan"},"uri":{"$t":"http:\/\/www.blogger.com\/profile\/14019051950832045250"},"email":{"$t":"noreply@blogger.com"},"gd$image":{"rel":"http://schemas.google.com/g/2005#thumbnail","width":"29","height":"32","src":"http:\/\/1.bp.blogspot.com\/_hg1QUg8_uH0\/SfJxLK18ydI\/AAAAAAAAAD8\/CE06bwq3IcU\/S220\/imansmall.jpg"}}],"thr$total":{"$t":"3"}},{"id":{"$t":"tag:blogger.com,1999:blog-1130871870265736647.post-3069203251732175270"},"published":{"$t":"2008-06-11T10:50:00.001+07:00"},"updated":{"$t":"2011-05-14T14:09:10.443+07:00"},"category":[{"scheme":"http://www.blogger.com/atom/ns#","term":"budget"},{"scheme":"http://www.blogger.com/atom/ns#","term":"control"},{"scheme":"http://www.blogger.com/atom/ns#","term":"cost"},{"scheme":"http://www.blogger.com/atom/ns#","term":"performance"},{"scheme":"http://www.blogger.com/atom/ns#","term":"tools"}],"title":{"type":"text","$t":"Computerized Tools for Project Cost Control"},"content":{"type":"html","$t":"Many software companies have produced computerized tools to aid in project cost control. Project management software that will run on your personal computer or network is available at many different levels of sophistication, with prices ranging from $25 to over $10,000.\u003Cbr \/\u003E\u003Cbr \/\u003EComputerized tools could include anything from standalone spreadsheets and accounting packages to fully integrated cost management systems. They offer planning and tracking capabilities at varying levels of detail.\u003Cbr \/\u003E\u003Cbr \/\u003EComputers and the appropriate software have helped many project managers cut down on time, costs, and effort involved in getting their work done. You can use these tools to collect information, make calculations, and produce reports. In terms of project cost control, computerized tools can help you to:\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003Etrack performance more easily and quickly\u003C\/li\u003E\u003Cli\u003Etrack multiple projects at once\u003C\/li\u003E\u003Cli\u003Edesign, simulate, analyze, and improve cost control processes\u003C\/li\u003E\u003Cli\u003Econduct \"What if?\" analyses\u003C\/li\u003E\u003Cli\u003Eobtain organized and summarized reports\u003C\/li\u003E\u003Cli\u003Ecatch potential problems early in the project that may cause damage later on. \u003C\/li\u003E\u003C\/ul\u003EWhen it comes time to choose the appropriate computerized tools, you will have to ask, \"What kind of tool can I afford?\" Most inexpensive applications will enable you to produce charts and basic reports. If your budget allows, you can buy software that will do just about anything you need for project management.\u003Cbr \/\u003E\u003Cbr \/\u003EBear in mind that when implementing new software, you not only have to consider the expense of the tool, but also the time you have to invest to learn how to use it properly. New software costs time as well as money.\u003Cbr \/\u003E\u003Cbr \/\u003EYou also must decide how \"large\" a tool you need. Make sure you don't invest in project management software that is not right for you. Before you go shopping, spend some time figuring out:\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003Ethe maximum level of complexity you can handle\u003C\/li\u003E\u003Cli\u003Easpects of cost control that you need automated\u003C\/li\u003E\u003Cli\u003Ethe level of analysis that stakeholders demand. \u003C\/li\u003E\u003C\/ul\u003EComputerized tools should be tailored to your needs. Perhaps the projects you manage are fairly simple with straightforward work breakdown structures and modest budgets. You would likely then benefit most from low-end software that is easy to use.\u003Cbr \/\u003E\u003Cbr \/\u003EThe larger and more complex your projects become, however, the more you will require a system that integrates schedules and the cost management plan, and one that controls change. There are mid-range and high-end products that meet increasingly complex needs.\u003Cbr \/\u003E\u003Cbr \/\u003EComputerized tools are a big help to project management. However, the package your company chooses to invest in will be worthwhile only if it suits your needs and the needs of the projects' stakeholders. Provided below are details about project management software for three main categories of users.\u003Cbr \/\u003E\u003Cul\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003ELow-end users\u003C\/span\u003E. Packages that will simply automate the basics for a low-end user are simple to use and will produce pretty charts. Cost: $25 to $200.\u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003EMid-range project managers\u003C\/span\u003E. Mid-range users include managers of large projects or multiple projects. Software for these projects would need a moderate level of sophistication. Cost: $200 to $500.\u003C\/li\u003E\u003Cli\u003E\u003Cspan style=\"font-weight: bold;\"\u003EHigh-end\/multi-project users\u003C\/span\u003E. High-end users are those with complex projects running concurrently, and whose team members work on more than one project at a time. Software would allow simulations and more complex analysis. Cost: $2,000 to $10,000. \u003C\/li\u003E\u003C\/ul\u003EComputer software can be a very effective tool for controlling project costs. Remember to purchase software that fits your budget, that you can quickly come up to speed on, and that will meet your needs."},"link":[{"rel":"replies","type":"application/atom+xml","href":"http:\/\/itpmpro.blogspot.com\/feeds\/3069203251732175270\/comments\/default","title":"Post Comments"},{"rel":"replies","type":"text/html","href":"http:\/\/www.blogger.com\/comment.g?blogID=1130871870265736647\u0026postID=3069203251732175270","title":"2 Comments"},{"rel":"edit","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/3069203251732175270"},{"rel":"self","type":"application/atom+xml","href":"http:\/\/www.blogger.com\/feeds\/1130871870265736647\/posts\/default\/3069203251732175270"},{"rel":"alternate","type":"text/html","href":"http:\/\/itpmpro.blogspot.com\/2008\/06\/computerized-tools-for-project-cost.html","title":"Computerized Tools for Project Cost Control"}],"author":[{"name":{"$t":"Iman Budi Setiawan"},"uri":{"$t":"http:\/\/www.blogger.com\/profile\/14019051950832045250"},"email":{"$t":"noreply@blogger.com"},"gd$image":{"rel":"http://schemas.google.com/g/2005#thumbnail","width":"29","height":"32","src":"http:\/\/1.bp.blogspot.com\/_hg1QUg8_uH0\/SfJxLK18ydI\/AAAAAAAAAD8\/CE06bwq3IcU\/S220\/imansmall.jpg"}}],"thr$total":{"$t":"2"}}]}});