Area under review is less than adequate. Action is required. Area under review is adequate. Information is unknown, insufficient or inconclusive to make a decision. More information could either improve  or worsen the situation.        Not applicable to this situation. RULES: Only one color per shape. Even one red or blue dot can indicate a […]

Decision Node: Indicates a choice to be made Example: Terminate the project. Random Variable Node: Indicates an uncertain parameter or event. Example: Government intervention – slows full scale production. Horizontal Line: Indicates probabilistic dependence. Vertical Line: Separates the categories from each other.  

Serves as a central data repository. Simplifies the project’s context. Focuses the search for actual or potential problems. Allows users to see connections. Provides a multi-dimensional overview of Senior   Management, the Project Manager, the Project Team, Internal/External Support, and the infrastructure of the project’s nuts and bolts. Permits the user to add additional nodes.

PROJECT VARIABLE ANALYSIS DISADVANTAGES: Project variable analysis could present a bewildering collection of templates, categories, color codes and symbols, requiring specialized training. The same results could be interpreted differently by different people. This is not a quick fix solution. It could appear that project information is being force-fitted into somebody else’s pattern. The model may

THEORY:  All known project variables are known.   ADVANTAGES: All variables can be considered impartially. Minimizes prematurely “Jumping to Cause (pointing in a pre-chosen direction)”. Easy to learn. Studies have shown that the brain finds information easiest to absorb through  pictures. Simple to present. Proper diagnosis combined with effectively implemented corrective action and senior management

The following analysis maps are included here:              – Leadership              – Vision               – Feasibility Study               – Monitoring, Control & Oversight               – Communications, Reward & Morale               – Project Manager               – Project Team               – Internal/External Support               – Project               – Scope               – Cost               – Schedule               – Customer               – Quality    

TEAM’S: Corporate culture: Project team. Underlying resentments. Differing agendas. Passion: Team members have invested a significant part of their lives in this project and have acquired a sense of ownership with the project. Members may be extremely loyal to “their” project manager. Some team members equate the nurturing of a project to the rearing of

30 Day Plan: Interview personnel at all levels. Offer to work together to fix things. Perform a top-to-bottom audit Determine 3 to 4 action steps which can be taken immediately and achieved Review project’s issue logs (if they exist) Determine a reorganization plan No givens; no protected “pet projects” Communicate with internal and external support

For junior level people (especially for smaller projects): Determine exactly what needs to be done Explain how the specific task/s will be done (perhaps a reference such as an internet training video) Who’s working on what The due date Observe their focus on their hourly or daily tasks to improve their daily experiences, NOT weekly

Create a monitor and follow up plan: Create a database/ use project management software List all activities that each department manager is responsible for. Determine which will be: Eliminated Closed Delayed Deferred Reduced Cut Conduct weekly calls to discuss: Current concerns Anticipated problems – next week Anticipated problems – longer term Know where we left