DTU ProjectLab - User contributions [en-gb]

Creativity as a Practice in Projects

2014-12-01T22:53:00Z

Dutten: /* Example */

=Introduction=
Creativity is a concept familiar to most people. Creativity has many different definitions from different scholarly disciplines, however in the last decades two definitions has general been agreed upon:

*“Creativity is defined as the tendency to generate or recognize ideas, alternatives, or possibilities that may be useful in solving problems, communicating with others, and entertaining ourselves and others.” – Robert E. Franken, Human Motivation
*“Creativity is generating new ideas and concepts, or making connections between ideas where none previously existed.” – Mitchell Rigie and Keith Harmeyer, SmartStorming

The first definition is focuses on creating novel ideas that are relevant in some way. The second definition emphasizes that a creative idea are either completely new or a new connections between to existing ideas.
Creativity and to create was first introduced in 17th century by the Polish poet Maciej Kazimierz Sarbiewski as the ability to create novel poets. It would take another century before the concept was adapted to something closer to how we perceive it today. In the 18th century prominent persons like Nicolaus Copernicus, Galileo Galilei and Sir Isaac Newton all disrupted the existing paradigms, and gave the confidence that everybody could be creative, and it was not just a divine talent. This inspired creativity to be something not only reserved for the artists, but rather an approach to problem solving <ref> Barbara Kerr ‘’Encyclopedia of Giftedness, Creativity, and Talent’’ Sage 2009, p425-427</ref>.
In the 20th century creativity got the attention of psychologists who researched the creative behavior and even made a handbook of creativity <ref>Dean Keith Simonton, The Psychology of Creativity:
A Historical Perspective, University of California, Davis, p1</ref>. It was also in the 20th century creativity started to receive recognition by the industry, as the market became more complex and changing, it required a new way of thinking<ref> Amabile, Teresa M., Blackwell Encyclopedic Dictionary of Organizational Behavior — 2005, pp. 1</ref>.
Neuroscience has emerged this century and has become a new approach to creativity, as technology advances has made it possible to measure brain activity during creative thinking. Neuroscience gives a very scientific notion on what enhances and diminishes creativity, and thus makes a new baseline for how to handle creativity <ref>Mallgrave et. al. The architect's brain: neuroscience, creativity, and architecture Wiley-Blackwell</ref>.
As mentioned, creativity is a vital part of today’s organizations as it can solve the unsolvable problems and bring competitive advantage. This article will focus on creativity used in organizations, and more specifically projects<ref >Ralph L. Kliem, ''Creative, Efficient, and Effective Project Management'' Auerbach Publications 2013, p2</ref>.

=Creativity in projects and organizations=
Activities at organizations are distributed between projects and departments. Department functions vary in levels of development and daily-operations. E.g. production departments are based more on daily-operations while research and development, as the name states, is based more on development. Creativity is a more vital part of departments with a development function rather than a daily-operations function. Projects always develop towards a specific goal, tries to solve a specific problem. This article will emphasis on creativity used in projects.

A project manager faces three categories of challenges, complexity, human behavior and uncertainty<ref>Christian Thuesen & Josef Oehmen Lecture 1 Course 42433 - Advanced Engineering Project, Program and Portfolio Management, Sept 2014</ref>. These challenges can be managed by, among others, system engineering, stakeholder management, risk management and sensitivity analysis, all being very analytical approaches. However the highest performance is achieved when analytical methodologies is linked with creative thinking. Analytical is the safe, straightforward approach to a problem, where creativity is an unclear, random and maybe useless approach. Therefore matching analysis and creativity can achieve the highest performance. Analysis can set the scope, monitor the performance and make incremental improvement, while creativity can “strike gold” by coming up with novel radical ideas. See figure 1, the analytical approach finds incremental changes each increasing performance. The creativity approach finds varying ideas, some very bad, but some uncovering completely new potential<ref >Ralph L. Kliem, ''Creative, Efficient, and Effective Project Management'' Auerbach Publications 2013, p36-37</ref>.
This is all based upon the assumption that the problem is of a high level of complexity and uncertainty. By referring to the Cynefin Framework [http://apppm.man.dtu.dk/index.php/The_Cynefin_Framework] a creativity approach fits very well within the chaotic and complex domain. The complicated domain can also benefit from creativity, but within the simple domain, creativity can easily become a waste of resources and a disturbance of the project current activities.

Creativity is often perceived as only necessary at the initial phase of a project, to facilitate the idea that sparks a business case. However creativity can be used in all phases of the project, from initial concept to finalization. Again, this is only based on very complex and uncertain projects. With very simple projects creativity is often most effective in the first stage. Figure 2 illustrates this situation on Coopers Stage Gate Model<ref>http://www.prod-dev.com/stage-gate.php</ref>.
Figure 3 illustrates how ideas could be generated in all different stages of a project and meanwhile identifying new problems. All the ideas seen in figure 3 could be effectively developed through creative processes, since these facilitate open minded, cross-functional, knowledge based ideas. Creativity is the enabler of team based problem solving <ref >Ralph L. Kliem, ''Creative, Efficient, and Effective Project Management'' Auerbach Publications 2013, p14</ref>.

[[File: Creativity vs analytical.png|550px|thumb|right|Figure 1. Creativity method compared analytical method in a complex environment]]

[[File:Screen_Shot_2014-11-25_at_00.08.58.png|550px|thumb|right|Figure 2. Creativity used in different stages of a project]]

[[File:Creativityexample.png|550px|thumb|right|Figure 3. Example of how creativity is necessary through all project phases]]

==Controversies and misconceptions==
Creativity is a popular subject and because of lack of scientific evidence it has a number of controversies and paradoxes. Some of the most essential ones are summarized below.

===Criticism vs. non- criticism===
Especially during brainstorming sessions you are continuously told that you shouldn’t be critical towards other’s ideas. This is mainly because of the fact that criticism is linked to being analytical and thus fitting not in a creative mindset. Jeffry Paul Baumgartner challenges this popular notion and says that criticism, if asked and used appropriately, can great increase the quality of the ideas. The criticism motivates the idea owner to take a defensive position and expanding his idea to overcome the critical question<ref>http://www.jpb.com/creative/boringideas.php?subject_code=2</ref><ref> Matthew Feinberg et. al. ‘’The ‘Rules’ of Brainstorming: An Impediment to Creativity?’’ Institute for Research on Labor and Employment Working Paper Series (University of California, Berkeley), 2008</ref>.
There is still much disagreement about this controversy, and today most people support the non-critical approach to creativity.

===Constraints vs. freedom===
Many perceive creativity as something that thrives in a limitless, “everything is possible” environment. However Balder Onarheim found that constrains to creativity is in fact enhancing creativity <ref>Balder Onarheim, ‘’An Introduction to 'Creativity Constraints’’ Proceedings of The XXIV ISPIM Conference 2013</ref>. Thomas Wedell-Wedellsborg who investigated several European companies that had been trying out innovation/creative processes confirms this viewpoint <ref>Thomas Wedell-Wedellsborg ‘’Innovation as Usual’’, LR Business 2013 </ref>. The more accurate constraints you can add to a problem, the more creative people are when solving it, and the more valuable ideas you get. This gives the project manager the difficult task of establishing clear constraints before any creative process.

===Individual vs. group===
‘’He is a creative person’’ is often heard at organizations, creativity is something related to a person, not a group or a process. Certainly there is experts that are truly creative and come up with great ideas, but a group can be just as creative, or even more so. Group creativity requires appropriate facilitation and it is a difficult task. Today it is getting increasingly important with creative groups, rather than creative individuals as the environment is getting increasingly complex. A creative group can comprehend more expert knowledge than any one individual. <ref >Ralph L. Kliem, ''Creative, Efficient, and Effective Project Management'' Auerbach Publications 2013, p6</ref>
==Advantages/disadvantages ==
Creativity is not all good there are advantages and disadvantages. The advantage/disadvantages can be divided into team level and organizational level.

===Advantages at team level===
The following benefits the team, assumed that the creative process is handled professionally and appropriately. Creativity can work as a teambuilding exercise. Creativity is happening on a conceptual level, and therefore everybody is able to participate. As everybody can participate, the team develops, and everybody can see his or her contributions to the progress. Working creatively is also rewarding in itself, since generating ideas is making a feeling of fulfillment. Creative processes is also able to open op the minds of more “closed” analytically team members. Leverage of knowledge and experience is also often a benefit from a cross functional creative team.

Summary:
*Building emotional involvement
*Generating new ideas
*Increasing teaming
*Leveraging and increasing knowledge
*Opening minds
*Stretching the performance of people
<ref >Ralph L. Kliem, ''Creative, Efficient, and Effective Project Management'' Auerbach Publications 2013, p4</ref>

===Advantages at organizational level===
The advantages of the organization is directly linked to competitive advantages. Organizations environment, competitors, markets etc. is experiencing an accelerating rate of change, and thus reacting quickly and working with novel technologies requires a high level of creativity. As the environment is in rapid change, it is also getting increasingly complex, and while complexity requires highly analytical skills, the problem solving requires creative skills.
The society is becoming more globalized. Globalization both poses a threat, as well as a new field/option to work with creatively.

Summary:
*Build competitive advantages in a market with
** Accelerating rates of change
** Rapid technological change
** Increasing complexity of the environment
** Globalization of business competition
** Transition from industrial to knowledge-based society
<ref >Ralph L. Kliem, ''Creative, Efficient, and Effective Project Management'' Auerbach Publications 2013, p1-4</ref>

===Disadvantages at team and organizational level===
The disadvantage of creativity is that it challenges the current situation and progress of the project. A project can take a completely unexpected turn during a creative process. Creativity also challenges the authority, by definition you need to neglect authorities when working creatively. Both of the mentioned disadvantages can cause anxiety and dissatisfaction within the project team. From a manager’s viewpoint, creativity can also be a very inefficient way of operating, since it requires a lot of time and most of the experts. And while it is a very costly process, it is, as mentioned earlier, a very unpredictable process and therefore valuable take-away is not guarantied. This last disadvantages is the main reason why creativity is not seen as much in projects as it could be.
The disadvantages mentioned could both be small scale on team level and large scale on organizational level. The disadvantages get to organizational level as soon as the ideas are suggested to the management, a “killer idea” can completely disturb the organization and be a large waste of resources.

*Causes anxiety
*Challenge authority
*Upset team
*Upsetting the status quo
*Waste of resources
<ref >Ralph L. Kliem, ''Creative, Efficient, and Effective Project Management'' Auerbach Publications 2013, p7-10</ref>

==How to facilitate creativity==
There are numerous different methods and theories to facilitate creativity. In the book Creative, Efficient, and Effective Project Management Ralph L. Kliem divided the different methods and techniques among the main phases of a project life cycle.

*Defining
*Organizing
*Planning
*Executing
*Monitoring and controlling
*Closing

Creativity, as mentioned earlier, is relevant in all phases of a project, but in varying ways. Therefore the methods selected fits specifically to each of the six phases. Notice that not all the presented methods are direct incubators of creativity, but some works on the analytical framework around the creativity process.
<ref >Ralph L. Kliem, ''Creative, Efficient, and Effective Project Management'' Auerbach Publications 2013, p159-165</ref>

====Defining====
The defining stage is the initial of the six stages. This is a vital part of a project, as it describes exactly the direction of the project. This is also the moment where there is least information about the project. This stage is also difficult as there often is little communication with the stakeholders, and many stakeholders have not fully been found yet. Focus is on quickly starting and delivering results.

=====Typical deliverables in the defining stage:=====
*Business case
*Project charter
*Requirements documentation
*Scope definition
*Stakeholder analysis
*Statement of work

====Suggested methods====
*Benchmarking Interviewing
*Lateral thinking
*Matrices
*Modeling
*Nominal group technique
*Offsite
*Problem solving
*Reengineering
*Roleplaying

The methods focus is on the main challenge, to receive information and identifying and engaging key stakeholders. In the defining stage having people in the project with high creative skills helps a lot in starting up the projects in the right direction.
<ref >Ralph L. Kliem, ''Creative, Efficient, and Effective Project Management'' Auerbach Publications 2013, p167-177</ref>

====Organizing====
As the scope of the project has been set, the second stage establishes the necessary structure to efficiently and effectively manage the project.

=====Typical deliverables in the organizing stage:=====
*Control room
*Forms
*Management plans
*Newsletter
*Organizational structure
*Project manual
*Reports

=====Suggested methods=====
*Checklists
*Field trip
*Idea bulletin board
*Interviewing Matrices
*Modeling
*Observation
*Offsite
*Roleplaying

The creative methods of the organizing stage shall help develop the proper communication, coordination and information structure. The challenge is to balance structure and freedom, so structure does not prohibit the project performance.
<ref >Ralph L. Kliem, ''Creative, Efficient, and Effective Project Management'' Auerbach Publications 2013, p181-191</ref>

====Planning====
The planning stage decides on the specific activities to achieve the project goals and objectives. As the definition stage works with, who, what, where, this stage works with how?

=====Typical deliverables in the planning stage:=====
*Cost and time estimates
*Issue management
*Management plans
*Network diagram
*Responsibility assignment matrices
*Risk assessment
*Schedules (e.g., milestone chart, bar chart, precedence diagram)
*Work breakdown structure

=====Suggested methods=====
*Offsite
*PDCA cycle
*Roleplaying
*Storyboarding
*Synectics
*Tree diagram
*Workflow analysis

The planning stage is highly relevant for creativity processes, compared to any other face. It is filled with opportunities that can be creatively exploited. The project should be planned so it will progress in the most efficiently and effectively way. To often planning is kept to a few managers with focus on the deliverables and the resources.
<ref >Ralph L. Kliem, ''Creative, Efficient, and Effective Project Management'' Auerbach Publications 2013, p193-206</ref>

====Executing====
As the name implies, the executing stage applies the previously made plan to fulfill the requirements and objectives

=====Typical deliverables in the defining stage:=====
*Assessments and audits
*Change management
*Conflict resolution
*Issues management
*Meetings
*Product or service

=====Suggested methods=====
*Affinity diagramming
*Analogies, metaphors, and similes thinking
*Brainstorming
*Brainwriting
*Crawford slip technique
*Devil’s advocate
*Fishbone diagram
*Force field analysis
*Hypothetical scenario
*Nominal group technique
*PDCA cycle Problem solving

The executing stage is where creativity usually is exploited in projects. This can e.g. to develop a product or service. This is also the stage where many activities are running and the complexity is high. If something unexpected happens, creativity can be the only way to solve it. A challenge in this stage is to achieve agreement on either the proposed solution or even the definition of the problem.
<ref >Ralph L. Kliem, ''Creative, Efficient, and Effective Project Management'' Auerbach Publications 2013, p201-226</ref>

====Monitoring and controlling====
This stage is very close linked to the preceding stage executing, and often runs simultaneously. The purpose is to monitor and control the process and deliverables and make the necessary preventive actions.

=====Typical deliverables in the defining stage:=====
*Change request disposition
*Configuration management
*Corrective action
*Management reserve
*Procurements
*Quality control
*Replanning
*Risk response
*Status collection and forecasting

=====Suggested methods=====
*Analogies, metaphors, and similes thinking
*Benchmarking Devil’s advocate
*Interviewing Matrices
*Observation
*Pareto chart PDCA cycle
*Problem solving Scatter gram
*Trend chart

This is a very analytically stage, and therefore not highly creative. However the stage is often suffering from loss of communication and information. Creativity can be used to build the necessary platforms and encourage communication. Just like in the organizing stage.
<ref >Ralph L. Kliem, ''Creative, Efficient, and Effective Project Management'' Auerbach Publications 2013, p231-243</ref>

====Closing====
The last stage is to close the project efficiently and effectively. The last activities are to address and close the administrative, financial and legal matters. This stage also has the purpose of capturing the learning’s from the project.

=====Typical deliverables in the defining stage:=====
*Contractual closure
*Financial closure
*Lessons learned
*Requirements verification and validation
*Reviews and audits
*Winding-down activities (e.g., release of resources)

=====Suggested methods=====
*Affinity diagramming
*Benchmarking
*Brainstorming
*Brainwriting
*Checklists Devil’s advocate
*Idea bulletin board
*Interviewing
*Nominal group technique
*Offsite
*Role playing
*Scatter gram
*Statistical process control
*Trend chart

The closing stage is often forgotten, as the interesting development is finished, and people seek new opportunities elsewhere. Therefore creativity can serve as a catalyst to make this part of the project interesting and ensure a proper involvement.
<ref >Ralph L. Kliem, ''Creative, Efficient, and Effective Project Management'' Auerbach Publications 2013, p247-258</ref>

===Additional methods===
In addition to the mentioned methods from Ralph L. Kliem’s ‘’book Creative, Efficient, and Effective Project Management’’, the following two methods are included:

====Separate analysis and creativity====
The frontal lobe of the brain works as the “sense-making” analytical part of the brain. It has been proven that limited activity in the frontal lobe has caused increased creativity. Initially this was realized as patients suddenly started to paint and be very artistically after the frontal lobe was damaged
<ref>De Souza Et Al. ‘’Frontal lobe neurology and the creative mind’’, Frontiers in Psychology 2014</ref>. This argues, together with many other observations, that while being creative, all analytical thought processes should prohibited. This requires immense control by the project team and project manager.

====Picture cards====
It has been found that long association connections are facilitating higher quality of creative ideas. The brain develops paths of electrodes as it gets knowledge and experience, however if you need to develop novel ideas you need to take other paths. These other paths are difficult to take without some sort of random inspiration. This has developed the method of picture cards. You pick a random card picturing a person, place or a thing, and from this you try to develop a relevant solution to your problem <ref>Balder Onarheims lecture ‘’How to get great ideas’’ the 22 october 2014</ref>.

==Implementation advice==
This article has suggested a wide number of creative methods, techniques and mind-sets. Creativity is in its nature not a strict processes, it’s important and necessary to adapt creativity processes to the specific problem and teams of the projects. Therefore the selection and usage should be up to the individual project manager that knows the problem and teams the best. The PMO of an organization can only give guidelines and inspirations of creative processes, or provide a general design process.
Therefore it is highly relevant that the project manager knows the creativity methodologies as well as his team and the problem his facing.
<ref >Ralph L. Kliem, ''Creative, Efficient, and Effective Project Management'' Auerbach Publications 2013, p12-16</ref>

==Examples==
Two short examples have been selected to emphasize on some of the statements here in the article. Both cases were presented in 42433 - Advanced Engineering Project, Program and Portfolio Management.

===Creativity at Novo Nordisk===
From Novo Nordisk came a portfolio manager from facilities development, where focus is on the development of the necessary facilities for a new drug. This stage is a very straightforward simple process. Therefore creativity was not applied in other instances than the initial planning of the new facility. This is a example where creativity is less required, as it is a some-what known problem statement and best practices is known. <ref>Novo Nordisk presentation 21-11-24 in 42433 - Advanced Engineering Project, Program and Portfolio Management at DTU</ref>

===Creativity at Femern Link Project===
The Femern Link is an 18 km tunnel project of about 40,7 billion danske kroner. Creativity is highly used and valued in the construction of the Femern Link. Even though many tunnel projects has been build before, every new tunnel project has to review all decisions. The range of choices between machines, construction elements, landscape design and new technologies all adds to the complexity of the project. Some examples of creativity inputs is listed below:
*The Femern Link will use LED light with flying birds to decrease the enclosed feeling.
*Holograms or water projections was considered as stop signs.
*You drive over a hilltop prior to the entrance to give you great visuals what you are going underneath
*The Femern Link is the largest combined road and rail tunnel, and uses completely new construction elements with intelligent escape system.
<ref>Technical director of the Femern Link Steen Lykke presentation 21-11-24 in 42433 - Advanced Engineering Project, Program and Portfolio Management at DTU</ref>

=List of mentioned methods=
Below methods is the methods mentioned in this article. Confront Ralph L. Kliem’s book ‘’book Creative, Efficient, and Effective Project Management’’ for more detailed descriptions.

*Affinity Diagramming
*Brainwriting
*Brainstorming
*Checklists
*Compare and Contrast
*Crawford Slip Technique
*Delphi Technique
*Devil’s Advocate
*Field Trip
*Fishbone Diagram
*Force Field Analysis
*Hypothetical Scenario
*Idea Bulletin Board
*Imagineering
*Interviewing
*Lateral Thinking
*Matrices
*Mind Mapping
*Modeling
*Nominal Group Technique
*Observation
*Offsite
*Pareto Chart
*PDCA Cycle
*Problem Solving
*Reengineering
*Role Playing
*Scatter Gram
*Statistical Process Control
*Storyboarding
*Synectics
*Tree Diagram
*Trend Chart
*Workflow Analysis

=References=
<references/>

Creativity as a Practice in Projects

2014-12-01T22:52:22Z

Dutten:

=Introduction=
Creativity is a concept familiar to most people. Creativity has many different definitions from different scholarly disciplines, however in the last decades two definitions has general been agreed upon:

*“Creativity is defined as the tendency to generate or recognize ideas, alternatives, or possibilities that may be useful in solving problems, communicating with others, and entertaining ourselves and others.” – Robert E. Franken, Human Motivation
*“Creativity is generating new ideas and concepts, or making connections between ideas where none previously existed.” – Mitchell Rigie and Keith Harmeyer, SmartStorming

The first definition is focuses on creating novel ideas that are relevant in some way. The second definition emphasizes that a creative idea are either completely new or a new connections between to existing ideas.
Creativity and to create was first introduced in 17th century by the Polish poet Maciej Kazimierz Sarbiewski as the ability to create novel poets. It would take another century before the concept was adapted to something closer to how we perceive it today. In the 18th century prominent persons like Nicolaus Copernicus, Galileo Galilei and Sir Isaac Newton all disrupted the existing paradigms, and gave the confidence that everybody could be creative, and it was not just a divine talent. This inspired creativity to be something not only reserved for the artists, but rather an approach to problem solving <ref> Barbara Kerr ‘’Encyclopedia of Giftedness, Creativity, and Talent’’ Sage 2009, p425-427</ref>.
In the 20th century creativity got the attention of psychologists who researched the creative behavior and even made a handbook of creativity <ref>Dean Keith Simonton, The Psychology of Creativity:
A Historical Perspective, University of California, Davis, p1</ref>. It was also in the 20th century creativity started to receive recognition by the industry, as the market became more complex and changing, it required a new way of thinking<ref> Amabile, Teresa M., Blackwell Encyclopedic Dictionary of Organizational Behavior — 2005, pp. 1</ref>.
Neuroscience has emerged this century and has become a new approach to creativity, as technology advances has made it possible to measure brain activity during creative thinking. Neuroscience gives a very scientific notion on what enhances and diminishes creativity, and thus makes a new baseline for how to handle creativity <ref>Mallgrave et. al. The architect's brain: neuroscience, creativity, and architecture Wiley-Blackwell</ref>.
As mentioned, creativity is a vital part of today’s organizations as it can solve the unsolvable problems and bring competitive advantage. This article will focus on creativity used in organizations, and more specifically projects<ref >Ralph L. Kliem, ''Creative, Efficient, and Effective Project Management'' Auerbach Publications 2013, p2</ref>.

=Creativity in projects and organizations=
Activities at organizations are distributed between projects and departments. Department functions vary in levels of development and daily-operations. E.g. production departments are based more on daily-operations while research and development, as the name states, is based more on development. Creativity is a more vital part of departments with a development function rather than a daily-operations function. Projects always develop towards a specific goal, tries to solve a specific problem. This article will emphasis on creativity used in projects.

A project manager faces three categories of challenges, complexity, human behavior and uncertainty<ref>Christian Thuesen & Josef Oehmen Lecture 1 Course 42433 - Advanced Engineering Project, Program and Portfolio Management, Sept 2014</ref>. These challenges can be managed by, among others, system engineering, stakeholder management, risk management and sensitivity analysis, all being very analytical approaches. However the highest performance is achieved when analytical methodologies is linked with creative thinking. Analytical is the safe, straightforward approach to a problem, where creativity is an unclear, random and maybe useless approach. Therefore matching analysis and creativity can achieve the highest performance. Analysis can set the scope, monitor the performance and make incremental improvement, while creativity can “strike gold” by coming up with novel radical ideas. See figure 1, the analytical approach finds incremental changes each increasing performance. The creativity approach finds varying ideas, some very bad, but some uncovering completely new potential<ref >Ralph L. Kliem, ''Creative, Efficient, and Effective Project Management'' Auerbach Publications 2013, p36-37</ref>.
This is all based upon the assumption that the problem is of a high level of complexity and uncertainty. By referring to the Cynefin Framework [http://apppm.man.dtu.dk/index.php/The_Cynefin_Framework] a creativity approach fits very well within the chaotic and complex domain. The complicated domain can also benefit from creativity, but within the simple domain, creativity can easily become a waste of resources and a disturbance of the project current activities.

Creativity is often perceived as only necessary at the initial phase of a project, to facilitate the idea that sparks a business case. However creativity can be used in all phases of the project, from initial concept to finalization. Again, this is only based on very complex and uncertain projects. With very simple projects creativity is often most effective in the first stage. Figure 2 illustrates this situation on Coopers Stage Gate Model<ref>http://www.prod-dev.com/stage-gate.php</ref>.
Figure 3 illustrates how ideas could be generated in all different stages of a project and meanwhile identifying new problems. All the ideas seen in figure 3 could be effectively developed through creative processes, since these facilitate open minded, cross-functional, knowledge based ideas. Creativity is the enabler of team based problem solving <ref >Ralph L. Kliem, ''Creative, Efficient, and Effective Project Management'' Auerbach Publications 2013, p14</ref>.

[[File: Creativity vs analytical.png|550px|thumb|right|Figure 1. Creativity method compared analytical method in a complex environment]]

[[File:Screen_Shot_2014-11-25_at_00.08.58.png|550px|thumb|right|Figure 2. Creativity used in different stages of a project]]

[[File:Creativityexample.png|550px|thumb|right|Figure 3. Example of how creativity is necessary through all project phases]]

==Controversies and misconceptions==
Creativity is a popular subject and because of lack of scientific evidence it has a number of controversies and paradoxes. Some of the most essential ones are summarized below.

===Criticism vs. non- criticism===
Especially during brainstorming sessions you are continuously told that you shouldn’t be critical towards other’s ideas. This is mainly because of the fact that criticism is linked to being analytical and thus fitting not in a creative mindset. Jeffry Paul Baumgartner challenges this popular notion and says that criticism, if asked and used appropriately, can great increase the quality of the ideas. The criticism motivates the idea owner to take a defensive position and expanding his idea to overcome the critical question<ref>http://www.jpb.com/creative/boringideas.php?subject_code=2</ref><ref> Matthew Feinberg et. al. ‘’The ‘Rules’ of Brainstorming: An Impediment to Creativity?’’ Institute for Research on Labor and Employment Working Paper Series (University of California, Berkeley), 2008</ref>.
There is still much disagreement about this controversy, and today most people support the non-critical approach to creativity.

===Constraints vs. freedom===
Many perceive creativity as something that thrives in a limitless, “everything is possible” environment. However Balder Onarheim found that constrains to creativity is in fact enhancing creativity <ref>Balder Onarheim, ‘’An Introduction to 'Creativity Constraints’’ Proceedings of The XXIV ISPIM Conference 2013</ref>. Thomas Wedell-Wedellsborg who investigated several European companies that had been trying out innovation/creative processes confirms this viewpoint <ref>Thomas Wedell-Wedellsborg ‘’Innovation as Usual’’, LR Business 2013 </ref>. The more accurate constraints you can add to a problem, the more creative people are when solving it, and the more valuable ideas you get. This gives the project manager the difficult task of establishing clear constraints before any creative process.

===Individual vs. group===
‘’He is a creative person’’ is often heard at organizations, creativity is something related to a person, not a group or a process. Certainly there is experts that are truly creative and come up with great ideas, but a group can be just as creative, or even more so. Group creativity requires appropriate facilitation and it is a difficult task. Today it is getting increasingly important with creative groups, rather than creative individuals as the environment is getting increasingly complex. A creative group can comprehend more expert knowledge than any one individual. <ref >Ralph L. Kliem, ''Creative, Efficient, and Effective Project Management'' Auerbach Publications 2013, p6</ref>
==Advantages/disadvantages ==
Creativity is not all good there are advantages and disadvantages. The advantage/disadvantages can be divided into team level and organizational level.

===Advantages at team level===
The following benefits the team, assumed that the creative process is handled professionally and appropriately. Creativity can work as a teambuilding exercise. Creativity is happening on a conceptual level, and therefore everybody is able to participate. As everybody can participate, the team develops, and everybody can see his or her contributions to the progress. Working creatively is also rewarding in itself, since generating ideas is making a feeling of fulfillment. Creative processes is also able to open op the minds of more “closed” analytically team members. Leverage of knowledge and experience is also often a benefit from a cross functional creative team.

Summary:
*Building emotional involvement
*Generating new ideas
*Increasing teaming
*Leveraging and increasing knowledge
*Opening minds
*Stretching the performance of people
<ref >Ralph L. Kliem, ''Creative, Efficient, and Effective Project Management'' Auerbach Publications 2013, p4</ref>

===Advantages at organizational level===
The advantages of the organization is directly linked to competitive advantages. Organizations environment, competitors, markets etc. is experiencing an accelerating rate of change, and thus reacting quickly and working with novel technologies requires a high level of creativity. As the environment is in rapid change, it is also getting increasingly complex, and while complexity requires highly analytical skills, the problem solving requires creative skills.
The society is becoming more globalized. Globalization both poses a threat, as well as a new field/option to work with creatively.

Summary:
*Build competitive advantages in a market with
** Accelerating rates of change
** Rapid technological change
** Increasing complexity of the environment
** Globalization of business competition
** Transition from industrial to knowledge-based society
<ref >Ralph L. Kliem, ''Creative, Efficient, and Effective Project Management'' Auerbach Publications 2013, p1-4</ref>

===Disadvantages at team and organizational level===
The disadvantage of creativity is that it challenges the current situation and progress of the project. A project can take a completely unexpected turn during a creative process. Creativity also challenges the authority, by definition you need to neglect authorities when working creatively. Both of the mentioned disadvantages can cause anxiety and dissatisfaction within the project team. From a manager’s viewpoint, creativity can also be a very inefficient way of operating, since it requires a lot of time and most of the experts. And while it is a very costly process, it is, as mentioned earlier, a very unpredictable process and therefore valuable take-away is not guarantied. This last disadvantages is the main reason why creativity is not seen as much in projects as it could be.
The disadvantages mentioned could both be small scale on team level and large scale on organizational level. The disadvantages get to organizational level as soon as the ideas are suggested to the management, a “killer idea” can completely disturb the organization and be a large waste of resources.

*Causes anxiety
*Challenge authority
*Upset team
*Upsetting the status quo
*Waste of resources
<ref >Ralph L. Kliem, ''Creative, Efficient, and Effective Project Management'' Auerbach Publications 2013, p7-10</ref>

==How to facilitate creativity==
There are numerous different methods and theories to facilitate creativity. In the book Creative, Efficient, and Effective Project Management Ralph L. Kliem divided the different methods and techniques among the main phases of a project life cycle.

*Defining
*Organizing
*Planning
*Executing
*Monitoring and controlling
*Closing

Creativity, as mentioned earlier, is relevant in all phases of a project, but in varying ways. Therefore the methods selected fits specifically to each of the six phases. Notice that not all the presented methods are direct incubators of creativity, but some works on the analytical framework around the creativity process.
<ref >Ralph L. Kliem, ''Creative, Efficient, and Effective Project Management'' Auerbach Publications 2013, p159-165</ref>

====Defining====
The defining stage is the initial of the six stages. This is a vital part of a project, as it describes exactly the direction of the project. This is also the moment where there is least information about the project. This stage is also difficult as there often is little communication with the stakeholders, and many stakeholders have not fully been found yet. Focus is on quickly starting and delivering results.

=====Typical deliverables in the defining stage:=====
*Business case
*Project charter
*Requirements documentation
*Scope definition
*Stakeholder analysis
*Statement of work

====Suggested methods====
*Benchmarking Interviewing
*Lateral thinking
*Matrices
*Modeling
*Nominal group technique
*Offsite
*Problem solving
*Reengineering
*Roleplaying

The methods focus is on the main challenge, to receive information and identifying and engaging key stakeholders. In the defining stage having people in the project with high creative skills helps a lot in starting up the projects in the right direction.
<ref >Ralph L. Kliem, ''Creative, Efficient, and Effective Project Management'' Auerbach Publications 2013, p167-177</ref>

====Organizing====
As the scope of the project has been set, the second stage establishes the necessary structure to efficiently and effectively manage the project.

=====Typical deliverables in the organizing stage:=====
*Control room
*Forms
*Management plans
*Newsletter
*Organizational structure
*Project manual
*Reports

=====Suggested methods=====
*Checklists
*Field trip
*Idea bulletin board
*Interviewing Matrices
*Modeling
*Observation
*Offsite
*Roleplaying

The creative methods of the organizing stage shall help develop the proper communication, coordination and information structure. The challenge is to balance structure and freedom, so structure does not prohibit the project performance.
<ref >Ralph L. Kliem, ''Creative, Efficient, and Effective Project Management'' Auerbach Publications 2013, p181-191</ref>

====Planning====
The planning stage decides on the specific activities to achieve the project goals and objectives. As the definition stage works with, who, what, where, this stage works with how?

=====Typical deliverables in the planning stage:=====
*Cost and time estimates
*Issue management
*Management plans
*Network diagram
*Responsibility assignment matrices
*Risk assessment
*Schedules (e.g., milestone chart, bar chart, precedence diagram)
*Work breakdown structure

=====Suggested methods=====
*Offsite
*PDCA cycle
*Roleplaying
*Storyboarding
*Synectics
*Tree diagram
*Workflow analysis

The planning stage is highly relevant for creativity processes, compared to any other face. It is filled with opportunities that can be creatively exploited. The project should be planned so it will progress in the most efficiently and effectively way. To often planning is kept to a few managers with focus on the deliverables and the resources.
<ref >Ralph L. Kliem, ''Creative, Efficient, and Effective Project Management'' Auerbach Publications 2013, p193-206</ref>

====Executing====
As the name implies, the executing stage applies the previously made plan to fulfill the requirements and objectives

=====Typical deliverables in the defining stage:=====
*Assessments and audits
*Change management
*Conflict resolution
*Issues management
*Meetings
*Product or service

=====Suggested methods=====
*Affinity diagramming
*Analogies, metaphors, and similes thinking
*Brainstorming
*Brainwriting
*Crawford slip technique
*Devil’s advocate
*Fishbone diagram
*Force field analysis
*Hypothetical scenario
*Nominal group technique
*PDCA cycle Problem solving

The executing stage is where creativity usually is exploited in projects. This can e.g. to develop a product or service. This is also the stage where many activities are running and the complexity is high. If something unexpected happens, creativity can be the only way to solve it. A challenge in this stage is to achieve agreement on either the proposed solution or even the definition of the problem.
<ref >Ralph L. Kliem, ''Creative, Efficient, and Effective Project Management'' Auerbach Publications 2013, p201-226</ref>

====Monitoring and controlling====
This stage is very close linked to the preceding stage executing, and often runs simultaneously. The purpose is to monitor and control the process and deliverables and make the necessary preventive actions.

=====Typical deliverables in the defining stage:=====
*Change request disposition
*Configuration management
*Corrective action
*Management reserve
*Procurements
*Quality control
*Replanning
*Risk response
*Status collection and forecasting

=====Suggested methods=====
*Analogies, metaphors, and similes thinking
*Benchmarking Devil’s advocate
*Interviewing Matrices
*Observation
*Pareto chart PDCA cycle
*Problem solving Scatter gram
*Trend chart

This is a very analytically stage, and therefore not highly creative. However the stage is often suffering from loss of communication and information. Creativity can be used to build the necessary platforms and encourage communication. Just like in the organizing stage.
<ref >Ralph L. Kliem, ''Creative, Efficient, and Effective Project Management'' Auerbach Publications 2013, p231-243</ref>

====Closing====
The last stage is to close the project efficiently and effectively. The last activities are to address and close the administrative, financial and legal matters. This stage also has the purpose of capturing the learning’s from the project.

=====Typical deliverables in the defining stage:=====
*Contractual closure
*Financial closure
*Lessons learned
*Requirements verification and validation
*Reviews and audits
*Winding-down activities (e.g., release of resources)

=====Suggested methods=====
*Affinity diagramming
*Benchmarking
*Brainstorming
*Brainwriting
*Checklists Devil’s advocate
*Idea bulletin board
*Interviewing
*Nominal group technique
*Offsite
*Role playing
*Scatter gram
*Statistical process control
*Trend chart

The closing stage is often forgotten, as the interesting development is finished, and people seek new opportunities elsewhere. Therefore creativity can serve as a catalyst to make this part of the project interesting and ensure a proper involvement.
<ref >Ralph L. Kliem, ''Creative, Efficient, and Effective Project Management'' Auerbach Publications 2013, p247-258</ref>

===Additional methods===
In addition to the mentioned methods from Ralph L. Kliem’s ‘’book Creative, Efficient, and Effective Project Management’’, the following two methods are included:

====Separate analysis and creativity====
The frontal lobe of the brain works as the “sense-making” analytical part of the brain. It has been proven that limited activity in the frontal lobe has caused increased creativity. Initially this was realized as patients suddenly started to paint and be very artistically after the frontal lobe was damaged
<ref>De Souza Et Al. ‘’Frontal lobe neurology and the creative mind’’, Frontiers in Psychology 2014</ref>. This argues, together with many other observations, that while being creative, all analytical thought processes should prohibited. This requires immense control by the project team and project manager.

====Picture cards====
It has been found that long association connections are facilitating higher quality of creative ideas. The brain develops paths of electrodes as it gets knowledge and experience, however if you need to develop novel ideas you need to take other paths. These other paths are difficult to take without some sort of random inspiration. This has developed the method of picture cards. You pick a random card picturing a person, place or a thing, and from this you try to develop a relevant solution to your problem <ref>Balder Onarheims lecture ‘’How to get great ideas’’ the 22 october 2014</ref>.

==Implementation advice==
This article has suggested a wide number of creative methods, techniques and mind-sets. Creativity is in its nature not a strict processes, it’s important and necessary to adapt creativity processes to the specific problem and teams of the projects. Therefore the selection and usage should be up to the individual project manager that knows the problem and teams the best. The PMO of an organization can only give guidelines and inspirations of creative processes, or provide a general design process.
Therefore it is highly relevant that the project manager knows the creativity methodologies as well as his team and the problem his facing.
<ref >Ralph L. Kliem, ''Creative, Efficient, and Effective Project Management'' Auerbach Publications 2013, p12-16</ref>

==Example==
Two short examples have been selected to emphasize on some of the statements here in the article. Both cases were presented in 42433 - Advanced Engineering Project, Program and Portfolio Management.

===Creativity at Novo Nordisk===
From Novo Nordisk came a portfolio manager from facilities development, where focus is on the development of the necessary facilities for a new drug. This stage is a very straightforward simple process. Therefore creativity was not applied in other instances than the initial planning of the new facility. This is a example where creativity is less required, as it is a some-what known problem statement and best practices is known. <ref>Novo Nordisk presentation 21-11-24 in 42433 - Advanced Engineering Project, Program and Portfolio Management at DTU</ref>

===Creativity at Femern Link Project===
The Femern Link is an 18 km tunnel project of about 40,7 billion danske kroner. Creativity is highly used and valued in the construction of the Femern Link. Even though many tunnel projects has been build before, every new tunnel project has to review all decisions. The range of choices between machines, construction elements, landscape design and new technologies all adds to the complexity of the project. Some examples of creativity inputs is listed below:
*The Femern Link will use LED light with flying birds to decrease the enclosed feeling.
*Holograms or water projections was considered as stop signs.
*You drive over a hilltop prior to the entrance to give you great visuals what you are going underneath
*The Femern Link is the largest combined road and rail tunnel, and uses completely new construction elements with intelligent escape system.
<ref>Technical director of the Femern Link Steen Lykke presentation 21-11-24 in 42433 - Advanced Engineering Project, Program and Portfolio Management at DTU</ref>

=List of mentioned methods=
Below methods is the methods mentioned in this article. Confront Ralph L. Kliem’s book ‘’book Creative, Efficient, and Effective Project Management’’ for more detailed descriptions.

*Affinity Diagramming
*Brainwriting
*Brainstorming
*Checklists
*Compare and Contrast
*Crawford Slip Technique
*Delphi Technique
*Devil’s Advocate
*Field Trip
*Fishbone Diagram
*Force Field Analysis
*Hypothetical Scenario
*Idea Bulletin Board
*Imagineering
*Interviewing
*Lateral Thinking
*Matrices
*Mind Mapping
*Modeling
*Nominal Group Technique
*Observation
*Offsite
*Pareto Chart
*PDCA Cycle
*Problem Solving
*Reengineering
*Role Playing
*Scatter Gram
*Statistical Process Control
*Storyboarding
*Synectics
*Tree Diagram
*Trend Chart
*Workflow Analysis

=References=
<references/>

Creativity as a Practice in Projects

2014-12-01T22:50:48Z

Dutten: /* Advantages/disadvantages */

=Introduction=
Creativity is a concept familiar to most people. Creativity has many different definitions from different scholarly disciplines, however in the last decades two definitions has general been agreed upon:

*“Creativity is defined as the tendency to generate or recognize ideas, alternatives, or possibilities that may be useful in solving problems, communicating with others, and entertaining ourselves and others.” – Robert E. Franken, Human Motivation
*“Creativity is generating new ideas and concepts, or making connections between ideas where none previously existed.” – Mitchell Rigie and Keith Harmeyer, SmartStorming

The first definition is focuses on creating novel ideas that are relevant in some way. The second definition emphasizes that a creative idea are either completely new or a new connections between to existing ideas.
Creativity and to create was first introduced in 17th century by the Polish poet Maciej Kazimierz Sarbiewski as the ability to create novel poets. It would take another century before the concept was adapted to something closer to how we perceive it today. In the 18th century prominent persons like Nicolaus Copernicus, Galileo Galilei and Sir Isaac Newton all disrupted the existing paradigms, and gave the confidence that everybody could be creative, and it was not just a divine talent. This inspired creativity to be something not only reserved for the artists, but rather an approach to problem solving <ref> Barbara Kerr ‘’Encyclopedia of Giftedness, Creativity, and Talent’’ Sage 2009, p425-427</ref>.
In the 20th century creativity got the attention of psychologists who researched the creative behavior and even made a handbook of creativity <ref>Dean Keith Simonton, The Psychology of Creativity:
A Historical Perspective, University of California, Davis, p1</ref>. It was also in the 20th century creativity started to receive recognition by the industry, as the market became more complex and changing, it required a new way of thinking<ref> Amabile, Teresa M., Blackwell Encyclopedic Dictionary of Organizational Behavior — 2005, pp. 1</ref>.
Neuroscience has emerged this century and has become a new approach to creativity, as technology advances has made it possible to measure brain activity during creative thinking. Neuroscience gives a very scientific notion on what enhances and diminishes creativity, and thus makes a new baseline for how to handle creativity <ref>Mallgrave et. al. The architect's brain: neuroscience, creativity, and architecture Wiley-Blackwell</ref>.
As mentioned, creativity is a vital part of today’s organizations as it can solve the unsolvable problems and bring competitive advantage. This article will focus on creativity used in organizations, and more specifically projects<ref >Ralph L. Kliem, ''Creative, Efficient, and Effective Project Management'' Auerbach Publications 2013, p2</ref>.

=Creativity in projects and organizations=
Activities at organizations are distributed between projects and departments. Department functions vary in levels of development and daily-operations. E.g. production departments are based more on daily-operations while research and development, as the name states, is based more on development. Creativity is a more vital part of departments with a development function rather than a daily-operations function. Projects always develop towards a specific goal, tries to solve a specific problem. This article will emphasis on creativity used in projects.

A project manager faces three categories of challenges, complexity, human behavior and uncertainty<ref>Christian Thuesen & Josef Oehmen Lecture 1 Course 42433 - Advanced Engineering Project, Program and Portfolio Management, Sept 2014</ref>. These challenges can be managed by, among others, system engineering, stakeholder management, risk management and sensitivity analysis, all being very analytical approaches. However the highest performance is achieved when analytical methodologies is linked with creative thinking. Analytical is the safe, straightforward approach to a problem, where creativity is an unclear, random and maybe useless approach. Therefore matching analysis and creativity can achieve the highest performance. Analysis can set the scope, monitor the performance and make incremental improvement, while creativity can “strike gold” by coming up with novel radical ideas. See figure 1, the analytical approach finds incremental changes each increasing performance. The creativity approach finds varying ideas, some very bad, but some uncovering completely new potential<ref >Ralph L. Kliem, ''Creative, Efficient, and Effective Project Management'' Auerbach Publications 2013, p36-37</ref>.
This is all based upon the assumption that the problem is of a high level of complexity and uncertainty. By referring to the Cynefin Framework [http://apppm.man.dtu.dk/index.php/The_Cynefin_Framework] a creativity approach fits very well within the chaotic and complex domain. The complicated domain can also benefit from creativity, but within the simple domain, creativity can easily become a waste of resources and a disturbance of the project current activities.

Creativity is often perceived as only necessary at the initial phase of a project, to facilitate the idea that sparks a business case. However creativity can be used in all phases of the project, from initial concept to finalization. Again, this is only based on very complex and uncertain projects. With very simple projects creativity is often most effective in the first stage. Figure 2 illustrates this situation on Coopers Stage Gate Model<ref>http://www.prod-dev.com/stage-gate.php</ref>.
Figure 3 illustrates how ideas could be generated in all different stages of a project and meanwhile identifying new problems. All the ideas seen in figure 3 could be effectively developed through creative processes, since these facilitate open minded, cross-functional, knowledge based ideas. Creativity is the enabler of team based problem solving <ref >Ralph L. Kliem, ''Creative, Efficient, and Effective Project Management'' Auerbach Publications 2013, p14</ref>.

[[File: Creativity vs analytical.png|550px|thumb|right|Figure 1. Creativity method compared analytical method in a complex environment]]

[[File:Screen_Shot_2014-11-25_at_00.08.58.png|550px|thumb|right|Figure 2. Creativity used in different stages of a project]]

[[File:Creativityexample.png|550px|thumb|right|Figure 3. Example of how creativity is necessary through all project phases]]

==Controversies and misconceptions==
Creativity is a popular subject and because of lack of scientific evidence it has a number of controversies and paradoxes. Some of the most essential ones are summarized below.

===Criticism vs. non- criticism===
Especially during brainstorming sessions you are continuously told that you shouldn’t be critical towards other’s ideas. This is mainly because of the fact that criticism is linked to being analytical and thus fitting not in a creative mindset. Jeffry Paul Baumgartner challenges this popular notion and says that criticism, if asked and used appropriately, can great increase the quality of the ideas. The criticism motivates the idea owner to take a defensive position and expanding his idea to overcome the critical question<ref>http://www.jpb.com/creative/boringideas.php?subject_code=2</ref><ref> Matthew Feinberg et. al. ‘’The ‘Rules’ of Brainstorming: An Impediment to Creativity?’’ Institute for Research on Labor and Employment Working Paper Series (University of California, Berkeley), 2008</ref>.
There is still much disagreement about this controversy, and today most people support the non-critical approach to creativity.

===Constraints vs. freedom===
Many perceive creativity as something that thrives in a limitless, “everything is possible” environment. However Balder Onarheim found that constrains to creativity is in fact enhancing creativity <ref>Balder Onarheim, ‘’An Introduction to 'Creativity Constraints’’ Proceedings of The XXIV ISPIM Conference 2013</ref>. Thomas Wedell-Wedellsborg who investigated several European companies that had been trying out innovation/creative processes confirms this viewpoint <ref>Thomas Wedell-Wedellsborg ‘’Innovation as Usual’’, LR Business 2013 </ref>. The more accurate constraints you can add to a problem, the more creative people are when solving it, and the more valuable ideas you get. This gives the project manager the difficult task of establishing clear constraints before any creative process.

===Individual vs. group===
‘’He is a creative person’’ is often heard at organizations, creativity is something related to a person, not a group or a process. Certainly there is experts that are truly creative and come up with great ideas, but a group can be just as creative, or even more so. Group creativity requires appropriate facilitation and it is a difficult task. Today it is getting increasingly important with creative groups, rather than creative individuals as the environment is getting increasingly complex. A creative group can comprehend more expert knowledge than any one individual. <ref >Ralph L. Kliem, ''Creative, Efficient, and Effective Project Management'' Auerbach Publications 2013, p6</ref>
==Advantages/disadvantages ==
Creativity is not all good there are advantages and disadvantages. The advantage/disadvantages can be divided into team level and organizational level.

===Advantages at team level===
The following benefits the team, assumed that the creative process is handled professionally and appropriately. Creativity can work as a teambuilding exercise. Creativity is happening on a conceptual level, and therefore everybody is able to participate. As everybody can participate, the team develops, and everybody can see his or her contributions to the progress. Working creatively is also rewarding in itself, since generating ideas is making a feeling of fulfillment. Creative processes is also able to open op the minds of more “closed” analytically team members. Leverage of knowledge and experience is also often a benefit from a cross functional creative team.

Summary:
*Building emotional involvement
*Generating new ideas
*Increasing teaming
*Leveraging and increasing knowledge
*Opening minds
*Stretching the performance of people
<ref >Ralph L. Kliem, ''Creative, Efficient, and Effective Project Management'' Auerbach Publications 2013, p4</ref>

===Advantages at organizational level===
The advantages of the organization is directly linked to competitive advantages. Organizations environment, competitors, markets etc. is experiencing an accelerating rate of change, and thus reacting quickly and working with novel technologies requires a high level of creativity. As the environment is in rapid change, it is also getting increasingly complex, and while complexity requires highly analytical skills, the problem solving requires creative skills.
The society is becoming more globalized. Globalization both poses a threat, as well as a new field/option to work with creatively.

Summary:
*Build competitive advantages in a market with
** Accelerating rates of change
** Rapid technological change
** Increasing complexity of the environment
** Globalization of business competition
** Transition from industrial to knowledge-based society
<ref >Ralph L. Kliem, ''Creative, Efficient, and Effective Project Management'' Auerbach Publications 2013, p1-4</ref>

===Disadvantages at team and organizational level===
The disadvantage of creativity is that it challenges the current situation and progress of the project. A project can take a completely unexpected turn during a creative process. Creativity also challenges the authority, by definition you need to neglect authorities when working creatively. Both of the mentioned disadvantages can cause anxiety and dissatisfaction within the project team. From a manager’s viewpoint, creativity can also be a very inefficient way of operating, since it requires a lot of time and most of the experts. And while it is a very costly process, it is, as mentioned earlier, a very unpredictable process and therefore valuable take-away is not guarantied. This last disadvantages is the main reason why creativity is not seen as much in projects as it could be.
The disadvantages mentioned could both be small scale on team level and large scale on organizational level. The disadvantages get to organizational level as soon as the ideas are suggested to the management, a “killer idea” can completely disturb the organization and be a large waste of resources.

*Causes anxiety
*Challenge authority
*Upset team
*Upsetting the status quo
*Waste of resources
<ref >Ralph L. Kliem, ''Creative, Efficient, and Effective Project Management'' Auerbach Publications 2013, p7-10</ref>

==How to facilitate creativity==
There are numerous different methods and theories to facilitate creativity. In the book Creative, Efficient, and Effective Project Management Ralph L. Kliem divided the different methods and techniques among the main phases of a project life cycle.

*Defining
*Organizing
*Planning
*Executing
*Monitoring and controlling
*Closing

Creativity, as mentioned earlier, is relevant in all phases of a project, but in varying ways. Therefore the methods selected fits specifically to each of the six phases. Notice that not all the presented methods are direct incubators of creativity, but some works on the analytical framework around the creativity process.
<ref >Ralph L. Kliem, ''Creative, Efficient, and Effective Project Management'' Auerbach Publications 2013, p159-165</ref>

====Defining====
The defining stage is the initial of the six stages. This is a vital part of a project, as it describes exactly the direction of the project. This is also the moment where there is least information about the project. This stage is also difficult as there often is little communication with the stakeholders, and many stakeholders have not fully been found yet. Focus is on quickly starting and delivering results.

=====Typical deliverables in the defining stage:=====
*Business case
*Project charter
*Requirements documentation
*Scope definition
*Stakeholder analysis
*Statement of work

====Suggested methods====
*Benchmarking Interviewing
*Lateral thinking
*Matrices
*Modeling
*Nominal group technique
*Offsite
*Problem solving
*Reengineering
*Roleplaying

The methods focus is on the main challenge, to receive information and identifying and engaging key stakeholders. In the defining stage having people in the project with high creative skills helps a lot in starting up the projects in the right direction.
<ref >Ralph L. Kliem, ''Creative, Efficient, and Effective Project Management'' Auerbach Publications 2013, p167-177</ref>

====Organizing====
As the scope of the project has been set, the second stage establishes the necessary structure to efficiently and effectively manage the project.

=====Typical deliverables in the organizing stage:=====
*Control room
*Forms
*Management plans
*Newsletter
*Organizational structure
*Project manual
*Reports

=====Suggested methods=====
*Checklists
*Field trip
*Idea bulletin board
*Interviewing Matrices
*Modeling
*Observation
*Offsite
*Roleplaying

The creative methods of the organizing stage shall help develop the proper communication, coordination and information structure. The challenge is to balance structure and freedom, so structure does not prohibit the project performance.
<ref >Ralph L. Kliem, ''Creative, Efficient, and Effective Project Management'' Auerbach Publications 2013, p181-191</ref>

====Planning====
The planning stage decides on the specific activities to achieve the project goals and objectives. As the definition stage works with, who, what, where, this stage works with how?

=====Typical deliverables in the planning stage:=====
*Cost and time estimates
*Issue management
*Management plans
*Network diagram
*Responsibility assignment matrices
*Risk assessment
*Schedules (e.g., milestone chart, bar chart, precedence diagram)
*Work breakdown structure

=====Suggested methods=====
*Offsite
*PDCA cycle
*Roleplaying
*Storyboarding
*Synectics
*Tree diagram
*Workflow analysis

The planning stage is highly relevant for creativity processes, compared to any other face. It is filled with opportunities that can be creatively exploited. The project should be planned so it will progress in the most efficiently and effectively way. To often planning is kept to a few managers with focus on the deliverables and the resources.
<ref >Ralph L. Kliem, ''Creative, Efficient, and Effective Project Management'' Auerbach Publications 2013, p193-206</ref>

====Executing====
As the name implies, the executing stage applies the previously made plan to fulfill the requirements and objectives

=====Typical deliverables in the defining stage:=====
*Assessments and audits
*Change management
*Conflict resolution
*Issues management
*Meetings
*Product or service

=====Suggested methods=====
*Affinity diagramming
*Analogies, metaphors, and similes thinking
*Brainstorming
*Brainwriting
*Crawford slip technique
*Devil’s advocate
*Fishbone diagram
*Force field analysis
*Hypothetical scenario
*Nominal group technique
*PDCA cycle Problem solving

The executing stage is where creativity usually is exploited in projects. This can e.g. to develop a product or service. This is also the stage where many activities are running and the complexity is high. If something unexpected happens, creativity can be the only way to solve it. A challenge in this stage is to achieve agreement on either the proposed solution or even the definition of the problem.
<ref >Ralph L. Kliem, ''Creative, Efficient, and Effective Project Management'' Auerbach Publications 2013, p201-226</ref>

====Monitoring and controlling====
This stage is very close linked to the preceding stage executing, and often runs simultaneously. The purpose is to monitor and control the process and deliverables and make the necessary preventive actions.

=====Typical deliverables in the defining stage:=====
*Change request disposition
*Configuration management
*Corrective action
*Management reserve
*Procurements
*Quality control
*Replanning
*Risk response
*Status collection and forecasting

=====Suggested methods=====
*Analogies, metaphors, and similes thinking
*Benchmarking Devil’s advocate
*Interviewing Matrices
*Observation
*Pareto chart PDCA cycle
*Problem solving Scatter gram
*Trend chart

This is a very analytically stage, and therefore not highly creative. However the stage is often suffering from loss of communication and information. Creativity can be used to build the necessary platforms and encourage communication. Just like in the organizing stage.
<ref >Ralph L. Kliem, ''Creative, Efficient, and Effective Project Management'' Auerbach Publications 2013, p231-243</ref>

====Closing====
The last stage is to close the project efficiently and effectively. The last activities are to address and close the administrative, financial and legal matters. This stage also has the purpose of capturing the learning’s from the project.

=====Typical deliverables in the defining stage:=====
*Contractual closure
*Financial closure
*Lessons learned
*Requirements verification and validation
*Reviews and audits
*Winding-down activities (e.g., release of resources)

=====Suggested methods=====
*Affinity diagramming
*Benchmarking
*Brainstorming
*Brainwriting
*Checklists Devil’s advocate
*Idea bulletin board
*Interviewing
*Nominal group technique
*Offsite
*Role playing
*Scatter gram
*Statistical process control
*Trend chart

The closing stage is often forgotten, as the interesting development is finished, and people seek new opportunities elsewhere. Therefore creativity can serve as a catalyst to make this part of the project interesting and ensure a proper involvement.
<ref >Ralph L. Kliem, ''Creative, Efficient, and Effective Project Management'' Auerbach Publications 2013, p247-258</ref>

===Additional methods===
In addition to the mentioned methods from Ralph L. Kliem’s ‘’book Creative, Efficient, and Effective Project Management’’, the following two methods are included:

====Separate analysis and creativity====
The frontal lobe of the brain works as the “sense-making” analytical part of the brain. It has been proven that limited activity in the frontal lobe has caused increased creativity. Initially this was realized as patients suddenly started to paint and be very artistically after the frontal lobe was damaged
<ref>De Souza Et Al. ‘’Frontal lobe neurology and the creative mind’’, Frontiers in Psychology 2014</ref>. This argues, together with many other observations, that while being creative, all analytical thought processes should prohibited. This requires immense control by the project team and project manager.

====Picture cards====
It has been found that long association connections are facilitating higher quality of creative ideas. The brain develops paths of electrodes as it gets knowledge and experience, however if you need to develop novel ideas you need to take other paths. These other paths are difficult to take without some sort of random inspiration. This has developed the method of picture cards. You pick a random card picturing a person, place or a thing, and from this you try to develop a relevant solution to your problem <ref>Balder Onarheims lecture ‘’How to get great ideas’’ the 22 october 2014</ref>.

==Implementation advice==
This article has suggested a wide number of creative methods, techniques and mind-sets. Creativity is in its nature not a strict processes, it’s important and necessary to adapt creativity processes to the specific problem and teams of the projects. Therefore the selection and usage should be up to the individual project manager that knows the problem and teams the best. The PMO of an organization can only give guidelines and inspirations of creative processes, or provide a general design process.
Therefore it is highly relevant that the project manager knows the creativity methodologies as well as his team and the problem his facing.
<ref >Ralph L. Kliem, ''Creative, Efficient, and Effective Project Management'' Auerbach Publications 2013, p12-16</ref>

==Example==
Two short examples have been selected to emphasize on some of the statements here in the article. Both cases were presented in 42433 - Advanced Engineering Project, Program and Portfolio Management.

===Creativity at Novo Nordisk===
From Novo Nordisk came a portfolio manager from facilities development, where focus is on the development of the necessary facilities for a new drug. This stage is a very straightforward simple process. Therefore creativity was not applied in other instances than the initial planning of the new facility. This is a example where creativity is less required, as it is a some-what known problem statement and best practices is known. <ref>Novo Nordisk presentation 21-11-24 in 42433 - Advanced Engineering Project, Program and Portfolio Management at DTU</ref>

===Creativity at Femern Link Project===
The Femern Link is an 18 km tunnel project of about 40,7 billion danske kroner. Creativity is highly used and valued in the construction of the Femern Link. Even though many tunnel projects has been build before, every new tunnel project has to review all decisions. The range of choices between machines, construction elements, landscape design and new technologies all adds to the complexity of the project. Some examples of creativity inputs is listed below:
*The Femern Link will use LED light with flying birds to decrease the enclosed feeling.
*Holograms or water projections was considered as stop signs.
*You drive over a hilltop prior to the entrance to give you great visuals what you are going underneath
*The Femern Link is the largest combined road and rail tunnel, and uses completely new construction elements with intelligent escape system.
<ref>Technical director of the Femern Link Steen Lykke presentation 21-11-24 in 42433 - Advanced Engineering Project, Program and Portfolio Management at DTU</ref>

=List of mentioned methods=
Below methods is the methods mentioned in this article. Confront Ralph L. Kliem’s book ‘’book Creative, Efficient, and Effective Project Management’’ for more detailed descriptions.

*Affinity Diagramming
*Brainwriting
*Brainstorming
*Checklists
*Compare and Contrast
*Crawford Slip Technique
*Delphi Technique
*Devil’s Advocate
*Field Trip
*Fishbone Diagram
*Force Field Analysis
*Hypothetical Scenario
*Idea Bulletin Board
*Imagineering
*Interviewing
*Lateral Thinking
*Matrices
*Mind Mapping
*Modeling
*Nominal Group Technique
*Observation
*Offsite
*Pareto Chart
*PDCA Cycle
*Problem Solving
*Reengineering
*Role Playing
*Scatter Gram
*Statistical Process Control
*Storyboarding
*Synectics
*Tree Diagram
*Trend Chart
*Workflow Analysis

=References=
<references/>

Creativity as a Practice in Projects

2014-12-01T22:48:26Z

Dutten:

=Introduction=
Creativity is a concept familiar to most people. Creativity has many different definitions from different scholarly disciplines, however in the last decades two definitions has general been agreed upon:

*“Creativity is defined as the tendency to generate or recognize ideas, alternatives, or possibilities that may be useful in solving problems, communicating with others, and entertaining ourselves and others.” – Robert E. Franken, Human Motivation
*“Creativity is generating new ideas and concepts, or making connections between ideas where none previously existed.” – Mitchell Rigie and Keith Harmeyer, SmartStorming

The first definition is focuses on creating novel ideas that are relevant in some way. The second definition emphasizes that a creative idea are either completely new or a new connections between to existing ideas.
Creativity and to create was first introduced in 17th century by the Polish poet Maciej Kazimierz Sarbiewski as the ability to create novel poets. It would take another century before the concept was adapted to something closer to how we perceive it today. In the 18th century prominent persons like Nicolaus Copernicus, Galileo Galilei and Sir Isaac Newton all disrupted the existing paradigms, and gave the confidence that everybody could be creative, and it was not just a divine talent. This inspired creativity to be something not only reserved for the artists, but rather an approach to problem solving <ref> Barbara Kerr ‘’Encyclopedia of Giftedness, Creativity, and Talent’’ Sage 2009, p425-427</ref>.
In the 20th century creativity got the attention of psychologists who researched the creative behavior and even made a handbook of creativity <ref>Dean Keith Simonton, The Psychology of Creativity:
A Historical Perspective, University of California, Davis, p1</ref>. It was also in the 20th century creativity started to receive recognition by the industry, as the market became more complex and changing, it required a new way of thinking<ref> Amabile, Teresa M., Blackwell Encyclopedic Dictionary of Organizational Behavior — 2005, pp. 1</ref>.
Neuroscience has emerged this century and has become a new approach to creativity, as technology advances has made it possible to measure brain activity during creative thinking. Neuroscience gives a very scientific notion on what enhances and diminishes creativity, and thus makes a new baseline for how to handle creativity <ref>Mallgrave et. al. The architect's brain: neuroscience, creativity, and architecture Wiley-Blackwell</ref>.
As mentioned, creativity is a vital part of today’s organizations as it can solve the unsolvable problems and bring competitive advantage. This article will focus on creativity used in organizations, and more specifically projects<ref >Ralph L. Kliem, ''Creative, Efficient, and Effective Project Management'' Auerbach Publications 2013, p2</ref>.

=Creativity in projects and organizations=
Activities at organizations are distributed between projects and departments. Department functions vary in levels of development and daily-operations. E.g. production departments are based more on daily-operations while research and development, as the name states, is based more on development. Creativity is a more vital part of departments with a development function rather than a daily-operations function. Projects always develop towards a specific goal, tries to solve a specific problem. This article will emphasis on creativity used in projects.

A project manager faces three categories of challenges, complexity, human behavior and uncertainty<ref>Christian Thuesen & Josef Oehmen Lecture 1 Course 42433 - Advanced Engineering Project, Program and Portfolio Management, Sept 2014</ref>. These challenges can be managed by, among others, system engineering, stakeholder management, risk management and sensitivity analysis, all being very analytical approaches. However the highest performance is achieved when analytical methodologies is linked with creative thinking. Analytical is the safe, straightforward approach to a problem, where creativity is an unclear, random and maybe useless approach. Therefore matching analysis and creativity can achieve the highest performance. Analysis can set the scope, monitor the performance and make incremental improvement, while creativity can “strike gold” by coming up with novel radical ideas. See figure 1, the analytical approach finds incremental changes each increasing performance. The creativity approach finds varying ideas, some very bad, but some uncovering completely new potential<ref >Ralph L. Kliem, ''Creative, Efficient, and Effective Project Management'' Auerbach Publications 2013, p36-37</ref>.
This is all based upon the assumption that the problem is of a high level of complexity and uncertainty. By referring to the Cynefin Framework [http://apppm.man.dtu.dk/index.php/The_Cynefin_Framework] a creativity approach fits very well within the chaotic and complex domain. The complicated domain can also benefit from creativity, but within the simple domain, creativity can easily become a waste of resources and a disturbance of the project current activities.

Creativity is often perceived as only necessary at the initial phase of a project, to facilitate the idea that sparks a business case. However creativity can be used in all phases of the project, from initial concept to finalization. Again, this is only based on very complex and uncertain projects. With very simple projects creativity is often most effective in the first stage. Figure 2 illustrates this situation on Coopers Stage Gate Model<ref>http://www.prod-dev.com/stage-gate.php</ref>.
Figure 3 illustrates how ideas could be generated in all different stages of a project and meanwhile identifying new problems. All the ideas seen in figure 3 could be effectively developed through creative processes, since these facilitate open minded, cross-functional, knowledge based ideas. Creativity is the enabler of team based problem solving <ref >Ralph L. Kliem, ''Creative, Efficient, and Effective Project Management'' Auerbach Publications 2013, p14</ref>.

[[File: Creativity vs analytical.png|550px|thumb|right|Figure 1. Creativity method compared analytical method in a complex environment]]

[[File:Screen_Shot_2014-11-25_at_00.08.58.png|550px|thumb|right|Figure 2. Creativity used in different stages of a project]]

[[File:Creativityexample.png|550px|thumb|right|Figure 3. Example of how creativity is necessary through all project phases]]

==Controversies and misconceptions==
Creativity is a popular subject and because of lack of scientific evidence it has a number of controversies and paradoxes. Some of the most essential ones are summarized below.

===Criticism vs. non- criticism===
Especially during brainstorming sessions you are continuously told that you shouldn’t be critical towards other’s ideas. This is mainly because of the fact that criticism is linked to being analytical and thus fitting not in a creative mindset. Jeffry Paul Baumgartner challenges this popular notion and says that criticism, if asked and used appropriately, can great increase the quality of the ideas. The criticism motivates the idea owner to take a defensive position and expanding his idea to overcome the critical question<ref>http://www.jpb.com/creative/boringideas.php?subject_code=2</ref><ref> Matthew Feinberg et. al. ‘’The ‘Rules’ of Brainstorming: An Impediment to Creativity?’’ Institute for Research on Labor and Employment Working Paper Series (University of California, Berkeley), 2008</ref>.
There is still much disagreement about this controversy, and today most people support the non-critical approach to creativity.

===Constraints vs. freedom===
Many perceive creativity as something that thrives in a limitless, “everything is possible” environment. However Balder Onarheim found that constrains to creativity is in fact enhancing creativity <ref>Balder Onarheim, ‘’An Introduction to 'Creativity Constraints’’ Proceedings of The XXIV ISPIM Conference 2013</ref>. Thomas Wedell-Wedellsborg who investigated several European companies that had been trying out innovation/creative processes confirms this viewpoint <ref>Thomas Wedell-Wedellsborg ‘’Innovation as Usual’’, LR Business 2013 </ref>. The more accurate constraints you can add to a problem, the more creative people are when solving it, and the more valuable ideas you get. This gives the project manager the difficult task of establishing clear constraints before any creative process.

===Individual vs. group===
‘’He is a creative person’’ is often heard at organizations, creativity is something related to a person, not a group or a process. Certainly there is experts that are truly creative and come up with great ideas, but a group can be just as creative, or even more so. Group creativity requires appropriate facilitation and it is a difficult task. Today it is getting increasingly important with creative groups, rather than creative individuals as the environment is getting increasingly complex. A creative group can comprehend more expert knowledge than any one individual. <ref >Ralph L. Kliem, ''Creative, Efficient, and Effective Project Management'' Auerbach Publications 2013, p6</ref>
==Advantages/disadvantages ==
Creativity is not all good there are advantages and disadvantages. The advantage/disadvantages can be divided into team level and organizational level.
Advantages at team level
The following benefits the team, assumed that the creative process is handled professionally and appropriately. Creativity can work as a teambuilding exercise. Creativity is happening on a conceptual level, and therefore everybody is able to participate. As everybody can participate, the team develops, and everybody can see his or her contributions to the progress. Working creatively is also rewarding in itself, since generating ideas is making a feeling of fulfillment. Creative processes is also able to open op the minds of more “closed” analytically team members. Leverage of knowledge and experience is also often a benefit from a cross functional creative team.

Summary:
*Building emotional involvement
*Generating new ideas
*Increasing teaming
*Leveraging and increasing knowledge
*Opening minds
*Stretching the performance of people
<ref >Ralph L. Kliem, ''Creative, Efficient, and Effective Project Management'' Auerbach Publications 2013, p4</ref>

===Advantages at organizational level===
The advantages of the organization is directly linked to competitive advantages. Organizations environment, competitors, markets etc. is experiencing an accelerating rate of change, and thus reacting quickly and working with novel technologies requires a high level of creativity. As the environment is in rapid change, it is also getting increasingly complex, and while complexity requires highly analytical skills, the problem solving requires creative skills.
The society is becoming more globalized. Globalization both poses a threat, as well as a new field/option to work with creatively.

Summary:
*Build competitive advantages in a market with
** Accelerating rates of change
** Rapid technological change
** Increasing complexity of the environment
** Globalization of business competition
** Transition from industrial to knowledge-based society
<ref >Ralph L. Kliem, ''Creative, Efficient, and Effective Project Management'' Auerbach Publications 2013, p1-4</ref>

===Disadvantages at team and organizational level===
The disadvantage of creativity is that it challenges the current situation and progress of the project. A project can take a completely unexpected turn during a creative process. Creativity also challenges the authority, by definition you need to neglect authorities when working creatively. Both of the mentioned disadvantages can cause anxiety and dissatisfaction within the project team. From a manager’s viewpoint, creativity can also be a very inefficient way of operating, since it requires a lot of time and most of the experts. And while it is a very costly process, it is, as mentioned earlier, a very unpredictable process and therefore valuable take-away is not guarantied. This last disadvantages is the main reason why creativity is not seen as much in projects as it could be.
The disadvantages mentioned could both be small scale on team level and large scale on organizational level. The disadvantages get to organizational level as soon as the ideas are suggested to the management, a “killer idea” can completely disturb the organization and be a large waste of resources.

*Causes anxiety
*Challenge authority
*Upset team
*Upsetting the status quo
*Waste of resources
<ref >Ralph L. Kliem, ''Creative, Efficient, and Effective Project Management'' Auerbach Publications 2013, p7-10</ref>

==How to facilitate creativity==
There are numerous different methods and theories to facilitate creativity. In the book Creative, Efficient, and Effective Project Management Ralph L. Kliem divided the different methods and techniques among the main phases of a project life cycle.

*Defining
*Organizing
*Planning
*Executing
*Monitoring and controlling
*Closing

Creativity, as mentioned earlier, is relevant in all phases of a project, but in varying ways. Therefore the methods selected fits specifically to each of the six phases. Notice that not all the presented methods are direct incubators of creativity, but some works on the analytical framework around the creativity process.
<ref >Ralph L. Kliem, ''Creative, Efficient, and Effective Project Management'' Auerbach Publications 2013, p159-165</ref>

====Defining====
The defining stage is the initial of the six stages. This is a vital part of a project, as it describes exactly the direction of the project. This is also the moment where there is least information about the project. This stage is also difficult as there often is little communication with the stakeholders, and many stakeholders have not fully been found yet. Focus is on quickly starting and delivering results.

=====Typical deliverables in the defining stage:=====
*Business case
*Project charter
*Requirements documentation
*Scope definition
*Stakeholder analysis
*Statement of work

====Suggested methods====
*Benchmarking Interviewing
*Lateral thinking
*Matrices
*Modeling
*Nominal group technique
*Offsite
*Problem solving
*Reengineering
*Roleplaying

The methods focus is on the main challenge, to receive information and identifying and engaging key stakeholders. In the defining stage having people in the project with high creative skills helps a lot in starting up the projects in the right direction.
<ref >Ralph L. Kliem, ''Creative, Efficient, and Effective Project Management'' Auerbach Publications 2013, p167-177</ref>

====Organizing====
As the scope of the project has been set, the second stage establishes the necessary structure to efficiently and effectively manage the project.

=====Typical deliverables in the organizing stage:=====
*Control room
*Forms
*Management plans
*Newsletter
*Organizational structure
*Project manual
*Reports

=====Suggested methods=====
*Checklists
*Field trip
*Idea bulletin board
*Interviewing Matrices
*Modeling
*Observation
*Offsite
*Roleplaying

The creative methods of the organizing stage shall help develop the proper communication, coordination and information structure. The challenge is to balance structure and freedom, so structure does not prohibit the project performance.
<ref >Ralph L. Kliem, ''Creative, Efficient, and Effective Project Management'' Auerbach Publications 2013, p181-191</ref>

====Planning====
The planning stage decides on the specific activities to achieve the project goals and objectives. As the definition stage works with, who, what, where, this stage works with how?

=====Typical deliverables in the planning stage:=====
*Cost and time estimates
*Issue management
*Management plans
*Network diagram
*Responsibility assignment matrices
*Risk assessment
*Schedules (e.g., milestone chart, bar chart, precedence diagram)
*Work breakdown structure

=====Suggested methods=====
*Offsite
*PDCA cycle
*Roleplaying
*Storyboarding
*Synectics
*Tree diagram
*Workflow analysis

The planning stage is highly relevant for creativity processes, compared to any other face. It is filled with opportunities that can be creatively exploited. The project should be planned so it will progress in the most efficiently and effectively way. To often planning is kept to a few managers with focus on the deliverables and the resources.
<ref >Ralph L. Kliem, ''Creative, Efficient, and Effective Project Management'' Auerbach Publications 2013, p193-206</ref>

====Executing====
As the name implies, the executing stage applies the previously made plan to fulfill the requirements and objectives

=====Typical deliverables in the defining stage:=====
*Assessments and audits
*Change management
*Conflict resolution
*Issues management
*Meetings
*Product or service

=====Suggested methods=====
*Affinity diagramming
*Analogies, metaphors, and similes thinking
*Brainstorming
*Brainwriting
*Crawford slip technique
*Devil’s advocate
*Fishbone diagram
*Force field analysis
*Hypothetical scenario
*Nominal group technique
*PDCA cycle Problem solving

The executing stage is where creativity usually is exploited in projects. This can e.g. to develop a product or service. This is also the stage where many activities are running and the complexity is high. If something unexpected happens, creativity can be the only way to solve it. A challenge in this stage is to achieve agreement on either the proposed solution or even the definition of the problem.
<ref >Ralph L. Kliem, ''Creative, Efficient, and Effective Project Management'' Auerbach Publications 2013, p201-226</ref>

====Monitoring and controlling====
This stage is very close linked to the preceding stage executing, and often runs simultaneously. The purpose is to monitor and control the process and deliverables and make the necessary preventive actions.

=====Typical deliverables in the defining stage:=====
*Change request disposition
*Configuration management
*Corrective action
*Management reserve
*Procurements
*Quality control
*Replanning
*Risk response
*Status collection and forecasting

=====Suggested methods=====
*Analogies, metaphors, and similes thinking
*Benchmarking Devil’s advocate
*Interviewing Matrices
*Observation
*Pareto chart PDCA cycle
*Problem solving Scatter gram
*Trend chart

This is a very analytically stage, and therefore not highly creative. However the stage is often suffering from loss of communication and information. Creativity can be used to build the necessary platforms and encourage communication. Just like in the organizing stage.
<ref >Ralph L. Kliem, ''Creative, Efficient, and Effective Project Management'' Auerbach Publications 2013, p231-243</ref>

====Closing====
The last stage is to close the project efficiently and effectively. The last activities are to address and close the administrative, financial and legal matters. This stage also has the purpose of capturing the learning’s from the project.

=====Typical deliverables in the defining stage:=====
*Contractual closure
*Financial closure
*Lessons learned
*Requirements verification and validation
*Reviews and audits
*Winding-down activities (e.g., release of resources)

=====Suggested methods=====
*Affinity diagramming
*Benchmarking
*Brainstorming
*Brainwriting
*Checklists Devil’s advocate
*Idea bulletin board
*Interviewing
*Nominal group technique
*Offsite
*Role playing
*Scatter gram
*Statistical process control
*Trend chart

The closing stage is often forgotten, as the interesting development is finished, and people seek new opportunities elsewhere. Therefore creativity can serve as a catalyst to make this part of the project interesting and ensure a proper involvement.
<ref >Ralph L. Kliem, ''Creative, Efficient, and Effective Project Management'' Auerbach Publications 2013, p247-258</ref>

===Additional methods===
In addition to the mentioned methods from Ralph L. Kliem’s ‘’book Creative, Efficient, and Effective Project Management’’, the following two methods are included:

====Separate analysis and creativity====
The frontal lobe of the brain works as the “sense-making” analytical part of the brain. It has been proven that limited activity in the frontal lobe has caused increased creativity. Initially this was realized as patients suddenly started to paint and be very artistically after the frontal lobe was damaged
<ref>De Souza Et Al. ‘’Frontal lobe neurology and the creative mind’’, Frontiers in Psychology 2014</ref>. This argues, together with many other observations, that while being creative, all analytical thought processes should prohibited. This requires immense control by the project team and project manager.

====Picture cards====
It has been found that long association connections are facilitating higher quality of creative ideas. The brain develops paths of electrodes as it gets knowledge and experience, however if you need to develop novel ideas you need to take other paths. These other paths are difficult to take without some sort of random inspiration. This has developed the method of picture cards. You pick a random card picturing a person, place or a thing, and from this you try to develop a relevant solution to your problem <ref>Balder Onarheims lecture ‘’How to get great ideas’’ the 22 october 2014</ref>.

==Implementation advice==
This article has suggested a wide number of creative methods, techniques and mind-sets. Creativity is in its nature not a strict processes, it’s important and necessary to adapt creativity processes to the specific problem and teams of the projects. Therefore the selection and usage should be up to the individual project manager that knows the problem and teams the best. The PMO of an organization can only give guidelines and inspirations of creative processes, or provide a general design process.
Therefore it is highly relevant that the project manager knows the creativity methodologies as well as his team and the problem his facing.
<ref >Ralph L. Kliem, ''Creative, Efficient, and Effective Project Management'' Auerbach Publications 2013, p12-16</ref>

==Example==
Two short examples have been selected to emphasize on some of the statements here in the article. Both cases were presented in 42433 - Advanced Engineering Project, Program and Portfolio Management.

===Creativity at Novo Nordisk===
From Novo Nordisk came a portfolio manager from facilities development, where focus is on the development of the necessary facilities for a new drug. This stage is a very straightforward simple process. Therefore creativity was not applied in other instances than the initial planning of the new facility. This is a example where creativity is less required, as it is a some-what known problem statement and best practices is known. <ref>Novo Nordisk presentation 21-11-24 in 42433 - Advanced Engineering Project, Program and Portfolio Management at DTU</ref>

===Creativity at Femern Link Project===
The Femern Link is an 18 km tunnel project of about 40,7 billion danske kroner. Creativity is highly used and valued in the construction of the Femern Link. Even though many tunnel projects has been build before, every new tunnel project has to review all decisions. The range of choices between machines, construction elements, landscape design and new technologies all adds to the complexity of the project. Some examples of creativity inputs is listed below:
*The Femern Link will use LED light with flying birds to decrease the enclosed feeling.
*Holograms or water projections was considered as stop signs.
*You drive over a hilltop prior to the entrance to give you great visuals what you are going underneath
*The Femern Link is the largest combined road and rail tunnel, and uses completely new construction elements with intelligent escape system.
<ref>Technical director of the Femern Link Steen Lykke presentation 21-11-24 in 42433 - Advanced Engineering Project, Program and Portfolio Management at DTU</ref>

=List of mentioned methods=
Below methods is the methods mentioned in this article. Confront Ralph L. Kliem’s book ‘’book Creative, Efficient, and Effective Project Management’’ for more detailed descriptions.

*Affinity Diagramming
*Brainwriting
*Brainstorming
*Checklists
*Compare and Contrast
*Crawford Slip Technique
*Delphi Technique
*Devil’s Advocate
*Field Trip
*Fishbone Diagram
*Force Field Analysis
*Hypothetical Scenario
*Idea Bulletin Board
*Imagineering
*Interviewing
*Lateral Thinking
*Matrices
*Mind Mapping
*Modeling
*Nominal Group Technique
*Observation
*Offsite
*Pareto Chart
*PDCA Cycle
*Problem Solving
*Reengineering
*Role Playing
*Scatter Gram
*Statistical Process Control
*Storyboarding
*Synectics
*Tree Diagram
*Trend Chart
*Workflow Analysis

=References=
<references/>

Creativity as a Practice in Projects

2014-12-01T22:31:10Z

Dutten:

=Introduction=
Creativity is a concept familiar to most people. Creativity has many different definitions from different scholarly disciplines, however in the last decades two definitions has general been agreed upon:

*“Creativity is defined as the tendency to generate or recognize ideas, alternatives, or possibilities that may be useful in solving problems, communicating with others, and entertaining ourselves and others.” – Robert E. Franken, Human Motivation
*“Creativity is generating new ideas and concepts, or making connections between ideas where none previously existed.” – Mitchell Rigie and Keith Harmeyer, SmartStorming

The first definition is focuses on creating novel ideas that are relevant in some way. The second definition emphasizes that a creative idea are either completely new or a new connections between to existing ideas.
Creativity and to create was first introduced in 17th century by the Polish poet Maciej Kazimierz Sarbiewski as the ability to create novel poets. It would take another century before the concept was adapted to something closer to how we perceive it today. In the 18th century prominent persons like Nicolaus Copernicus, Galileo Galilei and Sir Isaac Newton all disrupted the existing paradigms, and gave the confidence that everybody could be creative, and it was not just a divine talent. This inspired creativity to be something not only reserved for the artists, but rather an approach to problem solving <ref> Barbara Kerr ‘’Encyclopedia of Giftedness, Creativity, and Talent’’ Sage 2009, 425-427</ref>.
In the 20th century creativity got the attention of psychologists who researched the creative behavior and even made a handbook of creativity <ref>Dean Keith Simonton, The Psychology of Creativity:
A Historical Perspective, University of California, Davis</ref>. It was also in the 20th century creativity started to receive recognition by the industry, as the market became more complex and changing, it required a new way of thinking<ref> Amabile, Teresa M., Blackwell Encyclopedic Dictionary of Organizational Behavior — 2005, pp. 1</ref>.
Neuroscience has emerged this century and has become a new approach to creativity, as technology advances has made it possible to measure brain activity during creative thinking. Neuroscience gives a very scientific notion on what enhances and diminishes creativity, and thus makes a new baseline for how to handle creativity <ref>Mallgrave et. al. The architect's brain : neuroscience, creativity, and architecture Wiley-Blackwell </ref>.
As mentioned, creativity is a vital part of today’s organizations as it can solve the unsolvable problems and bring competitive advantage. This article will focus on creativity used in organizations, and more specifically projects. <ref name=Ralph >Ralph L. Kliem, ''Creative, Efficient, and Effective Project Management'' Auerbach Publications 2013</ref>

=Creativity in projects and organizations=
Activities at organizations are distributed between projects and departments. Department functions vary in levels of development and daily-operations. E.g. production departments are based more on daily-operations while research and development, as the name states, is based more on development. Creativity is a more vital part of departments with a development function rather than a daily-operations function. Projects always develop towards a specific goal, tries to solve a specific problem. This article will emphasis on creativity used in projects.

A project manager faces three categories of challenges, complexity, human behavior and uncertainty<ref>Christian Thuesen & Josef Oehmen Lecture 1 Course 42433 - Advanced Engineering Project, Program and Portfolio Management, Sept 2014</ref>. These challenges can be managed by, among others, system engineering, stakeholder management, risk management and sensitivity analysis, all being very analytical approaches. However the highest performance is achieved when analytical methodologies is linked with creative thinking. Analytical is the safe, straightforward approach to a problem, where creativity is an unclear, random and maybe useless approach. Therefore matching analysis and creativity can achieve the highest performance. Analysis can set the scope, monitor the performance and make incremental improvement, while creativity can “strike gold” by coming up with novel radical ideas. See figure 1, the analytical approach finds incremental changes each increasing performance. The creativity approach finds varying ideas, some very bad, but some uncovering completely new potential<ref name=Ralph/>.
This is all based upon the assumption that the problem is of a high level of complexity and uncertainty. By referring to the Cynefin Framework [http://apppm.man.dtu.dk/index.php/The_Cynefin_Framework] a creativity approach fits very well within the chaotic and complex domain. The complicated domain can also benefit from creativity, but within the simple domain, creativity can easily become a waste of resources and a disturbance of the project current activities.

Creativity is often perceived as only necessary at the initial phase of a project, to facilitate the idea that sparks a business case. However creativity can be used in all phases of the project, from initial concept to finalization. Again, this is only based on very complex and uncertain projects. With very simple projects creativity is often most effective in the first stage. Figure 2 illustrates this situation on Coopers Stage Gate Model<ref>http://www.prod-dev.com/stage-gate.php</ref>.
Figure 3 illustrates how ideas could be generated in all different stages of a project and meanwhile identifying new problems. All the ideas seen in figure 3 could be effectively developed through creative processes, since these facilitate open minded, cross-functional, knowledge based ideas. Creativity is the enabler of team based problem solving <ref name=Ralph/>

[[File: Creativity vs analytical.png|550px|thumb|right|Figure 1. Creativity method compared analytical method in a complex environment]]

[[File:Screen_Shot_2014-11-25_at_00.08.58.png|550px|thumb|right|Figure 2. Creativity used in different stages of a project]]

[[File:Creativityexample.png|550px|thumb|right|Figure 3. Example of how creativity is necessary through all project phases]]

==Controversies and misconceptions==
Creativity is a popular subject and because of lack of scientific evidence it has a number of controversies and paradoxes. Some of the most essential ones are summarized below.

===Criticism vs. non- criticism===
Especially during brainstorming sessions you are continuously told that you shouldn’t be critical towards other’s ideas. This is mainly because of the fact that criticism is linked to being analytical and thus fitting not in a creative mindset. Jeffry Paul Baumgartner challenges this popular notion and says that criticism, if asked and used appropriately, can great increase the quality of the ideas. The criticism motivates the idea owner to take a defensive position and expanding his idea to overcome the critical question<ref>http://www.jpb.com/creative/boringideas.php?subject_code=2</ref><ref> Matthew Feinberg et. al. ‘’The ‘Rules’ of Brainstorming: An Impediment to Creativity?’’ Institute for Research on Labor and Employment Working Paper Series (University of California, Berkeley), 2008</ref>.
There is still much disagreement about this controversy, and today most people support the non-critical approach to creativity.

===Constraints vs. freedom===
Many perceive creativity as something that thrives in a limitless, “everything is possible” environment. However Balder Onarheim found that constrains to creativity is in fact enhancing creativity <ref>Balder Onarheim, ‘’An Introduction to 'Creativity Constraints’’ Proceedings of The XXIV ISPIM Conference 2013</ref>. Thomas Wedell-Wedellsborg who investigated several European companies that had been trying out innovation/creative processes confirms this viewpoint <ref>Thomas Wedell-Wedellsborg ‘’Innovation as Usual’’, LR Business 2013 </ref>. The more accurate constraints you can add to a problem, the more creative people are when solving it, and the more valuable ideas you get. This gives the project manager the difficult task of establishing clear constraints before any creative process.

===Individual vs. group===
‘’He is a creative person’’ is often heard at organizations, creativity is something related to a person, not a group or a process. Certainly there is experts that are truly creative and come up with great ideas, but a group can be just as creative, or even more so. Group creativity requires appropriate facilitation and it is a difficult task. Today it is getting increasingly important with creative groups, rather than creative individuals as the environment is getting increasingly complex. A creative group can comprehend more expert knowledge than any one individual. <ref name=Ralph/>

==Advantages/disadvantages ==
Creativity is not all good there are advantages and disadvantages. The advantage/disadvantages can be divided into team level and organizational level.
Advantages at team level
The following benefits the team, assumed that the creative process is handled professionally and appropriately. Creativity can work as a teambuilding exercise. Creativity is happening on a conceptual level, and therefore everybody is able to participate. As everybody can participate, the team develops, and everybody can see his or her contributions to the progress. Working creatively is also rewarding in itself, since generating ideas is making a feeling of fulfillment. Creative processes is also able to open op the minds of more “closed” analytically team members. Leverage of knowledge and experience is also often a benefit from a cross functional creative team.

Summary:
*Building emotional involvement
*Generating new ideas
*Increasing teaming
*Leveraging and increasing knowledge
*Opening minds
*Stretching the performance of people
<ref name=Ralph/>

===Advantages at organizational level===
The advantages of the organization is directly linked to competitive advantages. Organizations environment, competitors, markets etc. is experiencing an accelerating rate of change, and thus reacting quickly and working with novel technologies requires a high level of creativity. As the environment is in rapid change, it is also getting increasingly complex, and while complexity requires highly analytical skills, the problem solving requires creative skills.
The society is becoming more globalized. Globalization both poses a threat, as well as a new field/option to work with creatively.

Summary:
*Build competitive advantages in a market with
** Accelerating rates of change
** Rapid technological change
** Increasing complexity of the environment
** Globalization of business competition
** Transition from industrial to knowledge-based society
<ref name=Ralph/>
Disadvantages at team and organizational level
The disadvantage of creativity is that it challenges the current situation and progress of the project. A project can take a completely unexpected turn during a creative process. Creativity also challenges the authority, by definition you need to neglect authorities when working creatively. Both of the mentioned disadvantages can cause anxiety and dissatisfaction within the project team. From a manager’s viewpoint, creativity can also be a very inefficient way of operating, since it requires a lot of time and most of the experts. And while it is a very costly process, it is, as mentioned earlier, a very unpredictable process and therefore valuable take-away is not guarantied. This last disadvantages is the main reason why creativity is not seen as much in projects as it could be.
The disadvantages mentioned could both be small scale on team level and large scale on organizational level. The disadvantages get to organizational level as soon as the ideas are suggested to the management, a “killer idea” can completely disturb the organization and be a large waste of resources.

*Causes anxiety
*Challenge authority
*Upset team
*Upsetting the status quo
*Waste of resources
<ref name=Ralph/>

==How to facilitate creativity==
There are numerous different methods and theories to facilitate creativity. In the book Creative, Efficient, and Effective Project Management Ralph L. Kliem divided the different methods and techniques among the main phases of a project life cycle.

*Defining
*Organizing
*Planning
*Executing
*Monitoring and controlling
*Closing

Creativity, as mentioned earlier, is relevant in all phases of a project, but in varying ways. Therefore the methods selected fits specifically to each of the six phases. Notice that not all the presented methods are direct incubators of creativity, but some works on the analytical framework around the creativity process.
<ref name=Ralph/>

====Defining====
The defining stage is the initial of the six stages. This is a vital part of a project, as it describes exactly the direction of the project. This is also the moment where there is least information about the project. This stage is also difficult as there often is little communication with the stakeholders, and many stakeholders have not fully been found yet. Focus is on quickly starting and delivering results.

=====Typical deliverables in the defining stage:=====
*Business case
*Project charter
*Requirements documentation
*Scope definition
*Stakeholder analysis
*Statement of work

====Suggested methods====
*Benchmarking Interviewing
*Lateral thinking
*Matrices
*Modeling
*Nominal group technique
*Offsite
*Problem solving
*Reengineering
*Roleplaying

The methods focus is on the main challenge, to receive information and identifying and engaging key stakeholders. In the defining stage having people in the project with high creative skills helps a lot in starting up the projects in the right direction.
<ref name=Ralph/>

====Organizing====
As the scope of the project has been set, the second stage establishes the necessary structure to efficiently and effectively manage the project.

=====Typical deliverables in the organizing stage:=====
*Control room
*Forms
*Management plans
*Newsletter
*Organizational structure
*Project manual
*Reports

=====Suggested methods=====
*Checklists
*Field trip
*Idea bulletin board
*Interviewing Matrices
*Modeling
*Observation
*Offsite
*Roleplaying

The creative methods of the organizing stage shall help develop the proper communication, coordination and information structure. The challenge is to balance structure and freedom, so structure does not prohibit the project performance.
<ref name=Ralph/>

====Planning====
The planning stage decides on the specific activities to achieve the project goals and objectives. As the definition stage works with, who, what, where, this stage works with how?

=====Typical deliverables in the planning stage:=====
*Cost and time estimates
*Issue management
*Management plans
*Network diagram
*Responsibility assignment matrices
*Risk assessment
*Schedules (e.g., milestone chart, bar chart, precedence diagram)
*Work breakdown structure

=====Suggested methods=====
*Offsite
*PDCA cycle
*Roleplaying
*Storyboarding
*Synectics
*Tree diagram
*Workflow analysis

The planning stage is highly relevant for creativity processes, compared to any other face. It is filled with opportunities that can be creatively exploited. The project should be planned so it will progress in the most efficiently and effectively way. To often planning is kept to a few managers with focus on the deliverables and the resources.
<ref name=Ralph/>

====Executing====
As the name implies, the executing stage applies the previously made plan to fulfill the requirements and objectives

=====Typical deliverables in the defining stage:=====
*Assessments and audits
*Change management
*Conflict resolution
*Issues management
*Meetings
*Product or service

=====Suggested methods=====
*Affinity diagramming
*Analogies, metaphors, and similes thinking
*Brainstorming
*Brainwriting
*Crawford slip technique
*Devil’s advocate
*Fishbone diagram
*Force field analysis
*Hypothetical scenario
*Nominal group technique
*PDCA cycle Problem solving

The executing stage is where creativity usually is exploited in projects. This can e.g. to develop a product or service. This is also the stage where many activities are running and the complexity is high. If something unexpected happens, creativity can be the only way to solve it. A challenge in this stage is to achieve agreement on either the proposed solution or even the definition of the problem.
<ref name=Ralph/>

====Monitoring and controlling====
This stage is very close linked to the preceding stage executing, and often runs simultaneously. The purpose is to monitor and control the process and deliverables and make the necessary preventive actions.

=====Typical deliverables in the defining stage:=====
*Change request disposition
*Configuration management
*Corrective action
*Management reserve
*Procurements
*Quality control
*Replanning
*Risk response
*Status collection and forecasting

=====Suggested methods=====
*Analogies, metaphors, and similes thinking
*Benchmarking Devil’s advocate
*Interviewing Matrices
*Observation
*Pareto chart PDCA cycle
*Problem solving Scatter gram
*Trend chart

This is a very analytically stage, and therefore not highly creative. However the stage is often suffering from loss of communication and information. Creativity can be used to build the necessary platforms and encourage communication. Just like in the organizing stage.
<ref name=Ralph/>

====Closing====
The last stage is to close the project efficiently and effectively. The last activities are to address and close the administrative, financial and legal matters. This stage also has the purpose of capturing the learning’s from the project.

=====Typical deliverables in the defining stage:=====
*Contractual closure
*Financial closure
*Lessons learned
*Requirements verification and validation
*Reviews and audits
*Winding-down activities (e.g., release of resources)

=====Suggested methods=====
*Affinity diagramming
*Benchmarking
*Brainstorming
*Brainwriting
*Checklists Devil’s advocate
*Idea bulletin board
*Interviewing
*Nominal group technique
*Offsite
*Role playing
*Scatter gram
*Statistical process control
*Trend chart

The closing stage is often forgotten, as the interesting development is finished, and people seek new opportunities elsewhere. Therefore creativity can serve as a catalyst to make this part of the project interesting and ensure a proper involvement.
<ref name=Ralph/>

===Additional methods===
In addition to the mentioned methods from Ralph L. Kliem’s ‘’book Creative, Efficient, and Effective Project Management’’, the following two methods are included:

====Separate analysis and creativity====
The frontal lobe of the brain works as the “sense-making” analytical part of the brain. It has been proven that limited activity in the frontal lobe has caused increased creativity. Initially this was realized as patients suddenly started to paint and be very artistically after the frontal lobe was damaged
<ref>De Souza Et Al. ‘’Frontal lobe neurology and the creative mind’’, Frontiers in Psychology 2014</ref>. This argues, together with many other observations, that while being creative, all analytical thought processes should prohibited. This requires immense control by the project team and project manager.

====Picture cards====
It has been found that long association connections are facilitating higher quality of creative ideas. The brain develops paths of electrodes as it gets knowledge and experience, however if you need to develop novel ideas you need to take other paths. These other paths are difficult to take without some sort of random inspiration. This has developed the method of picture cards. You pick a random card picturing a person, place or a thing, and from this you try to develop a relevant solution to your problem <ref>Balder Onarheims lecture ‘’How to get great ideas’’ the 22 october 2014</ref>.

==Implementation advice==
This article has suggested a wide number of creative methods, techniques and mind-sets. Creativity is in its nature not a strict processes, it’s important and necessary to adapt creativity processes to the specific problem and teams of the projects. Therefore the selection and usage should be up to the individual project manager that knows the problem and teams the best. The PMO of an organization can only give guidelines and inspirations of creative processes, or provide a general design process.
Therefore it is highly relevant that the project manager knows the creativity methodologies as well as his team and the problem his facing.
<ref name=Ralph/>

==Example==
Two short examples have been selected to emphasize on some of the statements here in the article. Both cases were presented in 42433 - Advanced Engineering Project, Program and Portfolio Management.

===Creativity at Novo Nordisk===
From Novo Nordisk came a portfolio manager from facilities development, where focus is on the development of the necessary facilities for a new drug. This stage is a very straightforward simple process. Therefore creativity was not applied in other instances than the initial planning of the new facility. This is a example where creativity is less required, as it is a some-what known problem statement and best practices is known. <ref>Novo Nordisk presentation 21-11-24 in 42433 - Advanced Engineering Project, Program and Portfolio Management at DTU</ref>

===Creativity at Femern Link Project===
The Femern Link is an 18 km tunnel project of about 40,7 billion danske kroner. Creativity is highly used and valued in the construction of the Femern Link. Even though many tunnel projects has been build before, every new tunnel project has to review all decisions. The range of choices between machines, construction elements, landscape design and new technologies all adds to the complexity of the project. Some examples of creativity inputs is listed below:
*The Femern Link will use LED light with flying birds to decrease the enclosed feeling.
*Holograms or water projections was considered as stop signs.
*You drive over a hilltop prior to the entrance to give you great visuals what you are going underneath
*The Femern Link is the largest combined road and rail tunnel, and uses completely new construction elements with intelligent escape system.
<ref>Technical director of the Femern Link Steen Lykke presentation 21-11-24 in 42433 - Advanced Engineering Project, Program and Portfolio Management at DTU</ref>

=List of mentioned methods=
Below methods is the methods mentioned in this article. Confront Ralph L. Kliem’s book ‘’book Creative, Efficient, and Effective Project Management’’ for more detailed descriptions.

*Affinity Diagramming
*Brainwriting
*Brainstorming
*Checklists
*Compare and Contrast
*Crawford Slip Technique
*Delphi Technique
*Devil’s Advocate
*Field Trip
*Fishbone Diagram
*Force Field Analysis
*Hypothetical Scenario
*Idea Bulletin Board
*Imagineering
*Interviewing
*Lateral Thinking
*Matrices
*Mind Mapping
*Modeling
*Nominal Group Technique
*Observation
*Offsite
*Pareto Chart
*PDCA Cycle
*Problem Solving
*Reengineering
*Role Playing
*Scatter Gram
*Statistical Process Control
*Storyboarding
*Synectics
*Tree Diagram
*Trend Chart
*Workflow Analysis

=References=
<references/>

Creativity as a Practice in Projects

2014-12-01T22:16:07Z

Dutten:

=Introduction=
Creativity is a concept familiar to most people. Creativity has many different definitions from different scholarly disciplines, however in the last decades two definitions has general been agreed upon:

*“Creativity is defined as the tendency to generate or recognize ideas, alternatives, or possibilities that may be useful in solving problems, communicating with others, and entertaining ourselves and others.” – Robert E. Franken, Human Motivation
*“Creativity is generating new ideas and concepts, or making connections between ideas where none previously existed.” – Mitchell Rigie and Keith Harmeyer, SmartStorming

First definition is focuses on creating novel ideas that are relevant in some way. The second definition emphasizes that a creative idea are either completely new or a new connections between to existing ideas.
Creativity and to create was first introduced in 17th century by the Polish poet Maciej Kazimierz Sarbiewski as the ability to create novel poets. It would take another century before the concept was adapted to something closer to how we perceive it today. Prominent persons like Nicolaus Copernicus, Galileo Galilei and Sir Isaac Newton all disrupted the existing paradigms, and gave the confidence that everybody could be creative, and it was not just a divine talent. This inspired creativity to be something not only reserved for the artists, but rather an approach to problem solving <ref> Barbara Kerr ‘’Encyclopedia of Giftedness, Creativity, and Talent’’ Sage 2009, 425-427</ref>.
In the 20th century creativity got the attention of psychologists who researched the creative behavior and even made a handbook of creativity <ref>Dean Keith Simonton, The Psychology of Creativity:
A Historical Perspective, University of California, Davis</ref>. Also in the 20th century creativity started to receive recognition by the industry, as the market became more complex and changing, it required a new way of thinking<ref> Amabile, Teresa M., Blackwell Encyclopedic Dictionary of Organizational Behavior — 2005, pp. 1</ref>.
Neuroscience has emerged this century and has become a new approach to creativity, as technology advances has made it possible to measure brain activity during creative thinking. Neuroscience gives a very scientific notion on what enhances and diminishes creativity, and thus makes a new baseline for how to handle creativity <ref>Mallgrave et. al. The architect's brain : neuroscience, creativity, and architecture Wiley-Blackwell </ref>.
As mentioned, creativity is a vital part of today’s organizations as it can solve the unsolvable problems and bring competitive advantage. This article will focus on creativity used in organizations, and more specifically projects <ref name=Ralph >Ralph L. Kliem, ''Creative, Efficient, and Effective Project Management'' Auerbach Publications 2013</ref>

=Creativity in projects and organizations=
Activities at organizations are distributed between projects and departments. Department functions vary in levels of development and daily-operations, production departments are based more on daily-operations while research and development, as the name states, is based more on development. Creativity is a more vital part of departments with a development function rather than a daily-operations function. Projects always develop towards a specific goal, tries to solve a specific problem. This article will emphasis on creativity used in projects.

A project manager faces three categories of challenges, complexity, human behavior and uncertainty(REFERENCE: 42433 - Lecture 01 – Introduction). These challenges can be managed by, among others, system engineering, stakeholder management, risk management and sensitivity analysis, all being very analytical approaches. However the highest performance is achieved when analytical methodologies is linked with creative thinking. Analytical is the safe, straightforward approach to a problem, where creativity is an unclear, random and maybe useless approach. Therefore matching analysis and creativity can achieve the highest performance. Analysis can set the scope, monitor the performance and make incremental improvement, while creativity can “strike gold” by coming up with novel radical ideas. See figure 1, the analytical approach finds incremental changes each increasing performance. The creativity approach finds varying ideas, some very bad, but some uncovering completely new potential<ref name=Ralph/>.
This is all based upon the assumption that the problem is of a high level of complexity and uncertainty. By referring to the Cynefin Framework [http://apppm.man.dtu.dk/index.php/The_Cynefin_Framework] a creativity approach fits very well within the chaotic and complex domain. The complicated domain can also benefit from creativity, but within the simple domain, creativity can easily become a waste of resources and a disturbance of the project current activities.

Creativity is often perceived as only necessary at the initial phase of a project, to facilitate the idea that sparks a business case. However creativity can be used in all phases of the project, from initial concept to finalization. Again, this is only based on very complex and uncertain projects. With very simple projects creativity is often most effective in the first stage. Figure 2 illustrates this situation on Coopers Stage Gate Model<ref>http://www.prod-dev.com/stage-gate.php</ref>.
Figure 3 illustrates how ideas could be generated in all different stages of a project and meanwhile identifying new problems. All the ideas seen in figure 3 could be effectively developed through creative processes, since these facilitate open minded, cross-functional, knowledge based ideas. Creativity is the enabler of team based problem solving <ref name=Ralph/>

[[File: Creativity vs analytical.png|550px|thumb|right|Figure 1. Creativity method compared analytical method in a complex environment]]

[[File:Screen_Shot_2014-11-25_at_00.08.58.png|550px|thumb|right|Figure 2. Creativity used in different stages of a project]]

[[File:Creativityexample.png|550px|thumb|right|Figure 3. Example of how creativity is necessary through all project phases]]

==Controversies and misconceptions==
Creativity is a popular subject and because of lack of scientific evidence it has a number of controversies and paradoxes. Some of the most essential ones are summarized below.

===Criticism vs. non- criticism===
Especially during brainstorming sessions you are continuously told that you shouldn’t be critical towards other’s ideas. This is mainly because of the fact that criticism is linked to being analytical and thus fitting not in a creative mindset. Jeffry Paul Baumgartner challenges this popular notion and says that criticism, if asked and used appropriately, can great increase the quality of the ideas. The criticism motivates the idea owner to take a defensive position and expanding his idea to overcome the critical question<ref>http://www.jpb.com/creative/boringideas.php?subject_code=2</ref><ref> Matthew Feinberg et. al. ‘’The ‘Rules’ of Brainstorming: An Impediment to Creativity?’’ Institute for Research on Labor and Employment Working Paper Series (University of California, Berkeley), 2008</ref>.
There is still much disagreement about this controversy, and today most people support the non-critical approach to creativity.

===Constraints vs. freedom===
Many perceive creativity as something that thrives in a limitless, “everything is possible” environment. However Balder Onarheim found that constrains to creativity is in fact enhancing creativity <ref>Balder Onarheim, ‘’An Introduction to 'Creativity Constraints’’ Proceedings of The XXIV ISPIM Conference 2013</ref>. Thomas Wedell-Wedellsborg who investigated several European companies that had been trying out innovation/creative processes confirms this viewpoint <ref>Thomas Wedell-Wedellsborg ‘’Innovation as Usual’’, LR Business 2013 </ref>. The more accurate constraints you can add to a problem, the more creative people are when solving it, and the more valuable ideas you get. This gives the project manager the difficult task of establishing clear constraints before any creative process.

===Individual vs. group===
‘’He is a creative person’’ is often heard at organizations, creativity is something related to a person, not a group or a process. Certainly there is experts that are truly creative and come up with great ideas, but a group can be just as creative, or even more so. Group creativity requires appropriate facilitation and it is a difficult task. Today it is getting increasingly important with creative groups, rather than creative individuals as the environment is getting increasingly complex. A creative group can comprehend more expert knowledge than any one individual. <ref name=Ralph/>

==Advantages/disadvantages ==
Creativity is not all good there are advantages and disadvantages. The advantage/disadvantages can be divided into team level and organizational level.
Advantages at team level
The following benefits the team, assumed that the creative process is handled professionally and appropriately. Creativity can work as a teambuilding exercise. Creativity is happening on a conceptual level, and therefore everybody is able to participate. As everybody can participate, the team develops, and everybody can see his or her contributions to the progress. Working creatively is also rewarding in itself, since generating ideas is making a feeling of fulfillment. Creative processes is also able to open op the minds of more “closed” analytically team members. Leverage of knowledge and experience is also often a benefit from a cross functional creative team.

Summary:
*Building emotional involvement
*Generating new ideas
*Increasing teaming
*Leveraging and increasing knowledge
*Opening minds
*Stretching the performance of people
<ref name=Ralph/>

===Advantages at organizational level===
The advantages of the organization is directly linked to competitive advantages. Organizations environment, competitors, markets etc. is experiencing an accelerating rate of change, and thus reacting quickly and working with novel technologies requires a high level of creativity. As the environment is in rapid change, it is also getting increasingly complex, and while complexity requires highly analytical skills, the problem solving requires creative skills.
The society is becoming more globalized. Globalization both poses a threat, as well as a new field/option to work with creatively.

Summary:
*Build competitive advantages in a market with
** Accelerating rates of change
** Rapid technological change
** Increasing complexity of the environment
** Globalization of business competition
** Transition from industrial to knowledge-based society
<ref name=Ralph/>
Disadvantages at team and organizational level
The disadvantage of creativity is that it challenges the current situation and progress of the project. A project can take a completely unexpected turn during a creative process. Creativity also challenges the authority, by definition you need to neglect authorities when working creatively. Both of the mentioned disadvantages can cause anxiety and dissatisfaction within the project team. From a manager’s viewpoint, creativity can also be a very inefficient way of operating, since it requires a lot of time and most of the experts. And while it is a very costly process, it is, as mentioned earlier, a very unpredictable process and therefore valuable take-away is not guarantied. This last disadvantages is the main reason why creativity is not seen as much in projects as it could be.
The disadvantages mentioned could both be small scale on team level and large scale on organizational level. The disadvantages get to organizational level as soon as the ideas are suggested to the management, a “killer idea” can completely disturb the organization and be a large waste of resources.

*Causes anxiety
*Challenge authority
*Upset team
*Upsetting the status quo
*Waste of resources
<ref name=Ralph/>

==How to facilitate creativity==
There are numerous different methods and theories to facilitate creativity. In the book Creative, Efficient, and Effective Project Management Ralph L. Kliem divided the different methods and techniques among the main phases of a project life cycle.

*Defining
*Organizing
*Planning
*Executing
*Monitoring and controlling
*Closing

Creativity, as mentioned earlier, is relevant in all phases of a project, but in varying ways. Therefore the methods selected fits specifically to each of the six phases. Notice that not all the presented methods are direct incubators of creativity, but some works on the analytical framework around the creativity process.
<ref name=Ralph/>

===Defining===
The defining stage is the initial of the six stages. This is a vital part of a project, as it describes exactly the direction of the project. This is also the moment where there is least information about the project. This stage is also difficult as there often is little communication with the stakeholders, and many stakeholders have not fully been found yet. Focus is on quickly starting and delivering results.

====Typical deliverables in the defining stage:====
*Business case
*Project charter
*Requirements documentation
*Scope definition
*Stakeholder analysis
*Statement of work

====Suggested methods====
*Benchmarking Interviewing
*Lateral thinking
*Matrices
*Modeling
*Nominal group technique
*Offsite
*Problem solving
*Reengineering
*Roleplaying

The methods focus is on the main challenge, to receive information and identifying and engaging key stakeholders. In the defining stage having people in the project with high creative skills helps a lot in starting up the projects in the right direction.
<ref name=Ralph/>

===Organizing===
As the scope of the project has been set, the second stage establishes the necessary structure to efficiently and effectively manage the project.

====Typical deliverables in the organizing stage:====
*Control room
*Forms
*Management plans
*Newsletter
*Organizational structure
*Project manual
*Reports

====Suggested methods====
*Checklists
*Field trip
*Idea bulletin board
*Interviewing Matrices
*Modeling
*Observation
*Offsite
*Roleplaying

The creative methods of the organizing stage shall help develop the proper communication, coordination and information structure. The challenge is to balance structure and freedom, so structure does not prohibit the project performance.
<ref name=Ralph/>

===Planning===
The planning stage decides on the specific activities to achieve the project goals and objectives. As the definition stage works with, who, what, where, this stage works with how?

====Typical deliverables in the planning stage:====
*Cost and time estimates
*Issue management
*Management plans
*Network diagram
*Responsibility assignment matrices
*Risk assessment
*Schedules (e.g., milestone chart, bar chart, precedence diagram)
*Work breakdown structure

====Suggested methods====
*Offsite
*PDCA cycle
*Roleplaying
*Storyboarding
*Synectics
*Tree diagram
*Workflow analysis

The planning stage is highly relevant for creativity processes, compared to any other face. It is filled with opportunities that can be creatively exploited. The project should be planned so it will progress in the most efficiently and effectively way. To often planning is kept to a few managers with focus on the deliverables and the resources.
<ref name=Ralph/>

===Executing===
As the name implies, the executing stage applies the previously made plan to fulfill the requirements and objectives

====Typical deliverables in the defining stage:====
*Assessments and audits
*Change management
*Conflict resolution
*Issues management
*Meetings
*Product or service

====Suggested methods====
*Affinity diagramming
*Analogies, metaphors, and similes thinking
*Brainstorming
*Brainwriting
*Crawford slip technique
*Devil’s advocate
*Fishbone diagram
*Force field analysis
*Hypothetical scenario
*Nominal group technique
*PDCA cycle Problem solving

The executing stage is where creativity usually is exploited in projects. This can e.g. to develop a product or service. This is also the stage where many activities are running and the complexity is high. If something unexpected happens, creativity can be the only way to solve it. A challenge in this stage is to achieve agreement on either the proposed solution or even the definition of the problem.
<ref name=Ralph/>

===Monitoring and controlling===
This stage is very close linked to the preceding stage executing, and often runs simultaneously. The purpose is to monitor and control the process and deliverables and make the necessary preventive actions.

====Typical deliverables in the defining stage:====
*Change request disposition
*Configuration management
*Corrective action
*Management reserve
*Procurements
*Quality control
*Replanning
*Risk response
*Status collection and forecasting

====Suggested methods====
*Analogies, metaphors, and similes thinking
*Benchmarking Devil’s advocate
*Interviewing Matrices
*Observation
*Pareto chart PDCA cycle
*Problem solving Scatter gram
*Trend chart

This is a very analytically stage, and therefore not highly creative. However the stage is often suffering from loss of communication and information. Creativity can be used to build the necessary platforms and encourage communication. Just like in the organizing stage.
<ref name=Ralph/>

===Closing===
The last stage is to close the project efficiently and effectively. The last activities are to address and close the administrative, financial and legal matters. This stage also has the purpose of capturing the learning’s from the project.

====Typical deliverables in the defining stage:====
*Contractual closure
*Financial closure
*Lessons learned
*Requirements verification and validation
*Reviews and audits
*Winding-down activities (e.g., release of resources)

====Suggested methods====
*Affinity diagramming
*Benchmarking
*Brainstorming
*Brainwriting
*Checklists Devil’s advocate
*Idea bulletin board
*Interviewing
*Nominal group technique
*Offsite
*Role playing
*Scatter gram
*Statistical process control
*Trend chart

The closing stage is often forgotten, as the interesting development is finished, and people seek new opportunities elsewhere. Therefore creativity can serve as a catalyst to make this part of the project interesting and ensure a proper involvement.
<ref name=Ralph/>

===Additional methods===
In addition to the mentioned methods from Ralph L. Kliem’s ‘’book Creative, Efficient, and Effective Project Management’’, the following two methods are included:

====Separate analysis and creativity====
The frontal lobe of the brain works as the “sense-making” analytical part of the brain. It has been proven that limited activity in the frontal lobe has caused increased creativity. Initially this was realized as patients suddenly started to paint and be very artistically after the frontal lobe was damaged
<ref>De Souza Et Al. ‘’Frontal lobe neurology and the creative mind’’, Frontiers in Psychology 2014</ref>. This argues, together with many other observations, that while being creative, all analytical thought processes should prohibited. This requires immense control by the project team and project manager.

====Picture cards====
It has been found that long association connections are facilitating higher quality of creative ideas. The brain develops paths of electrodes as it gets knowledge and experience, however if you need to develop novel ideas you need to take other paths. These other paths are difficult to take without some sort of random inspiration. This has developed the method of picture cards. You pick a random card picturing a person, place or a thing, and from this you try to develop a relevant solution to your problem <ref>Balder Onarheims lecture ‘’How to get great ideas’’ the 22 october 2014</ref>.

==Implementation advice==
This article has suggested a wide number of creative methods, techniques and mind-sets. Creativity is in its nature not a strict processes, it’s important and necessary to adapt creativity processes to the specific problem and teams of the projects. Therefore the selection and usage should be up to the individual project manager that knows the problem and teams the best. The PMO of an organization can only give guidelines and inspirations of creative processes, or provide a general design process.
Therefore it is highly relevant that the project manager knows the creativity methodologies as well as his team and the problem his facing.
<ref name=Ralph/>

==Example==
Two short examples have been selected to emphasize on some of the statements here in the article. Both cases were presented in 42433 - Advanced Engineering Project, Program and Portfolio Management.

===Creativity at Novo Nordisk===
From Novo Nordisk came a portfolio manager from facilities development, where focus is on the development of the necessary facilities for a new drug. This stage is a very straightforward simple process. Therefore creativity was not applied in other instances than the initial planning of the new facility. This is a example where creativity is less required, as it is a some-what known problem statement and best practices is known. <ref>Novo Nordisk presentation 21-11-24 in 42433 - Advanced Engineering Project, Program and Portfolio Management at DTU</ref>

===Creativity at Femern Link Project===
The Femern Link is an 18 km tunnel project of about 40,7 billion danske kroner. Creativity is highly used and valued in the construction of the Femern Link. Even though many tunnel projects has been build before, every new tunnel project has to review all decisions. The range of choices between machines, construction elements, landscape design and new technologies all adds to the complexity of the project. Some examples of creativity inputs is listed below:
*The Femern Link will use LED light with flying birds to decrease the enclosed feeling.
*Holograms or water projections was considered as stop signs.
*You drive over a hilltop prior to the entrance to give you great visuals what you are going underneath
*The Femern Link is the largest combined road and rail tunnel, and uses completely new construction elements with intelligent escape system.
<ref>Technical director of the Femern Link Steen Lykke presentation 21-11-24 in 42433 - Advanced Engineering Project, Program and Portfolio Management at DTU</ref>

=List of mentioned methods=
Below methods is the methods mentioned in this article. Confront Ralph L. Kliem’s book ‘’book Creative, Efficient, and Effective Project Management’’ for more detailed descriptions.

*Affinity Diagramming
*Brainwriting
*Brainstorming
*Checklists
*Compare and Contrast
*Crawford Slip Technique
*Delphi Technique
*Devil’s Advocate
*Field Trip
*Fishbone Diagram
*Force Field Analysis
*Hypothetical Scenario
*Idea Bulletin Board
*Imagineering
*Interviewing
*Lateral Thinking
*Matrices
*Mind Mapping
*Modeling
*Nominal Group Technique
*Observation
*Offsite
*Pareto Chart
*PDCA Cycle
*Problem Solving
*Reengineering
*Role Playing
*Scatter Gram
*Statistical Process Control
*Storyboarding
*Synectics
*Tree Diagram
*Trend Chart
*Workflow Analysis

=References=
<references/>

Creativity as a Practice in Projects

2014-12-01T20:20:36Z

Dutten:

Creativity as a Practice in Projects

2014-12-01T19:48:03Z

Dutten: /* Advantages at organizational level */

Creativity as a Practice in Projects

2014-12-01T19:47:45Z

Dutten: /* Advantages at organizational level */

Creativity as a Practice in Projects

2014-12-01T19:46:19Z

Dutten:

Creativity as a Practice in Projects

2014-12-01T19:45:29Z

Dutten:

Creativity as a Practice in Projects

2014-12-01T19:44:37Z

Dutten:

File:Creativity vs analytical.png

2014-12-01T19:44:00Z

Dutten:

Creativity as a Practice in Projects

2014-12-01T19:40:29Z

Dutten:

Creativity as a Practice in Projects

2014-12-01T19:37:18Z

Dutten:

Creativity as a Practice in Projects

2014-12-01T19:36:04Z

Dutten:

Creativity as a Practice in Projects

2014-11-29T19:36:51Z

Dutten: /* Advantages at team level */

=Introduction=
Creativity is when something novel and relevant is created. It can be everything from a joke, clay model or food recipe to something more business oriented – new product, process or strategy. Notice that creativity is not only creating something new or unique, but just as important, it should be relevant and appropriate for a given problem or situation <ref>Goleman, Kaufman, and Ray, ''The Creative Spirit'', Plume, 1993</ref>. This last notion is what often is referred to as innovation, new ideas that bring value <ref>Innovations bog</ref>. This article focuses on the topic of creativity used in organizations, and more specifically projects, programs and portfolios. Creativity is what typically fosters the non-standard, imaginative and original solutions to a problem. It is therefore by its nature highly valued by managers and organizations, as it can solve the unsolvable problems and bring competitive advantage.<ref>Ralph L. Kliem, ''Creative, Efficient, and Effective Project Management'' Auerbach Publications 2013</ref>

==Advantages and Disadvantages==
Below is the most important advantages and disadvantages of working with creativity. The advantages can be divided into team level and organizational level.

===Advantages at team level===
The following benefits the team, assumed that the creative process is handled professionally and appropriately. Creativity can work as a teambuilding exercise. Creativity is happening on a conceptual level, and therefore everybody is able to participate. As everybody can participate, the team develops, and everybody can see his or her contributions to the progress. Working creatively is also rewarding in itself, since generating ideas is making a feeling of fulfillment. Creative processes is also able to open op the minds of more “closed” analytically team members. Leverage of knowledge and experience is also often a benefit from a cross functional creative team. <ref name=four>James M. Higgins, ''Innovate or Evaporate'', New Management Pub Co 1995</ref>

Summary:
*Building emotional involvement
*Generating new ideas
*Increasing teaming
*Leveraging and increasing knowledge
*Opening minds
*Stretching the performance of people

===Advantages at organizational level===
The advantages of the organization is directly linked to competitive advantages. Organizations environment, competitors, markets etc. is experiencing an accelerating rate of change, and thus reacting quickly and working with novel technologies requires a high level of creativity. As the environment is in rapid change, it is also getting increasingly complex, and while complexity requires highly analytical skills, the problem solving requires creative skills.
The society is becoming more globalized. Globalization both poses a threat, as well as a new field/option to work with creatively. <ref name=four/>

Summary:
* Accelerating rates of change
* Rapid technological change
* Increasing complexity of the environment
* Globalization of business competition
* Transition from industrial to knowledge-based society

===Disadvantages===
The disadvantage of creativity is that it challenges the current situation and progress of the project. A project can take a completely unexpected turn during creative process. Creativity also challenges the authority, by definition you need to neglect authorities when working creatively. Both of the mentioned disadvantages can cause anxiety and dissatisfaction within the project team. From a manager’s viewpoint, creativity can also be a very inefficient way of operating, since it requires a lot of time and most of the experts. And while it is a very costly process, it is, as mentioned earlier, a very unpredictable process and therefore valuable take-away is not guarantied. This last disadvantages is the main reason why creativity is not seen as much in projects as it could be.<ref>Nierenberg, ''The Art of Creative Thinking'', Cornerstone Library, 1982</ref>

Summary:

*Cause of anxiety
*Challenge authority
*Upset team
*Upsetting the status quo
*Waste of resources

=Creativity in project=

Creativity is often perceived as the initial phase of a project, the idea that sparks a business case. However creativity is happening in all phases of the project, from initial concept to finalization. Therefore the creativity process should be facilitated, and carefully planned for all the phases. See figure 1.
An example of why and how creativity is used through all projects phases can be seen in figure 2. The first phase idea generates several ideas for problem A. Then a new round of idea generation commences, however as one of the new ideas is selected, it uncovers Problem B. This converging - diverge approach continues, and even at the last phase, launch, there can still be problems that need to be solved with new ideas. Many projects does like the example in figure 2 face constant changes or arising problems, this is just the typical path of projects.
All the ideas seen in figure 2 could be effectively developed through creative processes, since these facilitate open minded, cross-functional, knowledge based ideas.

[[File:Screen_Shot_2014-11-25_at_00.08.58.png|550px|thumb|right|Figure 1. Creativity used in different stages of a project]]

[[File:Creativityexample.png|550px|thumb|right|Figure 2. Example of how creativity is necessary through all project phases]]

=Specific methods=
This section will describe 3 different methods or ways of thinking that can facilitate creativity in a project environment.

===Specific goals===
Many perceive creativity as a limitless, “everything is possible”. However Balder Onarheim found that constrains to creativity is in fact enhancing creativity <ref>Balder Onarheim, ‘’An Introduction to 'Creativity Constraints’’ Proceedings of The XXIV ISPIM Conference 2013</ref>. Thomas Wedell-Wedellsborg who investigated several European companies that had been trying out innovation processes confirms this viewpoint <ref>Thomas Wedell-Wedellsborg ‘’Innovation as Usual’’, LR Business 2013 </ref>. The more accurate constraints you can add to a problem, the more creative people are when solving it, and the more valuable ideas you get. This gives the project manager the difficult task of establishing clear constraints before any creative process.

===Separate the brain===
The frontal lobe of the brain works as the “sense-making” analytical part of the brain. It has been proven that limited activity in the frontal lobe has caused increased creativity. Initially this was realized as patients suddenly started to paint and be very artistically after the frontal lobe was damaged
<ref>De Souza Et Al. ‘’Frontal lobe neurology and the creative mind’’, Frontiers in Psychology 2014</ref>. This argues that, while being creative, all analytical thought processes should stopped. This requires immense control by the project team and project manager.

===Picture cards===
It has been found that long association connections are facilitating higher quality of creative ideas. The brain develops paths of electrodes as it gets knowledge and experience, however if you need to develop novel ideas you need to take other paths. These other paths are difficult to take without some sort of random inspiration. This has developed the method of picture cards. You pick a random card picturing a person, place or a thing, and from this you try to develop a relevant solution to your problem <ref>Balder Onarheims lecture ‘’How to get great ideas’’ the 22 october 2014</ref>.

=References=
<references/>

Creativity as a Practice in Projects

2014-11-29T19:32:03Z

Dutten: /* Advantages at organizational level */

=Introduction=
Creativity is when something novel and relevant is created. It can be everything from a joke, clay model or food recipe to something more business oriented – new product, process or strategy. Notice that creativity is not only creating something new or unique, but just as important, it should be relevant and appropriate for a given problem or situation <ref>Goleman, Kaufman, and Ray, ''The Creative Spirit'', Plume, 1993</ref>. This last notion is what often is referred to as innovation, new ideas that bring value <ref>Innovations bog</ref>. This article focuses on the topic of creativity used in organizations, and more specifically projects, programs and portfolios. Creativity is what typically fosters the non-standard, imaginative and original solutions to a problem. It is therefore by its nature highly valued by managers and organizations, as it can solve the unsolvable problems and bring competitive advantage.<ref>Ralph L. Kliem, ''Creative, Efficient, and Effective Project Management'' Auerbach Publications 2013</ref>

==Advantages and Disadvantages==
Below is the most important advantages and disadvantages of working with creativity. The advantages can be divided into team level and organizational level.

===Advantages at team level===
The following benefits the team, assumed that the creative process is handled professionally and appropriately. Creativity can work as a teambuilding exercise. Creativity is happening on a conceptual level, and therefore everybody is able to participate. As everybody can participate, the team develops, and everybody can see his or her contributions to the progress. Working creatively is also rewarding in itself, since generating ideas is making a feeling of fulfillment. Creative processes is also able to open op the minds of more “closed” analytically team members. Leverage of knowledge and experience is also often a benefit from a cross functional creative team. <ref>James M. Higgins, ''Innovate or Evaporate'', New Management Pub Co 1995</ref>

Summary:
*Building emotional involvement
*Generating new ideas
*Increasing teaming
*Leveraging and increasing knowledge
*Opening minds
*Stretching the performance of people

===Advantages at organizational level===
The advantages of the organization is directly linked to competitive advantages. Organizations environment, competitors, markets etc. is experiencing an accelerating rate of change, and thus reacting quickly and working with novel technologies requires a high level of creativity. As the environment is in rapid change, it is also getting increasingly complex, and while complexity requires highly analytical skills, the problem solving requires creative skills.
The society is becoming more globalized. Globalization both poses a threat, as well as a new field/option to work with creatively. <ref name=four/>

Summary:
* Accelerating rates of change
* Rapid technological change
* Increasing complexity of the environment
* Globalization of business competition
* Transition from industrial to knowledge-based society

===Disadvantages===
The disadvantage of creativity is that it challenges the current situation and progress of the project. A project can take a completely unexpected turn during creative process. Creativity also challenges the authority, by definition you need to neglect authorities when working creatively. Both of the mentioned disadvantages can cause anxiety and dissatisfaction within the project team. From a manager’s viewpoint, creativity can also be a very inefficient way of operating, since it requires a lot of time and most of the experts. And while it is a very costly process, it is, as mentioned earlier, a very unpredictable process and therefore valuable take-away is not guarantied. This last disadvantages is the main reason why creativity is not seen as much in projects as it could be.<ref>Nierenberg, ''The Art of Creative Thinking'', Cornerstone Library, 1982</ref>

Summary:

*Cause of anxiety
*Challenge authority
*Upset team
*Upsetting the status quo
*Waste of resources

=Creativity in project=

Creativity is often perceived as the initial phase of a project, the idea that sparks a business case. However creativity is happening in all phases of the project, from initial concept to finalization. Therefore the creativity process should be facilitated, and carefully planned for all the phases. See figure 1.
An example of why and how creativity is used through all projects phases can be seen in figure 2. The first phase idea generates several ideas for problem A. Then a new round of idea generation commences, however as one of the new ideas is selected, it uncovers Problem B. This converging - diverge approach continues, and even at the last phase, launch, there can still be problems that need to be solved with new ideas. Many projects does like the example in figure 2 face constant changes or arising problems, this is just the typical path of projects.
All the ideas seen in figure 2 could be effectively developed through creative processes, since these facilitate open minded, cross-functional, knowledge based ideas.

[[File:Screen_Shot_2014-11-25_at_00.08.58.png|550px|thumb|right|Figure 1. Creativity used in different stages of a project]]

[[File:Creativityexample.png|550px|thumb|right|Figure 2. Example of how creativity is necessary through all project phases]]

=Specific methods=
This section will describe 3 different methods or ways of thinking that can facilitate creativity in a project environment.

===Specific goals===
Many perceive creativity as a limitless, “everything is possible”. However Balder Onarheim found that constrains to creativity is in fact enhancing creativity <ref>Balder Onarheim, ‘’An Introduction to 'Creativity Constraints’’ Proceedings of The XXIV ISPIM Conference 2013</ref>. Thomas Wedell-Wedellsborg who investigated several European companies that had been trying out innovation processes confirms this viewpoint <ref>Thomas Wedell-Wedellsborg ‘’Innovation as Usual’’, LR Business 2013 </ref>. The more accurate constraints you can add to a problem, the more creative people are when solving it, and the more valuable ideas you get. This gives the project manager the difficult task of establishing clear constraints before any creative process.

===Separate the brain===
The frontal lobe of the brain works as the “sense-making” analytical part of the brain. It has been proven that limited activity in the frontal lobe has caused increased creativity. Initially this was realized as patients suddenly started to paint and be very artistically after the frontal lobe was damaged
<ref>De Souza Et Al. ‘’Frontal lobe neurology and the creative mind’’, Frontiers in Psychology 2014</ref>. This argues that, while being creative, all analytical thought processes should stopped. This requires immense control by the project team and project manager.

===Picture cards===
It has been found that long association connections are facilitating higher quality of creative ideas. The brain develops paths of electrodes as it gets knowledge and experience, however if you need to develop novel ideas you need to take other paths. These other paths are difficult to take without some sort of random inspiration. This has developed the method of picture cards. You pick a random card picturing a person, place or a thing, and from this you try to develop a relevant solution to your problem <ref>Balder Onarheims lecture ‘’How to get great ideas’’ the 22 october 2014</ref>.

=References=
<references/>

Creativity as a Practice in Projects

2014-11-29T19:31:35Z

Dutten: /* Advantages at organizational level */

=Introduction=
Creativity is when something novel and relevant is created. It can be everything from a joke, clay model or food recipe to something more business oriented – new product, process or strategy. Notice that creativity is not only creating something new or unique, but just as important, it should be relevant and appropriate for a given problem or situation <ref>Goleman, Kaufman, and Ray, ''The Creative Spirit'', Plume, 1993</ref>. This last notion is what often is referred to as innovation, new ideas that bring value <ref>Innovations bog</ref>. This article focuses on the topic of creativity used in organizations, and more specifically projects, programs and portfolios. Creativity is what typically fosters the non-standard, imaginative and original solutions to a problem. It is therefore by its nature highly valued by managers and organizations, as it can solve the unsolvable problems and bring competitive advantage.<ref>Ralph L. Kliem, ''Creative, Efficient, and Effective Project Management'' Auerbach Publications 2013</ref>

==Advantages and Disadvantages==
Below is the most important advantages and disadvantages of working with creativity. The advantages can be divided into team level and organizational level.

===Advantages at team level===
The following benefits the team, assumed that the creative process is handled professionally and appropriately. Creativity can work as a teambuilding exercise. Creativity is happening on a conceptual level, and therefore everybody is able to participate. As everybody can participate, the team develops, and everybody can see his or her contributions to the progress. Working creatively is also rewarding in itself, since generating ideas is making a feeling of fulfillment. Creative processes is also able to open op the minds of more “closed” analytically team members. Leverage of knowledge and experience is also often a benefit from a cross functional creative team. <ref>James M. Higgins, ''Innovate or Evaporate'', New Management Pub Co 1995</ref>

Summary:
*Building emotional involvement
*Generating new ideas
*Increasing teaming
*Leveraging and increasing knowledge
*Opening minds
*Stretching the performance of people

===Advantages at organizational level===
The advantages of the organization is directly linked to competitive advantages. Organizations environment, competitors, markets etc. is experiencing an accelerating rate of change, and thus reacting quickly and working with novel technologies requires a high level of creativity. As the environment is in rapid change, it is also getting increasingly complex, and while complexity requires highly analytical skills, the problem solving requires creative skills.
The society is becoming more globalized. Globalization both poses a threat, as well as a new field/option to work with creatively. <ref name=four>

Summary:
* Accelerating rates of change
* Rapid technological change
* Increasing complexity of the environment
* Globalization of business competition
* Transition from industrial to knowledge-based society

===Disadvantages===
The disadvantage of creativity is that it challenges the current situation and progress of the project. A project can take a completely unexpected turn during creative process. Creativity also challenges the authority, by definition you need to neglect authorities when working creatively. Both of the mentioned disadvantages can cause anxiety and dissatisfaction within the project team. From a manager’s viewpoint, creativity can also be a very inefficient way of operating, since it requires a lot of time and most of the experts. And while it is a very costly process, it is, as mentioned earlier, a very unpredictable process and therefore valuable take-away is not guarantied. This last disadvantages is the main reason why creativity is not seen as much in projects as it could be.<ref>Nierenberg, ''The Art of Creative Thinking'', Cornerstone Library, 1982</ref>

Summary:

*Cause of anxiety
*Challenge authority
*Upset team
*Upsetting the status quo
*Waste of resources

=Creativity in project=

Creativity is often perceived as the initial phase of a project, the idea that sparks a business case. However creativity is happening in all phases of the project, from initial concept to finalization. Therefore the creativity process should be facilitated, and carefully planned for all the phases. See figure 1.
An example of why and how creativity is used through all projects phases can be seen in figure 2. The first phase idea generates several ideas for problem A. Then a new round of idea generation commences, however as one of the new ideas is selected, it uncovers Problem B. This converging - diverge approach continues, and even at the last phase, launch, there can still be problems that need to be solved with new ideas. Many projects does like the example in figure 2 face constant changes or arising problems, this is just the typical path of projects.
All the ideas seen in figure 2 could be effectively developed through creative processes, since these facilitate open minded, cross-functional, knowledge based ideas.

[[File:Screen_Shot_2014-11-25_at_00.08.58.png|550px|thumb|right|Figure 1. Creativity used in different stages of a project]]

[[File:Creativityexample.png|550px|thumb|right|Figure 2. Example of how creativity is necessary through all project phases]]

=Specific methods=
This section will describe 3 different methods or ways of thinking that can facilitate creativity in a project environment.

===Specific goals===
Many perceive creativity as a limitless, “everything is possible”. However Balder Onarheim found that constrains to creativity is in fact enhancing creativity <ref>Balder Onarheim, ‘’An Introduction to 'Creativity Constraints’’ Proceedings of The XXIV ISPIM Conference 2013</ref>. Thomas Wedell-Wedellsborg who investigated several European companies that had been trying out innovation processes confirms this viewpoint <ref>Thomas Wedell-Wedellsborg ‘’Innovation as Usual’’, LR Business 2013 </ref>. The more accurate constraints you can add to a problem, the more creative people are when solving it, and the more valuable ideas you get. This gives the project manager the difficult task of establishing clear constraints before any creative process.

===Separate the brain===
The frontal lobe of the brain works as the “sense-making” analytical part of the brain. It has been proven that limited activity in the frontal lobe has caused increased creativity. Initially this was realized as patients suddenly started to paint and be very artistically after the frontal lobe was damaged
<ref>De Souza Et Al. ‘’Frontal lobe neurology and the creative mind’’, Frontiers in Psychology 2014</ref>. This argues that, while being creative, all analytical thought processes should stopped. This requires immense control by the project team and project manager.

===Picture cards===
It has been found that long association connections are facilitating higher quality of creative ideas. The brain develops paths of electrodes as it gets knowledge and experience, however if you need to develop novel ideas you need to take other paths. These other paths are difficult to take without some sort of random inspiration. This has developed the method of picture cards. You pick a random card picturing a person, place or a thing, and from this you try to develop a relevant solution to your problem <ref>Balder Onarheims lecture ‘’How to get great ideas’’ the 22 october 2014</ref>.

=References=
<references/>

Creativity as a Practice in Projects

2014-11-29T19:30:32Z

Dutten: /* Advantages at organizational level */

=Introduction=
Creativity is when something novel and relevant is created. It can be everything from a joke, clay model or food recipe to something more business oriented – new product, process or strategy. Notice that creativity is not only creating something new or unique, but just as important, it should be relevant and appropriate for a given problem or situation <ref>Goleman, Kaufman, and Ray, ''The Creative Spirit'', Plume, 1993</ref>. This last notion is what often is referred to as innovation, new ideas that bring value <ref>Innovations bog</ref>. This article focuses on the topic of creativity used in organizations, and more specifically projects, programs and portfolios. Creativity is what typically fosters the non-standard, imaginative and original solutions to a problem. It is therefore by its nature highly valued by managers and organizations, as it can solve the unsolvable problems and bring competitive advantage.<ref>Ralph L. Kliem, ''Creative, Efficient, and Effective Project Management'' Auerbach Publications 2013</ref>

==Advantages and Disadvantages==
Below is the most important advantages and disadvantages of working with creativity. The advantages can be divided into team level and organizational level.

===Advantages at team level===
The following benefits the team, assumed that the creative process is handled professionally and appropriately. Creativity can work as a teambuilding exercise. Creativity is happening on a conceptual level, and therefore everybody is able to participate. As everybody can participate, the team develops, and everybody can see his or her contributions to the progress. Working creatively is also rewarding in itself, since generating ideas is making a feeling of fulfillment. Creative processes is also able to open op the minds of more “closed” analytically team members. Leverage of knowledge and experience is also often a benefit from a cross functional creative team. <ref>James M. Higgins, ''Innovate or Evaporate'', New Management Pub Co 1995</ref>

Summary:
*Building emotional involvement
*Generating new ideas
*Increasing teaming
*Leveraging and increasing knowledge
*Opening minds
*Stretching the performance of people

===Advantages at organizational level===
The advantages of the organization is directly linked to competitive advantages. Organizations environment, competitors, markets etc. is experiencing an accelerating rate of change, and thus reacting quickly and working with novel technologies requires a high level of creativity. As the environment is in rapid change, it is also getting increasingly complex, and while complexity requires highly analytical skills, the problem solving requires creative skills.
The society is becoming more globalized. Globalization both poses a threat, as well as a new field/option to work with creatively. <ref>4</ref>

Summary:
* Accelerating rates of change
* Rapid technological change
* Increasing complexity of the environment
* Globalization of business competition
* Transition from industrial to knowledge-based society

===Disadvantages===
The disadvantage of creativity is that it challenges the current situation and progress of the project. A project can take a completely unexpected turn during creative process. Creativity also challenges the authority, by definition you need to neglect authorities when working creatively. Both of the mentioned disadvantages can cause anxiety and dissatisfaction within the project team. From a manager’s viewpoint, creativity can also be a very inefficient way of operating, since it requires a lot of time and most of the experts. And while it is a very costly process, it is, as mentioned earlier, a very unpredictable process and therefore valuable take-away is not guarantied. This last disadvantages is the main reason why creativity is not seen as much in projects as it could be.<ref>Nierenberg, ''The Art of Creative Thinking'', Cornerstone Library, 1982</ref>

Summary:

*Cause of anxiety
*Challenge authority
*Upset team
*Upsetting the status quo
*Waste of resources

=Creativity in project=

Creativity is often perceived as the initial phase of a project, the idea that sparks a business case. However creativity is happening in all phases of the project, from initial concept to finalization. Therefore the creativity process should be facilitated, and carefully planned for all the phases. See figure 1.
An example of why and how creativity is used through all projects phases can be seen in figure 2. The first phase idea generates several ideas for problem A. Then a new round of idea generation commences, however as one of the new ideas is selected, it uncovers Problem B. This converging - diverge approach continues, and even at the last phase, launch, there can still be problems that need to be solved with new ideas. Many projects does like the example in figure 2 face constant changes or arising problems, this is just the typical path of projects.
All the ideas seen in figure 2 could be effectively developed through creative processes, since these facilitate open minded, cross-functional, knowledge based ideas.

[[File:Screen_Shot_2014-11-25_at_00.08.58.png|550px|thumb|right|Figure 1. Creativity used in different stages of a project]]

[[File:Creativityexample.png|550px|thumb|right|Figure 2. Example of how creativity is necessary through all project phases]]

=Specific methods=
This section will describe 3 different methods or ways of thinking that can facilitate creativity in a project environment.

===Specific goals===
Many perceive creativity as a limitless, “everything is possible”. However Balder Onarheim found that constrains to creativity is in fact enhancing creativity <ref>Balder Onarheim, ‘’An Introduction to 'Creativity Constraints’’ Proceedings of The XXIV ISPIM Conference 2013</ref>. Thomas Wedell-Wedellsborg who investigated several European companies that had been trying out innovation processes confirms this viewpoint <ref>Thomas Wedell-Wedellsborg ‘’Innovation as Usual’’, LR Business 2013 </ref>. The more accurate constraints you can add to a problem, the more creative people are when solving it, and the more valuable ideas you get. This gives the project manager the difficult task of establishing clear constraints before any creative process.

===Separate the brain===
The frontal lobe of the brain works as the “sense-making” analytical part of the brain. It has been proven that limited activity in the frontal lobe has caused increased creativity. Initially this was realized as patients suddenly started to paint and be very artistically after the frontal lobe was damaged
<ref>De Souza Et Al. ‘’Frontal lobe neurology and the creative mind’’, Frontiers in Psychology 2014</ref>. This argues that, while being creative, all analytical thought processes should stopped. This requires immense control by the project team and project manager.

===Picture cards===
It has been found that long association connections are facilitating higher quality of creative ideas. The brain develops paths of electrodes as it gets knowledge and experience, however if you need to develop novel ideas you need to take other paths. These other paths are difficult to take without some sort of random inspiration. This has developed the method of picture cards. You pick a random card picturing a person, place or a thing, and from this you try to develop a relevant solution to your problem <ref>Balder Onarheims lecture ‘’How to get great ideas’’ the 22 october 2014</ref>.

=References=
<references/>

Talk:Creativity as a Practice in Projects

2014-11-28T16:08:41Z

Dutten:

'''''Answer to reviews is written in this italic bold''''

== Review by NobodyKnows ==

I have gone through the wiki article and the review will be based from a chapter overview and finally an overall review. There are only comments if a section is shown below.

== Introduction ==
* Very nice introduction!

== Advantages and Disadvantages ==
* Very nice describing into multiple levels.

== Advantages at team level==
* A reference for the summary would be nice for checking copy&paste.
'''''Will be added''''

== Advantages at organizational level ==
* A reference for the summary would be nice for checking copy&paste.
'''''Will be added''''

== Disadvantages ==
* A reference for the summary would be nice for checking copy&paste.
'''''Will be added''''
* Please specify if the same disadvantages applies for the team and organisational level ?
'''''Makes sense to have booth team and organizational level disadvantages as well, I will look into it.''''

== Creativity in project ==
* A more detailed description of the figures would be appreciated.
'''''I will figure something out - it was a test so far, but I will improve!''''
** maybe come up with an example.
'''''Working on it''''

== Specific methods ==
* Nice and very readable.
* Maybe specify if this is also ways for implementing creativity in projects
'''''I agree, I need to discuss more about implementation''''
** Come up with examples or advices for this.
'''''Will be added ''''

=Overall review=
* It is very hard to check references, due to lack of information.
'''''Will be added''''
** Please add more information to the references.
'''''Will be added''''
* Some references are listed multiple times.
'''''I dont know how to make more references without adding to the reference list, but will figure it out.''''
* Very nice written, but there could be added more to the article.
'''''I agree, its also not done yet''''
* Consider controversial points implementing this.
'''''This is one of the very interesting aspects''''
* Can you come up with other methods that promote this form of creativity - maybe design thinking?
'''''There is a lot of methods, I only described the not so well known, but I will include a list of everything as well.''''

== JEPO Review ==

=General=
*Abstract is missing - A short recall of the topic, methods and results.
'''''I talked with Josef, and he doesn't think we should make this. Only an introduction.''''
*Maybe a readjustment of the headings? Introduction has several sub headings which maybe is a bit confusing.
'''''Well spotted. Will be changed''''
*Eventually ad a section about creativity in general and narrow it down to Creativity in organisations before discussing the advantages and disadvantages: Creativity definition, Creativity can be use in ...
'''''Good point - will do that, and change also according to previous comment''''
*I miss something about how it is hard to force creativity
'''''That is certainly an interesting point, that could and should be added''''
*Methods to increase creativity in a team or organisation: Workshops, Exercises, ect.
'''''Yes, I should make a list''''
*How the working environment(office layout) or working processes are important element to increase creativity
'''''also good point''''
*Eventually Best Practice of a creative work space (fx. Google, apple and other )
'''''Yes, as NobodyKnows also mentioned, I need more examples''''

=Introduction=
* good introduction
=Advantages and Disadvantages=

==advantage at organizational level==
*"...requires a high level of creativity" but how is that an advantage. Maybe turn around and transform it to a argument, that with a creative working process it is possible to generate ideas in order to react on rapid changes"

=Creativity in Project=
*A bit general - still missing a little bit of how to generate the ideas of the diagram.
'''''I will elaborate''''
*Like the methods - but they are more like mind set, then actual methods
'''''True, I will change''''

Talk:Situation Analysis in Problem-Solving Cycle

2014-11-25T23:11:53Z

Dutten: /* Review by Dutten */

== Val review ==

The article is well structured and go through all the points we can expect.
The only issue is that you go through many principles, methods and concepts without well defined all of them or without giving a proper reference to find a CONCISE and PRECISE description. I think your article would take advantage of more descriptions or explanation (1-2 sentences can be enough). Also, I couldn't see any reflection or added value from what we learnt during the related lecture. Finally, I noticed only few spelling mistakes and it is a good point.

I divided my feedback in 3 categories that are the following:

===Formal aspects===

*You should try to introduce the wiki format for references [http://en.wikipedia.org/wiki/Help:Referencing_for_beginners] You can also have a look to other articles who use it. I can see you gave a look how to use them but you should have only <references /> in your reference part. Like this, it is possible to have a link when you click on the little number of the reference. You can have a look at the article 'Introducing projects in a functional organization' for an example.
*For your first picture (the list for the task analysis): if you want the text of the next section not start before the end of the picture (so the picture is only in one section) you can write <br clear=all> before the beginning of the next section.
*Picture in "SWOT Analysis": see above

===Grammar and Spelling===

*''"When a machine runs efficiently, when a matter of fact is settled, one need focus only on its inputs and outputs and not on its internal complexity."'' Rephrase it especially "one need TO focus", one what? etc
*''" its' environment."'' -> its environment
*''"the range of answers decrease"'' -> decreases

===Content aspects===

*''"The last, but not the least common error is overreaction. There is a need of accurate identification of possible crisis existence and thorough evaluation of situation."'' I don't really understand what you mean here. How the two sentences are related? How do you define "overreaction"?
*''" It could be suggested to use Reg Revans approach of asking three main questions:"'' Why choosing this one more than another
*''"Therefore, willing to obtain as accurate as possible position of the present situation it is desirable to review:"'' I think you should either shortly describe all of them or either not even mention them.
*''Demarcate the system'' A figure could help to understand this part.

= Review by Dutten =

Dear Qwerty

First of all: impressive that you worked till 6 o’clock from Monday to Tuesday. I actually did the exact same thing :o)

I like your article, it gives a somewhat detailed overview/step by step approach to situation analysis, and I think it can be applicable for next semester students.
If you wish, you can comment on my comments, and I will then answer/elaborate.

*I suppose you are writing the ''Introduction and Overview'' or the ''Descriptions of Particular Methods''
**I think a strength/weaknesses section, evaluating the ''Situation Anlysis in Problem-Solving Cycle'' would make the article interesting, and providing more info than our course material.
**Maybe difficult to make, but very interesting, could be a very short example of how this method have been used. Not step by step, but maybe one part of it that worked really well for e.g. your group.
*I think the introduction part is made very well, it’s understandable and gives a clear overview of the rest of the article
*I think the picture ‘’Steps of the task analysis’’ should be referred to in the text.
**And I actually think it is irrelevant to show a picture of bulletpoints. Could it not just be written in the text?
*Something is wrong with your [1] reference. It just links to your article.
*Several parts of your article is completely missing references
*You forget to use capital letters in your bullet points list

I corrected these two typos in the Task Analysis, there is several more, but I will let you correct those:

*After THE problem was identified and verified as many as possible facts about the situation must be collected.
*Finding out what is known helps to identify the purpose of the process and leads to exploration of what do the customers and stakeholders EXPECT to receive as a delivery of the process.
**However I do still not quite understand this last sentence.
*It could be an idea, to show an illustration of a system demarcation to increase understandability.

Talk:Situation Analysis in Problem-Solving Cycle

2014-11-25T23:10:06Z

Dutten: /* Review by Dutten */

Talk:Situation Analysis in Problem-Solving Cycle

2014-11-25T23:00:13Z

Dutten: /* Review by Dutten */

== Val review ==

The article is well structured and go through all the points we can expect.
The only issue is that you go through many principles, methods and concepts without well defined all of them or without giving a proper reference to find a CONCISE and PRECISE description. I think your article would take advantage of more descriptions or explanation (1-2 sentences can be enough). Also, I couldn't see any reflection or added value from what we learnt during the related lecture. Finally, I noticed only few spelling mistakes and it is a good point.

I divided my feedback in 3 categories that are the following:

===Formal aspects===

*You should try to introduce the wiki format for references [http://en.wikipedia.org/wiki/Help:Referencing_for_beginners] You can also have a look to other articles who use it. I can see you gave a look how to use them but you should have only <references /> in your reference part. Like this, it is possible to have a link when you click on the little number of the reference. You can have a look at the article 'Introducing projects in a functional organization' for an example.
*For your first picture (the list for the task analysis): if you want the text of the next section not start before the end of the picture (so the picture is only in one section) you can write <br clear=all> before the beginning of the next section.
*Picture in "SWOT Analysis": see above

===Grammar and Spelling===

*''"When a machine runs efficiently, when a matter of fact is settled, one need focus only on its inputs and outputs and not on its internal complexity."'' Rephrase it especially "one need TO focus", one what? etc
*''" its' environment."'' -> its environment
*''"the range of answers decrease"'' -> decreases

===Content aspects===

*''"The last, but not the least common error is overreaction. There is a need of accurate identification of possible crisis existence and thorough evaluation of situation."'' I don't really understand what you mean here. How the two sentences are related? How do you define "overreaction"?
*''" It could be suggested to use Reg Revans approach of asking three main questions:"'' Why choosing this one more than another
*''"Therefore, willing to obtain as accurate as possible position of the present situation it is desirable to review:"'' I think you should either shortly describe all of them or either not even mention them.
*''Demarcate the system'' A figure could help to understand this part.

= Review by Dutten =

Dear Qwerty

First of all: impressive that you worked till 6 o’clock from Monday to Tuesday. I actually did the exact same thing :o)

If you wish, you can comment on my comments, and I will then answer/elaborate.

* I think the introduction part is made very well, it’s understandable and gives a clear overview of the rest of the article
*I think the picture ‘’Steps of the task analysis’’ should be referred to in the text.
*Something is wrong with your [1] reference. It just links to your article.
*Several parts of your article is completely missing references

I corrected these two typos in the Task Analysis, there is several more, but I will let you correct those:

*After THE problem was identified and verified as many as possible facts about the situation must be collected.

*Finding out what is known helps to identify the purpose of the process and leads to exploration of what do the customers and stakeholders EXPECT to receive as a delivery of the process.
**However I do still not quite understand this sentence.

===Analysis of the Current State===
* The sentences at the bullet points should start with capital letters

Talk:Risk register

2014-11-25T22:28:17Z

Dutten: /* Review by Dutten */

== Hermaeus Mora ==

=Structure=
*The language is clear and easily understandable. A couple commas may be missing and in the first section paragraph 3 "The risk register cannot only be used as a motivating risk management tool" could be formulated as "The risk register can be used not only as a motivating risk management tool;" apart from that it's good.
*There's just one figure, more could be added as the article grows.
*References to links are nicely made, the article uses a book, this should be referenced in the traditional wiki way <nowiki><references /></nowiki>.
*A category from APPPM is added which is nice, maybe add a few more e.g. Uncertainty, Risk etc.
*Layout seems to be ok for now, abstract, introduction to the tool and its applications and an introduction to how the tool should be used.

=Content=
*The article is obviously not finished yet (778 words as of the writing of this review) So the review can only regard the initial part.
*The article clearly falls under the 'in-depth description of a particular method' category. It relates deeply to project management and, judging by the links attached, is based on fresh data.
*The abstract is good in length and shows a fair purpose behind the tool. It could however include a few sentences about the tool itself, short summary, instead of a rather strong opinion that it's "THE optimum [...] tool within project management".
*As mentioned before any book references should be added along with additional categories in APPPM wiki for further reading.

= Review - WinWin =

'''Structure'''

* The overall feeling of the article is very positive. The language is precise and easy to understand. However, there are a few spelling mistakes and grammar mistakes, which will surely disappear in the editing process.
* At the moment there is only one figure in the article. Using more figures will definitely have a positive effect on the visualization as the article gets further along.
* Good use of references.
* The layout seems to be fine for now.

'''Content'''
* The preliminary content seems to be very relevant to the course. The paragraphs are nicely written but could profit from a few summarizing sentences.
* The fresh data is a nice touch.
* The abstract has a suitable length for this kind of article. Definitely a plus.

= Review by Dutten =

Dear Keyser Sözer,

I enjoyed reading your wiki article; it’s always interesting to be exposed to new methods. I understand that you are not completely finished with your article – so don’t take my comments to harsh. If you wish, you can comment on my comments, and I will then answer/elaborate.
My comments are divided into general comments, and text specific comments, see below.

==General comments==
*What is the risk register in detail? I think you are going to write this in later stage
*You write very long sentences which I think is difficult to understand
*You are missing your reference list in the bottom - you can make it by using the following code :
<nowiki>=References =
<references/></nowiki>
*I think your figure on the right ''Example of a Risk Register used by SURF'' is too small. By using this code, and changing the number 550, you can change the size.
<nowiki>[[File:RiskRegister2010.jpg|550px|thumb|right|Figure 2. Example of how creativity is necessary through all project phases]]
</nowiki>

==Text specific comments==
===Risk Register===
The uncertainty surrounding any decision or action that may negatively affect a project’s success can be defined as a risk and knowing how to classify and document these risks is essential to the success of any project.
*Is risk only linked to the decisions and actions you make? Isn’t there also risks not affected by your decisions and actions?
*You only mention classify and documentation is essential. Don't you need to identify the risk before you can classify and document?

This is because risk uncertainty can be difficult to control and predict; being able to communicate risk likelihood and categorisation to a project team in an efficient way allows the team to evaluate risks together and identify to what extent they can prevent these risks from happening.
*I dont really understand what you mean by categorising the risk. Do you mean the level of impact?

Documenting risks from an early stage streamlines a team’s goals and their perception of the project, working as a communication tool and a risk management tool simultaneously. The risk register is the optimum risk management tool within project management when it is used correctly within a management project.
*I don’t see how documenting risks can streamline a team’s goals?
*’’within project management when it is used correctly within a management project.’’ I don’t entirely get this part here.
*The whole introduction is missing references.
*Maybe add a headline called summary or introduction to your first part of the article, since now it seems like the headline for the first text is the title of the article

===What is a Risk register===
A risk register is the baseline document of the process of managing risk (reference Winch); it is a means of visualising a project’s risks within a table or template so that risks can be better understood and dealt with by project managers.
*You mentioned earlier, that it was the team that dealt with the risk, now it is only the project managers?

It allows risks, their likelihood and preventive measures for each risk to be recorded [2]. The risk register should be in a centralised location for information to be stored and updated with respect to the risks that are effecting the company; it is key that the risk register is used constantly throughout a project process.
*Again I think this is a very long sentence. Maybe divide between between ‘’company’’ and ‘’it’’

As can be seen in Graham Winch’s risk process diagram (insert Winch diagram), throughout the lifecycle of how a risk is dealt with, the risk register is the tool that should be constantly updated and referred to.
Generally, risk registers are created within a company's intranet or online database where the register can be updated by any member of staff and can be seen by any relevant project stakeholders. The register would then be made using database or spreadsheet software. A risk register could also be made offline however, being drawn on a whiteboard at a company meeting for example as a quick and efficient tool for motivating the meeting. The register must always be in a visual format however; visualisation is key to the success of the risk register tool.
*I think this whole text block is much better, in regards to understandability and interest, compared to the previous text.

Whenever an important decision is made within a project, the risk register is referred to. Whenever something unfamiliar is being dealt within a project, again the risk register should be referred to. This is how the risk register should be used, as a familiar tool that any member of a project team can come back to ensure they can make the right decisions with a clear and focused mindset and without the need for a boss or authoritative figure being at hand; it therefore also reduces the time needed for project teams to carry out tasks, improving the efficiency of workers.
*Very long sentence. However, I think it’s good, so just find a spot to separate the sentence. That would improve it a lot.

The risk register cannot only be used as a motivating risk management tool; it also has further uses as a documentation tool. Documenting information that is flowing into a project is incredibly important to manage risks affecting a current project but it also works as means of storing historical data. Ensuring that information is quickly available to you may be entirely necessary if a past client requires information about a past project [3]. Having a shared risk register would provide access to this information.
*I think this need more clarity, I suppose you mean information about risks, but here it seems like just general project information.

It is also crucial in preventing future failures as risk registers become more and more effective as they are used more frequently within a company. Information about the uncertainty of a previous risk would allow a project manager to make a more educated decision about how to deal with the risk and would increase their own knowledge about these risks.

===Defining Risk===
To use the risk register correctly, it is essential that the risks associated with the project are identified properly using a risk management plan [4]. A risk management plan should consist of utilising the help of relevant stakeholders and project team members to gather all risks prior to the risk register being created. Consulting everybody before the risk register is created increases the efficiency of the risk register; everyone who uses it is involved in its creation and all relevant risks should be covered and correctly recorded if everybody has an input from their respective departments.
USE WINCH BOOK FOR THIS PART
*You call this part defining risk, but to me it seems more like a ‘’Implementation advice’’

Talk:Situation Analysis in Problem-Solving Cycle

2014-11-25T22:00:05Z

Dutten: /* Review by Dutten */

Talk:Situation Analysis in Problem-Solving Cycle

2014-11-25T21:59:22Z

Dutten: /* Review by Dutten */ new section

Talk:Risk register

2014-11-25T21:54:35Z

Dutten: /* Review by Dutten */

== Hermaeus Mora ==

=Structure=
*The language is clear and easily understandable. A couple commas may be missing and in the first section paragraph 3 "The risk register cannot only be used as a motivating risk management tool" could be formulated as "The risk register can be used not only as a motivating risk management tool;" apart from that it's good.
*There's just one figure, more could be added as the article grows.
*References to links are nicely made, the article uses a book, this should be referenced in the traditional wiki way <nowiki><references /></nowiki>.
*A category from APPPM is added which is nice, maybe add a few more e.g. Uncertainty, Risk etc.
*Layout seems to be ok for now, abstract, introduction to the tool and its applications and an introduction to how the tool should be used.

=Content=
*The article is obviously not finished yet (778 words as of the writing of this review) So the review can only regard the initial part.
*The article clearly falls under the 'in-depth description of a particular method' category. It relates deeply to project management and, judging by the links attached, is based on fresh data.
*The abstract is good in length and shows a fair purpose behind the tool. It could however include a few sentences about the tool itself, short summary, instead of a rather strong opinion that it's "THE optimum [...] tool within project management".
*As mentioned before any book references should be added along with additional categories in APPPM wiki for further reading.

= Review - WinWin =

'''Structure'''

* The overall feeling of the article is very positive. The language is precise and easy to understand. However, there are a few spelling mistakes and grammar mistakes, which will surely disappear in the editing process.
* At the moment there is only one figure in the article. Using more figures will definitely have a positive effect on the visualization as the article gets further along.
* Good use of references.
* The layout seems to be fine for now.

'''Content'''
* The preliminary content seems to be very relevant to the course. The paragraphs are nicely written but could profit from a few summarizing sentences.
* The fresh data is a nice touch.
* The abstract has a suitable length for this kind of article. Definitely a plus.

= Review by Dutten =

Dear Keyser Sözer,

I enjoyed reading your wiki article; it’s always interesting to be exposed to new methods. I understand that you are not completely finished with your article – so don’t take my comments to harsh.
My comments are divided into general comments, and text specific comments, see below.

==General comments==
*What is the risk register in detail? I think you are going to write this in later stage
*You write very long sentences which I think is difficult to understand
*You are missing your reference list in the bottom - you can make it by using the following code :
<nowiki>=References =
<references/></nowiki>
*I think your figure on the right ''Example of a Risk Register used by SURF'' is too small. By using this code, and changing the number 550, you can change the size.
<nowiki>[[File:RiskRegister2010.jpg|550px|thumb|right|Figure 2. Example of how creativity is necessary through all project phases]]
</nowiki>

==Text specific comments==
===Risk Register===
The uncertainty surrounding any decision or action that may negatively affect a project’s success can be defined as a risk and knowing how to classify and document these risks is essential to the success of any project.
*Is risk only linked to the decisions and actions you make? Isn’t there also risks not affected by your decisions and actions?
*You only mention classify and documentation is essential. Don't you need to identify the risk before you can classify and document?

This is because risk uncertainty can be difficult to control and predict; being able to communicate risk likelihood and categorisation to a project team in an efficient way allows the team to evaluate risks together and identify to what extent they can prevent these risks from happening.
*I dont really understand what you mean by categorising the risk. Do you mean the level of impact?

Documenting risks from an early stage streamlines a team’s goals and their perception of the project, working as a communication tool and a risk management tool simultaneously. The risk register is the optimum risk management tool within project management when it is used correctly within a management project.
*I don’t see how documenting risks can streamline a team’s goals?
*’’within project management when it is used correctly within a management project.’’ I don’t entirely get this part here.
*The whole introduction is missing references.
*Maybe add a headline called summary or introduction to your first part of the article, since now it seems like the headline for the first text is the title of the article

===What is a Risk register===
A risk register is the baseline document of the process of managing risk (reference Winch); it is a means of visualising a project’s risks within a table or template so that risks can be better understood and dealt with by project managers.
*You mentioned earlier, that it was the team that dealt with the risk, now it is only the project managers?

It allows risks, their likelihood and preventive measures for each risk to be recorded [2]. The risk register should be in a centralised location for information to be stored and updated with respect to the risks that are effecting the company; it is key that the risk register is used constantly throughout a project process.
*Again I think this is a very long sentence. Maybe divide between between ‘’company’’ and ‘’it’’

As can be seen in Graham Winch’s risk process diagram (insert Winch diagram), throughout the lifecycle of how a risk is dealt with, the risk register is the tool that should be constantly updated and referred to.
Generally, risk registers are created within a company's intranet or online database where the register can be updated by any member of staff and can be seen by any relevant project stakeholders. The register would then be made using database or spreadsheet software. A risk register could also be made offline however, being drawn on a whiteboard at a company meeting for example as a quick and efficient tool for motivating the meeting. The register must always be in a visual format however; visualisation is key to the success of the risk register tool.
*I think this whole text block is much better, in regards to understandability and interest, compared to the previous text.

Whenever an important decision is made within a project, the risk register is referred to. Whenever something unfamiliar is being dealt within a project, again the risk register should be referred to. This is how the risk register should be used, as a familiar tool that any member of a project team can come back to ensure they can make the right decisions with a clear and focused mindset and without the need for a boss or authoritative figure being at hand; it therefore also reduces the time needed for project teams to carry out tasks, improving the efficiency of workers.
*Very long sentence. However, I think it’s good, so just find a spot to separate the sentence. That would improve it a lot.

The risk register cannot only be used as a motivating risk management tool; it also has further uses as a documentation tool. Documenting information that is flowing into a project is incredibly important to manage risks affecting a current project but it also works as means of storing historical data. Ensuring that information is quickly available to you may be entirely necessary if a past client requires information about a past project [3]. Having a shared risk register would provide access to this information.
*I think this need more clarity, I suppose you mean information about risks, but here it seems like just general project information.

It is also crucial in preventing future failures as risk registers become more and more effective as they are used more frequently within a company. Information about the uncertainty of a previous risk would allow a project manager to make a more educated decision about how to deal with the risk and would increase their own knowledge about these risks.

===Defining Risk===
To use the risk register correctly, it is essential that the risks associated with the project are identified properly using a risk management plan [4]. A risk management plan should consist of utilising the help of relevant stakeholders and project team members to gather all risks prior to the risk register being created. Consulting everybody before the risk register is created increases the efficiency of the risk register; everyone who uses it is involved in its creation and all relevant risks should be covered and correctly recorded if everybody has an input from their respective departments.
USE WINCH BOOK FOR THIS PART
*You call this part defining risk, but to me it seems more like a ‘’Implementation advice’’

Talk:Risk register

2014-11-25T21:46:39Z

Dutten: /* Review by Dutten */

== Hermaeus Mora ==

=Structure=
*The language is clear and easily understandable. A couple commas may be missing and in the first section paragraph 3 "The risk register cannot only be used as a motivating risk management tool" could be formulated as "The risk register can be used not only as a motivating risk management tool;" apart from that it's good.
*There's just one figure, more could be added as the article grows.
*References to links are nicely made, the article uses a book, this should be referenced in the traditional wiki way <nowiki><references /></nowiki>.
*A category from APPPM is added which is nice, maybe add a few more e.g. Uncertainty, Risk etc.
*Layout seems to be ok for now, abstract, introduction to the tool and its applications and an introduction to how the tool should be used.

=Content=
*The article is obviously not finished yet (778 words as of the writing of this review) So the review can only regard the initial part.
*The article clearly falls under the 'in-depth description of a particular method' category. It relates deeply to project management and, judging by the links attached, is based on fresh data.
*The abstract is good in length and shows a fair purpose behind the tool. It could however include a few sentences about the tool itself, short summary, instead of a rather strong opinion that it's "THE optimum [...] tool within project management".
*As mentioned before any book references should be added along with additional categories in APPPM wiki for further reading.

= Review - WinWin =

'''Structure'''

* The overall feeling of the article is very positive. The language is precise and easy to understand. However, there are a few spelling mistakes and grammar mistakes, which will surely disappear in the editing process.
* At the moment there is only one figure in the article. Using more figures will definitely have a positive effect on the visualization as the article gets further along.
* Good use of references.
* The layout seems to be fine for now.

'''Content'''
* The preliminary content seems to be very relevant to the course. The paragraphs are nicely written but could profit from a few summarizing sentences.
* The fresh data is a nice touch.
* The abstract has a suitable length for this kind of article. Definitely a plus.

= Review by Dutten =

Dear Keyser Sözer,

I enjoyed reading your wiki article; it’s always interesting to be exposed to new methods. I understand that you are not completely finished with your article – so don’t take my comments to harsh.
My comments are divided into general comments, and text specific comments, see below.

==General comments==
*What is risk register in detail?
*Differentiate between risk information and general information
*You write very long sentences which I think is difficult to understand
*You are missing your reference list in the bottom - you can make it by using the following code :
<nowiki>=References =
<references/></nowiki>
*I think your figure on the right ''Example of a Risk Register used by SURF'' is too small. By using this code, and changing the number 550, you can change the size.
<nowiki>[[File:RiskRegister2010.jpg|550px|thumb|right|Figure 2. Example of how creativity is necessary through all project phases]]
</nowiki>

==Text specific comments==
===Risk Register===
The uncertainty surrounding any decision or action that may negatively affect a project’s success can be defined as a risk and knowing how to classify and document these risks is essential to the success of any project.
*Is risk only linked to the decisions and actions you make? Isn’t there also risks not affected by your decisions and actions?
*You only mention classify and documentation is essential. Don't you need to identify the risk before you can classify and document?

This is because risk uncertainty can be difficult to control and predict; being able to communicate risk likelihood and categorisation to a project team in an efficient way allows the team to evaluate risks together and identify to what extent they can prevent these risks from happening.
*I dont really understand what you mean by categorising the risk. Do you mean the level of impact?

Documenting risks from an early stage streamlines a team’s goals and their perception of the project, working as a communication tool and a risk management tool simultaneously. The risk register is the optimum risk management tool within project management when it is used correctly within a management project.
*I don’t see how documenting risks can streamline a team’s goals?
*’’within project management when it is used correctly within a management project.’’ I don’t entirely get this part here.
*The whole introduction is missing references.
*Maybe add a headline called summary or introduction to your first part of the article, since now it seems like the headline for the first text is the title of the article

===What is a Risk register===
A risk register is the baseline document of the process of managing risk (reference Winch); it is a means of visualising a project’s risks within a table or template so that risks can be better understood and dealt with by project managers.
*You mentioned earlier, that it was the team that dealt with the risk, now it is only the project managers?

It allows risks, their likelihood and preventive measures for each risk to be recorded [2]. The risk register should be in a centralised location for information to be stored and updated with respect to the risks that are effecting the company; it is key that the risk register is used constantly throughout a project process.
*Again I think this is a very long sentence. Maybe divide between between ‘’company’’ and ‘’it’’

As can be seen in Graham Winch’s risk process diagram (insert Winch diagram), throughout the lifecycle of how a risk is dealt with, the risk register is the tool that should be constantly updated and referred to.
Generally, risk registers are created within a company's intranet or online database where the register can be updated by any member of staff and can be seen by any relevant project stakeholders. The register would then be made using database or spreadsheet software. A risk register could also be made offline however, being drawn on a whiteboard at a company meeting for example as a quick and efficient tool for motivating the meeting. The register must always be in a visual format however; visualisation is key to the success of the risk register tool.
*I think this whole text block is much better, in regards to understandability and interest, compared to the previous text.

Whenever an important decision is made within a project, the risk register is referred to. Whenever something unfamiliar is being dealt within a project, again the risk register should be referred to. This is how the risk register should be used, as a familiar tool that any member of a project team can come back to ensure they can make the right decisions with a clear and focused mindset and without the need for a boss or authoritative figure being at hand; it therefore also reduces the time needed for project teams to carry out tasks, improving the efficiency of workers.
*Very long sentence. However, I think it’s good, so just find a spot to separate the sentence. That would improve it a lot.

The risk register cannot only be used as a motivating risk management tool; it also has further uses as a documentation tool. Documenting information that is flowing into a project is incredibly important to manage risks affecting a current project but it also works as means of storing historical data. Ensuring that information is quickly available to you may be entirely necessary if a past client requires information about a past project [3]. Having a shared risk register would provide access to this information.
*I think this need more clarity, I suppose you mean information about risks, but here it seems like just general project information.

It is also crucial in preventing future failures as risk registers become more and more effective as they are used more frequently within a company. Information about the uncertainty of a previous risk would allow a project manager to make a more educated decision about how to deal with the risk and would increase their own knowledge about these risks.

===Defining Risk===
To use the risk register correctly, it is essential that the risks associated with the project are identified properly using a risk management plan [4]. A risk management plan should consist of utilising the help of relevant stakeholders and project team members to gather all risks prior to the risk register being created. Consulting everybody before the risk register is created increases the efficiency of the risk register; everyone who uses it is involved in its creation and all relevant risks should be covered and correctly recorded if everybody has an input from their respective departments.
USE WINCH BOOK FOR THIS PART
*You call this part defining risk, but to me it seems more like a ‘’Implementation advice’’

Talk:Risk register

2014-11-25T20:40:53Z

Dutten: /* Review by Dutten */

== Hermaeus Mora ==

=Structure=
*The language is clear and easily understandable. A couple commas may be missing and in the first section paragraph 3 "The risk register cannot only be used as a motivating risk management tool" could be formulated as "The risk register can be used not only as a motivating risk management tool;" apart from that it's good.
*There's just one figure, more could be added as the article grows.
*References to links are nicely made, the article uses a book, this should be referenced in the traditional wiki way <nowiki><references /></nowiki>.
*A category from APPPM is added which is nice, maybe add a few more e.g. Uncertainty, Risk etc.
*Layout seems to be ok for now, abstract, introduction to the tool and its applications and an introduction to how the tool should be used.

=Content=
*The article is obviously not finished yet (778 words as of the writing of this review) So the review can only regard the initial part.
*The article clearly falls under the 'in-depth description of a particular method' category. It relates deeply to project management and, judging by the links attached, is based on fresh data.
*The abstract is good in length and shows a fair purpose behind the tool. It could however include a few sentences about the tool itself, short summary, instead of a rather strong opinion that it's "THE optimum [...] tool within project management".
*As mentioned before any book references should be added along with additional categories in APPPM wiki for further reading.

= Review - WinWin =

'''Structure'''

* The overall feeling of the article is very positive. The language is precise and easy to understand. However, there are a few spelling mistakes and grammar mistakes, which will surely disappear in the editing process.
* At the moment there is only one figure in the article. Using more figures will definitely have a positive effect on the visualization as the article gets further along.
* Good use of references.
* The layout seems to be fine for now.

'''Content'''
* The preliminary content seems to be very relevant to the course. The paragraphs are nicely written but could profit from a few summarizing sentences.
* The fresh data is a nice touch.
* The abstract has a suitable length for this kind of article. Definitely a plus.

= Review by Dutten =

Dear Keyser Sözer,

I enjoyed reading your wiki article.
My comments are divided into general comments, and text specific comments, see below.

==Generel comments==
*You are missing your reference list in the bottom - you can make it by using the following code :
<nowiki>=References =
<references/></nowiki>
*Your figure on the right ''Example of a Risk Register used by SURF'' is too small. By using this code, and changing the number 550, you can change the size.
<nowiki>[[File:Creativityexample.png|550px|thumb|right|Figure 2. Example of how creativity is necessary through all project phases]]
</nowiki>
==Text specific comments==
Risk Register
The uncertainty surrounding any decision or action that may negatively affect a project’s success can be defined as a risk and knowing how to classify and document these risks is essential to the success of any project. This is because risk uncertainty can be difficult to control and predict; being able to communicate risk likelihood and categorisation to a project team in an efficient way allows the team to evaluate risks together and identify to what extent they can prevent these risks from happening. Documenting risks from an early stage streamlines a team’s goals and their perception of the project, working as a communication tool and a risk management tool simultaneously. The risk register is the optimum risk management tool within project management when it is used correctly within a management project.

What is a Risk register
A risk register is the baseline document of the process of managing risk (reference Winch); it is a means of visualising a project’s risks within a table or template so that risks can be better understood and dealt with by project managers. It allows risks, their likelihood and preventive measures for each risk to be recorded [2]. The risk register should be in a centralised location for information to be stored and updated with respect to the risks that are effecting the company; it is key that the risk register is used constantly throughout a project process. As can be seen in Graham Winch’s risk process diagram (insert Winch diagram), throughout the lifecycle of how a risk is dealt with, the risk register is the tool that should be constantly updated and referred to.
Generally, risk registers are created within a company's intranet or online database where the register can be updated by any member of staff and can be seen by any relevant project stakeholders. The register would then be made using database or spreadsheet software. A risk register could also be made offline however, being drawn on a whiteboard at a company meeting for example as a quick and efficient tool for motivating the meeting. The register must always be in a visual format however; visualisation is key to the success of the risk register tool.
Whenever an important decision is made within a project, the risk register is referred to. Whenever something unfamiliar is being dealt within a project, again the risk register should be referred to. This is how the risk register should be used, as a familiar tool that any member of a project team can come back to ensure they can make the right decisions with a clear and focused mindset and without the need for a boss or authoritative figure being at hand; it therefore also reduces the time needed for project teams to carry out tasks, improving the efficiency of workers.
The risk register cannot only be used as a motivating risk management tool; it also has further uses as a documentation tool. Documenting information that is flowing into a project is incredibly important to manage risks affecting a current project but it also works as means of storing historical data. Ensuring that information is quickly available to you may be entirely necessary if a past client requires information about a past project [3]. Having a shared risk register would provide access to this information. It is also crucial in preventing future failures as risk registers become more and more effective as they are used more frequently within a company. Information about the uncertainty of a previous risk would allow a project manager to make a more educated decision about how to deal with the risk and would increase their own knowledge about these risks.

Defining Risk
To use the risk register correctly, it is essential that the risks associated with the project are identified properly using a risk management plan [4]. A risk management plan should consist of utilising the help of relevant stakeholders and project team members to gather all risks prior to the risk register being created. Consulting everybody before the risk register is created increases the efficiency of the risk register; everyone who uses it is involved in its creation and all relevant risks should be covered and correctly recorded if everybody has an input from their respective departments.
USE WINCH BOOK FOR THIS PART

Talk:Risk register

2014-11-25T20:39:35Z

Dutten: /* Review by Dutten */

== Hermaeus Mora ==

=Structure=
*The language is clear and easily understandable. A couple commas may be missing and in the first section paragraph 3 "The risk register cannot only be used as a motivating risk management tool" could be formulated as "The risk register can be used not only as a motivating risk management tool;" apart from that it's good.
*There's just one figure, more could be added as the article grows.
*References to links are nicely made, the article uses a book, this should be referenced in the traditional wiki way <nowiki><references /></nowiki>.
*A category from APPPM is added which is nice, maybe add a few more e.g. Uncertainty, Risk etc.
*Layout seems to be ok for now, abstract, introduction to the tool and its applications and an introduction to how the tool should be used.

=Content=
*The article is obviously not finished yet (778 words as of the writing of this review) So the review can only regard the initial part.
*The article clearly falls under the 'in-depth description of a particular method' category. It relates deeply to project management and, judging by the links attached, is based on fresh data.
*The abstract is good in length and shows a fair purpose behind the tool. It could however include a few sentences about the tool itself, short summary, instead of a rather strong opinion that it's "THE optimum [...] tool within project management".
*As mentioned before any book references should be added along with additional categories in APPPM wiki for further reading.

= Review - WinWin =

'''Structure'''

* The overall feeling of the article is very positive. The language is precise and easy to understand. However, there are a few spelling mistakes and grammar mistakes, which will surely disappear in the editing process.
* At the moment there is only one figure in the article. Using more figures will definitely have a positive effect on the visualization as the article gets further along.
* Good use of references.
* The layout seems to be fine for now.

'''Content'''
* The preliminary content seems to be very relevant to the course. The paragraphs are nicely written but could profit from a few summarizing sentences.
* The fresh data is a nice touch.
* The abstract has a suitable length for this kind of article. Definitely a plus.

= Review by Dutten =

Dear Keyser Sözer,

I enjoyed reading your wiki article.
My comments are divided into general comments, and text specific comments, see below.

==Generel comments==
*You are missing your reference list in the bottom - you can make it by using the following code :
<nowiki>=References =
<references/></nowiki>
*Your figure on the right ''Example of a Risk Register used by SURF'' is too small. By using this code, and changing the number 550, you can change the size.
[[Fil e:Creativityexample.png|550px|thumb|right|Figure 2. Example of how creativity is necessary through all project phases]]

==Text specific comments==
Risk Register
The uncertainty surrounding any decision or action that may negatively affect a project’s success can be defined as a risk and knowing how to classify and document these risks is essential to the success of any project. This is because risk uncertainty can be difficult to control and predict; being able to communicate risk likelihood and categorisation to a project team in an efficient way allows the team to evaluate risks together and identify to what extent they can prevent these risks from happening. Documenting risks from an early stage streamlines a team’s goals and their perception of the project, working as a communication tool and a risk management tool simultaneously. The risk register is the optimum risk management tool within project management when it is used correctly within a management project.

What is a Risk register
A risk register is the baseline document of the process of managing risk (reference Winch); it is a means of visualising a project’s risks within a table or template so that risks can be better understood and dealt with by project managers. It allows risks, their likelihood and preventive measures for each risk to be recorded [2]. The risk register should be in a centralised location for information to be stored and updated with respect to the risks that are effecting the company; it is key that the risk register is used constantly throughout a project process. As can be seen in Graham Winch’s risk process diagram (insert Winch diagram), throughout the lifecycle of how a risk is dealt with, the risk register is the tool that should be constantly updated and referred to.
Generally, risk registers are created within a company's intranet or online database where the register can be updated by any member of staff and can be seen by any relevant project stakeholders. The register would then be made using database or spreadsheet software. A risk register could also be made offline however, being drawn on a whiteboard at a company meeting for example as a quick and efficient tool for motivating the meeting. The register must always be in a visual format however; visualisation is key to the success of the risk register tool.
Whenever an important decision is made within a project, the risk register is referred to. Whenever something unfamiliar is being dealt within a project, again the risk register should be referred to. This is how the risk register should be used, as a familiar tool that any member of a project team can come back to ensure they can make the right decisions with a clear and focused mindset and without the need for a boss or authoritative figure being at hand; it therefore also reduces the time needed for project teams to carry out tasks, improving the efficiency of workers.
The risk register cannot only be used as a motivating risk management tool; it also has further uses as a documentation tool. Documenting information that is flowing into a project is incredibly important to manage risks affecting a current project but it also works as means of storing historical data. Ensuring that information is quickly available to you may be entirely necessary if a past client requires information about a past project [3]. Having a shared risk register would provide access to this information. It is also crucial in preventing future failures as risk registers become more and more effective as they are used more frequently within a company. Information about the uncertainty of a previous risk would allow a project manager to make a more educated decision about how to deal with the risk and would increase their own knowledge about these risks.

Defining Risk
To use the risk register correctly, it is essential that the risks associated with the project are identified properly using a risk management plan [4]. A risk management plan should consist of utilising the help of relevant stakeholders and project team members to gather all risks prior to the risk register being created. Consulting everybody before the risk register is created increases the efficiency of the risk register; everyone who uses it is involved in its creation and all relevant risks should be covered and correctly recorded if everybody has an input from their respective departments.
USE WINCH BOOK FOR THIS PART

Talk:Risk register

2014-11-25T20:35:56Z

Dutten:

Talk:Risk register

2014-11-25T20:34:47Z

Dutten: /* Review by Dutten */

== Hermaeus Mora ==

=Structure=
*The language is clear and easily understandable. A couple commas may be missing and in the first section paragraph 3 "The risk register cannot only be used as a motivating risk management tool" could be formulated as "The risk register can be used not only as a motivating risk management tool;" apart from that it's good.
*There's just one figure, more could be added as the article grows.
*References to links are nicely made, the article uses a book, this should be referenced in the traditional wiki way <nowiki><references /></nowiki>.
*A category from APPPM is added which is nice, maybe add a few more e.g. Uncertainty, Risk etc.
*Layout seems to be ok for now, abstract, introduction to the tool and its applications and an introduction to how the tool should be used.

=Content=
*The article is obviously not finished yet (778 words as of the writing of this review) So the review can only regard the initial part.
*The article clearly falls under the 'in-depth description of a particular method' category. It relates deeply to project management and, judging by the links attached, is based on fresh data.
*The abstract is good in length and shows a fair purpose behind the tool. It could however include a few sentences about the tool itself, short summary, instead of a rather strong opinion that it's "THE optimum [...] tool within project management".
*As mentioned before any book references should be added along with additional categories in APPPM wiki for further reading.

= Review - WinWin =

'''Structure'''

* The overall feeling of the article is very positive. The language is precise and easy to understand. However, there are a few spelling mistakes and grammar mistakes, which will surely disappear in the editing process.
* At the moment there is only one figure in the article. Using more figures will definitely have a positive effect on the visualization as the article gets further along.
* Good use of references.
* The layout seems to be fine for now.

'''Content'''
* The preliminary content seems to be very relevant to the course. The paragraphs are nicely written but could profit from a few summarizing sentences.
* The fresh data is a nice touch.
* The abstract has a suitable length for this kind of article. Definitely a plus.

= Review by Dutten =

Dear Keyser Sözer,

I enjoyed reading your wiki article.
My comments are divided into general comments, and text specific comments, see below.

==Generel comments==
*You are missing your reference list in the bottom - you can make it by using the following code without the spaces:
=References =
<references />
*Your figure on the right ''Example of a Risk Register used by SURF'' is too small. By using this code, and changing the number 550, you can change the size.
[[Fil e:Creativityexample.png|550px|thumb|right|Figure 2. Example of how creativity is necessary through all project phases]]

==Text specific comments==
Risk Register
The uncertainty surrounding any decision or action that may negatively affect a project’s success can be defined as a risk and knowing how to classify and document these risks is essential to the success of any project. This is because risk uncertainty can be difficult to control and predict; being able to communicate risk likelihood and categorisation to a project team in an efficient way allows the team to evaluate risks together and identify to what extent they can prevent these risks from happening. Documenting risks from an early stage streamlines a team’s goals and their perception of the project, working as a communication tool and a risk management tool simultaneously. The risk register is the optimum risk management tool within project management when it is used correctly within a management project.

What is a Risk register
A risk register is the baseline document of the process of managing risk (reference Winch); it is a means of visualising a project’s risks within a table or template so that risks can be better understood and dealt with by project managers. It allows risks, their likelihood and preventive measures for each risk to be recorded [2]. The risk register should be in a centralised location for information to be stored and updated with respect to the risks that are effecting the company; it is key that the risk register is used constantly throughout a project process. As can be seen in Graham Winch’s risk process diagram (insert Winch diagram), throughout the lifecycle of how a risk is dealt with, the risk register is the tool that should be constantly updated and referred to.
Generally, risk registers are created within a company's intranet or online database where the register can be updated by any member of staff and can be seen by any relevant project stakeholders. The register would then be made using database or spreadsheet software. A risk register could also be made offline however, being drawn on a whiteboard at a company meeting for example as a quick and efficient tool for motivating the meeting. The register must always be in a visual format however; visualisation is key to the success of the risk register tool.
Whenever an important decision is made within a project, the risk register is referred to. Whenever something unfamiliar is being dealt within a project, again the risk register should be referred to. This is how the risk register should be used, as a familiar tool that any member of a project team can come back to ensure they can make the right decisions with a clear and focused mindset and without the need for a boss or authoritative figure being at hand; it therefore also reduces the time needed for project teams to carry out tasks, improving the efficiency of workers.
The risk register cannot only be used as a motivating risk management tool; it also has further uses as a documentation tool. Documenting information that is flowing into a project is incredibly important to manage risks affecting a current project but it also works as means of storing historical data. Ensuring that information is quickly available to you may be entirely necessary if a past client requires information about a past project [3]. Having a shared risk register would provide access to this information. It is also crucial in preventing future failures as risk registers become more and more effective as they are used more frequently within a company. Information about the uncertainty of a previous risk would allow a project manager to make a more educated decision about how to deal with the risk and would increase their own knowledge about these risks.

Defining Risk
To use the risk register correctly, it is essential that the risks associated with the project are identified properly using a risk management plan [4]. A risk management plan should consist of utilising the help of relevant stakeholders and project team members to gather all risks prior to the risk register being created. Consulting everybody before the risk register is created increases the efficiency of the risk register; everyone who uses it is involved in its creation and all relevant risks should be covered and correctly recorded if everybody has an input from their respective departments.
USE WINCH BOOK FOR THIS PART

Talk:Risk register

2014-11-25T19:52:40Z

Dutten: /* Dutten review */

Talk:Risk register

2014-11-25T19:52:14Z

Dutten: /* Dutten review */ new section

Creativity as a Practice in Projects

2014-11-25T13:29:24Z

Dutten:

=Introduction=
Creativity is when something novel and relevant is created. It can be everything from a joke, clay model or food recipe to something more business oriented – new product, process or strategy. Notice that creativity is not only creating something new or unique, but just as important, it should be relevant and appropriate for a given problem or situation <ref>Goleman, Kaufman, and Ray, ''The Creative Spirit'', Plume, 1993</ref>. This last notion is what often is referred to as innovation, new ideas that bring value <ref>Innovations bog</ref>. This article focuses on the topic of creativity used in organizations, and more specifically projects, programs and portfolios. Creativity is what typically fosters the non-standard, imaginative and original solutions to a problem. It is therefore by its nature highly valued by managers and organizations, as it can solve the unsolvable problems and bring competitive advantage.<ref>Ralph L. Kliem, ''Creative, Efficient, and Effective Project Management'' Auerbach Publications 2013</ref>

==Advantages and Disadvantages==
Below is the most important advantages and disadvantages of working with creativity. The advantages can be divided into team level and organizational level.

===Advantages at team level===
The following benefits the team, assumed that the creative process is handled professionally and appropriately. Creativity can work as a teambuilding exercise. Creativity is happening on a conceptual level, and therefore everybody is able to participate. As everybody can participate, the team develops, and everybody can see his or her contributions to the progress. Working creatively is also rewarding in itself, since generating ideas is making a feeling of fulfillment. Creative processes is also able to open op the minds of more “closed” analytically team members. Leverage of knowledge and experience is also often a benefit from a cross functional creative team. <ref>James M. Higgins, ''Innovate or Evaporate'', New Management Pub Co 1995</ref>

Summary:
*Building emotional involvement
*Generating new ideas
*Increasing teaming
*Leveraging and increasing knowledge
*Opening minds
*Stretching the performance of people

===Advantages at organizational level===
The advantages of the organization is directly linked to competitive advantages. Organizations environment, competitors, markets etc. is experiencing an accelerating rate of change, and thus reacting quickly and working with novel technologies requires a high level of creativity. As the environment is in rapid change, it is also getting increasingly complex, and while complexity requires highly analytical skills, the problem solving requires creative skills.
The society is becoming more globalized. Globalization both poses a threat, as well as a new field/option to work with creatively. <ref>James M. Higgins, ''Innovate or Evaporate'', New Management Pub Co 1995</ref>

Summary:
* Accelerating rates of change
* Rapid technological change
* Increasing complexity of the environment
* Globalization of business competition
* Transition from industrial to knowledge-based society

===Disadvantages===
The disadvantage of creativity is that it challenges the current situation and progress of the project. A project can take a completely unexpected turn during creative process. Creativity also challenges the authority, by definition you need to neglect authorities when working creatively. Both of the mentioned disadvantages can cause anxiety and dissatisfaction within the project team. From a manager’s viewpoint, creativity can also be a very inefficient way of operating, since it requires a lot of time and most of the experts. And while it is a very costly process, it is, as mentioned earlier, a very unpredictable process and therefore valuable take-away is not guarantied. This last disadvantages is the main reason why creativity is not seen as much in projects as it could be.<ref>Nierenberg, ''The Art of Creative Thinking'', Cornerstone Library, 1982</ref>

Summary:

*Cause of anxiety
*Challenge authority
*Upset team
*Upsetting the status quo
*Waste of resources

=Creativity in project=

Creativity is often perceived as the initial phase of a project, the idea that sparks a business case. However creativity is happening in all phases of the project, from initial concept to finalization. Therefore the creativity process should be facilitated, and carefully planned for all the phases. See figure 1.
An example of why and how creativity is used through all projects phases can be seen in figure 2. The first phase idea generates several ideas for problem A. Then a new round of idea generation commences, however as one of the new ideas is selected, it uncovers Problem B. This converging - diverge approach continues, and even at the last phase, launch, there can still be problems that need to be solved with new ideas. Many projects does like the example in figure 2 face constant changes or arising problems, this is just the typical path of projects.
All the ideas seen in figure 2 could be effectively developed through creative processes, since these facilitate open minded, cross-functional, knowledge based ideas.

[[File:Screen_Shot_2014-11-25_at_00.08.58.png|550px|thumb|right|Figure 1. Creativity used in different stages of a project]]

[[File:Creativityexample.png|550px|thumb|right|Figure 2. Example of how creativity is necessary through all project phases]]

=Specific methods=
This section will describe 3 different methods or ways of thinking that can facilitate creativity in a project environment.

===Specific goals===
Many perceive creativity as a limitless, “everything is possible”. However Balder Onarheim found that constrains to creativity is in fact enhancing creativity <ref>Balder Onarheim, ‘’An Introduction to 'Creativity Constraints’’ Proceedings of The XXIV ISPIM Conference 2013</ref>. Thomas Wedell-Wedellsborg who investigated several European companies that had been trying out innovation processes confirms this viewpoint <ref>Thomas Wedell-Wedellsborg ‘’Innovation as Usual’’, LR Business 2013 </ref>. The more accurate constraints you can add to a problem, the more creative people are when solving it, and the more valuable ideas you get. This gives the project manager the difficult task of establishing clear constraints before any creative process.

===Separate the brain===
The frontal lobe of the brain works as the “sense-making” analytical part of the brain. It has been proven that limited activity in the frontal lobe has caused increased creativity. Initially this was realized as patients suddenly started to paint and be very artistically after the frontal lobe was damaged
<ref>De Souza Et Al. ‘’Frontal lobe neurology and the creative mind’’, Frontiers in Psychology 2014</ref>. This argues that, while being creative, all analytical thought processes should stopped. This requires immense control by the project team and project manager.

===Picture cards===
It has been found that long association connections are facilitating higher quality of creative ideas. The brain develops paths of electrodes as it gets knowledge and experience, however if you need to develop novel ideas you need to take other paths. These other paths are difficult to take without some sort of random inspiration. This has developed the method of picture cards. You pick a random card picturing a person, place or a thing, and from this you try to develop a relevant solution to your problem <ref>Balder Onarheims lecture ‘’How to get great ideas’’ the 22 october 2014</ref>.

=References=
<references/>

Creativity as a Practice in Projects

2014-11-25T04:43:59Z

Dutten: /* Creativity in project, program and portfolio management */

=Introduction=
Creativity is when something novel and relevant is created. It can be everything from a joke, clay model or food recipe to something more business oriented – new product, process or strategy. Notice that creativity is not only creating something new or unique, but just as important, it should be relevant and appropriate for a given problem or situation <ref>Goleman, Kaufman, and Ray, ''The Creative Spirit'', Plume, 1993</ref>. This last notion is what often is referred to as innovation, new ideas that bring value <ref>Innovations bog</ref>. This article focuses on the topic of creativity used in organizations, and more specifically projects, programs and portfolios. Creativity is what typically fosters the non-standard, imaginative and original solutions to a problem. It is therefore by its nature highly valued by managers and organizations, as it can solve the unsolvable problems and bring competitive advantage.<ref>Ralph L. Kliem, ''Creative, Efficient, and Effective Project Management'' Auerbach Publications 2013</ref>

==Advantages and Disadvantages==
Below is the most important advantages and disadvantages of working with creativity. The advantages can be divided into team level and organizational level.

===Advantages at team level===
The following benefits the team, assumed that the creative process is handled professionally and appropriately. Creativity can work as a teambuilding exercise. Creativity is happening on a conceptual level, and therefore everybody is able to participate. As everybody can participate, the team develops, and everybody can see his or her contributions to the progress. Working creatively is also rewarding in itself, since generating ideas is making a feeling of fulfillment. Creative processes is also able to open op the minds of more “closed” analytically team members. Leverage of knowledge and experience is also often a benefit from a cross functional creative team. <ref>James M. Higgins, ''Innovate or Evaporate'', New Management Pub Co 1995</ref>

Summary:
*Building emotional involvement
*Generating new ideas
*Increasing teaming
*Leveraging and increasing knowledge
*Opening minds
*Stretching the performance of people

===Advantages at organizational level===
The advantages of the organization is directly linked to competitive advantages. Organizations environment, competitors, markets etc. is experiencing an accelerating rate of change, and thus reacting quickly and working with novel technologies requires a high level of creativity. As the environment is in rapid change, it is also getting increasingly complex, and while complexity requires highly analytical skills, the problem solving requires creative skills.
The society is becoming more globalized. Globalization both poses a threat, as well as a new field/option to work with creatively. <ref>James M. Higgins, ''Innovate or Evaporate'', New Management Pub Co 1995</ref>

Summary:
* Accelerating rates of change
* Rapid technological change
* Increasing complexity of the environment
* Globalization of business competition
* Transition from industrial to knowledge-based society

===Disadvantages===
The disadvantage of creativity is that it challenges the current situation and progress of the project. A project can take a completely unexpected turn during creative process. Creativity also challenges the authority, by definition you need to neglect authorities when working creatively. Both of the mentioned disadvantages can cause anxiety and dissatisfaction within the project team. From a manager’s viewpoint, creativity can also be a very inefficient way of operating, since it requires a lot of time and most of the experts. And while it is a very costly process, it is, as mentioned earlier, a very unpredictable process and therefore valuable take-away is not guarantied. This last disadvantages is the main reason why creativity is not seen as much in projects as it could be.<ref>Nierenberg, ''The Art of Creative Thinking'', Cornerstone Library, 1982</ref>

Summary:

*Cause of anxiety
*Challenge authority
*Upset team
*Upsetting the status quo
*Waste of resources

=Creativity in project=

Creativity is often perceived as the initial phase of a project, the idea that sparks a business case. However creativity is happening in all phases of the project, from initial concept to finalization. Therefore the creativity process should be facilitated, and carefully planned for all the phases. See figure 1.
An example of why and how creativity is used through all projects phases can be seen in figure 2. The first phase idea generates several ideas for problem A. Then a new round of idea generation commences, however as one of the new ideas is selected, it uncovers Problem B. This converging - diverge approach continues, and even at the last phase, launch, there can still be problems that need to be solved with new ideas. Many projects does like the example in figure 2 face constant changes or arising problems, this is just the typical path of projects.
All the ideas seen in figure 2 could be effectively developed through creative processes, since these facilitate open minded, cross-functional, knowledge based ideas.

[[File:Screen_Shot_2014-11-25_at_00.08.58.png|550px|thumb|right|Figure 1. Creativity used in different stages of a project]]

[[File:Creativityexample.png|550px|thumb|right|Figure 2. Example of how creativity is necessary through all project phases]]

=Specific methods=
This section will describe 3 different methods or ways of thinking that can facilitate creativity in a project environment.

Specific goals
Many perceive creativity as a limitless, “everything is possible”. However Balder Onarheim found that constrains to creativity is in fact enhancing creativity <ref>Balder Onarheim, ‘’An Introduction to 'Creativity Constraints’’ Proceedings of The XXIV ISPIM Conference 2013</ref>. Thomas Wedell-Wedellsborg who investigated several European companies that had been trying out innovation processes confirms this viewpoint <ref>Thomas Wedell-Wedellsborg ‘’Innovation as Usual’’, LR Business 2013 </ref>. The more accurate constraints you can add to a problem, the more creative people are when solving it, and the more valuable ideas you get. This gives the project manager the difficult task of establishing clear constraints before any creative process.

Separate the brain
The frontal lobe of the brain works as the “sense-making” analytical part of the brain. It has been proven that limited activity in the frontal lobe has caused increased creativity. Initially this was realized as patients suddenly started to paint and be very artistically after the frontal lobe was damaged
<ref>De Souza Et Al. ‘’Frontal lobe neurology and the creative mind’’, Frontiers in Psychology 2014</ref>. This argues that, while being creative, all analytical thought processes should stopped. This requires immense control by the project team and project manager.

Picture cards
It has been found that long association connections are facilitating higher quality of creative ideas. The brain develops paths of electrodes as it gets knowledge and experience, however if you need to develop novel ideas you need to take other paths. These other paths are difficult to take without some sort of random inspiration. This has developed the method of picture cards. You pick a random card picturing a person, place or a thing, and from this you try to develop a relevant solution to your problem <ref>Balder Onarheims lecture ‘’How to get great ideas’’ the 22 october 2014</ref>.

=References=
<references/>

Creativity as a Practice in Projects

2014-11-25T04:43:30Z

Dutten: /* Creativity in project, program and portfolio management */

=Introduction=
Creativity is when something novel and relevant is created. It can be everything from a joke, clay model or food recipe to something more business oriented – new product, process or strategy. Notice that creativity is not only creating something new or unique, but just as important, it should be relevant and appropriate for a given problem or situation <ref>Goleman, Kaufman, and Ray, ''The Creative Spirit'', Plume, 1993</ref>. This last notion is what often is referred to as innovation, new ideas that bring value <ref>Innovations bog</ref>. This article focuses on the topic of creativity used in organizations, and more specifically projects, programs and portfolios. Creativity is what typically fosters the non-standard, imaginative and original solutions to a problem. It is therefore by its nature highly valued by managers and organizations, as it can solve the unsolvable problems and bring competitive advantage.<ref>Ralph L. Kliem, ''Creative, Efficient, and Effective Project Management'' Auerbach Publications 2013</ref>

==Advantages and Disadvantages==
Below is the most important advantages and disadvantages of working with creativity. The advantages can be divided into team level and organizational level.

===Advantages at team level===
The following benefits the team, assumed that the creative process is handled professionally and appropriately. Creativity can work as a teambuilding exercise. Creativity is happening on a conceptual level, and therefore everybody is able to participate. As everybody can participate, the team develops, and everybody can see his or her contributions to the progress. Working creatively is also rewarding in itself, since generating ideas is making a feeling of fulfillment. Creative processes is also able to open op the minds of more “closed” analytically team members. Leverage of knowledge and experience is also often a benefit from a cross functional creative team. <ref>James M. Higgins, ''Innovate or Evaporate'', New Management Pub Co 1995</ref>

Summary:
*Building emotional involvement
*Generating new ideas
*Increasing teaming
*Leveraging and increasing knowledge
*Opening minds
*Stretching the performance of people

===Advantages at organizational level===
The advantages of the organization is directly linked to competitive advantages. Organizations environment, competitors, markets etc. is experiencing an accelerating rate of change, and thus reacting quickly and working with novel technologies requires a high level of creativity. As the environment is in rapid change, it is also getting increasingly complex, and while complexity requires highly analytical skills, the problem solving requires creative skills.
The society is becoming more globalized. Globalization both poses a threat, as well as a new field/option to work with creatively. <ref>James M. Higgins, ''Innovate or Evaporate'', New Management Pub Co 1995</ref>

Summary:
* Accelerating rates of change
* Rapid technological change
* Increasing complexity of the environment
* Globalization of business competition
* Transition from industrial to knowledge-based society

===Disadvantages===
The disadvantage of creativity is that it challenges the current situation and progress of the project. A project can take a completely unexpected turn during creative process. Creativity also challenges the authority, by definition you need to neglect authorities when working creatively. Both of the mentioned disadvantages can cause anxiety and dissatisfaction within the project team. From a manager’s viewpoint, creativity can also be a very inefficient way of operating, since it requires a lot of time and most of the experts. And while it is a very costly process, it is, as mentioned earlier, a very unpredictable process and therefore valuable take-away is not guarantied. This last disadvantages is the main reason why creativity is not seen as much in projects as it could be.<ref>Nierenberg, ''The Art of Creative Thinking'', Cornerstone Library, 1982</ref>

Summary:

*Cause of anxiety
*Challenge authority
*Upset team
*Upsetting the status quo
*Waste of resources

=Creativity in project, program and portfolio management=

Creativity is often perceived as the initial phase of a project, the idea that sparks a business case. However creativity is happening in all phases of the project, from initial concept to finalization. Therefore the creativity process should be facilitated, and carefully planned for all the phases. See figure 1.
An example of why and how creativity is used through all projects phases can be seen in figure 2. The first phase idea generates several ideas for problem A. Then a new round of idea generation commences, however as one of the new ideas is selected, it uncovers Problem B. This converging - diverge approach continues, and even at the last phase, launch, there can still be problems that need to be solved with new ideas. Many projects does like the example in figure 2 face constant changes or arising problems, this is just the typical path of projects.
All the ideas seen in figure 2 could be effectively developed through creative processes, since these facilitate open minded, cross-functional, knowledge based ideas.

[[File:Screen_Shot_2014-11-25_at_00.08.58.png|550px|thumb|right|Figure 1. Creativity used in different stages of a project]]

[[File:Creativityexample.png|550px|thumb|right|Figure 2. Example of how creativity is necessary through all project phases]]

=Specific methods=
This section will describe 3 different methods or ways of thinking that can facilitate creativity in a project environment.

Specific goals
Many perceive creativity as a limitless, “everything is possible”. However Balder Onarheim found that constrains to creativity is in fact enhancing creativity <ref>Balder Onarheim, ‘’An Introduction to 'Creativity Constraints’’ Proceedings of The XXIV ISPIM Conference 2013</ref>. Thomas Wedell-Wedellsborg who investigated several European companies that had been trying out innovation processes confirms this viewpoint <ref>Thomas Wedell-Wedellsborg ‘’Innovation as Usual’’, LR Business 2013 </ref>. The more accurate constraints you can add to a problem, the more creative people are when solving it, and the more valuable ideas you get. This gives the project manager the difficult task of establishing clear constraints before any creative process.

Separate the brain
The frontal lobe of the brain works as the “sense-making” analytical part of the brain. It has been proven that limited activity in the frontal lobe has caused increased creativity. Initially this was realized as patients suddenly started to paint and be very artistically after the frontal lobe was damaged
<ref>De Souza Et Al. ‘’Frontal lobe neurology and the creative mind’’, Frontiers in Psychology 2014</ref>. This argues that, while being creative, all analytical thought processes should stopped. This requires immense control by the project team and project manager.

Picture cards
It has been found that long association connections are facilitating higher quality of creative ideas. The brain develops paths of electrodes as it gets knowledge and experience, however if you need to develop novel ideas you need to take other paths. These other paths are difficult to take without some sort of random inspiration. This has developed the method of picture cards. You pick a random card picturing a person, place or a thing, and from this you try to develop a relevant solution to your problem <ref>Balder Onarheims lecture ‘’How to get great ideas’’ the 22 october 2014</ref>.

=References=
<references/>

Creativity as a Practice in Projects

2014-11-25T04:42:37Z

Dutten:

=Introduction=
Creativity is when something novel and relevant is created. It can be everything from a joke, clay model or food recipe to something more business oriented – new product, process or strategy. Notice that creativity is not only creating something new or unique, but just as important, it should be relevant and appropriate for a given problem or situation <ref>Goleman, Kaufman, and Ray, ''The Creative Spirit'', Plume, 1993</ref>. This last notion is what often is referred to as innovation, new ideas that bring value <ref>Innovations bog</ref>. This article focuses on the topic of creativity used in organizations, and more specifically projects, programs and portfolios. Creativity is what typically fosters the non-standard, imaginative and original solutions to a problem. It is therefore by its nature highly valued by managers and organizations, as it can solve the unsolvable problems and bring competitive advantage.<ref>Ralph L. Kliem, ''Creative, Efficient, and Effective Project Management'' Auerbach Publications 2013</ref>

==Advantages and Disadvantages==
Below is the most important advantages and disadvantages of working with creativity. The advantages can be divided into team level and organizational level.

===Advantages at team level===
The following benefits the team, assumed that the creative process is handled professionally and appropriately. Creativity can work as a teambuilding exercise. Creativity is happening on a conceptual level, and therefore everybody is able to participate. As everybody can participate, the team develops, and everybody can see his or her contributions to the progress. Working creatively is also rewarding in itself, since generating ideas is making a feeling of fulfillment. Creative processes is also able to open op the minds of more “closed” analytically team members. Leverage of knowledge and experience is also often a benefit from a cross functional creative team. <ref>James M. Higgins, ''Innovate or Evaporate'', New Management Pub Co 1995</ref>

Summary:
*Building emotional involvement
*Generating new ideas
*Increasing teaming
*Leveraging and increasing knowledge
*Opening minds
*Stretching the performance of people

===Advantages at organizational level===
The advantages of the organization is directly linked to competitive advantages. Organizations environment, competitors, markets etc. is experiencing an accelerating rate of change, and thus reacting quickly and working with novel technologies requires a high level of creativity. As the environment is in rapid change, it is also getting increasingly complex, and while complexity requires highly analytical skills, the problem solving requires creative skills.
The society is becoming more globalized. Globalization both poses a threat, as well as a new field/option to work with creatively. <ref>James M. Higgins, ''Innovate or Evaporate'', New Management Pub Co 1995</ref>

Summary:
* Accelerating rates of change
* Rapid technological change
* Increasing complexity of the environment
* Globalization of business competition
* Transition from industrial to knowledge-based society

===Disadvantages===
The disadvantage of creativity is that it challenges the current situation and progress of the project. A project can take a completely unexpected turn during creative process. Creativity also challenges the authority, by definition you need to neglect authorities when working creatively. Both of the mentioned disadvantages can cause anxiety and dissatisfaction within the project team. From a manager’s viewpoint, creativity can also be a very inefficient way of operating, since it requires a lot of time and most of the experts. And while it is a very costly process, it is, as mentioned earlier, a very unpredictable process and therefore valuable take-away is not guarantied. This last disadvantages is the main reason why creativity is not seen as much in projects as it could be.<ref>Nierenberg, ''The Art of Creative Thinking'', Cornerstone Library, 1982</ref>

Summary:

*Cause of anxiety
*Challenge authority
*Upset team
*Upsetting the status quo
*Waste of resources

=Creativity in project, program and portfolio management=

Creativity at organizations
Creativity is often perceived as the initial phase of a project. After the initial part, all preceding steps is clear defined steps

Creativity is a key ingredient in the success of almost all projects simply because projects rarely go as smoothly as planned. Obstacles, issues, risks, and showstoppers are just some of the debris that falls in the path of completing a project. This debris requires that people be creative in dealing with it so that the product or service being built and delivered meets the needs of the customer. This creativity can happen both on individual and group levels; ideally, the levels should be integrated in a way that melds the creativity of the individual with that of the group to increase the likelihood of the successful completion of a project.

[[File:Screen_Shot_2014-11-25_at_00.08.58.png|550px|thumb|right|Creativity used in different stages of a project]]

[[File:Creativityexample.png|550px|thumb|right|Example of how creativity is necessary through all project phases]]

=Specific methods=
This section will describe 3 different methods or ways of thinking that can facilitate creativity in a project environment.

Specific goals
Many perceive creativity as a limitless, “everything is possible”. However Balder Onarheim found that constrains to creativity is in fact enhancing creativity <ref>Balder Onarheim, ‘’An Introduction to 'Creativity Constraints’’ Proceedings of The XXIV ISPIM Conference 2013</ref>. Thomas Wedell-Wedellsborg who investigated several European companies that had been trying out innovation processes confirms this viewpoint <ref>Thomas Wedell-Wedellsborg ‘’Innovation as Usual’’, LR Business 2013 </ref>. The more accurate constraints you can add to a problem, the more creative people are when solving it, and the more valuable ideas you get. This gives the project manager the difficult task of establishing clear constraints before any creative process.

Separate the brain
The frontal lobe of the brain works as the “sense-making” analytical part of the brain. It has been proven that limited activity in the frontal lobe has caused increased creativity. Initially this was realized as patients suddenly started to paint and be very artistically after the frontal lobe was damaged
<ref>De Souza Et Al. ‘’Frontal lobe neurology and the creative mind’’, Frontiers in Psychology 2014</ref>. This argues that, while being creative, all analytical thought processes should stopped. This requires immense control by the project team and project manager.

Picture cards
It has been found that long association connections are facilitating higher quality of creative ideas. The brain develops paths of electrodes as it gets knowledge and experience, however if you need to develop novel ideas you need to take other paths. These other paths are difficult to take without some sort of random inspiration. This has developed the method of picture cards. You pick a random card picturing a person, place or a thing, and from this you try to develop a relevant solution to your problem <ref>Balder Onarheims lecture ‘’How to get great ideas’’ the 22 october 2014</ref>.

=References=
<references/>

Creativity as a Practice in Projects

2014-11-25T04:41:02Z

Dutten:

=Introduction=
Creativity is when something novel and relevant is created. It can be everything from a joke, clay model or food recipe to something more business oriented – new product, process or strategy. Notice that creativity is not only creating something new or unique, but just as important, it should be relevant and appropriate for a given problem or situation <ref>Goleman, Kaufman, and Ray, ''The Creative Spirit'', Plume, 1993</ref>. This last notion is what often is referred to as innovation, new ideas that bring value <ref>Innovations bog</ref>. This article focuses on the topic of creativity used in organizations, and more specifically projects, programs and portfolios. Creativity is what typically fosters the non-standard, imaginative and original solutions to a problem. It is therefore by its nature highly valued by managers and organizations, as it can solve the unsolvable problems and bring competitive advantage.<ref>Ralph L. Kliem, ''Creative, Efficient, and Effective Project Management'' Auerbach Publications 2013</ref>

==Advantages and Disadvantages==
Below is the most important advantages and disadvantages of working with creativity. The advantages can be divided into team level and organizational level.

===Advantages at team level===
The following benefits the team, assumed that the creative process is handled professionally and appropriately. Creativity can work as a teambuilding exercise. Creativity is happening on a conceptual level, and therefore everybody is able to participate. As everybody can participate, the team develops, and everybody can see his or her contributions to the progress. Working creatively is also rewarding in itself, since generating ideas is making a feeling of fulfillment. Creative processes is also able to open op the minds of more “closed” analytically team members. Leverage of knowledge and experience is also often a benefit from a cross functional creative team. <ref>James M. Higgins, ''Innovate or Evaporate'', New Management Pub Co 1995</ref>

Summary:
*Building emotional involvement
*Generating new ideas
*Increasing teaming
*Leveraging and increasing knowledge
*Opening minds
*Stretching the performance of people

===Advantages at organizational level===
The advantages of the organization is directly linked to competitive advantages. Organizations environment, competitors, markets etc. is experiencing an accelerating rate of change, and thus reacting quickly and working with novel technologies requires a high level of creativity. As the environment is in rapid change, it is also getting increasingly complex, and while complexity requires highly analytical skills, the problem solving requires creative skills.
The society is becoming more globalized. Globalization both poses a threat, as well as a new field/option to work with creatively. <ref>James M. Higgins, ''Innovate or Evaporate'', New Management Pub Co 1995</ref>

Summary:
* Accelerating rates of change
* Rapid technological change
* Increasing complexity of the environment
* Globalization of business competition
* Transition from industrial to knowledge-based society

===Disadvantages===
The disadvantage of creativity is that it challenges the current situation and progress of the project. A project can take a completely unexpected turn during creative process. Creativity also challenges the authority, by definition you need to neglect authorities when working creatively. Both of the mentioned disadvantages can cause anxiety and dissatisfaction within the project team. From a manager’s viewpoint, creativity can also be a very inefficient way of operating, since it requires a lot of time and most of the experts. And while it is a very costly process, it is, as mentioned earlier, a very unpredictable process and therefore valuable take-away is not guarantied. This last disadvantages is the main reason why creativity is not seen as much in projects as it could be.<ref>Nierenberg, ''The Art of Creative Thinking'', Cornerstone Library, 1982</ref>

Summary:

*Cause of anxiety
*Challenge authority
*Upset team
*Upsetting the status quo
*Waste of resources

=Creativity in project, program and portfolio management=

Creativity at organizations
Creativity is often perceived as the initial phase of a project. After the initial part, all preceding steps is clear defined steps

Creativity is a key ingredient in the success of almost all projects simply because projects rarely go as smoothly as planned. Obstacles, issues, risks, and showstoppers are just some of the debris that falls in the path of completing a project. This debris requires that people be creative in dealing with it so that the product or service being built and delivered meets the needs of the customer. This creativity can happen both on individual and group levels; ideally, the levels should be integrated in a way that melds the creativity of the individual with that of the group to increase the likelihood of the successful completion of a project.

[[File:Screen_Shot_2014-11-25_at_00.08.58.png|550px|thumb|right|Creativity used in different stages of a project]]

[[File:Creativityexample.png|550px|thumb|right|Example of how creativity is necessary through all project phases]]

=Specific methods=
This section will describe 3 different methods or ways of thinking that can facilitate creativity in a project environment.

Specific goals
Many perceive creativity as a limitless, “everything is possible”. However Balder Onarheim found that constrains to creativity is in fact enhancing creativity <ref>Balder Onarheim, ‘’An Introduction to 'Creativity Constraints’’ Proceedings of The XXIV ISPIM Conference 2013. Thomas Wedell-Wedellsborg who investigated several European companies that had been trying out innovation processes confirms this viewpoint <ref>Thomas Wedell-Wedellsborg ‘’Innovation as Usual’’, LR Business 2013 </ref>. The more accurate constraints you can add to a problem, the more creative people are when solving it, and the more valuable ideas you get. This gives the project manager the difficult task of establishing clear constraints before any creative process.

Separate the brain
The frontal lobe of the brain works as the “sense-making” analytical part of the brain. It has been proven that limited activity in the frontal lobe has caused increased creativity. Initially this was realized as patients suddenly started to paint and be very artistically after the frontal lobe was damaged
<ref>De Souza Et Al. ‘’Frontal lobe neurology and the creative mind’’, Frontiers in Psychology 2014</ref>. This argues that, while being creative, all analytical thought processes should stopped. This requires immense control by the project team and project manager.

Picture cards
It has been found that long association connections are facilitating higher quality of creative ideas. The brain develops paths of electrodes as it gets knowledge and experience, however if you need to develop novel ideas you need to take other paths. These other paths are difficult to take without some sort of random inspiration. This has developed the method of picture cards. You pick a random card picturing a person, place or a thing, and from this you try to develop a relevant solution to your problem <ref>Balder Onarheims lecture ‘’How to get great ideas’’ the 22 october 2014</ref>.

=References=
<references/>

Creativity as a Practice in Projects

2014-11-25T03:39:32Z

Dutten: /* Introduction */

Creativity as a Practice in Projects

2014-11-25T03:38:36Z

Dutten: /* Advantages and Disadvantages */

Creativity as a Practice in Projects

2014-11-25T03:33:57Z

Dutten:

Creativity as a Practice in Projects

2014-11-25T03:32:03Z

Dutten: /* Advantages and Disadvantages */

Creativity as a Practice in Projects

2014-11-25T03:31:27Z

Dutten: /* Disadvantages */

Creativity as a Practice in Projects

2014-11-25T03:30:32Z

Dutten: /* Advantages and Disadvantages */

Creativity as a Practice in Projects

2014-11-25T03:24:26Z

Dutten: /* Introduction */

Creativity as a Practice in Projects

2014-11-25T03:21:28Z

Dutten: /* Introduction */

Creativity as a Practice in Projects

2014-11-25T03:14:52Z

Dutten: /* Disadvantages */

Creativity as a Practice in Projects

2014-11-25T03:14:37Z

Dutten: /* Disadvantages */