DTU ProjectLab - User contributions [en-gb]

Example APPPM 2020

2020-02-25T14:13:43Z

Schosser: /* Collection of tools */

==Collection of tools==

'''Salience Model by PMI ''' <ref>Project Management Institute, Inc.. (2017). ''Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th Edition)''. (pp. 513). Project Management Institute, Inc. (PMI). Retrieved from
https://app-knovel-com.proxy.findit.dtu.dk/web/view/khtml/show.v/rcid:kpGPMBKP02/cid:kt011DXO32/viewerType:khtml//root_slug:13-project-stakeholder-management/url_slug:project-stakeholder-management?kpromoter=federation&b-toc-cid=kpGPMBKP02&b-toc-root-slug=&b-toc-url-slug=project-stakeholder-management&b-toc-title=Guide%20to%20the%20Project%20Management%20Body%20of%20Knowledge%20(PMBOK%C2%AE%20Guide)%20(6th%20Edition)&page=11&view=collapsed&zoom=1</ref>


Salience Model is a tool used to classify relevant stakeholders, with the aim of monitoring stakeholder management. This classification is based on assessments of their power, urgency, and legitimacy. The Salience Model is useful for projects, programs or portfolios with a large complex number of stakeholders or if complex networks of relationships have to be monitored. It is also useful in determining the relative importance of the identified stakeholders.

[[File: Stakeholder123.png |500px|thumb|center|Figure 1: Salience Model Representing the Importance of Different Stakeholders<ref name="Salience"> Ronald K. Mitchell, Bradley R. Agle, Donna J. Wood. ''The Academy of Management Review'', Vol. 22, No. 4, 1997, p872 </ref> ]]

'''Service Blueprinting''' <ref>(2007) Mary Jo Bitner, Amy L. Ostrom, Felicia N. Morgan, Service Blueprinting: A Practical Tool for Service Innovation, Centre for Services Leadership, Arizona State University, paper</ref>

A service blueprint is a diagram that displays the entire process of service delivery, by listing all the activities that happen at each stage, performed by the different roles involved. The service blueprint is built by first listing all the actors involved in the service process on a vertical axis, and all the steps required to deliver the service on the horizontal axis. The resulting matrix allows to represent the flow of actions that each role needs to perform along the process, highlighting the actions that the user can see (above the line of visibility) and the ones that happen in the back-office (below the line of visibility). Roles can be performed by human beings or other types of entities (organizations, departments, artificial intelligences, machines, etc.).

Use it to Understand cross-functional relationships and align front-stage and back-stage processes.

Remember to use it to analyse an existing service or specify a well defined concept, not as an ideation tool.

'''Personas''' <ref>(2009) Kim Goodwin, Designing for the Digital Age: How to Create Human-centered Products and Services, John Wiley & Sons.</ref>

Each persona is a reference model representative of a specific type of users. Technically, they can be called behavioral archetypes when they focus on capturing the different behaviors (e.g. “the conscious chooser”) without expressing a defined personality or socio-demographics. The more the archetypes assume a realistic feeling (e.g. name, age, household composition, etc.), the more they become real personas, fully expressing the needs, desires, habits and cultural backgrounds of specific groups of users.

Use it to remember who you design for and get inspired by their specific life and challenges.

Remember to avoid enriching their descriptions with details that are not relevant in that context: they could be misleading.

'''System Map''' <ref>(2007) Nicola Morelli, New representation techniques for designing in a systemic perspective, paper presented at Design Inquires, Stokholm.</ref>

A system map is a synthetic representation that shows in one single frame all the different actors involved in a service delivery, and their mutual links (e.g. flows of materials, energy, information, money, documents, etc.). The system map clarifies how the different service components and roles are connected one to the other, highlighting the values they exchange.

Use it to understand the service dynamics, detect gaps and opportunities.

Remember to connect the components in loops: there is always an input and output under each exchange.

'''SMART goals technique''' <ref>Doran, G. T. (1981). "There's a S.M.A.R.T. way to write management's goals and objectives". Management Review. 70(11): 35–36., Retrieved February 22, 2020 </ref>

The SMART goals technique, first described by George T. Doran <ref>Doran, G. T. (1981). "There's a S.M.A.R.T. way to write management's goals and objectives". Management Review. 70(11): 35–36., Retrieved February 22, 2020 </ref>, was developed to support applicants by achieving tasks through following the SMART guideline. The acronym SMART stands for: Specific, Measurable, Achievable, Relevant (sometimes: relatable), Time bound.
The formulation of goals in a specific way demands that it is precise and clear what is supposed to be achieved by it. Making a goal measurable ensures a better controlling of them. By making a goal “achievable”, a project manager should make sure, that the process is elaborate regarding time, cost and human resources. Also, each goal should not exceed a certain amount of work but be divided into smaller work packages. The “relevant” aspect asks the applicant to evaluate the goal regarding its relevance to the project. Finally, the goal should also have a deadline assigned to it.<ref>Doran, G. T. (1981). "There's a S.M.A.R.T. way to write management's goals and objectives". Management Review. 70(11): 35–36., Retrieved February 22, 2020 </ref>
The formulation of any goal according to this standard allows the applicant to reach them in a more efficient way. Its simple application has made the SMART technique popular with both, private and professional goal setting. Additionally, one of the many advantages the technique offers is its great compatibility with other tools, such as the Eisenhower Matrix.<ref>https://www.habitify.me/blog/why-goal-setting-is-important-for-leaders</ref>

'''Work Breakdown structure and Product breakdown structure ''' <ref>2008 Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) — Fourth Edition</ref>

According to the Project Management Insitiute’s Book of Knowledge (PMBOK), the work-breakdown structure (WBS) “is the process of subdividing project deliverables and project work into smaller, more manageable components.”<ref>2008 Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK® Guide), p. 49 — Fourth Edition</ref>. This helps the project manager to not only make the project more manageable by having more control over smaller steps and a guidance for schedule development but also more predictable regarding time and cost estimations. <ref>Booz, Allen & Hamilton Earned Value Management Tutorial Module 2: Work Breakdown Structure, Office of Science, Tools & Resources for Project Management, science.energy.gov. Retrieved February 22, 2020</ref>

WBS is breaking down a project hierarchically and incrementally into phases, deliverables and work packages, forming a tree structure. The development process of the WBS starts at the goal or end objective and is structured into several milestones, ultimately reaching back to the project’s start. Each milestone can then be further subdivided into manageable tasks rearding its size and duration. One great advantage is that these smaller tasks can be formulated with the above-mentioned SMART-goals technique to make them easier to achieve. <ref>NASA (2001). NASA NPR 9501.2D, https://nodis3.gsfc.nasa.gov/displayCA.cfm?Internal_ID=N_PR_9501_002D_&page_name=Chp2, Retrieved Feburary 22, 2020.</ref>
Like the WBS is the product breakdown structure (PBS) which does an analogous breakdown of the product. Even though its process and structure are fairly similar to the WBS, it is an isolated entity and is applied at a different stage in the planning process.<ref>Duncan Haughey. (2015) ‘Project Management Tools’, Project Smart. Available from: https://www.projectsmart.co.uk/project-management-tools.php</ref>

'''The 5-Why method''' <ref>https://www.mindtools.com/pages/article/newTMC_5W.htm</ref>

The 5-Why method is a problem-solving technique to detect a problem’s root cause. By asking “why”, the iterative interrogation method seeks for a starting issue’s root cause. The answer (cause) of the preceded problem then builds the basis for the next round of investigation. By repeating this process and further investigating the answer to each issue then again, one eventually reaches the central issue or key problem of an occurring difficulty. The method is mostly applied in “troubleshooting, quality improvement, and problem solving, but it is most effective when used to resolve simple or moderately difficult problems”<ref>https://www.mindtools.com/pages/article/newTMC_5W.htm</ref>.
The easily understandable technique was initially described by Taiichi Ohno, the architect of the Toyota Production System in the 1950s, in his book Toyota Production System: Beyond Large-Scale Production as “the basis of Toyota’s scientific approach . . . by repeating why five times, the nature of the problem as well as its solution becomes clear”. <ref>https://open.buffer.com/5-whys-process/</ref>



==References==
<references />

Example APPPM 2020

2020-02-25T14:12:54Z

Schosser: /* Collection of tools */

==Collection of tools==

'''Salience Model by PMI ''' <ref>Project Management Institute, Inc.. (2017). ''Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th Edition)''. (pp. 513). Project Management Institute, Inc. (PMI). Retrieved from
https://app-knovel-com.proxy.findit.dtu.dk/web/view/khtml/show.v/rcid:kpGPMBKP02/cid:kt011DXO32/viewerType:khtml//root_slug:13-project-stakeholder-management/url_slug:project-stakeholder-management?kpromoter=federation&b-toc-cid=kpGPMBKP02&b-toc-root-slug=&b-toc-url-slug=project-stakeholder-management&b-toc-title=Guide%20to%20the%20Project%20Management%20Body%20of%20Knowledge%20(PMBOK%C2%AE%20Guide)%20(6th%20Edition)&page=11&view=collapsed&zoom=1</ref>


Salience Model is a tool used to classify relevant stakeholders, with the aim of monitoring stakeholder management. This classification is based on assessments of their power, urgency, and legitimacy. The Salience Model is useful for projects, programs or portfolios with a large complex number of stakeholders or if complex networks of relationships have to be monitored. It is also useful in determining the relative importance of the identified stakeholders.

[[File: Stakeholder123.png |500px|thumb|center|Figure 1: Salience Model Representing the Importance of Different Stakeholders<ref name="Salience"> Ronald K. Mitchell, Bradley R. Agle, Donna J. Wood. ''The Academy of Management Review'', Vol. 22, No. 4, 1997, p872 </ref> ]]

'''Service Blueprinting''' <ref>(2007) Mary Jo Bitner, Amy L. Ostrom, Felicia N. Morgan, Service Blueprinting: A Practical Tool for Service Innovation, Centre for Services Leadership, Arizona State University, paper</ref>

A service blueprint is a diagram that displays the entire process of service delivery, by listing all the activities that happen at each stage, performed by the different roles involved. The service blueprint is built by first listing all the actors involved in the service process on a vertical axis, and all the steps required to deliver the service on the horizontal axis. The resulting matrix allows to represent the flow of actions that each role needs to perform along the process, highlighting the actions that the user can see (above the line of visibility) and the ones that happen in the back-office (below the line of visibility). Roles can be performed by human beings or other types of entities (organizations, departments, artificial intelligences, machines, etc.).

Use it to
Understand cross-functional relationships and align front-stage and back-stage processes.

Remember to
Use it to analyse an existing service or specify a well defined concept, not as an ideation tool.

'''Personas''' <ref>(2009) Kim Goodwin, Designing for the Digital Age: How to Create Human-centered Products and Services, John Wiley & Sons.</ref>

Each persona is a reference model representative of a specific type of users. Technically, they can be called behavioral archetypes when they focus on capturing the different behaviors (e.g. “the conscious chooser”) without expressing a defined personality or socio-demographics. The more the archetypes assume a realistic feeling (e.g. name, age, household composition, etc.), the more they become real personas, fully expressing the needs, desires, habits and cultural backgrounds of specific groups of users.

Use it to
Remember who you design for and get inspired by their specific life and challenges.

Remember to
Avoid enriching their descriptions with details that are not relevant in that context: they could be misleading.

'''System Map''' <ref>(2007) Nicola Morelli, New representation techniques for designing in a systemic perspective, paper presented at Design Inquires, Stokholm.</ref>

A system map is a synthetic representation that shows in one single frame all the different actors involved in a service delivery, and their mutual links (e.g. flows of materials, energy, information, money, documents, etc.). The system map clarifies how the different service components and roles are connected one to the other, highlighting the values they exchange.

Use it to
Understand the service dynamics, detect gaps and opportunities.

Remember to
Connect the components in loops: there is always an input and output under each exchange.

'''SMART goals technique''' <ref>Doran, G. T. (1981). "There's a S.M.A.R.T. way to write management's goals and objectives". Management Review. 70(11): 35–36., Retrieved February 22, 2020 </ref>

The SMART goals technique, first described by George T. Doran <ref>Doran, G. T. (1981). "There's a S.M.A.R.T. way to write management's goals and objectives". Management Review. 70(11): 35–36., Retrieved February 22, 2020 </ref>, was developed to support applicants by achieving tasks through following the SMART guideline. The acronym SMART stands for: Specific, Measurable, Achievable, Relevant (sometimes: relatable), Time bound.
The formulation of goals in a specific way demands that it is precise and clear what is supposed to be achieved by it. Making a goal measurable ensures a better controlling of them. By making a goal “achievable”, a project manager should make sure, that the process is elaborate regarding time, cost and human resources. Also, each goal should not exceed a certain amount of work but be divided into smaller work packages. The “relevant” aspect asks the applicant to evaluate the goal regarding its relevance to the project. Finally, the goal should also have a deadline assigned to it.<ref>Doran, G. T. (1981). "There's a S.M.A.R.T. way to write management's goals and objectives". Management Review. 70(11): 35–36., Retrieved February 22, 2020 </ref>
The formulation of any goal according to this standard allows the applicant to reach them in a more efficient way. Its simple application has made the SMART technique popular with both, private and professional goal setting. Additionally, one of the many advantages the technique offers is its great compatibility with other tools, such as the Eisenhower Matrix.<ref>https://www.habitify.me/blog/why-goal-setting-is-important-for-leaders</ref>

'''Work Breakdown structure and Product breakdown structure ''' <ref>2008 Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) — Fourth Edition</ref>

According to the Project Management Insitiute’s Book of Knowledge (PMBOK), the work-breakdown structure (WBS) “is the process of subdividing project deliverables and project work into smaller, more manageable components.”<ref>2008 Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK® Guide), p. 49 — Fourth Edition</ref>. This helps the project manager to not only make the project more manageable by having more control over smaller steps and a guidance for schedule development but also more predictable regarding time and cost estimations. <ref>Booz, Allen & Hamilton Earned Value Management Tutorial Module 2: Work Breakdown Structure, Office of Science, Tools & Resources for Project Management, science.energy.gov. Retrieved February 22, 2020</ref>

WBS is breaking down a project hierarchically and incrementally into phases, deliverables and work packages, forming a tree structure. The development process of the WBS starts at the goal or end objective and is structured into several milestones, ultimately reaching back to the project’s start. Each milestone can then be further subdivided into manageable tasks rearding its size and duration. One great advantage is that these smaller tasks can be formulated with the above-mentioned SMART-goals technique to make them easier to achieve. <ref>NASA (2001). NASA NPR 9501.2D, https://nodis3.gsfc.nasa.gov/displayCA.cfm?Internal_ID=N_PR_9501_002D_&page_name=Chp2, Retrieved Feburary 22, 2020.</ref>
Like the WBS is the product breakdown structure (PBS) which does an analogous breakdown of the product. Even though its process and structure are fairly similar to the WBS, it is an isolated entity and is applied at a different stage in the planning process.<ref>Duncan Haughey. (2015) ‘Project Management Tools’, Project Smart. Available from: https://www.projectsmart.co.uk/project-management-tools.php</ref>

'''The 5-Why method''' <ref>https://www.mindtools.com/pages/article/newTMC_5W.htm</ref>

The 5-Why method is a problem-solving technique to detect a problem’s root cause. By asking “why”, the iterative interrogation method seeks for a starting issue’s root cause. The answer (cause) of the preceded problem then builds the basis for the next round of investigation. By repeating this process and further investigating the answer to each issue then again, one eventually reaches the central issue or key problem of an occurring difficulty. The method is mostly applied in “troubleshooting, quality improvement, and problem solving, but it is most effective when used to resolve simple or moderately difficult problems”<ref>https://www.mindtools.com/pages/article/newTMC_5W.htm</ref>.
The easily understandable technique was initially described by Taiichi Ohno, the architect of the Toyota Production System in the 1950s, in his book Toyota Production System: Beyond Large-Scale Production as “the basis of Toyota’s scientific approach . . . by repeating why five times, the nature of the problem as well as its solution becomes clear”. <ref>https://open.buffer.com/5-whys-process/</ref>



==References==
<references />

Example APPPM 2020

2020-02-25T13:52:21Z

Schosser: /* Collection of tools */

==Collection of tools==

'''Salience Model by PMI ''' <ref>Project Management Institute, Inc.. (2017). ''Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th Edition)''. (pp. 513). Project Management Institute, Inc. (PMI). Retrieved from
https://app-knovel-com.proxy.findit.dtu.dk/web/view/khtml/show.v/rcid:kpGPMBKP02/cid:kt011DXO32/viewerType:khtml//root_slug:13-project-stakeholder-management/url_slug:project-stakeholder-management?kpromoter=federation&b-toc-cid=kpGPMBKP02&b-toc-root-slug=&b-toc-url-slug=project-stakeholder-management&b-toc-title=Guide%20to%20the%20Project%20Management%20Body%20of%20Knowledge%20(PMBOK%C2%AE%20Guide)%20(6th%20Edition)&page=11&view=collapsed&zoom=1</ref>


Salience Model is a tool used to classify relevant stakeholders, with the aim of monitoring stakeholder management. This classification is based on assessments of their power, urgency, and legitimacy. The Salience Model is useful for projects, programs or portfolios with a large complex number of stakeholders or if complex networks of relationships have to be monitored. It is also useful in determining the relative importance of the identified stakeholders.

[[File: Stakeholder123.png |500px|thumb|center|Figure 1: Salience Model Representing the Importance of Different Stakeholders<ref name="Salience"> Ronald K. Mitchell, Bradley R. Agle, Donna J. Wood. ''The Academy of Management Review'', Vol. 22, No. 4, 1997, p872 </ref> ]]

'''Service Blueprinting''' <ref>(2007) Mary Jo Bitner, Amy L. Ostrom, Felicia N. Morgan, Service Blueprinting: A Practical Tool for Service Innovation, Centre for Services Leadership, Arizona State University, paper</ref>

A service blueprint is a diagram that displays the entire process of service delivery, by listing all the activities that happen at each stage, performed by the different roles involved. The service blueprint is built by first listing all the actors involved in the service process on a vertical axis, and all the steps required to deliver the service on the horizontal axis. The resulting matrix allows to represent the flow of actions that each role needs to perform along the process, highlighting the actions that the user can see (above the line of visibility) and the ones that happen in the back-office (below the line of visibility). Roles can be performed by human beings or other types of entities (organizations, departments, artificial intelligences, machines, etc.).

'''Personas''' <ref>(2009) Kim Goodwin, Designing for the Digital Age: How to Create Human-centered Products and Services, John Wiley & Sons.</ref>

Each persona is a reference model representative of a specific type of users. Technically, they can be called behavioral archetypes when they focus on capturing the different behaviors (e.g. “the conscious chooser”) without expressing a defined personality or socio-demographics. The more the archetypes assume a realistic feeling (e.g. name, age, household composition, etc.), the more they become real personas, fully expressing the needs, desires, habits and cultural backgrounds of specific groups of users.

'''SMART goals technique''' <ref>Doran, G. T. (1981). "There's a S.M.A.R.T. way to write management's goals and objectives". Management Review. 70(11): 35–36., Retrieved February 22, 2020 </ref>

The SMART goals technique, first described by George T. Doran <ref>Doran, G. T. (1981). "There's a S.M.A.R.T. way to write management's goals and objectives". Management Review. 70(11): 35–36., Retrieved February 22, 2020 </ref>, was developed to support applicants by achieving tasks through following the SMART guideline. The acronym SMART stands for: Specific, Measurable, Achievable, Relevant (sometimes: relatable), Time bound.
The formulation of goals in a specific way demands that it is precise and clear what is supposed to be achieved by it. Making a goal measurable ensures a better controlling of them. By making a goal “achievable”, a project manager should make sure, that the process is elaborate regarding time, cost and human resources. Also, each goal should not exceed a certain amount of work but be divided into smaller work packages. The “relevant” aspect asks the applicant to evaluate the goal regarding its relevance to the project. Finally, the goal should also have a deadline assigned to it.<ref>Doran, G. T. (1981). "There's a S.M.A.R.T. way to write management's goals and objectives". Management Review. 70(11): 35–36., Retrieved February 22, 2020 </ref>
The formulation of any goal according to this standard allows the applicant to reach them in a more efficient way. Its simple application has made the SMART technique popular with both, private and professional goal setting. Additionally, one of the many advantages the technique offers is its great compatibility with other tools, such as the Eisenhower Matrix.<ref>https://www.habitify.me/blog/why-goal-setting-is-important-for-leaders</ref>

'''Work Breakdown structure and Product breakdown structure ''' <ref>2008 Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) — Fourth Edition</ref>

According to the Project Management Insitiute’s Book of Knowledge (PMBOK), the work-breakdown structure (WBS) “is the process of subdividing project deliverables and project work into smaller, more manageable components.”<ref>2008 Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK® Guide), p. 49 — Fourth Edition</ref>. This helps the project manager to not only make the project more manageable by having more control over smaller steps and a guidance for schedule development but also more predictable regarding time and cost estimations. <ref>Booz, Allen & Hamilton Earned Value Management Tutorial Module 2: Work Breakdown Structure, Office of Science, Tools & Resources for Project Management, science.energy.gov. Retrieved February 22, 2020</ref>

WBS is breaking down a project hierarchically and incrementally into phases, deliverables and work packages, forming a tree structure. The development process of the WBS starts at the goal or end objective and is structured into several milestones, ultimately reaching back to the project’s start. Each milestone can then be further subdivided into manageable tasks rearding its size and duration. One great advantage is that these smaller tasks can be formulated with the above-mentioned SMART-goals technique to make them easier to achieve. <ref>NASA (2001). NASA NPR 9501.2D, https://nodis3.gsfc.nasa.gov/displayCA.cfm?Internal_ID=N_PR_9501_002D_&page_name=Chp2, Retrieved Feburary 22, 2020.</ref>
Like the WBS is the product breakdown structure (PBS) which does an analogous breakdown of the product. Even though its process and structure are fairly similar to the WBS, it is an isolated entity and is applied at a different stage in the planning process.<ref>Duncan Haughey. (2015) ‘Project Management Tools’, Project Smart. Available from: https://www.projectsmart.co.uk/project-management-tools.php</ref>

'''The 5-Why method''' <ref>https://www.mindtools.com/pages/article/newTMC_5W.htm</ref>

The 5-Why method is a problem-solving technique to detect a problem’s root cause. By asking “why”, the iterative interrogation method seeks for a starting issue’s root cause. The answer (cause) of the preceded problem then builds the basis for the next round of investigation. By repeating this process and further investigating the answer to each issue then again, one eventually reaches the central issue or key problem of an occurring difficulty. The method is mostly applied in “troubleshooting, quality improvement, and problem solving, but it is most effective when used to resolve simple or moderately difficult problems”<ref>https://www.mindtools.com/pages/article/newTMC_5W.htm</ref>.
The easily understandable technique was initially described by Taiichi Ohno, the architect of the Toyota Production System in the 1950s, in his book Toyota Production System: Beyond Large-Scale Production as “the basis of Toyota’s scientific approach . . . by repeating why five times, the nature of the problem as well as its solution becomes clear”. <ref>https://open.buffer.com/5-whys-process/</ref>



==References==
<references />

Example APPPM 2020

2020-02-25T13:49:50Z

Schosser: /* Collection of tools */

==Collection of tools==

'''Salience Model by PMI ''' <ref>Project Management Institute, Inc.. (2017). ''Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th Edition)''. (pp. 513). Project Management Institute, Inc. (PMI). Retrieved from
https://app-knovel-com.proxy.findit.dtu.dk/web/view/khtml/show.v/rcid:kpGPMBKP02/cid:kt011DXO32/viewerType:khtml//root_slug:13-project-stakeholder-management/url_slug:project-stakeholder-management?kpromoter=federation&b-toc-cid=kpGPMBKP02&b-toc-root-slug=&b-toc-url-slug=project-stakeholder-management&b-toc-title=Guide%20to%20the%20Project%20Management%20Body%20of%20Knowledge%20(PMBOK%C2%AE%20Guide)%20(6th%20Edition)&page=11&view=collapsed&zoom=1</ref>


Salience Model is a tool used to classify relevant stakeholders, with the aim of monitoring stakeholder management. This classification is based on assessments of their power, urgency, and legitimacy. The Salience Model is useful for projects, programs or portfolios with a large complex number of stakeholders or if complex networks of relationships have to be monitored. It is also useful in determining the relative importance of the identified stakeholders.

[[File: Stakeholder123.png |500px|thumb|center|Figure 1: Salience Model Representing the Importance of Different Stakeholders<ref name="Salience"> Ronald K. Mitchell, Bradley R. Agle, Donna J. Wood. ''The Academy of Management Review'', Vol. 22, No. 4, 1997, p872 </ref> ]]

'''Service Blueprinting''' <ref>(2007) Mary Jo Bitner, Amy L. Ostrom, Felicia N. Morgan, Service Blueprinting: A Practical Tool for Service Innovation, Centre for Services Leadership, Arizona State University, paper</ref>

A service blueprint is a diagram that displays the entire process of service delivery, by listing all the activities that happen at each stage, performed by the different roles involved. The service blueprint is built by first listing all the actors involved in the service process on a vertical axis, and all the steps required to deliver the service on the horizontal axis. The resulting matrix allows to represent the flow of actions that each role needs to perform along the process, highlighting the actions that the user can see (above the line of visibility) and the ones that happen in the back-office (below the line of visibility). Roles can be performed by human beings or other types of entities (organizations, departments, artificial intelligences, machines, etc.).

'''Personas''' <ref>(2009) Kim Goodwin, Designing for the Digital Age: How to Create Human-centered Products and Services, John Wiley & Sons.</ref>

Each persona is a reference model representative of a specific type of users. Technically, they can be called behavioral archetypes when they focus on capturing the different behaviors (e.g. “the conscious chooser”) without expressing a defined personality or socio-demographics. The more the archetypes assume a realistic feeling (e.g. name, age, household composition, etc.), the more they become real personas, fully expressing the needs, desires, habits and cultural backgrounds of specific groups of users.

'''SMART goals technique''' <ref>Doran, G. T. (1981). "There's a S.M.A.R.T. way to write management's goals and objectives". Management Review. 70(11): 35–36., Retrieved February 22, 2020 </ref>

The SMART goals technique, first described by George T. Doran <ref>Doran, G. T. (1981). "There's a S.M.A.R.T. way to write management's goals and objectives". Management Review. 70(11): 35–36., Retrieved February 22, 2020 </ref>, was developed to support applicants by achieving tasks through following the SMART guideline. The acronym SMART stands for: Specific, Measurable, Achievable, Relevant (sometimes: relatable), Time bound.
The formulation of goals in a specific way demands that it is precise and clear what is supposed to be achieved by it. Making a goal measurable ensures a better controlling of them. By making a goal “achievable”, a project manager should make sure, that the process is elaborate regarding time, cost and human resources. Also, each goal should not exceed a certain amount of work but be divided into smaller work packages. The “relevant” aspect asks the applicant to evaluate the goal regarding its relevance to the project. Finally, the goal should also have a deadline assigned to it.<ref>Doran, G. T. (1981). "There's a S.M.A.R.T. way to write management's goals and objectives". Management Review. 70(11): 35–36., Retrieved February 22, 2020 </ref>
The formulation of any goal according to this standard allows the applicant to reach them in a more efficient way. Its simple application has made the SMART technique popular with both, private and professional goal setting. Additionally, one of the many advantages the technique offers is its great compatibility with other tools, such as the Eisenhower Matrix.<ref>https://www.habitify.me/blog/why-goal-setting-is-important-for-leaders</ref>

'''Work Breakdown structure and Product breakdown structure ''' <ref>2008 Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) — Fourth Edition</ref>

According to the Project Management Insitiute’s Book of Knowledge (PMBOK), the work-breakdown structure (WBS) “is the process of subdividing project deliverables and project work into smaller, more manageable components.”<ref>2008 Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK® Guide), p. 49 — Fourth Edition</ref>. This helps the project manager to not only make the project more manageable by having more control over smaller steps and a guidance for schedule development but also more predictable regarding time and cost estimations. <ref>Booz, Allen & Hamilton Earned Value Management Tutorial Module 2: Work Breakdown Structure, Office of Science, Tools & Resources for Project Management, science.energy.gov. Retrieved February 22, 2020</ref>

WBS is breaking down a project hierarchically and incrementally into phases, deliverables and work packages, forming a tree structure. The development process of the WBS starts at the goal or end objective and is structured into several milestones, ultimately reaching back to the project’s start. Each milestone can then be further subdivided into manageable tasks rearding its size and duration. One great advantage is that these smaller tasks can be formulated with the above-mentioned SMART-goals technique to make them easier to achieve. <ref>NASA (2001). NASA NPR 9501.2D, https://nodis3.gsfc.nasa.gov/displayCA.cfm?Internal_ID=N_PR_9501_002D_&page_name=Chp2, Retrieved Feburary 22, 2020.</ref>
Like the WBS is the product breakdown structure (PBS) which does an analogous breakdown of the product. Even though its process and structure are fairly similar to the WBS, it is an isolated entity and is applied at a different stage in the planning process.<ref>Duncan Haughey. (2015) ‘Project Management Tools’, Project Smart. Available from: https://www.projectsmart.co.uk/project-management-tools.php</ref>



==References==
<references />

Example APPPM 2020

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Example APPPM 2020

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Articles Spring Term 2020

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Schosser: /* Overview of 2020 Wiki articles */

=Overview of 2020 Wiki articles=

{| class="wikitable sortable"
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|Under the Bridge
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|Carlsson
|s153436
|[[Continuous reporting for portfolios]]
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|Ali Adnan
|Obeidi
|s154207
|[[AE3XPM]]
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|The Minions
|Signe Ebsen
|Olling
|s154194
|[[APPPM 2020S]]
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Articles Spring Term 2020

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{| class="wikitable sortable"
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|Erik Arvid
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|[[Storstroem Bridge APPPM 2020]]
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|s164316
|[[Storstroem Bridge APPPM 2020]]

Articles Spring Term 2020

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Schosser: /* Overview of 2020 Wiki articles */

=Overview of 2020 Wiki articles=

{| class="wikitable sortable"
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|Group number
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|[[Article name]]
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|XX
|Mie
|Anker
|s143895
|[[Example APPPM 2020]]
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|Furkan
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|[[Example APPPM 2020]]
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|s192921
|[[Example APPPM 2020]]
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|Hanna M. S.
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|[[APPPM 2020]]
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|James
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|Erik Arvid
|Hosszu
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|[[Toolkit APPPM 2020]]
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|Alexandros
|Apostolidis
|s182323
|[[Portfolio Project202]]
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|Breno
|Strüssmann
|s193580
|[[Example APPM 2020 Breno]]
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|XX
|Björgvin
|Hjartarson
|s154659
|[[Design Structure Matrix Methods]]
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|XX
|Casper
|Scheel
|s193273
|[[ExampleAPPM2020]]
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|XX
|Line
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|s200449
|[[APPPM 2020 Line]]
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|XX
|Simay
|Arpaci
|s153594
|[[Example APPPM 2020]]
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|XX
|Kristín Júlía
|Ásgeirsdóttir
|s192303
|[[Example APPPM 2020]]
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|XX
|Inés
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|s192924
|[[Example APPPM 2020]]
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|Casper
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|s164279
|[[Example APPPM 2020]]
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|Johan
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|s164316
|[[Example APPPM 2020]]

Test apppm 2020

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test