Metro Opening - Revision history

S164517: /* Scope - WHY, HOW, WHAT? */

2020-03-10T09:05:01Z

Scope - WHY, HOW, WHAT?

← Older revision		Revision as of 09:05, 10 March 2020
Line 56:		Line 56:
	The WHY, HOW, WHAT? is also referred to as “The Golden Circle” is a methodology and tool applicable for structuring the scope of a project, product, or service.		The WHY, HOW, WHAT? is also referred to as “The Golden Circle” is a methodology and tool applicable for structuring the scope of a project, product, or service.

	[[File:Golden_Circle_Metro.png\|~~300px~~\|right]]		[[File:Golden_Circle_Metro.png\|200px\|right]]

	All organizations know WHAT they do, many know HOW they do it but in order to be truly successful, they need to know WHY they are doing it. The WHY, HOW WHAT? suggests that in order to have a clear and concrete scope the organization will have to start with the WHY and from there on work outwards.		All organizations know WHAT they do, many know HOW they do it but in order to be truly successful, they need to know WHY they are doing it. The WHY, HOW WHAT? suggests that in order to have a clear and concrete scope the organization will have to start with the WHY and from there on work outwards.

S164517: /* Scope - WHY, HOW, WHAT? */

2020-03-10T09:04:41Z

Scope - WHY, HOW, WHAT?

← Older revision		Revision as of 09:04, 10 March 2020
Line 56:		Line 56:
	The WHY, HOW, WHAT? is also referred to as “The Golden Circle” is a methodology and tool applicable for structuring the scope of a project, product, or service.		The WHY, HOW, WHAT? is also referred to as “The Golden Circle” is a methodology and tool applicable for structuring the scope of a project, product, or service.

	[[File:Golden_Circle_Metro.png\|~~200px~~\|right]]		[[File:Golden_Circle_Metro.png\|300px\|right]]

	All organizations know WHAT they do, many know HOW they do it but in order to be truly successful, they need to know WHY they are doing it. The WHY, HOW WHAT? suggests that in order to have a clear and concrete scope the organization will have to start with the WHY and from there on work outwards.		All organizations know WHAT they do, many know HOW they do it but in order to be truly successful, they need to know WHY they are doing it. The WHY, HOW WHAT? suggests that in order to have a clear and concrete scope the organization will have to start with the WHY and from there on work outwards.

S164517: /* Scope - WHY, HOW, WHAT? */

2020-03-10T09:03:49Z

Scope - WHY, HOW, WHAT?

← Older revision		Revision as of 09:03, 10 March 2020
Line 56:		Line 56:
	The WHY, HOW, WHAT? is also referred to as “The Golden Circle” is a methodology and tool applicable for structuring the scope of a project, product, or service.		The WHY, HOW, WHAT? is also referred to as “The Golden Circle” is a methodology and tool applicable for structuring the scope of a project, product, or service.

	[[File:~~Golden_Circle~~.png\|200px\|right]]		[[File:Golden_Circle_Metro.png\|200px\|right]]

	All organizations know WHAT they do, many know HOW they do it but in order to be truly successful, they need to know WHY they are doing it. The WHY, HOW WHAT? suggests that in order to have a clear and concrete scope the organization will have to start with the WHY and from there on work outwards.		All organizations know WHAT they do, many know HOW they do it but in order to be truly successful, they need to know WHY they are doing it. The WHY, HOW WHAT? suggests that in order to have a clear and concrete scope the organization will have to start with the WHY and from there on work outwards.

S164509 at 08:55, 28 February 2020

2020-02-28T08:55:30Z

← Older revision		Revision as of 08:55, 28 February 2020
Line 195:		Line 195:

	https://cfiaarhus.dk/whyhowwhat		https://cfiaarhus.dk/whyhowwhat


			https://asq.org/quality-resources/fmea


			http://www.innovation-portal.info/toolkits/fmea-failure-mode-effect-analysis/

S164509 at 08:53, 28 February 2020

2020-02-28T08:53:56Z

← Older revision		Revision as of 08:53, 28 February 2020
Line 179:		Line 179:
	== Sources ==		== Sources ==
	https://www.professionalacademy.com/blogs-and-advice/marketing-theories---pestel-analysis		https://www.professionalacademy.com/blogs-and-advice/marketing-theories---pestel-analysis
	-


Line 185:		Line 185:


	-
	https://www.productplan.com/glossary/stakeholder-analysis/		https://www.productplan.com/glossary/stakeholder-analysis/


	-
	https://www.productplan.com/glossary/swot-analysis/		https://www.productplan.com/glossary/swot-analysis/


	-
	https://cfiaarhus.dk/whyhowwhat		https://cfiaarhus.dk/whyhowwhat

	-

S164509 at 08:53, 28 February 2020

2020-02-28T08:53:22Z

← Older revision		Revision as of 08:53, 28 February 2020
Line 180:		Line 180:
	https://www.professionalacademy.com/blogs-and-advice/marketing-theories---pestel-analysis		https://www.professionalacademy.com/blogs-and-advice/marketing-theories---pestel-analysis
	-		-


	https://www.prince2.com/uk/prince2-processes		https://www.prince2.com/uk/prince2-processes


	-		-
	https://www.productplan.com/glossary/stakeholder-analysis/		https://www.productplan.com/glossary/stakeholder-analysis/


	-		-
	https://www.productplan.com/glossary/swot-analysis/		https://www.productplan.com/glossary/swot-analysis/


	-		-
	https://cfiaarhus.dk/whyhowwhat		https://cfiaarhus.dk/whyhowwhat

			-

S164509 at 08:52, 28 February 2020

2020-02-28T08:52:46Z

← Older revision		Revision as of 08:52, 28 February 2020
Line 175:		Line 175:
	- '''The risk priority number''' is ranking the potential failures in the order they should be addressed. This is calculated by		- '''The risk priority number''' is ranking the potential failures in the order they should be addressed. This is calculated by
	multiplying the severity of the occurrence.		multiplying the severity of the occurrence.


			== Sources ==
			https://www.professionalacademy.com/blogs-and-advice/marketing-theories---pestel-analysis
			-
			https://www.prince2.com/uk/prince2-processes
			-
			https://www.productplan.com/glossary/stakeholder-analysis/
			-
			https://www.productplan.com/glossary/swot-analysis/
			-
			https://cfiaarhus.dk/whyhowwhat

S164509 at 08:49, 28 February 2020

2020-02-28T08:49:07Z

← Older revision		Revision as of 08:49, 28 February 2020
Line 169:		Line 169:


	To ~~expend~~ the FMEA, one could include:		To expand the FMEA, one could include:

	- '''Detection rate''' that estimates how well the failure can be detected before the customer notices. This is a scale from 1 to 10.		- '''Detection rate''' that estimates how well the failure can be detected before the customer notices. This is a scale from 1 to 10.

S164509 at 08:48, 28 February 2020

2020-02-28T08:48:41Z

← Older revision		Revision as of 08:48, 28 February 2020
Line 58:		Line 58:
	[[File:Golden_Circle.png\|200px\|right]]		[[File:Golden_Circle.png\|200px\|right]]

	All organizations know WHAT they do, many know HOW they do it but in order to be truly successful they need to know WHY they are doing it. The WHY, HOW WHAT? suggests that in order to have a clear and concrete scope the organization will have to start with the WHY and from there on work outwards.		All organizations know WHAT they do, many know HOW they do it but in order to be truly successful, they need to know WHY they are doing it. The WHY, HOW WHAT? suggests that in order to have a clear and concrete scope the organization will have to start with the WHY and from there on work outwards.

	WHY the project is undertaken in the first place defines the actual goal. Without a clear and tangible goal, ~~it’s~~ hard to make a strategy to obtain the goal as well as to recognize whether or not the desired outcome has been fulfilled.		WHY the project is undertaken in the first place defines the actual goal. Without a clear and tangible goal, it is hard to make a strategy to obtain the goal as well as to recognize whether or not the desired outcome has been fulfilled.

	Asking HOW relates to the actual planning needed to obtain the desired outcome.		Asking HOW relates to the actual planning needed to obtain the desired outcome.

	Finally, when the issues of defining a concrete and realistic desired outcome or benefit as well as planning how to get there has been resolved, it is now possible to formulate the concrete product, service or knowledge necessary to achieve this through the WHAT.		Finally, when the issues of defining a concrete and realistic desired outcome or benefit as well as planning how to get there has been resolved, it is now possible to formulate the concrete product, service, or knowledge necessary to achieve this through the WHAT.

	== Stakeholder analysis ==		== Stakeholder analysis ==

	A stakeholder analysis is a process that helps an organization to identify stakeholders before a project ~~begin a stakeholder~~ are individuals or groups that can impact the success and the execution of a project or are impacted by a project. In a stakeholder analysis, these stakeholders are grouped according to their level of interest and influence in the project, by doing this it can be determined how to best involve and how to communicate with the different stakeholders.		A stakeholder analysis is a process that helps an organization to identify stakeholders before a project begins. stakeholders are individuals or groups that can impact the success and the execution of a project or are impacted by a project. In a stakeholder analysis, these stakeholders are grouped according to their level of interest and influence in the project, by doing this it can be determined how to best involve and how to communicate with the different stakeholders.

	There are mainly three reasons to perform a stakeholder analysis:		There are mainly three reasons to perform a stakeholder analysis:
Line 90:		Line 90:
	== SWOT analysis ==		== SWOT analysis ==

	SWOT is an analysis that can be used as a planning framework to identify projects strategic strengths, weaknesses, opportunities, and threats. The term SWOT is an acronym of these four factors. In a SWOT analysis, a project’s strengths and weaknesses are internal, whereas opportunities and threats are external. In general SWOT analysis is performed in the early stages of a project.		SWOT is an analysis that can be used as a planning framework to identify projects' strategic strengths, weaknesses, opportunities, and threats. The term SWOT is an acronym of these four factors. In a SWOT analysis, a project’s strengths and weaknesses are internal, whereas opportunities and threats are external. In general SWOT analysis is performed in the early stages of a project.

	To perform a SWOT there are ~~some 5~~ steps:		To perform a SWOT there are the following steps:

	- Identify the objective of the project.		- Identify the objective of the project.
Line 112:		Line 112:
	== PRINCE2 ==		== PRINCE2 ==

	PRINCE2 is an advanced step-to-step (input/output, planning, organizing) method in project management. The tool has a process-based approach which makes it applicable on all types of projects. The process-based approach allows the project manager to identify key activities and ~~its~~ connection with predecessors/inputs and future activities/outputs. The idea of PRINCE2 is to emphasize dividing the project into more manageable and controllable phases to achieve a more structured and aligned project.		PRINCE2 is an advanced step-by-step (input/output, planning, organizing) method in project management. The tool has a process-based approach which makes it applicable to all types of projects. The process-based approach allows the project manager to identify key activities and their connection with predecessors/inputs and future activities/outputs. The idea of PRINCE2 is to emphasize dividing the project into more manageable and controllable phases to achieve a more structured and aligned project.

	PRINCE2 emphasize that the project is quality controlled in 4 phases to ensure the progress and quality of the project:		PRINCE2 emphasize that the project is quality controlled in 4 phases to ensure the progress and quality of the project:
Line 124:		Line 124:
	- Project closure (assuring the project is delivering scope).		- Project closure (assuring the project is delivering scope).

	PRINCE2 also utilize a technique known as ‘Product based planning’ which requires four activities:		PRINCE2 also utilize a technique known as ‘Product-based planning’ which requires four activities:

	- Write the Project Product Description (identify the scope of the project)		- Write the Project Product Description (identify the scope of the project)
Line 130:		Line 130:
	- Create the product breakdown structure (create the arrangement of activities)		- Create the product breakdown structure (create the arrangement of activities)

	- Write the product descriptions (~~Detail~~ the activities)		- Write the product descriptions (detail the activities)

	- Create the product flow diagram (Gantt-chart for visibility during the project)		- Create the product flow diagram (Gantt-chart for visibility during the project)
Line 138:		Line 138:

	For every organization or project, risk management is a crucial tool to handle, combat, and reduce risks. FMEA is a tool in risk management that can help a project manager to systematically identify potential failures and help make a contingency plan for minimizing and even avoiding the risk associated with the project.		For every organization or project, risk management is a crucial tool to handle, combat, and reduce risks. FMEA is a tool in risk management that can help a project manager to systematically identify potential failures and help make a contingency plan for minimizing and even avoiding the risk associated with the project.
	~~FEMA~~ is for example used when:		FMAA is for example used when:

	- A service is being designed or redesigned		- A service is being designed or redesigned
Line 146:		Line 146:
	- Analyzing failures of an existing process, product, or service		- Analyzing failures of an existing process, product, or service

	The FMEA was developed in the 1950s but is continuously evolving, and ~~are~~ getting refined. It is important that the tool is fitted for the needs of the organization or the event that it is used on.		The FMEA was developed in the 1950s but is continuously evolving, and is getting refined. It is important that the tool is fitted for the needs of the organization or the event that it is used on.

	FMEA is essentially a brainstorming exercise where the team in a systematic fashion identify:		FMEA is essentially a brainstorming exercise where the team in a systematic fashion identify:
Line 169:		Line 169:


	To expend the ~~FEMA~~, one could include		To expend the FMEA, one could include:

	- '''Detection rate''' that estimates how well the failure can be detected before the customer notices. This is a scale from 1 to 10.		- '''Detection rate''' that estimates how well the failure can be detected before the customer notices. This is a scale from 1 to 10.

S164509 at 08:37, 28 February 2020

2020-02-28T08:37:10Z

← Older revision		Revision as of 08:37, 28 February 2020
Line 1:		Line 1:
	== SMART-~~Method~~ How to formulate goals correctly ==		== SMART Method - How to formulate goals correctly ==


	SMART can be used both individually and in a company		SMART can be used both individually and in a company.

	In order to set goals in a meaningful way, the method of smart goal setting has become established. The acronym SMART stands for		In order to set goals in a meaningful way, the method of smart goal setting has become established. The acronym SMART stands for
Line 28:		Line 28:
	== PESTEL ==		== PESTEL ==

	A PESTEL analysis is used to identify and analyze external factors that can impact the organisation. The results of PESTEL are often used to find the threats and weaknesses in a SWOT analysis		A PESTEL analysis. is used to identify and analyze external factors that can impact the organisation. The results of PESTEL are often used to find the threats and weaknesses in a SWOT analysis

	PESTEL consists of six elements: Political, Economic, Social, Technological, Environmental, and Legal.		PESTEL consists of six elements: Political, Economic, Social, Technological, Environmental, and Legal.

	'''Political:'''		'''Political:'''
	This element in mainly about how much the government intervenes in the economy. This can have a huge impact on your company since ~~the you need~~ to respond to new ~~legislations~~ and adjust your marketing policies.		This element is mainly about how much the government intervenes in the economy. This can have a huge impact on your company since one needs to respond to new legislation and adjust your marketing policies.

	'''Economic:'''		'''Economic:'''
	Economics have a significant impact on your business too. The economic factors include but is not limited to: economic growth, inflations, and disposable income of customers.		Economics have a significant impact on your business too. The economic factors include but are not limited to: economic growth, inflations, and disposable income of customers.

	'''Social:'''		'''Social:'''
	The social factors include population growth, age distribution and other demographic factors.		The social factors include population growth, age distribution, and other demographic factors.

	'''Technological:'''		'''Technological:'''
Line 45:		Line 45:

	'''Environmental factors:'''		'''Environmental factors:'''
	The environmental impacts have gotten more attention in the last fifteen years. Companies should consider how they affect the environment and how to be sustainable		The environmental impacts have gotten more attention in the last fifteen years. Companies should consider how they affect the environment and how to be sustainable.

	'''Legal factors:'''		'''Legal factors:'''
	Legal factors can health and safety, equal opportunities, consumer rights etc. This element can be difficult to manage if your company in multinational.		Legal factors can be health and safety, equal opportunities, consumer rights etc. This element can be difficult to manage if your company is multinational.



	== Scope - WHY, HOW, WHAT ==		== Scope - WHY, HOW, WHAT? ==

	The WHY, HOW, WHAT? also referred to as ~~“the golden circle”~~ is a methodology and tool applicable for structuring the scope of a project, product or service.		The WHY, HOW, WHAT? is also referred to as “The Golden Circle” is a methodology and tool applicable for structuring the scope of a project, product, or service.

	[[File:Golden_Circle.png\|200px\|right]]		[[File:Golden_Circle.png\|200px\|right]]

	All organizations know WHAT they do, many know HOW they do it but in order to be truly successful they need to know WHY they are doing it. The ~~Why~~, ~~how what~~? ~~suggest~~ that in order to have a clear and concrete scope the organization will have to start with the WHY and from there on work outwards.		All organizations know WHAT they do, many know HOW they do it but in order to be truly successful they need to know WHY they are doing it. The WHY, HOW WHAT? suggests that in order to have a clear and concrete scope the organization will have to start with the WHY and from there on work outwards.

	WHY the project is undertaken in the first place defines the actual goal. Without a clear ~~goal~~ and tangible goal it’s hard to make a strategy to obtain the goal as well as to recognize whether or not the desired outcome has been fulfilled.		WHY the project is undertaken in the first place defines the actual goal. Without a clear and tangible goal, it’s hard to make a strategy to obtain the goal as well as to recognize whether or not the desired outcome has been fulfilled.

	Asking HOW relates to the actual planning needed to obtain the desired outcome.		Asking HOW relates to the actual planning needed to obtain the desired outcome.
Line 72:		Line 72:
	There are mainly three reasons to perform a stakeholder analysis:		There are mainly three reasons to perform a stakeholder analysis:

	- ~~Helps~~ to identify and enlist key organizational players		- It helps to identify and enlist key organizational players.

	- To gain alignment as early as possible among the stakeholders’ goals and plans		- To gain alignment as early as possible among the stakeholders’ goals and plans.

	- To address conflicts or issues as early in the project as possible		- To address conflicts or issues as early in the project as possible.

	When performing a stakeholder analysis you work out a power/interest Grid:		When performing a stakeholder analysis you work out a power/interest Grid:
Line 94:		Line 94:
	To perform a SWOT there are some 5 steps:		To perform a SWOT there are some 5 steps:

	- Identify the objective of the project		- Identify the objective of the project.

	- Assemble a team		- Assemble a team.

	- Most people who are involved in the project and are affected by it		- Most people who are involved in the project and are affected by it.

	- Build a SWOT matrix like the one below		- Build a SWOT matrix like the one below.

	[[File:Stakeholder3.jpg\|500px\|center]]		[[File:Stakeholder3.jpg\|500px\|center]]

	- Fill in the grid		- Fill in the grid.

	- Talk it out and draw conclusions		- Talk it out and draw conclusions.

	A SWOT analysis is a valuable planning framework that any team within an organization can use to quickly get a sense of the feasibility of moving forward with a new project. Furthermore, the SWOT matrix is easy to build and to fill out the matrix your team ~~have~~ to brainstorm.		A SWOT analysis is a valuable planning framework that any team within an organization can use to quickly get a sense of the feasibility of moving forward with a new project. Furthermore, the SWOT matrix is easy to build and to fill out the matrix your team has to brainstorm.

	== PRINCE2 ==		== PRINCE2 ==