Phekla - Revision history

Ljm: /* Description */

2020-05-11T08:06:59Z

Description

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	===Description===		===Description===
	A tool for sharing knowledge in project management. Lessons learned ~~data-driven~~ reports are documents generated by an organization that might have value for future projects.		A tool for sharing knowledge in project management. Lessons learned reports are documents generated by an organization that might have value for future projects.

	The lessons learned aim to bring insight and knowledge gained during previous projects, mean to learn from what went wrong as well as right in specific project processes and share this knowledge of specific lesson reports that most likely have the acquired experiences to improve future projects.		The lessons learned aim to bring insight and knowledge gained during previous projects, mean to learn from what went wrong as well as right in specific project processes and share this knowledge of specific lesson reports that most likely have the acquired experiences to improve future projects.

Panagiotis at 20:40, 8 March 2020

2020-03-08T20:40:51Z

← Older revision		Revision as of 20:40, 8 March 2020
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	===Description===		===Description===

	During the second world war, scenario planning used as a practice and became a revolutionary tool in the business sector in the upcoming decades. Scenario Planning Strategy is a systematic and methodical Strategic management tool, which aims to implement a scalable plan that will support the company in the long term. The application of scenario planning is quite broad and can be beneficial for different conditions considering a wide spectrum of possibilities. In addition, the main contributions of the tool can be seen in Preparatory Planning, Risk Management and Generation of new ideas and there is a 7-step process: define the critical issue, identify critical decision factors, analyze and rank decision factors by order of importance and uncertainty, create scenarios, identify Implications and interrelationships of scenarios, select leading scenario indicators monitoring which scenario to ~~implement,~~ implement strategic plans.		During the second world war, scenario planning used as a practice and became a revolutionary tool in the business sector in the upcoming decades. Scenario Planning Strategy is a systematic and methodical Strategic management tool, which aims to implement a scalable plan that will support the company in the long term. The application of scenario planning is quite broad and can be beneficial for different conditions considering a wide spectrum of possibilities. In addition, the main contributions of the tool can be seen in Preparatory Planning, Risk Management and Generation of new ideas and there is a 7-step process: define the critical issue, identify critical decision factors, analyze and rank decision factors by order of importance and uncertainty, create scenarios, identify Implications and interrelationships of scenarios, select leading scenario indicators monitoring which scenario to implement strategic plans.

	===Link===		===Link===
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	===Description===		===Description===

	Earned value analysis (EVA) provides objective performance indicators and quantitative analysis techniques, in order to measure the cost-efficiency. Successful execution of EVA requires a time-based schedule, work breakdown structure, cost assessment, progress measurement, responsibility/ authority matrix, and a monitoring and review process, while the main areas of application are organizational level - earned value management system (EVMS), project controlling and forecasting. As far as the key benefits are concerned, the improvement of the overall process of an organization is related to the framework, provided by EVA. On the other hand, the major drawback of EVA is not taking into consideration the sequence of work packages, created by network analysis.		Earned value analysis (EVA) provides objective performance indicators and quantitative analysis techniques, in order to measure the cost-efficiency. Successful execution of EVA requires a time-based schedule, work breakdown structure, cost assessment, progress measurement, responsibility/ authority matrix, and a monitoring and review process, while the main areas of application are organizational level - earned value management system (EVMS), project controlling and forecasting. As far as the key benefits are concerned, the improvement of the overall process of an organization is related to the framework, provided by EVA. On the other hand, the major drawback of EVA is not taking into consideration the sequence of work packages, created by network analysis.

	===Link===		===Link===
	http://wiki.doing-projects.org/index.php/Decision_Tree		http://wiki.doing-projects.org/index.php/Decision_Tree

Panagiotis at 20:39, 8 March 2020

2020-03-08T20:39:42Z

← Older revision		Revision as of 20:39, 8 March 2020
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	http://wiki.doing-projects.org/index.php/Scenario_Planning_Strategy		http://wiki.doing-projects.org/index.php/Scenario_Planning_Strategy

	=='''~~Desicion tree~~'''==		=='''Earned value analysis'''==

	===Description===		===Description===

			Earned value analysis (EVA) provides objective performance indicators and quantitative analysis techniques, in order to measure the cost-efficiency. Successful execution of EVA requires a time-based schedule, work breakdown structure, cost assessment, progress measurement, responsibility/ authority matrix, and a monitoring and review process, while the main areas of application are organizational level - earned value management system (EVMS), project controlling and forecasting. As far as the key benefits are concerned, the improvement of the overall process of an organization is related to the framework, provided by EVA. On the other hand, the major drawback of EVA is not taking into consideration the sequence of work packages, created by network analysis.

	===Link===		===Link===
	http://wiki.doing-projects.org/index.php/Decision_Tree		http://wiki.doing-projects.org/index.php/Decision_Tree

Panagiotis at 20:24, 8 March 2020

2020-03-08T20:24:08Z

← Older revision		Revision as of 20:24, 8 March 2020
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	http://wiki.doing-projects.org/index.php/Scenario_Planning_Strategy		http://wiki.doing-projects.org/index.php/Scenario_Planning_Strategy

	=='''~~Scenario Planning Strategy~~'''==		=='''Desicion tree'''==

	===Description===		===Description===
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	===Link===		===Link===
			http://wiki.doing-projects.org/index.php/Decision_Tree

Panagiotis at 20:21, 8 March 2020

2020-03-08T20:21:32Z

← Older revision		Revision as of 20:21, 8 March 2020
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	http://wiki.doing-projects.org/index.php/Scenario_Planning_Strategy		http://wiki.doing-projects.org/index.php/Scenario_Planning_Strategy

			=='''Scenario Planning Strategy'''==

			===Description===


			===Link===

Panagiotis: /* Benefits Realisation Management (BRM) */

2020-03-08T19:38:50Z

Benefits Realisation Management (BRM)

← Older revision		Revision as of 19:38, 8 March 2020
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	http://wiki.doing-projects.org/index.php/Managing_Successful_Programmes_(MSP)		http://wiki.doing-projects.org/index.php/Managing_Successful_Programmes_(MSP)

	=='''Benefits Realisation Management ~~(BRM)~~'''==		=='''Benefits Realisation Management '''==
	===Description===		===Description===
	The Benefits Realisation Management (BRM) is a collective set of processes and practices that define and measure the value that a project, program or portfolio management brings into an organization. BRM constitutes a link between strategic planning and strategy execution since it translates the business strategy drivers into benefits. The benefits refer to the positive outcomes of a project, program or portfolio and they can be categorized into three main groups: i) economic benefits, ii) effectiveness benefits and iii) efficiency benefits. The generated benefits increase and add value to the organization or the stakeholders when they are aligned with the corporate objectives and they lead from the current situation of the organization to the future desired one.		The Benefits Realisation Management (BRM) is a collective set of processes and practices that define and measure the value that a project, program or portfolio management brings into an organization. BRM constitutes a link between strategic planning and strategy execution since it translates the business strategy drivers into benefits. The benefits refer to the positive outcomes of a project, program or portfolio and they can be categorized into three main groups: i) economic benefits, ii) effectiveness benefits and iii) efficiency benefits. The generated benefits increase and add value to the organization or the stakeholders when they are aligned with the corporate objectives and they lead from the current situation of the organization to the future desired one.
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	===Link===		===Link===
	http://wiki.doing-projects.org/index.php/Benefits_Realisation_Management_(BRM)#cite_note-Fra-0		http://wiki.doing-projects.org/index.php/Benefits_Realisation_Management_(BRM)#cite_note-Fra-0


	=='''Stakeholder management'''==		=='''Stakeholder management'''==

Panagiotis: /* Managing successful programs (MSP) */

2020-03-08T19:38:37Z

Managing successful programs (MSP)

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	=='''Managing successful programs ~~(MSP)~~'''==		=='''Managing successful programs'''==
	===Description===		===Description===
	Managing successful programs is a key tool to secure a beneficial outcome of their business success. Today, organizations are facing constant changes in order to maintain with the fast-growing markets and compete with other companies, MSP has become more and more important. The goal of management is to maximize the benefits, while minimizing costs and the need for the effort by combining and coordinate all involved projects. To handle program management and tackle changes, MSP is a detailed framework where governance can be improved by organizing planning and define common goals to achieve success.		Managing successful programs is a key tool to secure a beneficial outcome of their business success. Today, organizations are facing constant changes in order to maintain with the fast-growing markets and compete with other companies, MSP has become more and more important. The goal of management is to maximize the benefits, while minimizing costs and the need for the effort by combining and coordinate all involved projects. To handle program management and tackle changes, MSP is a detailed framework where governance can be improved by organizing planning and define common goals to achieve success.

Panagiotis at 19:34, 8 March 2020

2020-03-08T19:34:41Z

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	<h1 style="color: #5e9ca0; text-align: justify;">'''Toolbox by Phekla'''</h1>		<h1 style="color: #5e9ca0; text-align: justify;">'''Toolbox by Phekla'''</h1>

	~~<code>Phekla group!<br/>~~
	~~- 5-10 tools (use from previous years or others)<br/>~~
	~~- A short description<br/>~~
	~~- How it can be used<br/>~~
	~~- Limitations<br/>~~
	~~- Link to the tool</code>~~

	__TOC__		__TOC__

Panagiotis: /* Management */

2020-03-08T19:30:16Z

Management

← Older revision		Revision as of 19:30, 8 March 2020
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	A short description of the 5 steps within the management		A short description of the 5 steps within the management

	''Collecting'': the knowledge or lessons from the project that is conducted throughout the process ~~<br/>~~		{\| border=1 style="border-collapse: collapse;"
	''Validating data'': is the process where the knowledge must be evaluated to see if it relevant and useful recommendations are generated ~~<br/>~~		\|-
	''Storing'': the lessons learned need to be stored, but the organization must have a storage unit. This is decided by the project manager who is responsible for deciding		\| ''Collecting'' \|\|the knowledge or lessons from the project that is conducted throughout the process
	the most appropriate solution or system for storage and defining the appropriate categorizing of lessons learned. Categorizing and easy access is substantially for the efficient use of the conducted lessons knowledge~~<br/>~~		\|-
	''Disseminating'': sharing is the next important step to consider - how does the organization distribute the knowledge? ~~<br/>~~		\| ''Validating data'' \|\| is the process where the knowledge must be evaluated to see if it relevant and useful recommendations are generated
	''Reusing'': how do the new/other projects reuse the lessons learned data? ~~<br/>~~		\|-
			\| ''Storing'' \|\| the lessons learned need to be stored, but the organization must have a storage unit. This is decided by the project manager who is responsible for deciding the most appropriate solution or system for storage and defining the appropriate categorizing of lessons learned. Categorizing and easy access is substantially for the efficient use of the conducted lessons knowledge
			\|-
			\| ''Disseminating'' \|\| sharing is the next important step to consider - how does the organization distribute the knowledge?
			\|-
			\| ''Reusing'' \|\| how do the new/other projects reuse the lessons learned data?
			\|}

Panagiotis: /* Managing successful programs (MSP) */

2020-03-08T19:21:47Z

Managing successful programs (MSP)

← Older revision		Revision as of 19:21, 8 March 2020
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	===Limitations===		===Limitations===
	One of the limitations of MSP is the required workload and planning since the tool has an explicit and complex protocol. This tool can be adapted for all types of programs; however, it is most suitable for smaller programs with fewer projects and less reasonable transformations required. Investment in a program can require high-level management, important founding and broad change within the organization. This can lead to challenges and difficulties during the program, especially if the program varies for a longer period. It can then be hard to motivate the employees and complications of staying on the right path can occur.		One of the limitations of MSP is the required workload and planning since the tool has an explicit and complex protocol. This tool can be adapted for all types of programs; however, it is most suitable for smaller programs with fewer projects and less reasonable transformations required. Investment in a program can require high-level management, important founding and broad change within the organization. This can lead to challenges and difficulties during the program, especially if the program varies for a longer period. It can then be hard to motivate the employees and complications of staying on the right path can occur.


	===Link===		===Link===
	http://wiki.doing-projects.org/index.php/Managing_Successful_Programmes_(MSP)		http://wiki.doing-projects.org/index.php/Managing_Successful_Programmes_(MSP)



	=='''Benefits Realisation Management (BRM)'''==		=='''Benefits Realisation Management (BRM)'''==