Tools for Project Management, Workshops and Consulting

1 - Cover [Seite 1]
2 - The author [Seite 3]
3 - Tools for Project Management, Workshops and Consulting [Seite 4]
4 - Imprint [Seite 5]
5 - Brief contents / Overview of tools [Seite 6]
6 - Application areas of each tool [Seite 10]
7 - Foreword [Seite 15]
8 - Preface [Seite 16]
9 - Table of contents [Seite 18]
10 - 1 Introduction to the concept and application of this book [Seite 24]
10.1 - 1.1 Structure of this book [Seite 24]
10.2 - 1.2 How to use the book [Seite 24]
10.3 - 1.3 The target audience of this book [Seite 25]
10.4 - 1.4 The scope of this book [Seite 26]
10.5 - 1.5 Skills and competencies for your personal development [Seite 26]
10.6 - 1.6 Clarification on methodologies, models, tools and techniques [Seite 28]
11 - 2 Problem solving approach and application [Seite 30]
11.1 - 2.1 Problem solving [Seite 30]
11.1.1 - 2.1.1 Different problem solving processes and approaches [Seite 31]
11.1.2 - 2.1.2 The problem solving process used in this book [Seite 32]
11.1.3 - 2.1.3 Mental thinking levels during problem solving [Seite 36]
11.1.4 - 2.1.4 Problem solving process and consulting process [Seite 37]
11.1.5 - 2.1.5 The author's assumptions [Seite 39]
11.1.6 - 2.1.6 Macro logic project cycle - micro logic problem solving cycle [Seite 41]
11.2 - 2.2 Categories of tools [Seite 45]
11.3 - 2.3 How to select the right tool [Seite 49]
11.3.1 - 2.3.1 Overview of tools [Seite 49]
11.3.2 - (A) [Seite 49]
11.3.3 - 2.3.2 Where 'in' the problem solving process am I? [Seite 50]
11.3.4 - (B) [Seite 50]
11.3.5 - 2.3.3 Checklist for problem solving processes to identify required tool [Seite 50]
11.3.6 - (C) [Seite 50]
11.3.7 - 2.3.4 What is the right category? [Seite 51]
11.3.8 - (D) [Seite 51]
11.3.9 - 2.3.5 How to compile the shopping list [Seite 51]
11.3.10 - (scenario for workshop, E) [Seite 51]
11.3.11 - 2.3.6 Application sequence of tools [Seite 53]
12 - 3 Diagnosis [Seite 55]
12.1 - 3.1 Definition of a situation/problem [Seite 55]
12.1.1 - 3.1.1 5W Problem questions [Seite 59]
12.1.2 - 3.1.2 Problem definition [Seite 60]
12.1.3 - 3.1.3 Boundary examination [Seite 66]
12.1.4 - 3.1.4 Problem tree [Seite 69]
12.1.5 - 3.1.5 From As-Is to To-Be [Seite 73]
12.1.6 - 3.1.6 Problem goal twist [Seite 76]
12.1.7 - 3.1.7 SPIN [Seite 78]
12.1.8 - 3.1.8 Kepner/Tregoe problem diagnosis [Seite 80]
12.1.9 - 3.1.9 Reverse the problem [Seite 82]
12.1.10 - 3.1.10 Hypotheses [Seite 83]
12.1.11 - 3.1.11 Hypothesis tree [Seite 84]
12.1.12 - 3.1.12 Competing hypotheses [Seite 89]
12.1.13 - 3.1.13 Issue tree [Seite 90]
12.1.14 - 3.1.14 Influence matrix [Seite 93]
12.1.15 - 3.1.15 Fishbone or Cause-effect tool [Seite 95]
12.1.16 - 3.1.16 Black box [Seite 97]
12.1.17 - 3.1.17 IS - IS NOT [Seite 100]
12.1.18 - 3.1.18 Stakeholder expectation management [Seite 102]
12.1.19 - 3.1.19 Stakeholder analysis [Seite 104]
12.1.20 - 3.1.20 Stakeholder map [Seite 110]
12.1.21 - 3.1.21 Stakeholder influence matrix [Seite 113]
12.1.22 - 3.1.22 Stakeholder accordion [Seite 115]
12.1.23 - 3.1.23 Stakeholder swapping [Seite 117]
12.1.24 - 3.1.24 Context diagram [Seite 119]
12.1.25 - 3.1.25 Silo view [Seite 123]
12.1.26 - 3.1.26 Helicoptering [Seite 125]
12.1.27 - 3.1.27 Mind map [Seite 126]
12.1.28 - 3.1.28 Diagnosis plan [Seite 129]
12.2 - 3.2 Information gathering [Seite 131]
12.2.1 - 3.2.1 Desk research/database research [Seite 145]
12.2.2 - 3.2.2 Interview (unstructured) [Seite 146]
12.2.3 - 3.2.3 Socratic debate [Seite 147]
12.2.4 - 3.2.4 Focus interview [Seite 151]
12.2.5 - 3.2.5 Systemic questions [Seite 153]
12.2.6 - 3.2.6 Six Pillars [Seite 157]
12.2.7 - 3.2.7 Tripod (mixed) [Seite 161]
12.2.8 - 3.2.8 Octagon [Seite 162]
12.2.9 - 3.2.9 Focus groups (unstructured) [Seite 164]
12.2.10 - 3.2.10 Survey/field study - dipstick [Seite 166]
12.2.11 - 3.2.11 Direct observation (DILO = day in the life of) [Seite 168]
12.2.12 - 3.2.12 Delphi or expert panel [Seite 169]
12.2.13 - 3.2.13 Scenario analysis [Seite 170]
12.2.14 - 3.2.14 Questionnaire (structured) [Seite 172]
12.2.15 - 3.2.15 Climate assessment (structured) [Seite 174]
12.2.16 - 3.2.16 Information gathering plan [Seite 178]
12.2.17 - 3.2.17 5 Whys [Seite 179]
12.3 - 3.3 Creativity [Seite 180]
12.3.1 - 3.3.1 Brainstorming [Seite 183]
12.3.2 - 3.3.2 Cardstorming [Seite 185]
12.3.3 - 3.3.3 6-3-5 [Seite 187]
12.3.4 - 3.3.4 Questions circle [Seite 188]
12.3.5 - 3.3.5 Lotus blossom [Seite 189]
12.3.6 - 3.3.6 Irritating words [Seite 190]
12.3.7 - 3.3.7 Mental provocation [Seite 192]
12.3.8 - 3.3.8 Cross associations [Seite 193]
12.3.9 - 3.3.9 Funny Man [Seite 195]
12.3.10 - 3.3.10 Opponents advocate [Seite 196]
12.3.11 - 3.3.11 Fishpond [Seite 198]
12.3.12 - 3.3.12 Bionic [Seite 199]
12.3.13 - 3.3.13 Synectics [Seite 199]
12.3.14 - 3.3.14 Bisociations [Seite 203]
12.3.15 - 3.3.15 Distraction [Seite 204]
12.3.16 - 3.3.16 Provocative associations [Seite 205]
12.3.17 - 3.3.17 RARA [Seite 206]
12.3.18 - 3.3.18 Morphological matrix [Seite 208]
12.3.19 - 3.3.19 Attribute listing [Seite 209]
12.3.20 - 3.3.20 Nyaka (defect analysis) [Seite 210]
12.3.21 - 3.3.21 Merlin technique/Osborn checklist [Seite 212]
12.4 - 3.4 Information consolidation [Seite 215]
12.4.1 - 3.4.1 Cornell notes [Seite 220]
12.4.2 - 3.4.2 Pareto (80:20) [Seite 222]
12.4.3 - 3.4.3 ABC [Seite 224]
12.4.4 - 3.4.4 Information matrix [Seite 226]
12.4.5 - 3.4.5 Card sorting [Seite 228]
12.4.6 - 3.4.6 Affinity diagram [Seite 229]
12.4.7 - 3.4.7 Venn diagram [Seite 231]
12.4.8 - 3.4.8 Force field [Seite 233]
13 - 4 Goals and objectives setting [Seite 236]
13.1 - 4.1 Objectives tree [Seite 241]
13.2 - 4.2 Goal hierarchy [Seite 244]
13.3 - 4.3 Charter [Seite 247]
13.4 - 4.4 Goal catalogue [Seite 248]
13.5 - 4.5 X-matrix (Hoshin) [Seite 251]
13.6 - 4.6 SMART goals [Seite 254]
13.7 - 4.7 Goal grid [Seite 255]
13.8 - 4.8 Well-defined outcomes [Seite 256]
13.9 - 4.9 3 P statements [Seite 259]
13.10 - 4.10 SNAP [Seite 260]
14 - 5 Analysis [Seite 262]
14.1 - 5.1 Strategic analysis [Seite 265]
14.1.1 - 5.1.1 Value chain analysis [Seite 268]
14.1.2 - 5.1.2 Critical success factor (CSF) [Seite 272]
14.1.3 - 5.1.3 Hedgehog [Seite 275]
14.1.4 - 5.1.4 SWOT and TOWS [Seite 278]
14.1.5 - 5.1.5 Life cycle [Seite 285]
14.1.6 - 5.1.6 5 Forces [Seite 290]
14.1.7 - 5.1.7 Competitor analysis [Seite 294]
14.1.8 - 5.1.8 Customer segmentation [Seite 298]
14.1.9 - 5.1.9 Strategic market group [Seite 301]
14.1.10 - 5.1.10 Environmental analysis (PEST) [Seite 305]
14.1.11 - 5.1.11 Excursion: Introduction into strategic development [Seite 307]
14.1.12 - 5.1.12 Business matrix [Seite 308]
14.1.13 - 5.1.13 Product/market mix [Seite 313]
14.1.14 - 5.1.14 Blue ocean [Seite 316]
14.1.15 - 5.1.15 Strategic development options [Seite 320]
14.1.16 - 5.1.16 Strategy matrix [Seite 325]
14.2 - 5.2 Technical analysis (system, process, data, technology) [Seite 327]
14.2.1 - 5.2.1 Architectural decomposition view [Seite 327]
14.2.2 - 5.2.2 Functional decomposition [Seite 329]
14.2.3 - 5.2.3 Process analysis [Seite 332]
14.2.4 - 5.2.4 Interface analysis [Seite 335]
14.2.5 - 5.2.5 Logical data relationship [Seite 339]
14.2.6 - 5.2.6 Entity relationship diagram [Seite 341]
14.2.7 - 5.2.7 Technology and systems landscape [Seite 343]
14.2.8 - 5.2.8 Requirements catalogue [Seite 345]
14.2.9 - 5.2.9 Logical and functional system modelling [Seite 347]
14.3 - 5.3 Organisational analysis [Seite 349]
14.3.1 - 5.3.1 Organisational structure [Seite 351]
14.3.2 - 5.3.2 Diamond grading [Seite 356]
14.3.3 - 5.3.3 Org structure versus process [Seite 357]
14.3.4 - 5.3.4 Span of control [Seite 359]
14.3.5 - 5.3.5 Organisational assessment [Seite 361]
14.3.6 - 5.3.6 Powergram [Seite 362]
14.3.7 - 5.3.7 Communication net [Seite 365]
14.3.8 - 5.3.8 Communication matrix [Seite 367]
14.3.9 - 5.3.9 Communication structures [Seite 371]
15 - 6 Decision making (incl. evaluation, prioritisation) [Seite 373]
15.1 - 6.1 Decision tree [Seite 378]
15.2 - 6.2 Perspectives3 [Seite 380]
15.3 - 6.3 Argument balance [Seite 381]
15.4 - 6.4 Swap sorting [Seite 383]
15.5 - 6.5 Pair ranking [Seite 383]
15.6 - 6.6 Cross of beliefs [Seite 385]
15.7 - 6.7 Polarities [Seite 386]
15.8 - 6.8 Utility analysis [Seite 388]
15.9 - 6.9 Nominal group [Seite 390]
15.10 - 6.10 100 Points [Seite 392]
15.11 - 6.11 Cartesian coordinates [Seite 393]
15.12 - 6.12 Vroom Yetton [Seite 394]
15.13 - 6.13 Risk analysis [Seite 397]
15.14 - 6.14 Prioritisation matrices [Seite 402]
15.15 - 6.15 Think 360 [Seite 407]
15.16 - 6.16 Distance mapping [Seite 409]
15.17 - 6.17 Reflections [Seite 412]
16 - 7 Project management tools [Seite 414]
16.1 - 7.1 Project management activities, tools, terms and indicators of risk [Seite 415]
16.1.1 - 7.1.1 Key project management activities and tools [Seite 415]
16.1.2 - 7.1.2 Brief glossary of key project management terms [Seite 418]
16.1.3 - 7.1.3 Warning signs of project risks [Seite 420]
16.2 - 7.2 Project contract [Seite 422]
16.3 - 7.3 LogFrame [Seite 425]
16.4 - 7.4 Project roadmap/programme [Seite 431]
16.5 - 7.5 Work breakdown structure [Seite 433]
16.6 - 7.6 Gantt chart [Seite 437]
16.7 - 7.7 Project work plan [Seite 438]
16.8 - 7.8 Project environment analysis [Seite 439]
16.9 - 7.9 Project structure [Seite 441]
16.10 - 7.10 Project management roles and responsibilities [Seite 443]
16.11 - 7.11 Project communication plan [Seite 446]
16.12 - 7.12 Accountability matrix (CIDA) [Seite 450]
16.13 - 7.13 Stakeholder communication [Seite 452]
16.14 - 7.14 Workshop guideline [Seite 454]
16.15 - 7.15 Expectation review [Seite 456]
16.16 - 7.16 Booz ball evaluation [Seite 457]
16.17 - 7.17 Six thinking hats [Seite 458]
16.18 - 7.18 Action steps and reviews [Seite 459]
16.19 - 7.19 Project management skills radar [Seite 460]
17 - 8 Annex A - Check Questions [Seite 464]
17.1 - 8.1 Check questions for a project start [Seite 464]
17.2 - 8.2 Check questions to review ideas and qualitative information [Seite 465]
17.3 - 8.3 Check questions to define the current situation - diagnostic [Seite 465]
17.4 - 8.4 Check questions to define goals and objectives [Seite 466]
17.5 - 8.5 Check questions during an analysis [Seite 467]
17.6 - 8.6 Check questions during decision making [Seite 468]
17.7 - 8.7 Check questions for the project initiation phase [Seite 469]
18 - 9 Annex B - Scenarios and tool lists [Seite 470]
18.1 - 9.1 Author's top 10 tools [Seite 470]
18.2 - 9.2 Scenario: Good practice for project and problem definition [Seite 470]
18.3 - 9.3 Project planning and definition [Seite 472]
18.4 - 9.4 Strategic analysis [Seite 473]
18.5 - 9.5 Org analysis and org design [Seite 474]
18.6 - 9.6 Organisational restructuring [Seite 475]
18.7 - 9.7 Feasibility study [Seite 475]
18.8 - 9.8 System development [Seite 476]
18.9 - 9.9 Strategy workshop [Seite 477]
18.10 - 9.10 Business process improvements [Seite 478]
19 - Bibliography [Seite 479]
20 - Application areas of each tool (in alphabetic order) [Seite 485]