Typically today's tasks in management and consulting include project management, running workshops and strategic work - all complex activities, which require a multitude of skills and competencies. This standard work, which is also well accepted amongst consultants, gives you a reference or cookbook-style access to the most important tools, including a rating of each tool in terms of applicability, ease of use and effectiveness.In his book, Nicolai Andler presents about 120 of such tools, grouped into task-specific categories entitled Define Situation, Gather Information, Information Consolidation, Creativity, Goal Setting, Organisational Analysis, Technical Analysis, Strategic Analysis, Decision Making, and Project Management. Checklists and application scenarios further enhance the use of this toolbox.Information provided by this book is:- comprehensive and sufficiently wide in scope, combined with a practical level of detail without being too academic- reliable and proven in numerous real implemented cases- easy to apply due to many different search options, checklists, application scenarios and guiding instructions.Written by a professional consultant, business analyst and business coach, this book is a unique reference work and guide for those wanting to learn about or who are active in the fields of consulting, project management and problem solving in general."This book is of the kind you always wanted but didn't think would or could ever exist: the universal field theory of problem solving." Tom Sommerlatte.
Author(s): Nicolai Andler
Edition: 2
Publisher: Wiley
Year: 2011
Language: English
Pages: 383
Tags: Менеджмент;Управление проектами;
Cover......Page 1
Tools for Project Management, Workshops and Consulting......Page 4
Brief contents / Overview of tools......Page 6
Application areas of each tool......Page 9
Foreword......Page 13
Preface......Page 14
Table of contents......Page 16
1.2 How to use the book......Page 21
1.3 The target audience of this book......Page 22
1.5 Skills and competencies for your personal development......Page 23
1.6 Clarification on methodologies, models, tools and techniques......Page 25
2.1 Problem solving......Page 27
2.1.1 Different problem solving processes and approaches......Page 28
2.1.2 The problem solving process used in this book......Page 29
2.1.3 Mental thinking levels during problem solving......Page 33
2.1.4 The author’s assumptions......Page 34
2.1.5 Macro logic project cycle – micro logic problem solving cycle......Page 36
2.2 Categories of tools......Page 38
2.3 How to select the right tool......Page 43
2.3.1 Overview of tools (A)......Page 44
2.3.5 How to compile the shopping list (scenario for workshop, E)......Page 45
3.1 Definition of a situation/problem......Page 48
3.1.1 Problem definition......Page 51
3.1.2 Problem tree......Page 57
3.1.3 Reverse the problem......Page 61
3.1.4 Hypotheses......Page 62
3.1.5 Hypothesis tree......Page 64
3.1.6 Competing hypothesis (N)......Page 67
3.1.7 Issue tree......Page 68
3.1.8 Influence matrix......Page 71
3.1.9 Fishbone or Cause-effect tool......Page 73
3.1.10 Black box......Page 75
3.1.11 IS – IS NOT......Page 78
3.1.12 Stakeholder analysis......Page 80
3.1.13 Stakeholder map......Page 85
3.1.14 Stakeholder expectation management......Page 88
3.1.15 Stakeholder influence matrix......Page 90
3.1.16 Stakeholder accordion......Page 92
3.1.17 Stakeholder swapping......Page 94
3.1.18 Context diagram tool......Page 96
3.1.19 Silo view tool......Page 100
3.1.20 Helicoptering......Page 102
3.1.21 Mind map......Page 103
3.2 Information gathering......Page 105
3.2.1 Information gathering plan......Page 111
3.2.2 Interview (unstructured)......Page 112
3.2.3 Tripod (mixed)......Page 114
3.2.4 Octagon......Page 115
3.2.5 Focus groups (unstructured)......Page 116
3.2.6 Questionnaire (structured)......Page 118
3.2.7 Survey/field study – dipstick......Page 120
3.2.8 Direct observation (DILO = day in the life of)......Page 122
3.2.10 Desk research/database research......Page 124
3.2.12 Climate assessment (structured)......Page 126
3.3 Creativity......Page 130
3.3.1 Brainstorming......Page 131
3.3.2 Cardstorming tool......Page 133
3.3.3 6-3-5 tool......Page 135
3.3.4 Nyaka (defect analysis)......Page 136
3.3.5 Bionic......Page 137
3.3.6 Attribute listing......Page 138
3.3.7 Morphological matrix......Page 139
3.3.8 Merlin technique/Osborn checklist......Page 140
3.3.9 Lotus blossom......Page 144
3.3.10 Irritating words......Page 145
3.3.11 Mental provocation......Page 147
3.3.12 Introduction to alternative creativity tools......Page 148
3.4.1 Consolidation of qualitative and quantitative information......Page 149
3.4.2 Pareto (80:20)......Page 151
3.4.3 ABC tool......Page 154
3.4.4 Information matrix......Page 156
3.4.5 Card sorting......Page 158
3.4.6 Affinity diagram tool......Page 159
3.4.7 Venn diagram......Page 161
3.4.8 Force field......Page 163
4 Goals and objectives setting......Page 166
4.1 Goal-setting criteria......Page 167
4.2 Objectives tree......Page 168
4.3 Goal hierarchy......Page 170
4.4 Charter......Page 173
4.5 Goal catalogue......Page 175
4.6 SMART goals......Page 177
4.7 Goal grid......Page 179
4.8 Well-defined outcomes......Page 180
4.9 3 P statements......Page 182
4.10 SNAP......Page 183
5 Analysis......Page 186
5.1 Organisational analysis......Page 189
5.1.1 Organisational structure......Page 191
5.1.2 Diamond grading tool......Page 196
5.1.3 Org structure versus process......Page 197
5.1.4 Span of control......Page 199
5.1.5 Organisational assessment......Page 201
5.1.6 Powergram......Page 202
5.2.1 Architectural decomposition view......Page 205
5.2.2 Logical data relationship......Page 207
5.2.3 Functional decomposition......Page 209
5.2.4 Process analysis......Page 210
5.2.5 Entity relationship diagram......Page 214
5.2.6 Technology and systems landscape......Page 216
5.2.7 Requirements catalogue......Page 218
5.2.8 Logical and functional system modelling......Page 220
5.3 Strategic analysis......Page 222
5.3.1 Value chain analysis......Page 223
5.3.2 Critical success factor (CSF)......Page 227
5.3.3 SWOT and TOWS......Page 231
5.3.4 Life cycle......Page 238
5.3.5 5 Forces......Page 243
5.3.6 Competitor analysis......Page 247
5.3.7 Environmental analysis (PEST)......Page 251
5.3.8 Strategic market group......Page 253
5.3.9 Customer segmentation......Page 257
5.3.10 Strategic development......Page 260
5.3.11 Business matrix......Page 261
5.3.12 Product/market mix......Page 265
5.3.13 Strategic development options......Page 269
5.3.14 Strategy matrix......Page 274
6 Decision making (incl. evaluation, prioritisation)......Page 277
6.1 Introduction to decision making......Page 278
6.1.2 Selection table for decision making tools......Page 280
6.2 Decision tree......Page 282
6.3 Perspectives3......Page 284
6.4 Argument balance......Page 285
6.5 Polarities tool......Page 287
6.6 Swap sorting tool......Page 288
6.7 Pair ranking......Page 289
6.8 Nominal group tool......Page 291
6.9 100 Points......Page 292
6.10 Utility analysis......Page 293
6.11 Cartesian coordinates......Page 295
6.12 Cross of beliefs......Page 297
6.13 Vroom Yetton......Page 298
6.14 Risk analysis......Page 300
6.15 Prioritisation matrices......Page 306
7 Project management tools......Page 311
7.1.2 Brief glossary of key project management terms......Page 312
7.1.3 Warning sign of project risks......Page 317
7.2 Project contract......Page 319
7.3 LogFrame......Page 322
7.4 Project roadmap/programme......Page 328
7.5 Work breakdown structure......Page 330
7.6 Gantt chart......Page 334
7.7 Project work plan......Page 335
7.8 Project environment analysis......Page 336
7.9 Project structure......Page 338
7.10 Project management roles and responsibilities......Page 340
7.11 Project communication plan......Page 343
7.12 Accountability matrix (CIDA)......Page 347
7.13 Stakeholder communication......Page 349
7.14 Workshop guideline......Page 351
7.15 Expectation review tool......Page 353
7.16 Booz ball evaluation......Page 354
7.17 Six thinking hats......Page 355
7.18 Action steps and reviews......Page 356
7.19 Project management skills radar......Page 358
8.1 Check questions for a project start......Page 361
8.3 Check questions to define the current situation – diagnostic......Page 362
8.4 Check questions to define goals and objectives......Page 363
8.5 Check questions during an analysis......Page 364
8.6 Check questions during decision making......Page 365
8.7 Check questions for the project initiation phase......Page 366
9.2 Scenario: Good practice for project and problem definition......Page 367
9.3 Project planning and definition......Page 369
9.4 Strategic analysis......Page 370
9.5 Org analysis and org design......Page 371
9.7 Feasibility study......Page 372
9.8 System development......Page 373
9.9 Strategy workshop......Page 374
9.10 Business process improvements......Page 375
Bibliography......Page 376
Application areas of each tool (in alphabetic order)......Page 380
