Team building games and activity tips And here are some tips for more conventional team building activities: Practise the team building exercise yourself first to check that it works, check timings, materials, and to ensure you have all the answers. Anticipation and planning are vital.
Will be at a high level hence may be inefficiencies and missing links Can be fine tuned for perfect automatic scheduling Identifying resources Probably need to assign groups of people to deliver high-level tasks collectively Can accurately assign individual people to individual tasks Telling people what to do Probably insufficient detail - you will be relying on "word of mouth" Should all be in the plan Tracking progress Low effort but possibility of issues being hidden High effort - but accurate May be usable without summarisation Will need to be summarised for reporting purposes It is hard to judge the optimum approach.
Very often it will be dictated by norms within your organisation, or maybe by previous plans that you are using as a starting point. Strangely, perceptions do not vary significantly with the size and complexity of the project.
In general, people seem to be: Unfortunately, that generalisation is not fully reliable. The key advice is to get your strategy agreed with the project sponsors and others concerned!
One plan or several sub-plans? A good way to deal with complexity and with unwieldy large plans is to use a number of sub-plans. There will be one overall plan showing the whole project, but for its detail it will link to various sub-plans.
The sub-plans would deal with various subsets of the overall project, for example, there might be one per workstream or one per sub-team. Ideally, each sub-plan will have its own Team Leader.
That Team Leader will have responsibility for delivering against the sub-plan and would often be given the job of developing the detail during the planning stages. The Project Manager will need to consolidate the plans for the overall estimating and scheduling of the project.
Particular attention should be given to issues between the sub-plans, for example: The ease with which the project can be handled as a number of sub-plans often depends on the choice of automated project planning tools.
The best ie most expensive tools will have no trouble consolidating and scheduling multiple plans. Some of the more basic software tools have limitations that might lead the Project Manager to prefer to represent the sub-plans as separate sections within a single physical plan.
Automated scheduling or manual scheduling?
Almost all project planning tools provide automated scheduling - so why would you not want to use it? There are two main issues that you need to consider: To obtain good results from automated scheduling, your planning information needs to be mathematically and logically perfect.
All dependencies must be correctly stated. All resources need to be identified along with accurate effort estimates.
Detailed allocation of people to tasks cannot be assumed - the plan will need the full detail. Resource availability needs to be correctly held. The capability of project planning tools to provide good results varies noticeably between different tools.
For example, if the plan says the Project Manager is required one hour a week for "Progress Meetings" and full time for five days on "Project Definition", some tools may conclude that "Project Definition" cannot start for 12 months until all the scheduled "Progress Meetings" have been completed since there is no time before that when the Project Manager is available full time.
Tools are often poor at things like repeating, periodic tasks or scheduling tasks on a day-by-day basis to use up all available effort - particularly if it means there could be gaps within the task when no work is done.
Given the limitations and idiosyncrasies of the various tools coupled with the logical complexity of Critical Path Analysis and resource optimisation, the Project Manager will normally have to put considerable effort into teasing the plan until the automated scheduling gives good results.
It would be wonderful if the tool could do "what-if" analysis and try all the tricks in the trade to suggest a good resolution like "did you think of getting an extra programmer - that would halve the length of the project", or maybe "the optimum number of programmers is 3.
The sort of information the Project Manager may need to adjust is: Try to avoid manipulating the plan by locking in specific dates - unless they genuinely are fixed dates.
You will almost always have problems when re-scheduling the plan if some of the dates are considered immovable. Simple tests of good scheduling are: Automated scheduling can be seen as an investment. It can take a huge effort to get the plan fine-tuned to the extent that you can rely on it, but, once it is done, the plan can be re-scheduled as often as desired with very little effort.
As well as adjusting the plan during the project, this allows you to perform "what-if" analysis during the planning stages eg "what is the quickest we could do this with unlimited resources?
The problem with automated scheduling is the time and effort that needs to be invested to get a good model. Not surprisingly, many Project Managers feel they cannot afford that time. Others try it and find things are not working out - so they give up and lock in manual dates instead.
Manual scheduling is probably the more common approach in reality.
Matching business and personal goals is crucial in the Existence Stage because the owner must recognize and be reconciled to the heavy financial and time-energy demands of the new business. Some. Phrasal verbs: Teaching phrasal verbs using an oral text and personalizing new phrasal verbs – tips and activities. By Lindsay Clandfield. Level: Pre-intermediate, Intermediate Type: Reference material. In the late spring of , after the Tennessee River flood waters had receded from the willow banks, a group of New Englanders appeared on the grounds of an amusement park at the end of the Riverview Trolley Line, north of Hill City.
It can be justified on the basis that progress is more important than accuracy and optimum performance. If you intend to schedule the plan manually, remember these things: Here is an esoteric debate for Project Managers to discuss over beers in the evening.Encyclopedia of Business, 2nd ed.
Planning: Or-Pr. Planning is the management function that involves setting goals and deciding how to best achieve them. The Home of the 4 Hour Investor Grade Business Plan. Faster investor quality documentation using HyperQuestions.
Effective scope management requires accurate definition of a client's requirements in the Planning and Development stage and a systematic process for monitoring and managing all the factors that may impact or change the program requirements throughout the project design and construction phases through delivery of the finished project.
In the late spring of , after the Tennessee River flood waters had receded from the willow banks, a group of New Englanders appeared on the grounds of an amusement park at the end of the Riverview Trolley Line, north of Hill City.
Stage Definition and Planning Before commencing a new stage the PM should take into consideration all the different variables that may impact the decision to continue with the project.
The planning activities are covered in the Planning Component (chapter 4). business plans and marketing strategy free business planning and marketing tips, samples, examples and tools - how to write a business plan, techniques for writing a marketing strategy, strategic business plans and sales plans.