5. Project Management Instrument: Good – Bad – Keep
The classic lessons learned approach, which only takes place at the end of a project, is slowly but surely becoming obsolete. More and more project managers are seeing the point of regular reflections in the project. Because: the team learning together is important. As is a constant exchange of information about things that happened in the recent past, so that the team can learn from them. A simple method of visualizing these events is the good-bad-remember technique. The aim of this method is to classify events, processes, errors and experiences of any kind into the three categories mentioned above.
Presentation of the project management instrument: Good-Bad-Keep
Form small groups and have them write down on prepared flipcharts or whiteboards things that went well, things that went badly, and things that should be kept. The participants then cluster the results and present them. After all presentations have been completed, the group can work together to derive actions for the future. You can also carry out this categorization over time. This helps to make developments visible, especially over longer periods of time (in the illustration, the bad aspects decreased over time).
6. Project Management Tool: Turning Red into Green
I also have a rather unconventional method for you in the area of project controlling greece telegram data greece telegram data The simple concept of the "turn red into green" method is based on visualizing work packages using colors. At the start of an iteration or a milestone, all of a team's work packages are displayed in a matrix in the form of fields marked in red.
At the weekly JourFixe meeting, completed work packages are marked green and presented to the team. The goal is to get all the fields green by the end of an iteration. The nice thing about this method is that the visualization with the colors red and green sparks a competition between the teams. This is especially true if you have a meeting with the customer at the end of an iteration, where only the teams that have not switched all the tiles green have to comment. But you also have to be careful when using this method. Because only a few organizations can withstand a red status without all the escalation mechanisms being triggered.
7. Project Management Tool: Delegation Poker
Proper delegation and the trust that comes with it is a crucial factor for success when leading project teams. Jürgen Appelo has developed the game Delegation Poker to make it fun to work on the topic of delegation in a group. The game has three primary learning objectives:
Delegation is not a binary decision. This means that when delegating, there are often more states than "I do it" or "you do it."
Delegation is a gradual process. This means that an employee can be given more and more responsibility gradually.
Delegation depends on the situation. The context must always be taken into account. Delegating everything can also go too far.
To this end, Appelo has symbolized seven levels of delegation on cards. The individual levels are as follows:
Level 1: The boss makes decisions alone and gives instructions to the employees.
Stage 2: The boss sells his decision. That is, he makes the decision but tries to convince his team that the decision is correct.
Level 3: Here too, the boss decides. However, he asks the team for their opinion.
Level 4: Here the boss and the team make the decision together.
Level 5: The boss acts as an advisor. But the team makes the decision.
Step 6: The boss is informed after the team has made the decision.
Level 7: The boss delegates completely and is not actively informed about the result.
When you run the game, each participant receives a set of cards with the 7 cards described above. After a participant has presented a work package, the participants choose the delegation level they think is appropriate for this task from their deck of cards and place it face down on the table in front of them. When all participants have chosen, the cards are turned over at the same time. If there is a unanimous opinion regarding the delegation level, this work package or task is implemented with this delegation level. If there is a large discrepancy in the group, the participants with the highest and lowest delegation values explain why they chose this one. The procedure is then repeated until the participants come closer together and a consensus is reached in the group.
8. Project Management Instrument: Tools for Project Marketing
You can also use a simple scheme when selecting the best tools for project marketing. Sort the tools according to their reach, their impact, their level of involvement and the effort involved in carrying out the measure. To illustrate this, I have compared the two marketing tools, workshops and newsletters.
Select project management tools
While the newsletter has a much greater reach and can be created without much effort, the workshop has its strengths in terms of impact and level of involvement. Use this simple diagram to review your project marketing strategy and design it in a way that is appropriate for stakeholders.
As you can see, there are not only heavyweight, complicated tools, but also simple and easy-to-use instruments that you should try out in your current or new project.