do when it's looking at planning and planning for alternatives. It's two very, very easy things. It's OK, Good problem moment. What we're gonna do about that? Let's do this. Shall we do that? Well, that's so simple, isn't it? And thats seeing what you see in front of you. But both of those combined are dealing with the immediate problems, the visible problems. Of course you've got to do that. But there is something that is a little bit more difficult than something that I think is worth exploring. If you're going to be really get a handle or managing projects successfully, that is problem analysis. From the point of view off what could go wrong? Very used to see what has gone wrong. Make a decision about that. But dealing with potential problems is actually quite important. That is the future off the successful project manager. That's the future off the successful law firm. So we are looking at the future. What may go wrong? What could go wrong? What a good gonna do about it? You don't have to do this. You're running project work. But what about all those situations that perhaps were foreseen but nobody did anything about it if something had stopped looking to the future. But May business is very much like driving a car down a country lane at night. If you turn off your lights, you won't make very much progress. What you will do brakes on is to illuminate past. So when you bump into something I didn't bumped into your identify where you came from, but potential problem analysis said looking for the notes picks up Page 43 an interesting case study on a on a business that wasn't looking future drift. So it's all about the possible. No, everything's gonna happen. We have to take some decisions as a useful planning tool to come up with the alternative plan a Plan B on so far. What are the alternatives? What we're gonna do because we need to be very clear about what things were gonna put in Peyton Place? A. So I mentioned. It is a voluntary process, but very useful process. There's no point having your head stuck in the sand leaves. You roll the vulnerable, not being aware of what's going on around you. That's really what I want to look at in this particular section. Potential problem analysis is the identification of a number of clean issues. Okay, So what is going to be vulnerable? Where are the potentials for things to go awry? What makes your project that vulnerable? Maybe the role effectiveness model, the risk evaluation model that we looked at earlier? Honest. Where is it going? What are the risks in very sentiments of it? So let's identify what the vulnerable areas are on. Be specific about what the potential problems are going to pay within those vulnerable areas. Is it the manpower? Is it the tools and techniques machinery? Is it the methodology and so on? And that, of course, can be coming out of your cause and effect Diagram. Fishbone diagram. You come way mentioned that a while ago. What about the causes off those problems on the actions to prevent them becoming a problem. I think that's so crucial is that we're able to identify what we need to do. Make a modest investment early on to prevent all that good work being done when things start to go wrong. And then finally, of course, what are the contingencies? The what if scenarios? What could be taken if those potential problems actually do occur in practice so important about that fundamental approach to potential problem. Nice is so we're gonna go through a few things. I'm not going to reiterate. Everything that's in the workbook is no value in doing that. There is a fair amount of detail in this section on. For those of you that I really want to get under underneath this, then you can use materials in workbook to go through the depth that you need. But what I'm gonna do is to give you some pointers of guidance on its use. Let's turn to a possible scenario that you are maybe going to involve with this Page 45. Your firm has invested heavily in a new facility like in your office, and you want toe have on opportunity to open up this event for local deacon trees to come along on your planning that you know, and while Okay, so how did we go through the problem analysis With this, you're going to have a lot of people there that wouldn't normally be there. We should bring a lot of people people require feeding people require the usual facilities on how we're gonna get there, how they're gonna park, so so far. So with all these things when you go and say, What's the problem so much easier if you can segment your thinking and that's really what we're trying to do here. So this case study may be applied to a particular situation that's coming up. You may not be opening up offices. You may not be investing heavily in a new facility, but I'd like you to think about this on you. Some of the tools and techniques describe to help guide you through that, so this new facility is planned a few months ahead. So what's the issue? Well, how do we break that down? Well, the four ways breaking down is to say OK, first of all, what are the vulnerable areas? Give some examples on Page 45 one of the vote on Blair's. Maybe weather goes completely pear shapes, and you planned outside asked to be dealt with, depending which way you're listening. It's the UK then well, because of experience the past few years, it may be the weather is incredibly hot or actually incredibly cold or windy or rainy. A what? That could be that there's problems program problems with the facilities for the public vulnerable areas as a whole. Variety suggested that what I'd like you to do is to make me pause the film, look at those vulnerable areas and see if you can identify other vulnerable things that may be occurring. Vulnerable areas need to address just example skip in the notes. So what are the potential problems? Potential problems could be, for example, facilities for the public. Just taking one of those vulnerable areas car parking, sanitation in adequate seating. When people come here, the address there's insufficient promise billions for the Buffy's that are being prepared, or something like that or something that you've got this facility in reception of water counting isn't working anything. That may be a potential problem. So okay, uh, when you've gone through that layer again, you can stop the film and explore the likely causes and actions to prevent them. So let's take preventative actions, for example, on that's what might be done to take that problem away. Well, if you go to begin a facility, the weather isn't a problem to turn the air conditioning on and everybody's inside. Maybe that's an issue. So what would be contingent if you didn't have a big enough air? And you're planning on extra on outside site visit? Well, in which case, you might get some marquees addressing the issue. And anybody who has been on a corporate event somewhere will know what that feels like and then identify what contingent actions one could actually take. So example given on weather, torrential thunderstorm can't be prevented, but it be minimized by I suggest you keys. Keynote speaker. That's another vulnerable area. What's the potential problem? Maybe got a local in pre onda, depending when you listen to this and how recent you had a recent elections in the country or votes on various activities, referendum and so forth in your keynote speaker may not be available at short notice because if if he or she was a local MP and he or she may or may not be available natural notice quite obviously and some other contingent action would occur. So with all those potential problems analyzed, we gotta go and structure them in some sort of way because currently we just got a whole array of possibles and probables. So what are we gonna do Well. What we need to do is to look at all of those issues on, then makes choices to minimize the risks. So what are the processes that one goes for? And as with everything else, we're looking big picture and then taking a structured approach to analyze what's going on on first thing, of course, is to go through a particular thinking pattern in the four steps, I think is to say, OK, do we have a choice if the keynote speaker doesn't turn up? Have you got a choice? Yes. The weather turns sour. Have you got a choice? Well, yes. So must have choice be made. Yes or no, and that can deal with it. Can we change the venue? No. Do we have to make a different choice? Know that we have the one venue. So there's the first question. Then what factors must be satisfied. In order for us to be successful, I will come to a little bit more detail on that in a moment. Thirdly, what kind of actions will satisfy these factors to be successful? What must we have? What should we have? What could we have? Maybe aware of structuring some of that thinking. And then, finally looking at the final choice, said, Okay, what is going to affect those things? What a positive fix. What are less positive effect really detract from our likely success. So from there you see, we've got a way of exploring what constitutes good choices to deal with those tough issues. Decisions ahead. It's practical approaches to structure our thinking to make sure we're successful. So now we know that choices have to be made. What constitutes a good choice? I think this is quite interesting that what I'm looking at here is taking our thinking a little bit more structure in a little bit more parity to sort out those options. I do find it business that when things go wrong, people looking at what Phil tent is, we've got that bit of emotion can come in. This helps to make it a little bit more less emotional, more more judge, better judgments coming from that and hopefully, better alternatives to getting your project back on track for dealing with future problems that may be occurring. So the elements of good choice should identify what factors must be satisfied on having decided what must be satisfied to, then said, OK, what else would we want? What alternatives have we got? So if we take our example of opening up offices and getting a an event organized to suppress coverage and so on and so forth gets dignitaries there, then what must we do? Well, we must have a good speed casts of what constitutes good. Well, hopefully somebody that is going to put our messages across attract other people to come and listen to him or her. And make sure that that gets reported in the Berries media in the right positive way, so good speaker must be found Now. If our first choice good speaker cannot be found, then that must alternative must be satisfied. We must have a good speaker. So then, what are the alternatives? Well, the alternatives maybe that were, will want to get a local politician. That will be the ideal choice. And as we've already said, that local politician may on my experience anyway, they may not be very natural motives because there's a decision in the House got to be made or some other event has taken precedent over what they were going to do for you. So we go back, do the 1st 1 and say we must have a good speaker. So maybe the head. The Chamber of Commerce. I hope the head of Chamber of Commerce is as good as the one we have local to us here, but he or she may not be quite the attraction that you'd want to get on, do you? Maybe not sufficiently able to get somebody off the TV. Come and speak to you. I think Alan Sugar might be a good draw because of what people come along, too. Listen to what he has to say, so that must criteria would be satisfied. But you want on sugar? Well, carry on wanting because he may not come to your local office opening so that musts and the wants have to be sorted out in order to get some clarity over the decision you're making. Whether it is good decision on that comes down then to the third step is the cult of understanding what these things can produce in terms of off the outcomes that we want. Our project to achieve project is to have a good opening, a good opening as one gets widely reported. A good open gives a lot of publicity on the value of those, as was once called in newspapers. Column inches. But airing in social media, the airing online, the airing and a local news, the local radio and so forth will be absolutely important. So the understanding of what those alternatives can produce on who becomes very important. So the example. Giving in the notes which are not coming here particularly, maybe you're recruiting somebody on. We must have somebody that's got two years industry experience that we're going to recruit to our firm. Well, okay, if that's amassed, anybody with 18 months experience clearly won't be selected from the short list because that's not being satisfied by the must. But if you were to rephrase that by saying, Well, we want somebody with a maximum melt off industry experience at least two years, then you've got a different alternative coming out from so as you can be used as a decision making process, no Justin projects. But as I've tried to illustrate their other things as well for the benefit of you working in business, so what I'd like to do is to say, OK, we've got these alternatives. Let's see if we can move to a slightly better level off analysis to put emotion to one side and deal with something a little bit more dogmatic and pragmatic to get our decision making worked out, and that is really to put some numbers to it. So weighing the objective that you've got by putting a number value to it will be the next on important step to take. So the elements of choice can be explored with notes. So how do we do this? Well, page 51. Sorry. Looking down Page 51 will explain what we're talking about on objective rather than emotional calibration judgments. Maybe to decide which of the alternatives is the most important that school 10 on the ones that are least important work of that score one on. Then we've got some metric a measure a rule, if you will, to explore whether these things are more or less important. But that, of course, can be quite useful. Do note. If you're going to weigh objectives and use a shorter scale, that may mean that you haven't got enough differentiation on defuse 100 point scale. Then people can get a percentage school, then people can get a little bit hung up between 52 56 where probably that's not the degree of detail that you need. When you do that, you way up the objectives, do make sure that you have identified the most and the least certainly therefore got the proper range of scale. School them out of 10 and everything schools very high, then you have a particular problem. Likewise, if things are all of equal, relatively modest imports than manure, ranking your alternatives that you're looking at the issue trying to dress, you're going to create some problems. When you've got all the different alternatives, then you may have so many that it makes it very, very complex. They begin to identify what's going on and as we'll see when we use something called Field Force Field Analysis Administration, what we do with our mythical office opening it can help us to use the finite resources that you've got in your firm on news and best effect when it comes to identify what are the alternatives in our analysis of things to think about, to deal with potential problems? So let's turn to talk about just that. Force field analysis is a simple tool that helps you identify what's gonna help you achieve Change that you want a good opening or what's gonna prevent you. Having a good office opening. It allows you to evaluate all those alternative issues that you have to dress that you thought about the forces on what you needed to address to overcome some of the problems. That is a very simple device on page 52 will explain a little bit more detail what it's all about. Essentially, what you're doing is to say, Well, okay, what are the issues we're facing? So when you look at your case study that you're doing did viol those potential areas that could help the success of your opening or could detract from the opening, we can then decide Well, okay to what degree can influence them 110 points? We can influence it completely. Influence one can influence the effect of it again. Is it having a very low effect on our event is having a very high effect on our event. We could do this using a very simple tabulation. So what I've done to move things forward for you eyes on page 53. We've had a look at the issues that may be helpful or less helpful on the development of your opening. What you do is to put together a very simple way of expressing. This graphically is to say what we want. We want a great office opening that design design improvement target for our project. That's what we want. And there are some things that will help us achieve that and some things that detract from it. And it's presented in this way on tabulated. So if you take the tabulation that we've got on Page 53 what you can see, I've had invited a dozen things that will be a have an impact on the success on our particular bank On, as you can see listed there, send out invitations. Guest speaker is going to be a appointed find a creative map for the venue booked the venue Food meant because it's our office opening. We may be looking a K tress to come in. Agree the food, many refreshments, dress code, that sort of thing. Sign Ege staffing issues from the contract coming in, click from facilities at our venue for example, will take clashes with something else going on in the in the area that will detract from the event we've got. Is there gonna be traffic congestion that day? Is there going to be staff sickness with people coming to help us without hospitality on DSO it goes on. So those may have been a collection of things that you thought about. There will be things that you can have a positive effect and some things that will have a negative effect. So I won't say more this point. I'll invite you to look at all those issues on page 53 start adding things onto the table force field analysis. I did viable things that have a good effect, things that haven't negative effect. Okay, then we can identify our ability to influence those effect it will have on our event and then finally will explore how we can use those numbers to give us a very non emotional, very clear idea of where we need. But our effort to make sure we're more likely to be successful, can't it? We can't influence everything to the same degree effective. These things happening will not be the same because some things will be more difficult than others to deal with on the same factors that are outside our control. So have a go with that on duh. Always replay the recording. Stop and read the information in the workbook. Get hold of a painter to look at that online and explore your ideas on what that will look like. I don't move it through to the next stage. Okay, well, let's see what this would look like if you have taken on board some of the ideas and try to construct Lee Force Field announces sheet. What we've done here is to look at all those issues that have been occurring with our proposed opening of our offices, and you can see the things they're going to be having a positive effect. Whatever invitations would go out, that'll be good. We'll get somebody to organize that for us. We're going to speak or organized. People confined the offices. We book caterer. We get the food menus ordered dress code, how the evening will run on. We could have signing some people, find the place in addition about the maps, and maybe also find various rooms within our new office suites to direct into various parts of it. Things that have a negative forces is that the staff, however, could we brief them if it's dollar fired up to muster and stuff? Katri is not good at serving our visitors. Then that would be good. Cloakrooms are what the coke ones are, and if they are good, they're good. If they're not good, that will have a negative effect. The date clashes will have a negative effect. One we find here and wasn't mentioned earlier is that has been going through this. We find something else is Hang on a minute. Speaker doesn't arrive. Didn't think about that clearly would have an effect on our over event. Things that are outside of our control. We can't deal with road traffic accidents. Congestion may delay the start. Particular speak was writing late, for example, can affect the congestion issue on. We can't effect immediately whether staff of our own off six that we don't have perception staff on the other support staff hope be their way, can't deal. We can't influence those things that can obviously have an effect. But in terms of what we're going to focus our efforts to deal with things that are under our control are going to be quite important. These two forces that cannot be influenced do not get ignored. We just I have to take those aside and said Okay, off the things that we can have some particular influence on, what is our ability to inference it? So what I hope you can do now is having got something a bit like this. If you've already done the ability to influence scoring, then that's great. If you bit bewildered by that some may have been, then this example about to give you would maybe help the process through. So let's turn to our positive forces and said, OK, what degree can we influence? So remember, 10 is a high influence on one is very little influence it all. But when we go through this and we get the team to debate it, discuss it, score it themselves, take me. We end up with a figure that looks a bit like this. If we don't send invitations out, well, that's also any fault. So we do have a great ability to influence that choice to speaker. Well, there's only a certain number available but we can, you know, a shortness of three summit on the best ones. We have quite a some influence on that, not the total influence on it. We can influence the map. We can book right K tre. We can choose the food, but how it's prepared will be less inference that dress code and design with. But it's going to be smart, casual business suits with dinner jackets, wherever you want to do for your function silage some effect on that. So, as you can see, we can now begin to see where our focus is going to be because we've got four areas that are clearly great ability to influence in our area. So then the second thing we do is to say what's effective. Some of these things on this project is gonna be a big effect or a small effect. A big effect. The higher numbers, no effect small of the number again, as mentioned earlier. We don't want too many high numbers or, to me, low numbers for a good spread of these. But when we look at this, we may have something to consider. So again, if you've not done this yet, maybe just from your numbers against this and see what they look like compared to the suggestions that I've got here of one that we did earlier with another firm project managing this form. Well, the invitation well, it affected. Not getting invitations out could be catastrophic. So that's a high school. The speaker. We can influence it if on the day they are that good. Well, maybe that matters much. If the caterer we have the right cater. Let's book the right. Katrin's responsible diable So say for that, have a good influence. Why is the map ability references high? But the effect of not getting a map? Well, most people connects its something like Google maps. Other maps are available. They have satellite navigation, They have maps on their phone and so on and so forth. There's not too catastrophic. So we have a great verity pregnancy. Yes, we could influence the dress code, but that isn't so important. If it is a lower suit event, something turns up casual. It will be the end of the day. Okay, so you can see what we're doing there, and then we can look at next area and that is our ability to influence. So when it comes to staff, for example, well, we can influence that because brief our own start, we could brief catering staff and so forth. Cloakroom. Well, Coca, Miss the cloak cloak room so fat we could do about the cloakroom. Cloakroom is the cloakroom the date as far as the date is concerned? Well, the date in the diary. But the caterers. If there's a clash, well, we can't help that we may have known about it beforehand, but we may not have meant about it, something that occurs after we put this think some weeks in advance. Some happens to come along. It turns speak up non arrival. Clearly our ability women's. That is quite high because we can book a backup speaker. Its contingency. People don't mind knowing that they're going to be second choice. Uh, that's occurred in my situation where they try to get somebody from International Conference in Boston. In the States they were available. I waas I went in a great time. So what about the effect? Well, the effect of staff briefing, effective cloakroom and so on and so forth is something to consider. It might look a bit like this effect off. Another event on the same evening we had pre booked is clear, big effect. Although our ability to influence is low staff briefing the effect of a poor staff briefing effective imprints, it is much higher. And so it goes on, and speaking on arrival effect of that could be quite a significant on. We could deal with that. So we get this evaluation, we get the wave looking so that the waiting now decide where the focus is and the totals is, too. Multiply those two figures. The ability to influence multiplied by the effect gives a much wider separator from just adding things up on What do we get? It's a bit like this. Well, in the area of invitations, 100 in terms of caterer, absolutely fundamental. That's where the focus is going to be. Let's get the invitations out. Let's get the right Katri there who is a good reputation not only for corporate event hospitality, not only for providing food, not only providing staff than those two areas that we focus on dress code Well, it's not gonna be anywhere near only 60 points on this particular scale when we turn to the other side. What? We're going to focus on here. Well, all those staff briefing we can influence that effect could be quite high. The non arrival of our guest speaker not having something to substitute will be more important than the ones highlighted there in red. Clearly, show us how our analysis has produced the focus for those things in the future that may upset our project. Okay, well, hope that's been useful to take you through that. Of course, the congestion that that will be a problem. We have to deal with that on the night staff sickness. Well, that would be a problem, but you may not know that beforehand, but if it did happen, then probably a contingency would be built built in. So there's no influence there, doesn't get ignored. Effect on them can be quite catastrophic. So again, one needs to weigh those up accordingly. So there we go projects. We've looked at it in quite a long route to this point, but I hope has been useful for you because projects as I mentioned don't go wrong at the end. They always go wrong in the planning on, uh, get that planning, right? And you've got a greater chance off success I have. The notes will give you a little bit more detail to back up what I've been talking about online. So, uh, what we will then do is to think about project management comma good intent on good deeds, contributing to good comma future happiness without post implementation review. Having run a project haven't got some sort of outcomes, then we need to have some posted limitation of you have some clarity about what we've achieved on embedding some of that learning. So let's talk very quickly about the post implementation Review. It was covered on the end off the fundamental project management program. So cover it again for those that didn't see that. What we're looking at here, really is that when a project ends, there's a few things to be sorted out on bond. Until those things that initial troubleshooting has been sorted out to iron out the creases. We're not really getting to the settling down phase and things and need fine tuning on. It is then that I think opposed to imputation review is so helpful to improve that fine tuning to make your project eat more successful so that timing becomes very, very important. It's also important to remember that there's a number of different things that we can review. So when you are review and get your team together, Page 55 suggests that you ask for openness. Get the objectivity there, Look at it with hindsight on, then be future focus. Okay, this is what happened. But if we did it again, what will you do next? Time on, look to the future off betting that learning Look for the both things that helped on the things that got in the way that sort of force field analysis. So when you're looking at that review, do ask questions about Well, what's the difference between what we expected? What got Gap analysis on? Look at the project goals. What ones were a gene to what degree? Where they achieved on how successful were they? A ranking rating to be very useful there. So what about the people running the project now? What about things have been established about training? All those sort of things that go with your project was to deliver benefits for stakeholders we talked about stakeholder match will go back to that on discussed whether or not that stakeholder satisfaction has been achieved or exceeded in particular ways on that satisfaction will be very, very important. There's going to be financial issues as well, and there will be a cost benefit analysis that come through on if it isn't delivering the return as large as you wanted. Then in that review are their final improvements that could be made to make things more successful. Maybe one realizes now that people need a bit more training on that customer relationship management than was first thought me overall analysis on from there we can embed some of that to further development. Have we learned about project management? Have we learned about risk assessment? We learned how to look a needs and wants desires with projects have been able to look at the potential for problem, not just deal them as they turned up for the development. Once you've got those things, then how do you make sure that that is embedded? There's there's more junior staff gonna take over and years to come. And how did they gain from your wisdom of chief through that 2020 hindsight, if you will so How do we bet that then reporting on findings to more senior people in the organization again through that stakeholder lap we looked at will be important? And then what future recommendations are for the next part of the process. So there were quite a few things to think about their to summarize how successful you've been, but summarising how successful you've been is all about your own personal development. So before you hit the pause button and stop button or race often do all the important things that you've got to do work wise. Then use the last page in the document to think about your learning milestones. Think about things like, for example, your confidence in a number of areas about project planning. Can you use the tools that we talked about to plan projects? Can we plan the contingencies? Can we plan the problems? Can we plan the risk management issues that you look? What are those things that will determine the success of your project? What are those critical success factors on what are the key result areas that you'll be looking at? What are those stakeholders on and how do you plan to deal with them then, but it gets to the risks project. What are things that you can influence for the things you can't do? What degree of their having effect can you use a little bit of ranking rating to get a MAWR objective assessment of what needs to be done with finite resources, You've got to make changes and improvements that you need. So take a moment to again paused screen on. Just think about what we've been talking about their on. Put that into some document. She's paper to capture that learning, because what we want to do is to make sure that you are looking at your reflection part of your planning process. Putting it into a personal development plan. That's all part and parcel, of course, off your practicing certificate renewal exercise. But you're going to complete the end of the secret year, so this is a good time to take an extra five minutes of your own time to track some of those things. So the learning lock remember that if you think it, think it, if you think it more likely to do it, so please take that moment to put those on paper now and then it just leaves me to remind you, while you're looking at your person to build plans, that we've covered quite a quite a journey in the last three hours of so recording. So what about the coordination of various projects in your firm? Is not just about a project being managed? It's about programs that are bringing a continuous improvement within the business outcomes compared to benefits. We talk about that. What is the coherent capability that you're trying to do to improve your business for future prosperity off the firm stakeholders? What about those key milestones in your project? How do we keep those how to engage people in the team dynamics? We talked about critical success factors, benefits, realization, management, key result areas. We've looked at risk management. What are risks, how we categorize them? How do we deal with them? What are the contingency? So we need to put in place and we thought a little bit about what happens now months your project has finished, so there we are. That's been an absolute joy for me to take you through all this Andi think data little very much for engaging me to go through this Project Management program. Four volts practitioners. If you do wish to get in touch with me, then please contact good people. Data law Onder, if you would think that the sort of things we've talked about here put into the context of your firm directly to help the key people within your firm with more senior practitioners to get a really good handle on managing projects your support staff, your senior I t people, your senior finance people to project manage things program way. If you want somebody to help you, then I'm sure that we were delighted to help you improve the project management within your firm. So thanks very much again. I've been Mac Makai and I look forward to seeing you chatting to you on another date. A little program very soon. Thanks very much. And thanks for everybody. That data. Look. Bye for now.
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