Contents

Cover

Content

Autor

Acknowledgement

Title Page

Copyright

Brief contents/Overview of tools

Application areas of each tool

Foreword

Preface

1  Introduction to the concept and application of this book

1.1  Structure of this book

1.2  How to use the book

1.3  The target audience of this book

1.4  The scope of this book

1.5 Skills and competencies for your personal development

1.6 Clarification on methodologies, models, tools and techniques

2  Problem solving approach and application

2.1  Problem solving

2.2 Categories of tools

2.3 How to select the right tool

3   Diagnosis

3.1 Definition of a situation/problem

3.2 Information gathering

3.3 Creativity

3.4 Information consolidation

4 Goals and objectives setting

4.1 Goal-setting criteria

4.2 Objectives tree

4.3 Goal hierarchy

4.4 Charter

4.5 Goal catalogue

4.6 SMART goals

4.7 Goal grid

4.8 Well-defined outcomes

4.9 3 P statements

4.10 SNAP

5 Analysis

5.1 Organisational analysis

5.2 Technical analysis (system, process, data, technology)

5.3 Strategic analysis

6 Decision making (incl. evaluation, prioritisation)

6.1 Introduction to decision making

6.2 Decision tree

6.3 Perspectives3

6.4 Argument balance

6.5 Polarities tool

6.6 Swap sorting tool

6.7 Pair ranking

6.8 Nominal group tool

6.9 100 Points

6.10 Utility analysis

6.11 Cartesian coordinates

6.12 Cross of beliefs

6.13 Vroom Yetton

6.14 Risk analysis

6.15 Prioritisation matrices

7 Project management tools

7.1 Project management – activities, processes and tools

7.2 Project contract

7.3 LogFrame

7.4 Project roadmap/programme

7.5 Work breakdown structure

7.6 Gantt chart

7.7 Project work plan

7.8 Project environment analysis

7.9 Project structure

7.10 Project management roles and responsibilities

7.11 Project communication plan

7.12 Accountability matrix (CIDA)

7.13 Stakeholder communication

7.14 Workshop guideline

7.15 Expectation review tool

7.16 Booz ball evaluation

7.17 Six thinking hats

7.18 Action steps and reviews

7.19 Project management skills radar

8 Annex A – Check Questions

8.1 Check questions for a project start

8.2 Check questions to review ideas and qualitative information

8.3 Check questions to define the current situation – diagnostic

8.4 Check questions to define goals and objectives

8.5 Check questions during an analysis

8.6 Check questions during decision making

8.7 Check questions for the project initiation phase

9 Annex B – Scenarios and tool lists

9.1 Author’s top 10 tools

9.2 Scenario: Good practice for project and problem definition

9.3 Project planning and definition

9.4 Strategic analysis

9.5 Org analysis and org design

9.6 Organisational restructuring

9.7 Feasibility study

9.8 System development

9.9 Strategy workshop

9.10 Business process improvements

Bibliography

Application areas of each tool

Wiley End User License Agreement

Guide

Cover

Table of Contents

Start Reading

List of Illustrations

1  Introduction to the concept and application of this book

Figure 1 ‘In’ and ‘out of scope’ areas of this book

Figure 2 Four competences of personal development – the focus is on the cognitive and methodical competency

Figure 3 Competences and the concept of this book

Figure 4 Underpinning for tools and teChniques

2  Problem solving approach and application

Figure 5 Problem solving and the solution path

Figure 6 Fundamental problem solving approaCh

Figure 7 Overview of different problem solving approaChes

Figure 8 The book’s problem solving process that displays the iterative aspect of the process

Figure 9 Symbol for categories, this one is for the first step ‘diagnosis’

Figure 10 The problem solving thinking levels overlap with the problem solving process steps (Source: Haberfellner)

Figure 11 Micro logic project cycle

Figure 12 Overview of the above-discussed micro and macro cycle

Figure 13 Activities and tools for the project management cycle (planning) and the diagnosis phase of the problem solving cycle

Figure 14 Overview of the problem solving process steps and the relevant categories of tools

Figure 15 Overview of the concept and its components in the context of this book (relevant areas are shaded in grey)

Figure 16 Tool selection logic – how to find the right tool

Figure 17 Select the right option for you to find the right tool (Tool selection decision tree)

Figure 18 Sample compilation of tools for a workshop

3   Diagnosis

Figure 19 The three categories of tools during the diagnosis phase

Figure 20 Problem tree

Figure 21 Water shortage – problem, causes and effects

Figure 22 Hypothesis tree

Figure 23 Hypothesis tree of the default water example

Figure 24 Issue tree diagram

Figure 25 Issue tree – How could you treat water before the consumption?

Figure 26 Influence matrix – Frequencies of communication interaction between project members

Figure 27 Most problems have their root causes in one of the four areas as displayed above

Figure 28 Solution-effect variation to the fishbone tool

Figure 29 An example of the contributing causes and drivers that effect ‘risk’

Figure 30 Harvesting potatoes as example for a black box

Figure 31 Example of a black box for a purChase order system within the procurement department)

Figure 32 Example of a pizzeria business in a black box view

Figure 33 IS – IS NOT diagram

Figure 34 Stakeholders who are ‘in and out’ of scope

Figure 36 Stakeholder grid and a stakeholder influence diagram

Figure 37 Stakeholder evaluation matrix: influence versus importance

Figure 38 Stakeholder accordion

Figure 39 Stakeholder swapping diagram

Figure 40 Context diagram – what is in scope, what is out of scope?

Figure 41 Context diagram – interconnections on a risk management project

Figure 42 Network relations diagram relating to the ‘water problem’ theme in this category

Figure 43 Useful variation for a multi-dimensional display of influential root causes as well as for the display of material or information flows

Figure 44 Goal interdependences displayed in a stream analysis diagram

Figure 45 Silo view diagram

Figure 46 Mind map

Figure 47 Tool options to gather data and information

Figure 48 Octagon

Figure 49 Values survey

Figure 50 Learning/development dipstick survey

Figure 51 Lotus blossom concept

Figure 52 80:20 Pareto diagram

Figure 53 ABC analysis diagram

Figure 54 Affinity diagram displaying the structure of the multiple communication means of a company

Figure 55 Venn diagram

Figure 56 Force field diagram

4 Goals and objectives setting

Figure 57 The essence of goal setting

Figure 58 Objectives tree

Figure 59 Objectives tree with the main objective in the centre of the diagram

Figure 60 Drivers and impacting factors of a business goals 'tree'

Figure 61 What are the goals and their dependencies, measurements and controls? Are they consistent?

Figure 62 Goal grid

5 Analysis

Figure 63 Past and potential future Challenges

Figure 64 7 S model

Figure 65 Typical development phases in terms of orgstructure for companies (Source: Glass)

Figure 66 Organisational structures linked to an organisation's external and internal situation (Glass)

Figure 67 Typical organisational structures

Figure 68 Conceptual display of the diamond grading tool

Figure 69 Follow the numbering that represents the process flow displayed across an organigram

Figure 70 Process mapping across departmental borders: Why are there separate departments if they all ‘belong’ to the same process?

Figure 71 The span of control should be below 1:8 – in general

Figure 72 Typical symbols used in powergrams

Figure 73 Powergram

Figure 74 In a project context: ‘What kind of influence do you as a project manager possess on different stakeholders?’

Figure 75 ArChitectural decomposition with four layers

Figure 76 Logical data model

Figure 77 Use case diagram

Figure 78 Ensure you cover all components displayed in the diagram when doing process modelling.

Figure 79 Example of a high-level process flow

Figure 80 ERD

Figure 81 TeChnology and systems landscape

Figure 82 Concept diagram of the logical and functional system modelling tool

Figure 83 Strategy work involves strategic analysis and strategic development

Figure 84 A classic (conceptual) value Chain that displays the typical support and core functions

Figure 85 The percentages in eaCh value Chain block could represent cost or value contributed to the final product

Figure 86 The comparison of CSFs may result in highly valuable information

Figure 87 SWOT and TOWS – the 4 process steps

Figure 88 SWOT matrix – eaCh quadrant has a different focus

Figure 89 Typical questions in a SWOT analysis

Figure 90 Example of a completed SWOT Chart

Figure 91 The TOWS structure for the testing of your SWOT results

Figure 92 The TOWS Chart displays the four strategic options

Figure 93 Classic life cycle diagram that illustrates revenue, profit and investment recovery over time – the costs increase during maturity, hence the decline in profit

Figure 94 Overview of factors that influence the 5 Forces (from www.themanager.org and others, amended by author)

Figure 95 The four elements that have an effect on the competitor’s response

Figure 96 The key environmental forces of the PEST/STEEP analysis

Figure 97 A strategic market group as part of the ‘onion layers’

Figure 98 The consumer electronics market in the ’80s split by breadth of product line and geographical scope highlights the strategic market groups occupied by various companies.

Figure 99 With its portfolio A to D, a company may be involved in several strategic market groups.

Figure 100 The classic 2 × 2 market share/market growth BCG matrix

Figure 101 Conceivable generic strategic options for the 3 × 3 strength/attractiveness matrix

Figure 102 The four arrows of the product/market mix matrix indicate the four possible strategic directions

Figure 103 Improved product/market mix matrix

Figure 104 This sports equipment manufacturer started as a manufacturer of ski boots and has grown along both axes.

Figure 105 Can you find strategies for this example of a car manufacturer?

Figure 106 Overview of the strategic options from whiCh to Choose

Figure 107 Overview of competitive and cooperative strategies

Figure 108 The four different strategic directions based on a competitive strategy

Figure 109 Six categories of strategy

Figure 110 The three analysis areas of the strategy matrix tool

6 Decision making (incl. evaluation, prioritisation)

Figure 111 Analysis vs complexity of decision

Figure 112 Decision tree – What to do and what are the options?

Figure 113 The Perspectives³ view – three dimensions of an individual’s perspective

Figure 114 The four combinations in the Cartesian coordinates diagram

Figure 115 Cross of beliefs – what would your beliefs and assumptions be in this case?

Figure 116 Power – shared goals

Figure 117 The risk analysis diagram indicates the recommended risk prevention strategy and action steps

Figure 118 Caution versus courage – balance is required

Figure 119 The certainty-importance matrix

Figure 120 The efficiency-sustainability matrix

Figure 121 Profit-risk matrix and the impact-ease of implementation matrix

Figure 122 Attractiveness-ease of implementation matrix

Figure 123 Cost-priority matrix: In this case, option A and D get approval, B fails, C needs to be revisited

Figure 124 The Eisenhower principle (important-urgent), a key tool for time management

7 Project management tools

Figure 125 How does it all fit together? A simple summary of the project life cycle

Figure 126 ApproaCh and questioning direction within the LogFrame

Figure 127 ‘If …. and …., then ….’ logic of the LogFrame tool

Figure 128 In this example, the roadmap is divided into the six streams: process, data, teChnology, people, communication and infrastructure

Figure 129 The different shading represents the importance or relevance of eaCh project within the project landscape

Figure 130 Tree-style diagrams of work breakdown structures (WBS)

Figure 131 Gantt Chart diagram – a screenshot from MS Project

Figure 132 Diagrammatic display of external factors that may be part of a Project analysis

Figure 133 Organisational structure and project structure – a pyramid

Figure 134 Project aChievement or satisfaction level, Characterized with Booz balls

Figure 135 PM skills and competency areas linked to the PM process

Figure 136 Skill levels of the key project management components – before and after a PM skills training

List of Tables

2  Problem solving approach and application

Table 1 Be aware of the required 'type of thinking' for the current problem solving phase (Glass, 1996, Management Masterclass, amended by author)

3   Diagnosis

Table 2 Select your tools from the category ‘define situation’

Table 3 Problem definition example

Table 4 Competing hypotheses for the poor water quality example

Table 5 Influence matrix

Table 6 In and out of scope

Table 7 Template for a stakeholders’ stakes table

Table 8 Template for a stakeholder scoring table

Table 9 Stakeholder map in table format. Equivalent to figure 35

Table 10 Template for a stakeholders’ analysis table

Table 11 Select information gathering tools

Table 12 Information gathering plan

Table 13 Select creativity tools

Table 14 Nyaka table for a paper hole-punch challenge

Table 15 Attribute listing

Table 16 Morphological matrix

Table 17 Select information consolidation tools

Table 18 Information matrix – values in numbers

Table 19 Information matrix – values in percent

Table 20 Information matrix – faults per hundred users

Table 21 Force field table

4 Goals and objectives setting

Table 22 Template for a charter

Table 23 Example of a goal catalogue

5 Analysis

Table 24 Select organisational analysis tools

Table 25 Advantages and drawbacks of each type of orgnisational structure

Table 26 Span of control ratio guidelines

Table 27 Select technical analysis tools

Table 28 Template of a requirements catalogue

Table 30 Example of a comparison of Critical success factors (CSFs) in table format

Table 31 Typical insight provided by the life cycle analysis for each development stage

Table 32 Template for Five Forces analysis

Table 33 Typical categories and types of information for a competitor analysis

Table 34 Types of environmental forces

Table 35 Opposing views of strategy development and implementation (Source: Glass)

Table 36 Internal and external factors for the business matrices

Table 37 Conceivable generic strategic options for each position in the 2 × 2 market growth/market share

Table 38 Refreshing opposing strategic directions for the classic BCG 2 × 2 market growth/market share matrix (Source: Glass)

Table 39 Eight resulting options from the strategic analysis

6 Decision making (incl. evaluation, prioritisation)

Table 40 Select decision making tools

Table 41 Find and select the right decision making tools – depending on your number of options and criteria

Table 42 Examples of situations for the decision making selection matrix

Table 43 Example of an argument balance

Table 44 Example for a comparison of two options, e.g. products or companies

Table 45 Pair ranking table

Table 46 Example of a nominal group table – statement A has received the highest vote, followed by D

Table 47 Example of an utility analysis

Table 48 Template for a risk analysis table

7 Project management tools

Table 49 PM activities, processes and tools (Source: Burghardt, Kostka, Projektmagazin, Haberfellner, PMI, complemented by the author)

Table 50 Project contract sheet

Table 51 Logframe

Table 52 Project work plan template

Table 53 Example of a communication plan

Table 54 Communication tools and stakeholders, with examplary frequencies

Table 55 Example of an accountability matrix for a product launch and market introduction

Table 56 Stakeholder communication

Table 57 Template for an expectations review

Table 58 Template of an action steps table

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Nicolai Andler graduated from the Technical University of Berlin with a combined Masters of Commerce and Masters of Chemical Engineering degree with distinction. The Technical University of Berlin is one of the few universities that have a faculty for systems engineering, which is the science on which this book is partly based. He also holds a Master of Management degree from the French Graduate School of Business in Toulouse (Grande Ecole Supérieure de Commerce de Toulouse – MBA equivalent) with a specialization in ‘management of multinational groups’ and ‘international business strategies.’

Before founding his own company, the Ignite Group, Nicolai Andler was a senior consultant with an IT and CRM consultancy for several years. Prior to working in the IT consulting field, he had freelance experience in management consulting in Europe and several years of management consulting (business transformation projects focusing on business process reengineering and supply chain improvements) with an international management consultancy in South Africa. He has worked with clients in the financial services (retail banking, life insurance, and employee benefit), public sector (education, revenue and customs, government agencies), waste management, chemical and petrochemical industries.

Acknowledgement

This book would not have been possible without the direct and indirect help and support of many individuals. I would like to formally express my appreciation and gratitude to Tom Roegner, William van Zyl, Dominique le Roux, Harry Schmitz, Louis Stanford, Dr. Dirk D. Müller, Michael Gold and Dr. Hans-Otto Naumann for their constructive feedback, suggestions and support. Their contributions have influenced the book substantially.

Finally, I would like to dedicate this book to my parents, Elisabeth and Erwin Andler, for their love, trust, support and never-ending faith in me.

Bibliographic information published by the Deutsche Nationalbibliothek

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The author and publisher have taken great care with all texts and illustrations in this book. Nevertheless, errors can never be completely avoided. The publisher and author accept no liability, regardless of legal basis. Designations used in this book may be trademarks whose use by third parties for their own purposes could violate the rights of the owners.

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