126 • Creative, Ecient, and Eective Project Management
Some ways to use the Delphi technique on a project include:
• Assessing the impact of cost, schedule, and technical constraints
• Estimating probabilities and impacts of risks
• Identifying and evaluating contingency plan
• Identifying and evaluating issues
• Identifying and evaluating risks
• Prioritizing requirements
Fishbone Diagram
Also known as the Ishikawa diagram, this tool is used to determine
the sources of a problem, which can lay the groundwork for developing
creative ideas. As you would suspect, the shbone diagram is laid out
in the shape of a sh with the problem dened at its head. Along the
spine, trailing behind the head, are bones representing each category
of contributing issues: materials, manpower, methods, and machines.
Using all four categories, the source of the problem can be easily iden-
tied. en, the individual or team can develop ideas to resolve the
problem.
Keep in mind the following when developing a shbone diagram:
1. e shbone diagram is more for dening the cause of a problem,
not generating ideas. However, once the source of a problem is iden-
tied, it becomes easier to generate creative ideas to xit.
2. Be careful not to overanalyze a problem. Fishbone diagrams can
easily become elaborate and actually make it more dicult to
determine the source of a problem and may actually hinder coming
up with creative solutions.
6
Some ways to use shbone diagramming on a project include:
• Determining the contributors to poor quality, such as defects
• Identifying causes of deliverable changes
• Identifying the root causes of a process bottleneck
• Performing value analysis
• Removing roadblocks that impede the progress of a project
Common Creativity Tools and Techniques • 127
Brainwriting
is technique is essentially for the faint-hearted who do not want to, or
prefer not to participate in a spontaneous group session. Everyone is dif-
ferent in how they approach creating, and brainwriting is another way to
accommodate a person’s unique style. Brainwriting is just as the name
implies. Each person records their ideas on a sheet of paper and then passes
it on to the next person for additions or other input. e idea is that one per-
son’s thoughts lay the groundwork on which the next person can expand.
7
Keep the following in mind when applying brainwriting:
1. As mentioned earlier, this approach accommodates people who may
not like traditional brainstorming. However, there are others whodo.
Just be aware of this point. Some people enjoy working alone, for
example, while others thrive in a teaming environment.
2. Set a time limit for a person to provide their input on paper. e
originator of an idea oen takes less time than the subsequent
contributors.
3. Ideas must be made public for evaluation. Paper recording can only
go so far. Sooner or later, the person who prefers not to participate in
group sessions has to do so.
Some ways to use brainwriting on a project include identifying:
• Contents and layout of a war room
• Corrective actions to address a schedule slide
• Cost and schedule metrics
• Key issues
• Opportunities for improving cost and schedule performance
• Potential threats and corresponding strategies for responding to them
Affinity Diagramming
is technique, like many other quality management methods, is useful
for logically grouping a wide number of items having similar character-
istics. By logically grouping a pile of ideas, it becomes easier to use the
diagram to develop creative ideas. For example, it might be easier to
identify some patterns that enable developing creative theories about the
data; these theories then lend themselves to testing.
128 • Creative, Ecient, and Eective Project Management
Keep in mind the following when using anity diagrams:
1. Recognize that whatever groupings are used, they are constructs that
may not necessarily represent reality. Keep in mind that just about
everything in nature is not logically grouped; grouping everything is
a judgment call. However, groupings might reveal clues about reality
because it has become more understandable.
2. e anity diagram does not guarantee creativity. e user of the
anity diagram still has to come up with creative ideas based upon
the data. It provides order to what may seem like a mess, thereby
enabling some creative thinking to occur.
3. Use the anity diagram as a communications technique among the
stakeholders. It will help in looking at the data and information and
to start exchanging ideas about what stakeholders see.
8
Some ways to use anity diagramming on a project include:
• Categorizing issues recorded in an Issues Log
• Categorizing requirements
• Grouping elements in a work breakdown structure
• Placing risks into appropriate categories
Trend Chart
A trend chart, also known as a run chart, plots data over time to reveal
a pattern of behavior that could also indicate anomalous behavior.
ese anomalies may provide fruit for creative thinking. A spike or dip
in a trend may indicate that something unique has happened, requiring
further investigation.
Keep in mind the following when using a trend chart:
1. e span of time to track data will aect the ease of spotting
anomalies. Usually, the longer the time continuum to track,
the greater the opportunity to discover an anomaly requiring
investigation.
2. Some anomalies are good; the inverse is also true. In the manufac-
turing environment, an anomaly oen threatens productivity and
adds costs. In creative environments, an anomaly oen serves as a
springboard to develop ideas.
Common Creativity Tools and Techniques • 129
3. Compare the spike or dip with a baseline having a normal pattern of
behavior. e dierences may reveal clues to come up with a creative
idea that could improve the overall pattern of behavior.
9
Some ways to use a trend chart on a project include:
• Identifying whether certain threats are rising or declining over time
• Plotting the number of change requests over time
• Tracking the number of defects over time
• Tracking earned value, such as schedule performance index
overtime
• Tracking the number of missed milestones over time
Statistical Process Control Chart
Also referred to as an SPC chart, the statistical process control chart is
another quality technique that can help enable creativity. Like the trend
chart discussed in this chapter, the key is to focus on anomalous data
points to provide clues for creative ideas. e SPC chart treats anomalies
as something requiring further investigation, oen resulting in corrective
action. e SPC chart has an upper and lower control limit, and a range
above and below the mean. Over time, plots of discrete data points occur.
Ideally, these plots all fall around the mean. However, sometimes plots
go above or below the range, indicating an anomaly; sometimes seven
or more successive plots on either side of the mean exist, also indicat-
ing anomalies. ese are anomalies that may provide an opportunity to
develop creative ideas rather than treating them as “defects.”
Keep in mind the following when using SPC charts:
1. Like the trend chart, the span of time is important. Too short of a
time span and the opportunity to discover an anomaly is gone. e
span of time is a judgment call.
2. Remember that anomalies can be good, but not all are. ey simply
provide the basis for creative thinking.
10
Some ways to use a statistical process control chart on a project include:
• Assessing the stability of a specic process
• Recording quality of deliverables to identify anomalous results
130 • Creative, Ecient, and Eective Project Management
• Tracking costs
• Tracking discrete values, such as cost performance index, to deter-
mine if expected results are being achieved consistently
• Tracking the eectiveness of a change
Offsite
e osite is a technique to get a group away from the normal work envi-
ronment, oen for a day or two. It is a way to build esprit de corps; it also
allows for people to “let down” and free their creative powers to rise as
they tackle burning problems and issues, whether on an intra- or inter-
organizational level. Teams and subteams work on problems and issues
with the purpose of coming up with recommendations, many of which
are creative.
Keep in mind the following when conducting an osite:
1. Dene the goals and objectives to achieve at the osite. e attend-
ees can further dene them either before or at the beginning of the
osite.
2. Leave laptops, cell phones, and modern communications media
behind. e goal is to remove people from their environment to
allow them physical and, just as importantly, mental freedom. If
people bring such technology, allocate a certain break time to allow
them to return calls or respond to emails. en, have them turn o
the equipment.
3. Be sure to take good notes and publish them. Subsequent meetings
should be held to plan and execute recommendations so that the
osite becomes more than a get-together.
Some ways to use an osite on a project include:
• Engendering greater team building
• Enhancing communications among stakeholders
• Isolating the team from external inuences when making key
decisions
• Providing a comfortable environment for sharing knowledge, expe-
riences, and insights to address key issues and concerns
• Providing training opportunities
..................Content has been hidden....................

You can't read the all page of ebook, please click here login for view all page.
Reset