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Tools for project management, workshops and consulting : a must-have compendium of essential tools and techniques

Author: Nicolai Andler
Publisher: Weinheim : Wiley-VCH, 2016.
Edition/Format:   eBook : Document : English : Third editionView all editions and formats
Database:WorldCat
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Genre/Form: Electronic books
Additional Physical Format: Print version:
Andler, Nicolai.
Tools for project management, workshops and consulting.
Weinheim : Wiley-VCH, 2015
(OCoLC)899707283
Material Type: Document, Internet resource
Document Type: Internet Resource, Computer File
All Authors / Contributors: Nicolai Andler
ISBN: 9783895789182 3895789186
OCLC Number: 957159755
Description: 1 online resource (488 pages)
Contents: Cover; The author; Tools for Project Management, Workshops and Consulting; Imprint; Brief contents / Overview of tools; Application areas of each tool; Foreword; Preface; Table of contents; 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 2.1.1 Different problem solving processes and approaches2.1.2 The problem solving process used in this book; 2.1.3 Mental thinking levels during problem solving; 2.1.4 Problem solving process and consulting process; 2.1.5 The author's assumptions; 2.1.6 Macro logic project cycle --
micro logic problem solving cycle; 2.2 Categories of tools; 2.3 How to select the right tool; 2.3.1 Overview of tools; (A); 2.3.2 Where 'in' the problem solving process am I?; (B); 2.3.3 Checklist for problem solving processes to identify required tool; (C); 2.3.4 What is the right category?; (D) 2.3.5 How to compile the shopping list(scenario for workshop, E); 2.3.6 Application sequence of tools; 3 Diagnosis; 3.1 Definition of a situation/problem; 3.1.1 5W Problem questions; 3.1.2 Problem definition; 3.1.3 Boundary examination; 3.1.4 Problem tree; 3.1.5 From As-Is to To-Be; 3.1.6 Problem goal twist; 3.1.7 SPIN; 3.1.8 Kepner/Tregoe problem diagnosis; 3.1.9 Reverse the problem; 3.1.10 Hypotheses; 3.1.11 Hypothesis tree; 3.1.12 Competing hypotheses; 3.1.13 Issue tree; 3.1.14 Influence matrix; 3.1.15 Fishbone or Cause-effect tool; 3.1.16 Black box; 3.1.17 IS --
IS NOT 3.1.18 Stakeholder expectation management3.1.19 Stakeholder analysis; 3.1.20 Stakeholder map; 3.1.21 Stakeholder influence matrix; 3.1.22 Stakeholder accordion; 3.1.23 Stakeholder swapping; 3.1.24 Context diagram; 3.1.25 Silo view; 3.1.26 Helicoptering; 3.1.27 Mind map; 3.1.28 Diagnosis plan; 3.2 Information gathering; 3.2.1 Desk research/database research; 3.2.2 Interview (unstructured); 3.2.3 Socratic debate; 3.2.4 Focus interview; 3.2.5 Systemic questions; 3.2.6 Six Pillars; 3.2.7 Tripod (mixed); 3.2.8 Octagon; 3.2.9 Focus groups (unstructured); 3.2.10 Survey/field study --
dipstick 3.2.11 Direct observation (DILO = day in the life of)3.2.12 Delphi or expert panel; 3.2.13 Scenario analysis; 3.2.14 Questionnaire (structured); 3.2.15 Climate assessment (structured); 3.2.16 Information gathering plan; 3.2.17 5 Whys; 3.3 Creativity; 3.3.1 Brainstorming; 3.3.2 Cardstorming; 3.3.3 6-3-5; 3.3.4 Questions circle; 3.3.5 Lotus blossom; 3.3.6 Irritating words; 3.3.7 Mental provocation; 3.3.8 Cross associations; 3.3.9 Funny Man; 3.3.10 Opponents advocate; 3.3.11 Fishpond; 3.3.12 Bionic; 3.3.13 Synectics; 3.3.14 Bisociations; 3.3.15 Distraction; 3.3.16 Provocative associations
Responsibility: Nicolai Andler.

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