The facilitator ensures that participants participate effectively, understand each other, consider all opinions, and fully support the conclusions reached according to the established decision-making process.

Rank ideas by voting to facilitate brainstorming

Also known as work following, standing by, participatory

Work tracking

Cross-functional, support people, focus discussions

It is often used in joint application development, where users and the project team jointly define requirements. A structured approach to converting user needs into product functionality.

Sources of conflict include resource scarcity, schedule prioritization, and personal work style differences.

Moderation and tolerance: seeking common ground while reserving differences, and making peace with each other

Compromise and Mediation: Each side gives in. lose-lose

Coercive order: Promoting the views of one party at the expense of other parties. Often leads to a win-lose situation.

Retreat avoidance: low status, little power

Collaborative solution: Adopting a cooperative attitude to reach consensus can lead to a win-win situation

This includes preparing the agenda, ensuring representatives from each key stakeholder group are invited, and preparing and sending follow-up meeting minutes and action plans.

Negotiate with functional managers to obtain the best resources. Negotiate with suppliers. Negotiation between team members helps build harmonious and trusting relationships

The preferred method of resolving all claims and disputes

Improve team decision-making capabilities and encourage them to work independently

Organize various activities to strengthen the team’s social relationships and create a positive and cooperative working relationship

Get opportunities for growth, get a sense of accomplishment, and get appreciation

All activities that improve the capabilities of project team members

Such as attitude surveys, structured interviews, ability tests and focus groups

Persuade others, express opinions and positions clearly, listen actively and effectively, understand and comprehensively consider various viewpoints in any situation; collect relevant information, solve problems and reach consensus while maintaining mutual trust

Ability to lead and motivate a team to do a good job

Including informing receipt, clarifying and confirming information, understanding, and removing obstacles to understanding

Interact with others to exchange information and build connections

face to face

Face to face, fast, not objective

Support people, multi-person interaction, divided into groups

Speed, synergy, stimulation, spontaneity, inspiration, professional hosting

Applicable to: diverse audiences. Investigations need to be completed quickly. Respondents are geographically dispersed and suitable for statistical analysis

Compare with other organizations, either internal or external

Find role models and comparisons

Provide a basis for performance appraisal

Reasonably arrange various things and effectively collect useful data about potential quality problems.

Used for measurement control and quality confirmation, characterized by cost saving and rapid

Plan quality management to determine sampling frequency and scale

Includes a list of items, actions or points to consider

Examine industry conditions and specific seller capabilities

Documentation includes: agreements, business plans; business process and interface documentation; current processes; marketing literature; issue logs, policies and procedures. regulatory documents

Such as which scheduling methods are used and how to integrate different methods into the project

A contingency reserve, also known as a schedule reserve, is a duration included in the schedule baseline for identified risks that have been accepted. Related to “known-unknown” risks, contingency reserves can be used, reduced or eliminated

Management reserves, specially set aside project budgets to deal with unforeseen work within the project scope. Related to "unknown-to-unknown" risks that are not included in the schedule baseline but are part of the overall project duration. Using management reserves may require changes to the progress baseline

Consider various scenarios, “What would happen if scenario X occurred?”

Use probability distribution representations to calculate multiple possible work package durations based on multiple different assumptions, constraints, risks, or scenarios

Calculate trends based on remaining work to predict completion

Progress performance measurement indicators. Used to evaluate the degree of deviation from the progress baseline

Key points: CV SV CPI SPI

A financial analysis tool used to estimate the advantages and disadvantages of alternatives to determine which alternatives will create the best benefits

Investment = return, quality is the best, quality is free

Prevention costs (consistency costs)

Assessment costs (consistency costs)

Cost of failure (internal/external)

Increase prevention costs, reduce evaluation costs, and try to avoid failure costs

Check the hypothesis log

A case-by-case examination of the project’s strengths, weaknesses, opportunities and threats

Evaluate the reliability and accuracy of data regarding individual project risks

The likelihood of characteristic risks occurring and their impact on the project

Low frequency risks and risks of impact will be placed on the watch list of the risk register for future monitoring

tornado diagram

Choose the best option among alternatives. Use different branches to represent different decisions, calculate the expected monetary value of each branch, and select the optimal path.

Graphical aids to decision making under uncertainty

Represents the causal relationship between variables and results, the sequence of events

Report

avoid

transfer

alleviate

accept

Report

open up

share

improve

accept

circumvent, exploit, transfer or share, alleviate or improve, accept

Design some response measures that will only be used when specific events occur. The trigger conditions for emergency response strategies should be defined and tracked, such as: intermediate milestones not being achieved.

unanimously agreed

More than 50% staff support

Usually used when there are more than two candidates

One person makes decisions for the entire group

Establish multiple criteria, such as: risk level, value and return, etc., to evaluate and rank numerous ideas

Integrate the ideas obtained from brainstorming into a picture to reflect the commonalities and differences between the ideas

Used to categorize large numbers of ideas for further review and analysis

Show the interrelationships between steps in the process

Show the strength of the relationship between factors, causes, and goals where rows and columns intersect. Helps identify quality measures critical to project success

Examine problems, constraints and non-value-added activities encountered during the process

Eliminate non-value-added links and strengthen value-added

Helps identify the root cause of a problem

Display the number of defects for each deliverable and the arrangement of causes of defects

Special histograms that identify the few important causes of most problems. The 80/20 rule; sort by frequency of occurrence and take corrective measures in a focused manner

Show the relationship between two variables. One axis represents any element such as process and environment, and the other axis represents quality deficiencies.

Determine whether the project management process is in control and has predictable performance.

Control upper and lower limits, 7-point rule

If the process is within normal limits, it should not be adjusted; if the process is out of control, it must be adjusted.

hierarchical

text type

Responsibility Assignment Matrix

Display three-dimensional data, x-axis, y-axis, and bubble size to represent the three parameters of risk