MODULE 4: DEVELOPMENT - Origin of Spacestoolbox.originofspaces.com/wp-content/uploads/2017/02/... · 2017-07-27 · o Gladwell, M. – Blink: Inteligencia intuitiva ¿Por qué sabemos

….. LOCAL PARTNERSHIP: Development ..… Bilbao (ZAWP)…

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MODULE 4: DEVELOPMENT

TIME LINE

The implementation of the timeline is one of the essential phases of project

management. It represents all the elements to undertake in a project, with its start and

delivery expected dates. The schedule may include actions, events, jobs, processes,…

The smaller the units of time measure (months, weeks, days, hours) the greater management

control we will have over the different phases of the project but, at the same time, we will

have to be more rigorous in the fulfillment of the objectives so that the schedule does not

become distorted and stops fulfilling its function.

We must remember to conserve a certain amount of time in each one of the actions so as not

to get stuck and to see ourselves in the need of redoing our calendar again and again.

In addition to this, our ZAWP trick, for short projects in time, is to “always start at the end”: it

marks the date on which you want to finish the overall project. In many occasions, you will

encounter the paradox that you are already late!. This will allow you to readjust the times. And

remember,… people tend to be overly positive in handling times on paper, we must mark

control mechanisms for meeting objectives.

There are a multitude of timeline formats (like the Gantt chart) and digital tools to create

your own timeline or you can simply use a pencil and paper. But what really matters is that

you do not forget that those “works” reflected in the schedule are made for people and with

limited resources. Therefore, you must “decompose” these elements to be as realistic and

sustainable as possible.

“Look for the roads less travelled” – Eduardo Chill ida

Example of timelines:



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NEGOTIATION

Opportunities for negotiation are everywhere, everyday.

Negotiation, to be appropriate, requires:



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In the measure of your possibilities, you must previously define a series of elements that

ultimately become part of the strategy:

Delight with the video:

Negotiation



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DECISION MAKING

Before:

• Who makes the decision. To do this, the structure (horizontal, vertical,

delegation,…) and the roles of each team member must be defined.

• What do you want to get?.

• Define what are all the alternatives.

• Value what is a priority or preference over other things.

• Analyze all potential consequences.

• Values the investment it entails (energy, economic,…).

During:

• Make the decision: choose, decide and implement.

After:

• Follow it and learn from its real results. Measure and evaluate, otherwise you will not

be able to implement improvement actions in your dynamics.

“In all languages we die when we keep quiet” – Jorge Oteiza

Enjoy the video:

Decision making



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Tips

“A project development is created after you’ve done a research”.

Organizing and planning, you can put your project into the best shape even before you begin

working on it.

And, hopefully, that way you should minimize the impact of the types of interruptions that

can derail the laid plans.

• Select team members, and assign responsibilities .

• Identify project and team members requirements and expectations.

• Define critical project milestones.

• Manage project risks.

• Follow standards and use templates.

• Ensure that your team have full project detail up front.

• Set realistic expectations for the team.

• Keep the team communication and coordination lines open.

• During the project team members training is key.

• Team must hold regular meetings.

• Use shared checklists.

• Establish measurable and reportable criteria for success.

• Have an escalation strategy.

• Test the project as much as you can or as much as it requires.

• Constantly review the shape of the project.

• Evaluate the project when complete.

“Every project must tell us a story about its: team, timing, processes, deliverables and goals”.

Tools

• Allthings helps to take control of tasks, teams and time.

• Asana helps to track teamwork and results.

• Avaza helps to run client focus projects.

• Bitrix24 helps to manage projects.

• Freedcamp helps teams to organize.

• KanbanFlow helps to visualize the project.

• Lavagna project management for small teams.

• MeisterTask helps to manage projects.

• Odoo helps to manage projects.

• Pivotal Tracker helps to manage projects.

• Podio helps to manage projects.

• Producteev task management tool.



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• Projectplace collaboration tool to plan and execute projects.

• Redbooth helps to manage projects.

• Redmine helps to manage projects in a flexible way.

• Taiga helps to manage projects.

• Trello helps to manage projects.

• Teamwork Projects helps to manage team work projects.

• Zapier helps to focus.

• Zoho Projects helps to manage projects.

• Wrike helps to manage projects.



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• Are you sure that you have identified all the stakeholders and keep their interests in

mind when you have created the project plan?

• Once you have a list of stakeholder needs, have you prioritized them and set specific

project goals?

• Have you identified the deliverables you need to produce in order to meet the

project’s goals. What are the specific products you’re expected to complete?

• Have you estimated due dates for each deliverable?

• Have you defined the series of tasks that need to be completed in order to accomplish

each one?

• Have you determined the amount of time it will take, the resources necessary, and

who will be responsible for its completion?

• Are there any issues that you know of upfront that will affect your project? What

unforeseen circumstances could create?

Explain how your plan addresses stakeholders’ expectations, and present the solutions to any

conflicts. And, make sure the presentation isn’t one sided; it should be a discussion between

all the parties.



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• ARTICLE:

o Kaner, S. Watts, J. Frison, E. – Participatory decision-making:The core

of multi-stakeholder collaboration – 2008

o EU Law and Publications:

§ A new start for social dialogue

§ Gender equality in power and decision making

o Harvard Business Review:

§ 5 Things new managers should focus on first

§ Being the boss in Brussels, Boston and Beijing

§ How companies managed people as carefully as they

manage money?

§ How people with different conflict styles can work

together?

§ Research: Writing a business plan makes your startup

more likely to succeed?

o The Guardian News and Media Limited articles:

§ Do more, work less: the best time-saving apps for home

workers

§ Instinct vs insight: how should leaders make decisions?

§ Local government: decision-making requires all hands on

deck

§ Shared decision making won’t happen by magic

§ The stories of service users must be at the heart of social

care decision-making

§ Transforming local government: the issues project

managers overlook

• BOOKS:

o Bauman, Z. – Vida Líquida – (2013)

o Bauman, Z. – Trabajo, consumismo y nuevos pobres (Cla-De-Ma) –

(2015)

o Bauman, Z. – Ceguera Moral (Estado y Sociedad) – (2015)

o Bauman, Z. – Tiempos líquidos: Vivir en una época de

incertidumbre – (2015)

o Bauman, Z. – Retrotopía – (2017)

o Bellon, B. Whittington, G. – Competing through innovation –

186076035X – (1996)

o Bennis, W. Biederman,P.W. – Organizing genius: The secrets of

creative collaboration – Addison Wesley – (1997)

o Brafman, Ori Beckstrom, R.A. – La araña y la estrella de mar: La

fuerza imparable de las organizaciones sin mandos – Empresa activa

– 9788496627239 – (2007) / The starfish and the spider: The

unstoppable power of leaderless organizations – (2006)

o Calzada, I. – Futuro del trabajo, trabajo del futuro coordinación –

Mondragón Mondragón Ikerketa Kudeaketa – 8496543137 – (2005)



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o Cunningham, I. – The Wisdom of Strategic Learning – McGraw Hill. 0-

07-707894-4 – (1994)

o Errasti, A.M. Heras, I. Bakaikoa, B. – Elgoibar, P. – The

internationalisation of cooperatives: The case of the Mondragon

cooperative corporation – (2003)

o Forcadell Martínez, F.J. – Democracia, cooperación y éxito:

implicaciones prácticas del caso de Mondragón / Democracy,

cooperation and business success: The case of Mondragon

corporation cooperativa

o Friend, G. Zehle, S. – Business planning: Guía completa para crear y

consolidar nuevas empresas e iniciativas – Expansión 8496195120 /

Headhunters and how to use them – (2005)

o Gladwell, M. – Blink: Inteligencia intuitiva ¿Por qué sabemos la

verdad en dos segundos? – Punto de Lectura – 9789708120289 –

(2007) / Blink: The power of thinking without thinking -(2005)

o Hamel, G. – The future of management – Harvard Business School Press

– (2007)

o Irizar, I. – Empresa cooperativa y l iderazgo – Mondragon Unibertsitatea

– 9788460802716 – (2005)

o Isaacs, W. – Dialogue: The art of thinking together – Broadway

business – (1999)

o Jones, D. – Decision making for Dummies

o Leonard, D. – Capacidades empresariales para la innovación. Su

gestión – Cotec – 849533657X – (2004) / Wellsprings of knowledge.

Building and sustaining the sources of innovation – (1995)

o Malik, F. – Managing performing living: Effective management for

a new era – Campus Verlag – (2009)

o Michie, J. Blasi, J.R. Borzaga, C. – The Oxford Handbook of Mutual,

Co-Operative, and Co-Owned Business – Oxford Handbooks – (2017)

o Nonaka, K. Nishiguchi, T. – Knowledge emergence: Social, technical

and evolutionary dimensions of knowledge creation – Oxford

University Press – (2001)

o Pinto,J.K. Kharbanda, O.P. – Successful Project Managers: Leading

your team to success – John Wiley & Sons – (1995)

o Riley, P. – The winner within: A life plan for team players – Putnam –

(1993)

o O´Reilly III, C. Pfeffer, P. – Hidden value: How great companies

achieve extraordinary results with ordinary people – Harvard

Business Press – (2000)

o Prahalad, C.K. Hart, S. – The fortune at the bottom of the pyramide –

Strategy Business – (2002)

o Peter, T. – Re-imagina: La excelencia empresarial en una era

perturbadora – 8420549975 – Pearson Educación, S.A. – (2006) / Re-

Imagine! Business Excellence in a Disruptive Age

o Quinn, R. E. – Change the world: How ordinary people can

accomplish extraordinary results

o Rickards, T. – La creatividad: Análisis y solución de problemas

empresariales – Ediciones Deusto – (1977) / Problem-solving through

creative analysis (1974)

o Schumacher, E.F. – Small is beautiful: Economics as if people

mattered – Harper Torchbooks – (1973)

o Stuart, L.H. – El capitalismo en la encrucijada: Cómo obtener

beneficios empresariales y generar mejoras sociales a un mismo



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t iempo – 9788423425877 – Ediciones Deusto – (2007) / Capitalism at

the crossroads. Aligning business, earth and humanity

o Zizek, S. – Pedir Lo Imposible – (2014)

o Zizek, S. – Viviendo en el final de los tiempos – (2012)

o Zizek, S. – El gran retroceso (Los tres mundos) – (2017)

VIDEOS:

• BATNA/WATNA

• Casual Project Management

• Decision Making

• Decision Making Process

• EU institutions and decision-making explained

• How to Create a Timeline Infographic in 6 Easy Steps

• How to manage conflicts

• Participatory Decision-Making in Multi-Stakeholder Collaborations

• The EU after the treaty of Lisbon – Success Through Process

Competence

• TED first: The long reach of reason – an animated Socratic dialog! In a time when

irrationality seems to rule both politics and culture, has reasoned thinking finally lost

its power? Watch as psychologist Steven Pinker is gradually, brilliantly persuaded by

philosopher Rebecca Newberger Goldstein that reason is actually the key driver of

human moral progress, even if its effect sometimes takes generations to unfold. The

dialog was recorded live at TED, and animated, in incredible, often hilarious, detail by

Cognitive.

• The Rational Decision Making Model: Steps and Purpose in

Organizations

• The power of l istening in negotiation

Documents

MODULE 4: DEVELOPMENT - Origin of Spacestoolbox.originofspaces.com/wp-content/uploads/2017/02/... · 2017-07-27 · o Gladwell, M. – Blink: Inteligencia intuitiva ¿Por qué sabemos