vault backup: 2025-07-16 16:55:31

Affected files:
.obsidian/workspace.json
.obsidian_iphone/plugins/obsidian-spaced-repetition/data.json
.obsidian_iphone/workspace-mobile.json
0 Journal/0 Daily/2025-07-16.md
Temporary/Project Management.md

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0 Journal/0 Daily/2025-07-16.md

@@ -0,0 +1,29 @@
+---
+Alias:
+Tags: daily
+# Habits:
+# -----
+nägelkauen:
+Dehnen:
+Sport:
+Ernährung:
+# -----
+---
+# 2025-07-16
+
+[[2025-07-15]]    <-->      [[2025-07-17]]
+
+
+Error generating daily quote
+
+---
+## Planning
+
+
+___
+## Reflection
+
+
+___
+## Notes
+- 

Temporary/Project Management.md

@@ -0,0 +1,133 @@
+---
+title: Project Management
+created_date: 2025-07-16
+updated_date: 2025-07-16
+aliases:
+tags:
+---
+# Project Management
+Video Course:
+
+
+## Definitions
+A project starts and ends, it has a lifecycle. Operations on the contrary is ongoing and repetitive.
+Program: is multiple projects together
+Portfolio: is multiple Programs together
+
+### Frameworks
+**Project Life Cycle**: is unique to a project and highly customizable. What happens every step in a project (e.g. birth, childhood, adulthood, death) Doesn't need to be a cycle meaning repeat, can be a one-off run. A sequence of phases in a project.
+
+
+**Project Management Process**: 5 Process groups: Initiation, Planning, Executing, Monitoring and Controlling; and Closing.
+
+In real life we attach the 5 process groups to each phase of the project life cycle. 
+
+#### Initiation
+The goal is to show the business case of the project and get the planning stage approved from the project sponsors to proceed. Keep it very simple and short (5-6 documents). Obviously simplicity depends on project size and complexity
+
+**Project Charter**: simple document: mini project plan: why are you doing what you are doing: objectives, scope, rough idea for time and cost, key stakeholders, key milestones, major deliverables, etc. (5-6 slides) --> you have a buy in, you want support from the leadership: "Dear project sponsor, can you check in with me here? Do we want this?" --> gives chance for leadership to kill the project early.
+
+**Stakeholders** Identification
+Keep it simple: stakeholder register in excel: name, Role, function, power, influence.
+Boat example: Wife: sponsor, Neighbours: he makes noise, hammering, etc, (Project sponsor, project manager, project managment team)
+
+Now you get the approval
+#### Planning
+A lot more detailed and comprehensive than initiation.
+
+1. What are we going to do?
+2. How are we going to do it?
+3. How do we know when we're done?
+
+Plan:
+- Project Requirements
+- Scope
+- Work Breakdown Structure (WBS)
+- Schedule
+- Budget
+- Quality
+##### Collect Requirements
+Everyone wants everything, ignoring budget, timeline, etc. This is a very noisy task. As a project manager you need to tell
+
+Tools:
+- 1-on-1 interviews
+- meetings: get all stakeholders
+
+##### Scope
+Fernglas Analogie: zoom into one thing and make it clearer and forget everything around it.
+Prerequisites: charter, requirements document, risk assumptions and constraints
+
+This is one of the most crucial document: scope statement should include scope, deliverables, product acceptance criteria, business case
+
+Scope Baseline: 1. scope statement, 2. WBS, 3. WBS dictionary
+
+###### WBS
+Really important! WBS breaks the project down into smaller and easier work packages: those work packages need to be deliverables (documents, a device, a building - completed deliverables) not actions!.
+How many layers do you want to go? Can you confirm how long it will take and how much it will cost confidently? If you can't you need to break it down further. Go as deep as you need to go.
+
+Example: (your project might need more levels)
+Level 1: Boat Project
+Level 2: Design, Manufacturing, Electronics, Rigging, Testing
+Level 3 (our actual work packages): Design: Find a design, scale design (increase volume), create a design; repeat for other level two items.
+
+Everything is now calculated using this chart because the broken down work packages are small enough to be able to estimate time and cost accurately.
+###### WBS Dictionary
+Scope Creep: scope extends its boundaries: stakeholders want more and will try to extend more work into every work item.
+
+For this we create a WBS Dictionary where for every work package we define:
+- boundaries, ...
+
+##### Time Management
+Schedule
+Start giving estimates for each work package. If you can't confidentally estimate how long it takes you need to break it down further.
+We want to do a gantt chart.
+
+
+**Fast Tracking**: perform more activities in parallel to be faster
+**Project Crashing**: shorten the length of each work package by adding more resources / personell: cost of additional resources, additional money
+
+
+##### Cost Management
+Estimate cost assumptions for every Work Package from the WBS. (use excel for example)
+- direct cost
+- indirect cost
+- variable cost
+- fixed cost
+
+Add all workpackage costs together and add 20% contingency reserve --> Done.
+
+#### Execution
+The purpose is to complete the work we defined in the planning staged. As a project manager is to manage the team, following the processes, managing information exchange, conflict resolution. Talk to team:
+- manage expectations of stakeholders (they constantly want to do goldplating) --> prevent scope creep.
+
+#### Monitoring and Controlling
+Measuring your performance of project against plan
+measure change request and make sure to hit [[KPI]]'s
+This runs in parallel with the execution.
+Monitor:
+- scope (prevent scope creep)
+- schedule (forecast if they are delays, etc)
+- consts
+- quality
+- risks
+- procurement
+
+
+When finishing work packages: check if you remained within the allowance. Else check why you exceeded them. --> document everything
+
+$$ Earned Value = Total Project Budget \times \% Complete Of The Project$$
+
+#### Closing
+When the product is finished, the project is not yet finished.
+What still needs to be done:
+1. Hand over project to client and get it signed off
+2. Finish Procurements: pay final payments and complete cost records
+3. Gather final lessons learned: what went wrong? and what did we learned from it?
+4. You release resources: let team go back to their teams and other projects
+5. Celebrate<<
+
+## Tools
+MS Project, MS Excel
+Gantt chart
+
+