Igor Travnik

Even in the most performing organisations, people are confrontated to problems on a daily basis. What makes the difference between a high and a low performing organisation is the ability to solve efficiently the problems met on a daily basis. Low performing organisations simply take the problems as a bad chance and they are complaining about them to justify the low performance. High performing organisations take each problem as an opportunity to improve. Three basic mistakes in the Problem Solving process are: - Rush instead of thinking & acting fastly ; - Think too much and keep in the planning phase for many "good" reasons (meanwhile the problem has changed) ; - Run alone and not empower the team (no participative approach).

Hello, I would like to know, .

The content and the preparation of the project plan.

Hi guys, I was curious about the most common mistakes which PM are doing? Is it more in hard or soft part of managing? Thank you!

The permanent organization is not able to realize all project proposals at once.

Project manager is a frequently abused label for occupational position in the permanent organization also if it does not correspond with the scope of employment of a project manager.

The role and organization of the project office.

The role of the project management office.

The definition of the project management professionality.

Project opportunity is a stochastic event with a positive empact on the project success. Project opportunity can be also an early recognized and correctly managed project risk.

The role of the project office in project management.

The aim of the project organization.

Project orientation is a constitution of the permanent organization realizing its strategic changes and the orders for the customers by the means of projects using the professional project management.

Project product implementation plan.

The content and process of the project planning.

The aim is first of all to verify and put exactly the assumptios for the introducing the project into the portfolio and to determine the project strategy.

The role and the content of the project proposal.

The difference between project success and project quality.

The characteristics of the public-civil partnership projects.

The characteristics of the public-private partnership projects.

The difference between risk and opportunities register of the permanent organization and risk and opportunities register of the project.

The role of project steering committee.

What is the purpose of a project black box?

Risk deduction is the the sum of the expected values of the risks for the given variant of the project realization (Provided that all variants are independent and can arise all together).

The differences between strategic and operative management of the permanent organization.

Team work in project management

Time scheduling is a project manager’s and project team task, belonging to the project manager’s task group: project time management.

Total project cost is the structured sum of all cost, needed for the project execution.

Project brief is a basic document for the project management.

Project origination is a group of processes, beginning through perceiving the necessity to solve some problem or to use some opportunity of the permanent organization and ending through the decision to include or not to include the project to the portfolio of projects and programs of the permanent or-ganization.

The roles of the project owners of internal and external projects are different.

Indeterminated project scope is often the cause, why the project runs out of control and is unsuccessful.

How it is to measure the project scuccess?

What is the difference between Project time management and Project time management definition?

What is proximity of risk?

What is the RAID method?

How can a permanent organization learn?

What is the role of the register of projects?

What are the most popular PM metodologies?

What kind of relation have related projects?

Relaxation is the project manager’s social competence to shave the tension in complicated situations.

What is the role of the risk tolerance line in project management ?

What is the risks and opportunities management definition?

What is the role of the rollout manager?

What is the function of the questionnaire about project results?

What is the difference between risk mitigation and risk avoidance?

Is there any difference between source and resource?

What is the uncertain event? Isn´t it the same as random event?

What is the difference between the vision and mission of the permanent organization?

What is the difference between values appreciation and the project management competence area culture and values?

What is the difference between writestorming and brainstorming?

What is the difference between lateral thinking and „traditional thinking“?

What is the difference between work and labour consumption?

What is the difference between consulting, mentoring and coaching?

What is the Concession Contract in contrast with the Mandate Contract and/or Commission Contract?

Project management (PM) competence is effective use of knowledge, skills and experiences in project management.

What is the mandate contract from the point of wiev of the project management?

What is the Commission Contract from the point of wiev of the project ma-nagement?

Contractual project management is stipulated and payed service of the spe-cialized juridical or physical entity.

The project managers confident in their experience with similar projects are often using top-down estimating based on analogous projects. The problems arise if the results need to be adjusted to a new project. The bottom-up estimating leads to greater accuracy.

The real project benefits seem to bee less or greater than expected in the project plan.

Integrated Master Plan (IMP) is an event-based, top level plan, consisting of a hierarchy of program events. It provides assistance in the scheduling of work efforts in complex materiel acquisitions.

What is the difference between traditional project management and extreme project management?

Hello colleagues, I would like to ask question or rather open discussion on topic, which I suppose happens in a life of the PM.

Motive is a need that requires satisfaction. Motivation is the reason for people's actions, willingness and goals. An individual's motivation may be inspired by others or events (extrinsic motivation) or it may come from within the individual (intrinsic motivation).

Most people are already aware that Coaching exists, but in many cases it is understood incorrectly - e.g. as mentoring or consulting.

At any level, project managers and teams need be on a constant lookout for potential risks and plan to avoid or mitigate the impact of these risks, altogether. The common problem is the ignoration of the project opportunities.

Managing project costs is one of the principal problems faced by project managers. The real costs of most projects lie over the planned ones.

Inadequate communication is a big barrier to successful project realisation. Communication needs to be timely and transparent.

Many of project failures are due to a lack of clearly defined objectives and milestones to measure progress.

To be burnout does not mean the same as to be stressed or simply to be tired out.

I am looking for a best practice to encourage project stakeholder participation.

Best Practice is one of those terms that is frequently used, but rarely explained.

The right methodology in conflict analysing and resolving.

How to solve or manage issues effectively?

Shortages of the project resources.

How is it possible to analyze successful the economic effects of the planned project especially in the public sector where no markets exist to provide this information "authomatically"? In the private sector this problem exists also, especially if there are grounds to mistrust the signals provided by market prices: for example in the case of competitions were the inputs are underpriced or outputs are overpriced.

The top management doesn´t use the project portfolio management.

What is the difference between the IPMA and PRINCE certification approaches?

What is the real value of the project managers certification?

There are defined nine project manager’s tasks. Are they all the most important challenges for the project manager?

Fickle client doesn’t know what he/she wants until a certain stage of the project is complete.

People are busy and it’s tough for the project manager to move forward on a project if he/she cannot never get answers from the person he/she is working with.

The client changes the top priority of his/her projects.

No one project has the same circumstance, requirements, and needs as another project. Situations, people, and goals change over time.

The project does not fitt in with the client’s overall strategic vision.

Why is the project stakeholders analysis important?

Many people think value engineering is just cost cutting.

Most of people are not thinking, but reacting and following a series of responses that they’ve either been told or learned. The people sometimes can be on autopilot, but they better know how to switch it off.

A sense of humor is one of the essential manager’ skills.

A disruptive and unexpected event threatens to harm the project or its stakeholders.

Hi, I would like to ask you What project management skills do I need to manage a project?

When do we need to establish the portfolio steering committee?

What is the project archive?

What is the premature project closure?

Typical human behaviour connected with the project planning is to underrate the estimates of time, costs and project assumptions, needed for some activity.

What is the „waterfall“ method in project management?

The perceptual logic is one from the grounds why project managers often fail in communication, problem solving and in the decision making.

What should be done in order to minimize the negative effects of failures on the project in question?

Group creativity technique is the method for creating ideas in the group of team members or in the group of the interested parties representatives.

Discussing a new problem somebody proposed to use an afinity diagram. What is it?

Special project vehicle is a company established for a limited period of time in order to realize one complex project or program.

Unacceptable risk is the risk with unacceptable impacts upon project objectives or on the project success.

What is the any difference between the start-up workshop and the kick-off meeting?

How to avoid the adding project scope without addressing the effects on time, costs, and resources?

When is it better to accept the risk or to avoid the risk?

What is the difference between resource leveling and resource scheduling

The aim of the project triage is to use rationally the resources, which usually are not sufficient for parallel solving of all project manager’s problems.

Is it only the project manager who is responsible for the project success?

What is the main difference between PRINCE2 (or Method 123, TenStep etc.) and ICB or PMBOK?

The difference between project phase and a project management process group.

What is the best method for project performance measurement?

What is the use of outnesting?

What is parametrical estimating?

The perceptual logic is one from the grounds why project managers fail to communicate,

Why most projects overrun the planned time and cost?

What is the difference between power and interests?.

The project goal is no more actual or is impassable due to the changes in the project environmet.

What is the difference between project goal and project benefits?

What is a „project black box“?

How can I select the wright approach to the management of particular project?

Is there any difference between project plan and project management plan?

Is there any difference between project management success and project success?

Project is confronted with the environment opposition against project.

Must our organization use the best project management methods for each of its projects?

Is there any difference between project organizational breakdown structure and project breakdown structure?

The project manager asks the team member to realize more activities in paralel.

What have I to do, if the project charter does not contain the project assumptions and constraints?

Regurarly actualized project progress reports raise the overhead cost.

What is the most widespread basis for project time planning?

The project owner requires to realize an item, which is not in the statement of work.

How can the project manager initiate the free exchange of ideas in his/her team?

The opportunity avoidance usually leeds to losses.

How can the members of any organization find out what is the acceptable behaviour?

How is it possible to secure the professional management of all projects of a permanent organization?

Spending lots of money carelessly, fast and recklessly.

As a project manager I have to accept the role of the project interested parties. But I do not know, what are the indirectly interested parties and why sholud I care of them?

Traditional thinking results often in solvings with low potential to surprise the competitors.

The project objectives are often defined very foggy.

The procuror asks the project manager to prepare the project contract according to FIDIC.

Any problem with some project has many causes, which are hierarchically arranged as sequences of subproblems and their causes.

Discovering the all possible future project situations is a very important, but complicated task.

Many project problems appear after the project product is finished and prepared for realisation.

How to objectively measure schedule and budget performance?

What are the methods for searching the project risks and opportunities?

The costs for some projects (e.g. software development or research projects etc.) are not known untill the project is finished.

The negotiation with the project owner fails because of different views how to solve a serious problem with the project.

The real project cost often overrun the planned and agreed project price.

The contractor for the project, where I am a project manager, often dis-putes my arguments rather then searching for truth.

Why should I prepare a special communication management document for my project, if the team members know the general principles of communication?

What are the most frequent sources of communication problems?

Is there any difference between coaching and managing?

What is the difference between claim and issue or change request?

The plans of some great and complex projects are not easy tu survey.

Some consulting and educational organizations entitle their confirmations about absolving their courses as „certificates“.

What are the main causes of the project failure?

To ensure that the project manager operates purposeful and effectively, he/she must adjust the project management to the business processes of the perma-nent organization, generating the part of the project microenvironment.

The residual works or cost at given control mileston often differ from the values planned.

Planning the project regarding only its objectives, deliverables and resources.

The balanced scorecard is a management method for translating an organization's strategic goals into a set of performance objectives.

Is there any difference between assertivity and aggressivity?

The project procuror has a view contrary to project contractor’s view how to solve their serious dispute.

The discussion partner does not leave adequate space for the speaking person. This can have more reasons: the partner is trying to gain attention, or to manifest the dominance or simply has not other possibility to intervene into the conversation.

As a project manager I have to solve a serious dispute with the project owner. How should I proceed?

What is the difference between added value and earned value?

I was nominated as a project manager. How can I asses how much risk is acceptable for my project?

What is „scheduling without constraints“?

I was appointed as the manager of the complex project. The elder colleague advised me to prepare a „stage plan“, but he did not have time to explain to me, what is it.

The critical chain method seems to be only some other name for the „critical path met-hod“.

I was nominated to manage a new project, which seems to be a quite risky one. Therefo-re, I would like to demonstrate what risks have I to expect. How should I proceed?

I would like to start a new project in our organization, but the poor title is not sufficient to start the project. I am not a member of the management - what should I do?

The stakeholders are not prepared for some disruptions in their organisations and private life, following the implementation of the project results.

Thoughtless decisions („I don’t have enough time to play with this“).

How to create a proper storage of all needed project materials, documents, information to make sure in event if someone from the project team leaves, we have all we need at hand?

I have been asked to produce WBS for project, on which I am participating.

Using a project management slang, unusual for stakeholders, coming from other profes-sions.

Manager or team member is unwilling to accept the own error and prefers any possible elusions.

Undervaluing the solidarity within the project team (defamation, nominating to a post without justification and without appreciation by the team members etc).

Solving the conflicts from the position of power produces more problems than benefits.

The competitor has less project failures than your organisation.

Poor analysis of the animosities against project. Detracting the protests of the project opponents.

Underestimating of the costs and requirements for project financing.

How to create a proper storage of all needed project materials, documents, information to make sure in event if someone from the project team leaves, we have all we need at hand.

The project manager is unable to obtain the best value from the suppliers or partners in procuring the resources needed for the project.

The project plan does not contain all activities and resources, needed to reach the project sponsor’s requirements.

Disregarding the project control.

Absent preventive actions and remedial measures for possible troublesome events in the project environment.

Unknown attitudes and expectations of all relevant project stakeholders

Hello.

False intention to save money through multitasking.

The required resources cannot be assigned to the project activities as needed, because they are not available in planned structure, volume and time.

Insufficiency of financial resources for the project.

Neglecting the fact, that quality in projects has two drivers: the way in which the project is managed throughout its whole lifecycle and the quality of outcome of the project.

The required roles and responsibilities are defined only for some team members and the definitions are too general.

I am not able to say “no” if somebody asks me for help.

Hello! We are working on IT project - developing an application, but our customer keeps changing requirements and scope of the project.

The identification and structuring of some components of a project is not clear enough to convert the starting or interim project schedule into an optimised master schedule.

Scope doesn’t define all specific outputs and project activities required to produce the expected project benefits.

The benefits and objectives of a project for the stakeholders are not explicitly derived from their needs, expectations, requirements and strategic organizational goals.

Unclear project initiation documentation (project brief or project charter).

The top management bears to start the project at the soonest based on tentative drafts.

Project manager doesn’t prioritize problems, challenges, obstacles and the resources needed to solve them to obtain optimal outcome for all stakeholders.

Difficulties with balancing the different interests and expectations of the project stake-holders.

The team members cannot apply various ways of thinking to define, analyse and find al-ternative solutions for challenges and problems in projects and programmes.

The project manager is unable to solve disagreements, resulting from unexpected changes in project environment or from different opinions of the stakeholders.

Issues in teambuilding due to technical and economic difficulties, cultural and educational differences, different interests and working styles.

Applying improper styles of management in different situations.

Disability to have good relationships an to engage with others as a precondition of col-laboration, commitment and, ultimately, performance.

Missing ethical standards and moral principles as a basis for individual’s decisions and actions.

Unability to exchange proper and accurate information with all project stakeholders in different situations.

During the bridge repair project (in the execution phase), the customer (town hall) asked for a change of parameters in comparison to the original requirements.

Hello, I would like to ask how does a project manager develop the transfer of knowledge within teams and or company-wide?

I would like to avoid too much planning but at the same time, I want to be sure I have all I need to execute the project.

I am first time appointed as project manager.

The project manager is unable to control his/her behaviour because he/she do not know his/her emotions, preferences and values.

What type of certificate is the best for a project manager?

Hello, I would like to ask what is the difference between programme and portfolio of projects and programmes, if both are groups of projects?

The culture and values of the project’s provider often differ from the culture and values of the project sponsor’s organisation and other project stakeholders.

What should the PM do, if the project owner’s (sponsor’s) strategy is unclear or doesn’t exist?

Today's project management is not just managing tasks,but I think is more about problem solving and solution finding.

The project owner’s (sponsor’s) strategy is unclear or doesn’t exist.

The project is in the planning phase, the customer and also the management are pushing to deliver the schedule of the individual project work.

The individual’s recognition and understanding of informal personal and group interests and the resulting politics and use of power

The level of individual’s interpreting, balancing and adhering to a given set of informal and mandatory norms of the permanent organisation and wider society

Established structures, systems and processes do not support the projects of the organisation effectively.