project management techniques

Project Conception and Initiation:
During the forecasting of our project, we did not know which specific technique would suit us best. Because of this we started off by using the EFQM Excellence Model, which is based on Total Quality Management. Whilst there are numerous management tools and techniques commonly used, the EFQM Excellence Model provides an holistic view of the project and it can be used to determine how these different methods fit together and complement each other. The measurement step of this technique was not applicable for our project but this did not influence the applicability. We specifically used this model to explore our human resources during the forecasting section of the project. This technique benefited us because it developed our team culture and showed all the different specialties of each member. However, one area we failed to use the technique adequately was towards the client. Because this technique is based on a holistic approach we misunderstood our client’s needs. This resulted in a misinterpretation of the project objectives and eventually caused for a delay in our deliverables during the project definition and planning phase, in specific our SOW.
Project Definition and Planning:
Because the EFQM Excellence Model did not work optimally for us, we switched to a more hands on approach: DMAIC improvement cycle technique. We implemented this strategy as a means to distinguish where it’s problem areas were with enough time to make the necessary changes. We developed and improved ideas about the project scope. We benefited from the understanding of the content and complexity of the project. Some relevant questions that we were able to define were: What kind of think tank would we want to produce, ...

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...ter University Leiden. Additionally, members of the project development were satisfying a need they had found personally identifiable and important. As our project is a volunteer Think Tank, there would be no cost outflow due to wages.
Resource Tools
All project members study at Webster University Leiden, which maintained the status of “base point” throughout the project lifecycle. Virtual methods were used to include members whenever they were not able to participate at the base point.
Structure Tools
The Work Breakdown Structure evolved throughout the project life cycle. The work was divided into manageable sections, defined by the previous experience and capability of each team member. The work breakdown structure visually defined our project’s scope into manageable chunks that each project team member could understand. For our detailed WBS see Appendix section