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Maneesh Dutt (This is part two of a three part series of articles based on the book “Mind Maps for Effective Project Management” by Maneesh Dutt. In the first part we focused on Mind Mapping opportunities during project initiation. Now we discover how Mind Mapping can add value during the Project Execution phase. Both Project Communication and Scope Management play an important role in successful project execution. In this article we see how Mind Maps can help strengthen both these important PM aspects i.e. enabling effective communication and determining accurately the impact of a change on the project scope. )


the part one of this article we understood what Mind Maps are, and discovered opportunities for Mind Mapping during the critical starting phase of the project. In this part two of the article we look at opportunities for Mind Mapping during the busy execution phase of the project. The execution phase of the project is a bridge between the start from nebulous thoughts to a tangible end i.e. the desired product or service. As we proceed deeper into execution the cloud of ideas start taking shape and the increased clarity of the end goal acts as a wonderful motivational fuel. In this phase the activities are intense and hence the rate of consumption of resources is the maximum in comparison to the other phases of the project. The keywords for this phase, in addition to execution, are monitoring, reporting, control and risk management. There is no area of Project Management which remains untouched during project execution and there are opportunities galore for using Mind Maps. Visibility & Transparency is key in this phase of the project where hundreds of decisions are taken using available facts and figures. Mind Maps can offer that vital help of capturing all the relevant data and allow for easy and quick communication of the same to a large audience in an engaging manner. We look at two specific and important opportunities during project execution for using Mind Maps with wonderful benefits:

from different cultures participate to the teleconference and thus there could be possibilities of mis-understandings happening.

Figure 1: Using Mind Mapping for preparing and conducting a tele-conference

A Mind Map as indicated in figure 1 could help reduce such errors during communications especially during tele-conferences. Let’s see in detail how? The project manager (or anybody else coordinating the meeting) can prepare such a Mind Map prior to the call. The first branch captures the agenda points and the approximate Project Communications Mind Map is a simple crea- time it would take to discuss them. The second branch identitivity enhancing “thinking” Communication is the ingredient tool which is based on prin- fies the participants most suited which can make or break relations ciples which help our brain to contributing to the agenda and hence in projects or for that learn and create better points and those who are influmatter in general in life communicaenced by the outcome of the detion is of vital importance. Every communication op- cisions. Next each agenda point is detailed on a sepportunity is a means of strengthening the partnership arate branch with sub-branches on aspects such as with project stakeholders to meet the desired end defining the problem/issue on hand, the desired outoutcome. Given the multi-site location of project come, who could be the best contributor to this teams, there is a heavy reliance on tele-conferences agenda, what will be coordinators action if there is while executing projects. Also many times people no outcome or conclusion and finally the actions that



Synergy Oct 2015, Page 6

Synergy Issue 15 - Oct 2015  
Synergy Issue 15 - Oct 2015  

Quarterly Newsletter of PMI North India Chapter