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emerge out of the discussions. In a similar fashion the other agenda points are also detailed on individual branches. As the call progresses the project manager keeps on recording the development on the subbranches and if required creates more branches. At the end of the meeting clear actions plans must emerge for all the agenda points and the essential one’s recorded in the last summary branch. This Mind Maps allows the project manager to present the problem in a systematic way to the other participants & additionally all inputs received during the call can very easily be plugged into the existing Mind Map.

tating a quick decision forward on the project.

Similarly Mind Mapping can additionally be used across the following vital areas of project execution:

Time Management Cost Management Quality Management Risk & Opportunities Management Procurement Management

The book “Mind Maps for Effective Project Management” elaborates the above opportunities (and more) with suggested Mind Map templates for each Scope Management areas. For reading sample pages of the book you could visit the following link: The Project Scope need to be clearly defined read/Mind-Maps-for-effective-project-management at project initiation. However the unavoidable challenge while executing a project is not to avoid the changes but to minimize their negative impact on the About the Author key project metrics. Maneesh DUTT (;

Maneesh Dutt, is a B.Tech from IIT

-D and a MBA from ENI University, Italy. He is a certified PMP, Certified Scrum Master (CSM), Think Buzan Licensed Instructor (TLI) for Mind Maps and Lead Auditor for OHSAS 18001 standards. He is Founder, Inlighten Consultancy which focuses on providing high value add workshops around Project Management & Mind Mapping. He has 20 years of experience in the industry working with various organisations across sectors. In his last assignment he was Head, Business Excellence & Innovation for STMicroelectronics India operations. He is also an author of the book “Mind Maps for Effective Project Management”

Figure 2: Mind Map for impact analysis of a change to the project. Thus in managing scope the challenge is to assess correctly the impact of the change and then decide whether to accept or reject. A quick Mind Map for assessing the change is shown in figure 2. The branches on the right of the Mind Map assess the impact of the change on the Time, Cost, Quality & any other factor. On the other hand the impact of not accepting the change may not always mean that the status quo of the project is maintained. Thus the branches on the left of the Mind Map capture the impact on the same set of parameters if the change is not accepted. It is important that each of the factors therein are quantified to the extent possible. On the same Map we also analyze mitigation action if any for the individual impacts identified on a separate sub-branch and their related cost. Though this process may seem a little obvious it has two big benefits. First it systematically helps to avoid missing any impact of the change/no-change by looking at the project constraint (and other) factors one by one. Secondly, it allows for easy communication of the impact analysis in an extremely clear & concise way to all the stakeholders involved thus faciliFeedback:

Synergy Oct 2015, Page 7

Synergy Issue 15 - Oct 2015  

Quarterly Newsletter of PMI North India Chapter