Task Navigator - Exemplary Report. Thomas Robinson Task Navigator - Exemplary Report Thomas Robinson :41 1.

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2 Introduction Lorem ipsum dolor sit amet, id verterem intellegebat sit, ipsum fabulas voluptua pri ea. Quo verear nonumes ut, ut ridens commune placerat vim, eum id soluta principes. Mea in possim utroque deleniti. Id assentior philosophia sit, ne tale dicat ullamcorper ius. Dicam civibus te eam, an commodo sapientem nam. Odio aperiam mei ei. Iudico reprimique ullamcorper pri ex, duo ad laudem soluta definitiones. Duo ea magna populo, eam cu unum mundi copiosae, ius et soleat partem eloquentiam. Te vis agam maluisset voluptatum. Has eu nullam convenire, sea eu clita dolorum, iriure utamur detracto et vel. No duis putent inimicus eam. An nec amet appetere, per ne cibo munere everti. An vero simul liberavisse vel, ei vis exerci insolens. Iisque democritum pro id. Vis in graecis consetetur. Vix in errem impedit. Accusam convenire temporibus te sed. Vis ut mazim persecuti temporibus, pro ad impetus persius iracundia, at qui laoreet volumus. Homero consul melius et vis. Eros quas animal ex sed, alienum vivendum perfecto no pro. In eum malis tacimates. Mei verterem electram cu, est zril pericula mediocritatem in. Ad mei elit semper option, vel eu veritus ocurreret conclusionemque. Mea no legere periculis signiferumque. Ei vis prompta dolorem deseruisse, vis et solum mundi. Ius ad docendi conceptam, ea lorem quaeque usu. Sed ea graeco suscipiantur definitiones, qui at enim oratio minimum. This Report presents diagnosis results using five measures: Contextual Scale (inadequate / adequate / optimal / excessive) presents a qualitative assessment of tasks performance in the context of requirements of a specific workplace. Suitability Spectrum (from un to ) is a graphic interpretation of answers given on the Contextual Scale. s performed in the following degree adequate or optimal prove a relevant efficiency adjustment for the needs of the workplace. s performed in the following degree inadequate or excessive prove, on the other hand, the improper adjustment. The final arrow indication on the Suitability Spectrum depends on the TN Index. TN Index (from to ) is a point measure, being a numeric interpretation of answers provided on the Contextual Scale. The final value of the TN Index is a balance of all positive (adequate = + / optimal = ) and negative (inadequate = / excessive = -) indications related to the evaluated tasks. Index (from 0 to ) is a point measure, being a numeric interpretation of answers concerning importance of each task. A task assessed as unimportant gains 0 points, hardly important - points, important - points, and very important 0 points. The index value for the task evaluated by a higher number of respondents is an average of point value of all votes. The index value for the work post is the average of point value of all answers collected in questionnaires related to a person who holds this position. Efficiency Quadrant (optimal efficiency / probable under-investment / probable over-investment / to be reconsidered) is a tool supporting employees in their own and power management. Presented here have been only the tasks that on the basis of most respondents' answers (minimum 51% of votes, including ) could clearly qualify into one of the four areas of the Efficiency Quadrant. Each area holds maximum 5 tasks that meet the specified criteria to the greatest extent :41 2.

3 Position importance No. of respondents: 6; including (1) The assessment presented here is general interpretation of all answers collected in questionnaires. On the basis of answers estimating the importance of each of your tasks, the Index of your the workplace has been calculated. In further parts of the report you will find similar indices calculated separately for each task. Bar charts show the distribution of the answers collected from all respondents about all your tasks. (3) (1) Index Global distribution of indications unimportant not so important important very important Performance quality No. of respondents: 6; including The assessment presented here is general interpretation of all answers collected in questionnaires. The answers concerning all your tasks were counted. Quality of their implementation is, if the majority of the respondents claimed that you perform the majority of your tasks to the adequate or optimal degree. Un quality means that the majority of the respondents claimed that the most of your tasks are performed inadequately or excessively. (1) (3) un (1) Work intensity Solely on the basis of self-estimation In the questionnaire you evaluated the amount of that you spend on the implementation of particular tasks covered by assessment of Navigator. The duty roster below compares the total spent on all of the tasks with weekly average amount of your binding working. Note: An optimally balanced week should leave a margin of 15-20% of for ad hoc appearing unplanned tasks. If a bar on the chart is orange or red, it means likely work overload. Contracted weekly work-: Estimated per week spent on performance of all tasks: 40 hours 40 hours :41 3.

4 Position productivity No. of respondents: 6; including The following charts present the distribution of particular types of tasks on the working map on an average work week. Time allocation for the implementation of particular tasks has been estimated in the questionnaire. s: important - performed adequately important - performed inadequately less important - performed adequately (1) less important - performed inadequately (3) (1) Work distribution according to task importance s: important according to performance quality less important s: performed adequately performed inadequately :41 4.

5 importance ranking Forecasting financial liquidity and current cooperation in this respect with the Finance Department The ranking below presents all your tasks in the order from the most important to the least important. The importance of particular tasks has been ranked according to Index and determined on the basis of all answers collected, including your. all superior 1 Keeping documentation concerning the project 5% Management of investment project execution Work in the area - supervision over execution of the investment Negotiating and contracting work of sub-suppliers self Management of investment project execution 889 Forecasting financial liquidity and current cooperation in this respect with the Finance Department 833 Management of the project budget 777 Work in the area - supervision over execution of the investment 722 Negotiating and contracting work of sub-suppliers 722 Keeping documentation concerning the project 611 Current contacts with the funding institution 555 Compliance with internal principles of work organization in the Project Department 500 performance quality ranking The ranking below presents all your tasks, arranged by ascending value of TN Index, that is in the sequence from the most appropriately implemented (i.e.. adequate or optimal) to the task least adequately implemented (i.e.. inadequate or excessive). The implementation quality of particular tasks was determined on the basis of all collected assessments, including your. TN all superior self Compliance with internal principles of work organization in the Project Department Work in the area - supervision over execution of the investment 46 Management of the project budget 46 Management of investment project execution Keeping documentation concerning the project Forecasting financial liquidity and current cooperation in this respect with the Finance Department Negotiating and contracting work of sub-suppliers -38 Current contacts with the funding institution intensity ranking The ranking below presents all your tasks from the most to least -consuming. Time-consumption of particular tasks has been estimated in the questionnaire. percent of weekly work- Management of the project budget 38% Compliance with internal principles of work organization in the Project Department 25% Current contacts with the funding institution :41 5.

6 performance assessment Compliance with internal principles of work organization in the Project Department % 777 un 555 Weekly meetings with the Finance Department to discuss current and forecasted financial situation. 0 un Actually, nobody here knows how to do it. It is not Thomas' fault. Current contacts with the funding institution no. of indications: 5 / 6, including Altogether, all these principles are often only obstacles for us and do not have any significant contribution. At least with regard to project coordinators who must still act and make decisions on their own. It seems to me that Thomas is quite OK with these internal procedures. Tomas is probably the only one really familiar with all the "unwritten social rules". He remembers people s birthdays and anniversaries! That s more important than some internal regulations. Forecasting financial liquidity and current cooperation in this respect with the Finance Department un Too current, in my opinion. They have not been in favor of us for a long :41 6.

7 In case of any problems or difficulties, he should communicate with the funding institution right away. It cannot wait till the problem is solved "on its own". There is probably nobody in this department Thomas should not get acquainted with during the conference. His contacts are useful for all of us!! Management of the project budget % Try to find something in Tomas' folders ;) Work on reliability! Probably from the bureaucratic perspective this is not enough. But to my mind: this is quite OK. It is important that the accounting and administration will accept it. The rest is their job. Negotiating and contracting work of sub-suppliers un 889 un Keeping documentation concerning the project 611 5% Definitely, we can achieve more by pressing contractors during negotiations. Thomas can deal with them like friends, he handles many matters informally - it's true. But he should not underestimate the importance of formal contracts, meeting deadlines or charging contractual penalties for delays. Or threatening to charge the penalties. These are effective measures of investment project management. In my opinion, one should use them. Somes I think that you have to press more. Mr Tomas Robinson must work on increasing commitment in contracting work with suppliers. Just as it should be. Work in the area - supervision over execution of the investment un :41 7.

8 Thomas administers more than manages. In this area there is a lot to catch up with. 889 It could always be better;) Mr must, above all, focus on conscientious and ly execution of any task. Thomas acts as if he were supervising rather than executing modern Project Management. But I like this climate. Yes, it s more of a "home" atmosphere than something in the spirit of Prince, PMI and all that youth gobbledygook. un It seems to me that Thomas should spend more on direct contact with contractors. He shouldn t only supervise their work from behind her desk. Although in the winter you won t meet him in the field! ;) Management of investment project execution un :41 8.

9 Efficiency Quadrant Efficiency Quadrant is a tool supporting employees in their own and energy management. Presented here have been only the tasks that on the basis of answers of most respondents (minimum 51% of votes, including ) could be clearly qualified into one of the four areas presented below. Each area holds maximum 5 tasks that meet the specified criteria to the greatest extent. A hook in the column "indication by superior" means that the superior's assessment is consistent with the assessment of at least 51% of all respondents. Optimal effectiveness Probable under-investment important tasks performed adequately or optimally and less important tasks performed adequately important tasks performed inadequately indication by superior indication by superior Forecasting financial liquidity and current cooperation in this respect with the Finance Department Management of the project budget Keeping documentation concerning the project Negotiating and contracting work of sub-suppliers Work in the area - supervision over execution of the investment Management of investment project execution Probable over-investment To be reconsidered important tasks performed excessively and less important tasks performed optimally or excessively less important tasks performed inadequately indication by superior No tasks that clearly qualify for that area. indication by superior No tasks that clearly qualify for that area :41 9.

10 Individual work-effectiveness coaching 1. Which of the above presented results have drawn your attention? Why? 2. What surprised you most? Why? 3. Which results did you expect? Why? 4. From the conducted assessment (including your own ) it seems that less important tasks take 25% of your : Less important tasks: Important tasks: 1. Compliance with internal principles of work organization in the Project Department 1. Forecasting financial liquidity and current cooperation in this respect with the Finance Department 2. Current contacts with the funding institution 3. Management of the project budget 4. Keeping documentation concerning the project 5. Negotiating and contracting work of sub-suppliers 6. Work in the area - supervision over execution of the investment 7. Management of investment project execution 25% work What could you do to assure that less important tasks consume less? % work What could you do to find more for important tasks? :41 10.

11 5. From the conducted assessment (including your own ) it seems that your performance of 2 of your important tasks is viewed as inadequate: Important tasks - performed inadequately: What could you do to perform these tasks better in the future? 1. Forecasting financial liquidity and current cooperation in this respect with the Finance Department 2. Negotiating and contracting work of sub-suppliers 6. What will you do and when to implement the above resolutions? Activity 1: Deadline: Activity 2: Deadline: Activity 3: Deadline: Activity 4: Deadline: Activity 5: Deadline: 7. What will become possible if you successfully implement this plan? Good luck! :41 11.