FAQ
\nUNCERTAINTY ANALYSIS<\/h1><\/h1><\/div>WHAT DO YOU ASK ABOUT?<\/h2><\/h2><\/div><\/div><\/div><\/div><\/div><\/div><\/div>![\"Compilot.dk](\"https:\/\/compilot.dk\/wp-content\/uploads\/2023\/10\/baeredygtighed-processerprojekter-hvid-300x52.png\" "\\"baeredygtighed-processer+projekter-hvid\\"")
<\/span><\/div>ROBUST ANALYSIS<\/strong><\/p>\nCREATES SUSTAINABILITY<\/strong><\/p>\n<\/div><\/div><\/div><\/div><\/div><\/div><\/div>ABOUT THE SUCCESSIVE PRINCIPLE<\/h2><\/div>WHY IS IT CALLED THE SUCCESSIVE PRINCIPLE?
\n<\/b>That’s because:<\/p>\n
Successive:<\/strong>
\nDuring an analysis, you successively\/iteratively look for the biggest uncertainties.<\/p>\nPrinciple:<\/strong>
\nA principle is from the Latin principium = beginning, source, tenet.<\/p>\nA principle can be a law, a law of nature, a rule of life or a guideline.<\/p>\n
Here is a guideline on how to handle uncertainties using the method.<\/p>\n
Handbooks:<\/strong>
\nThe method is described in our handbooks, which can be purchased here:<\/p>\n<\/div>Read about\/Buy books<\/span><\/a><\/div><\/div><\/div>![](\"https:\/\/compilot.dk\/wp-content\/uploads\/2023\/10\/icon_robuste-projekter_undervisning_s.png\" "\\"icon_robuste-projekter_undervisning_s\\"")
<\/span><\/div><\/div><\/div><\/div><\/div>WHAT DO YOU GET OUT OF THE METHOD?
\n<\/b>You get:<\/p>\n\n- Uncertainties\n
\n- An early holistic view of uncertainties (risks & opportunities)<\/li>\n
- A separation of uncertainties between deliverables and in the environment<\/li>\n
- A Top 10 list of the most significant uncertainties<\/li>\n<\/ul>\n<\/li>\n
- Robustness\n
\n- An option to choose robustness in e.g. budget and plan<\/li>\n
- An opportunity to opt out of bad projects<\/li>\n
- A fundamentally more robust project management and governance<\/li>\n<\/ul>\n<\/li>\n
- Economy\n
\n- An opportunity to make quotes faster for lower costs<\/li>\n
- A reduction of stress in the organization<\/li>\n
- A sustainable bottom line<\/li>\n<\/ul>\n<\/li>\n<\/ul>\n<\/div>Inquire further<\/span><\/a><\/div><\/div><\/div><\/span><\/div><\/div><\/div><\/div><\/div>
WHAT IS A TOP 10 LIST?
\n<\/b>This is a list of the top 10 uncertainties found in the Successive Principle analysis.<\/p>\n
With the Top10 list you get:<\/p>\n
\n- A list of the top 10 biggest uncertainties, although there are 100-1000’s of things to watch out for<\/li>\n
- Ability to focus on what matters, CEO Jeremy Fitton, Skylifter.eu<\/li>\n
- Ability to create action plans where it benefits the most<\/li>\n
- Stay on top of what’s most important.<\/li>\n<\/ul>\n<\/div>Watch YouTube video<\/span><\/a><\/div><\/div><\/div><\/span><\/div><\/div><\/div><\/div><\/div>
WHAT CAN THE METHOD BE USED FOR?
\n<\/b>The method can be used to perform uncertainty analysis of:<\/p>\n\n- Business Cases<\/li>\n
- Various alternative solutions<\/li>\n
- Project portfolios<\/li>\n
- Project programs<\/li>\n
- Cost of projects<\/li>\n
- Costs for different scenarios<\/li>\n
- Social benefit (Cost Benefit analysis) of a project<\/li>\n
- Duration of projects<\/li>\n
- Company profits<\/li>\n<\/ul>\n<\/div>Inquire further<\/span><\/a><\/div><\/div><\/div><\/span><\/div><\/div><\/div><\/div><\/div>
WHICH COMPANIES CAN USE THE METHOD?
\n<\/b>It can:<\/p>\n<\/div><\/i>Everyone can use it.<\/strong><\/p>\n<\/div><\/i>Professor of Project Management, Ole Jonny Klakegg, NTNU<\/em><\/p>\n<\/div>Inquire further<\/span><\/a><\/div><\/div><\/div>![\"Professor](\"https:\/\/compilot.dk\/wp-content\/uploads\/2023\/10\/Profilfoto_Ole-Jonny-Klakegg_b300_th.jpg\" "\\"Profilfoto_Ole-Jonny-Klakegg_b300_th\\"")
<\/span><\/div>![\"Professor](\"https:\/\/compilot.dk\/wp-content\/uploads\/2023\/10\/Profilfoto_Ole-Jonny-Klakegg_a_b300.jpg\" "\\"Profilfoto_Ole-Jonny-Klakegg_a_b300\\"")
<\/span><\/div><\/div><\/div><\/div><\/div>WHAT IS REQUIRED TO USE THE METHOD?
\n<\/b>Required:<\/p>\n\n- A basic understanding of the methodology<\/li>\n
- A basic understanding of the method’s processes<\/li>\n
- An organization that wants to improve projects<\/li>\n
- An organization where you can talk freely about challenges<\/li>\n
- Someone who can facilitate the analysis process<\/li>\n<\/ul>\n<\/div>Inquire further<\/span><\/a><\/div><\/div><\/div><\/span><\/div><\/div><\/div><\/div><\/div>
WHAT CHALLENGES MIGHT THERE BE?
\n<\/b>For example, there may be the following:<\/p>\n\n- Talking about what you don’t know (Unknown Unknowns)<\/li>\n
- Avoiding discussing details in the beginning<\/li>\n
- Everyone should be able to talk openly about all matters<\/li>\n
- Collecting a broad spectrum analysis group<\/li>\n
- Guiding participants around the pitfalls<\/li>\n<\/ul>\n<\/div>Inquire further<\/span><\/a><\/div><\/div><\/div><\/span><\/div><\/div><\/div><\/div><\/div>
WHAT ARE THE PITFALLS OF THE METHOD?
\n<\/b>The 5 most significant ones are:<\/p>\n\n- That participants biasing each other during the estimation<\/li>\n
- Participants include too few external factors<\/li>\n
- That there are too few participants<\/li>\n
- That the analysis group is not broad spectrum<\/li>\n
- Not getting a “driver’s license” for executing the method<\/li>\n<\/ul>\n
There are a number of other pitfalls that we train analysis facilitators to look out for during the preparation and execution of analytics.<\/p>\n<\/div>
Inquire further<\/span><\/a><\/div><\/div><\/div><\/span><\/div><\/div><\/div><\/div><\/div>HOW LONG DOES AN ANALYSIS TAKE?
\n<\/b>The individual parts typically take between:<\/p>\n\n- \u00bd-3 days of preparation<\/li>\n
- \u00bd-3 day workshop<\/li>\n
- 1-3 hour presentation<\/li>\n<\/ul>\n
This depends a lot on:<\/p>\n
\n- What’s included: Project, program, business case, etc.<\/li>\n
- What is included: Cost and\/or duration<\/li>\n
- How complex the project is<\/li>\n
- How experienced the participants are with the method<\/li>\n
- How experienced the company is with the method<\/li>\n<\/ul>\n<\/div>Inquire further<\/span><\/a><\/div><\/div><\/div><\/span><\/div><\/div><\/div><\/div><\/div>
WHAT DO YOU USE BRAINSTORMING FOR?
\n<\/b>You use a brainstorming session in Successive Principle to spot the general uncertainties that can affect all project deliverables.<\/p>\n
There are specific uncertainties for the deliverables themselves.<\/p>\n
Brainstorm keywords about what can affect deliveries. These are written down by each participant on A4 paper and then on Post-Its, which are placed in a matrix.<\/p>\n
Example: Offshore wind farm, Demo workshop.<\/strong><\/b><\/p>\n![\"\"](\"https:\/\/compilot.dk\/wp-content\/uploads\/2023\/10\/successiv-princippet-generelle-usikkerheder-matriks_island_b700.jpg\")
<\/b><\/p>\n
Example: Cost of a typical house.<\/strong><\/p>\nHere, general uncertainties can be e.g.<\/p>\n
\n- Buyer’s knowledge of type houses and the industry<\/li>\n
- Maturity for managing requirements, quality, resources, finances<\/li>\n
- Suppliers’ and contractors’ skills and experience, credibility<\/li>\n
- Geographic, material and conjuncture price index<\/li>\n
- Supplier organizations<\/li>\n
- Soil conditions and weather<\/li>\n
- And so on.<\/li>\n<\/ul>\n<\/div>
\nUNCERTAINTY ANALYSIS<\/h1><\/h1><\/div>
WHAT DO YOU ASK ABOUT?<\/h2><\/h2><\/div><\/div><\/div><\/div><\/div><\/div><\/div><\/span><\/div>ROBUST ANALYSIS<\/strong><\/p>\nCREATES SUSTAINABILITY<\/strong><\/p>\n<\/div><\/div><\/div><\/div><\/div><\/div><\/div>ABOUT THE SUCCESSIVE PRINCIPLE<\/h2><\/div>WHY IS IT CALLED THE SUCCESSIVE PRINCIPLE?
\n<\/b>That’s because:<\/p>\n
Successive:<\/strong>
\nDuring an analysis, you successively\/iteratively look for the biggest uncertainties.<\/p>\nPrinciple:<\/strong>
\nA principle is from the Latin principium = beginning, source, tenet.<\/p>\nA principle can be a law, a law of nature, a rule of life or a guideline.<\/p>\n
Here is a guideline on how to handle uncertainties using the method.<\/p>\n
Handbooks:<\/strong>
\nThe method is described in our handbooks, which can be purchased here:<\/p>\n<\/div>Read about\/Buy books<\/span><\/a><\/div><\/div><\/div><\/span><\/div><\/div><\/div><\/div><\/div>WHAT DO YOU GET OUT OF THE METHOD?
\n<\/b>You get:<\/p>\n\n- Uncertainties\n
\n- An early holistic view of uncertainties (risks & opportunities)<\/li>\n
- A separation of uncertainties between deliverables and in the environment<\/li>\n
- A Top 10 list of the most significant uncertainties<\/li>\n<\/ul>\n<\/li>\n
- Robustness\n
\n- An option to choose robustness in e.g. budget and plan<\/li>\n
- An opportunity to opt out of bad projects<\/li>\n
- A fundamentally more robust project management and governance<\/li>\n<\/ul>\n<\/li>\n
- Economy\n
\n- An opportunity to make quotes faster for lower costs<\/li>\n
- A reduction of stress in the organization<\/li>\n
- A sustainable bottom line<\/li>\n<\/ul>\n<\/li>\n<\/ul>\n<\/div>Inquire further<\/span><\/a><\/div><\/div><\/div><\/span><\/div><\/div><\/div><\/div><\/div>
WHAT IS A TOP 10 LIST?
\n<\/b>This is a list of the top 10 uncertainties found in the Successive Principle analysis.<\/p>\n
With the Top10 list you get:<\/p>\n
\n- A list of the top 10 biggest uncertainties, although there are 100-1000’s of things to watch out for<\/li>\n
- Ability to focus on what matters, CEO Jeremy Fitton, Skylifter.eu<\/li>\n
- Ability to create action plans where it benefits the most<\/li>\n
- Stay on top of what’s most important.<\/li>\n<\/ul>\n<\/div>Watch YouTube video<\/span><\/a><\/div><\/div><\/div><\/span><\/div><\/div><\/div><\/div><\/div>
WHAT CAN THE METHOD BE USED FOR?
\n<\/b>The method can be used to perform uncertainty analysis of:<\/p>\n\n- Business Cases<\/li>\n
- Various alternative solutions<\/li>\n
- Project portfolios<\/li>\n
- Project programs<\/li>\n
- Cost of projects<\/li>\n
- Costs for different scenarios<\/li>\n
- Social benefit (Cost Benefit analysis) of a project<\/li>\n
- Duration of projects<\/li>\n
- Company profits<\/li>\n<\/ul>\n<\/div>Inquire further<\/span><\/a><\/div><\/div><\/div><\/span><\/div><\/div><\/div><\/div><\/div>
WHICH COMPANIES CAN USE THE METHOD?
\n<\/b>It can:<\/p>\n<\/div><\/i>Everyone can use it.<\/strong><\/p>\n<\/div><\/i>Professor of Project Management, Ole Jonny Klakegg, NTNU<\/em><\/p>\n<\/div>Inquire further<\/span><\/a><\/div><\/div><\/div><\/span><\/div><\/span><\/div><\/div><\/div><\/div><\/div>WHAT IS REQUIRED TO USE THE METHOD?
\n<\/b>Required:<\/p>\n\n- A basic understanding of the methodology<\/li>\n
- A basic understanding of the method’s processes<\/li>\n
- An organization that wants to improve projects<\/li>\n
- An organization where you can talk freely about challenges<\/li>\n
- Someone who can facilitate the analysis process<\/li>\n<\/ul>\n<\/div>Inquire further<\/span><\/a><\/div><\/div><\/div><\/span><\/div><\/div><\/div><\/div><\/div>
WHAT CHALLENGES MIGHT THERE BE?
\n<\/b>For example, there may be the following:<\/p>\n\n- Talking about what you don’t know (Unknown Unknowns)<\/li>\n
- Avoiding discussing details in the beginning<\/li>\n
- Everyone should be able to talk openly about all matters<\/li>\n
- Collecting a broad spectrum analysis group<\/li>\n
- Guiding participants around the pitfalls<\/li>\n<\/ul>\n<\/div>Inquire further<\/span><\/a><\/div><\/div><\/div><\/span><\/div><\/div><\/div><\/div><\/div>
WHAT ARE THE PITFALLS OF THE METHOD?
\n<\/b>The 5 most significant ones are:<\/p>\n\n- That participants biasing each other during the estimation<\/li>\n
- Participants include too few external factors<\/li>\n
- That there are too few participants<\/li>\n
- That the analysis group is not broad spectrum<\/li>\n
- Not getting a “driver’s license” for executing the method<\/li>\n<\/ul>\n
There are a number of other pitfalls that we train analysis facilitators to look out for during the preparation and execution of analytics.<\/p>\n<\/div>
Inquire further<\/span><\/a><\/div><\/div><\/div><\/span><\/div><\/div><\/div><\/div><\/div>HOW LONG DOES AN ANALYSIS TAKE?
\n<\/b>The individual parts typically take between:<\/p>\n\n- \u00bd-3 days of preparation<\/li>\n
- \u00bd-3 day workshop<\/li>\n
- 1-3 hour presentation<\/li>\n<\/ul>\n
This depends a lot on:<\/p>\n
\n- What’s included: Project, program, business case, etc.<\/li>\n
- What is included: Cost and\/or duration<\/li>\n
- How complex the project is<\/li>\n
- How experienced the participants are with the method<\/li>\n
- How experienced the company is with the method<\/li>\n<\/ul>\n<\/div>Inquire further<\/span><\/a><\/div><\/div><\/div><\/span><\/div><\/div><\/div><\/div><\/div>
WHAT DO YOU USE BRAINSTORMING FOR?
\n<\/b>You use a brainstorming session in Successive Principle to spot the general uncertainties that can affect all project deliverables.<\/p>\n
There are specific uncertainties for the deliverables themselves.<\/p>\n
Brainstorm keywords about what can affect deliveries. These are written down by each participant on A4 paper and then on Post-Its, which are placed in a matrix.<\/p>\n
Example: Offshore wind farm, Demo workshop.<\/strong><\/b><\/p>\n<\/b><\/p>\n
Example: Cost of a typical house.<\/strong><\/p>\nHere, general uncertainties can be e.g.<\/p>\n
\n- Buyer’s knowledge of type houses and the industry<\/li>\n
- Maturity for managing requirements, quality, resources, finances<\/li>\n
- Suppliers’ and contractors’ skills and experience, credibility<\/li>\n
- Geographic, material and conjuncture price index<\/li>\n
- Supplier organizations<\/li>\n
- Soil conditions and weather<\/li>\n
- And so on.<\/li>\n<\/ul>\n<\/div>
<\/span><\/div>ROBUST ANALYSIS<\/strong><\/p>\n CREATES SUSTAINABILITY<\/strong><\/p>\n<\/div><\/div><\/div> WHY IS IT CALLED THE SUCCESSIVE PRINCIPLE? Successive:<\/strong> Principle:<\/strong> A principle can be a law, a law of nature, a rule of life or a guideline.<\/p>\n Here is a guideline on how to handle uncertainties using the method.<\/p>\n Handbooks:<\/strong> WHAT DO YOU GET OUT OF THE METHOD? WHAT IS A TOP 10 LIST? With the Top10 list you get:<\/p>\n WHAT CAN THE METHOD BE USED FOR? WHICH COMPANIES CAN USE THE METHOD? Everyone can use it.<\/strong><\/p>\n<\/div><\/i> Professor of Project Management, Ole Jonny Klakegg, NTNU<\/em><\/p>\n<\/div> WHAT IS REQUIRED TO USE THE METHOD? WHAT CHALLENGES MIGHT THERE BE? WHAT ARE THE PITFALLS OF THE METHOD? There are a number of other pitfalls that we train analysis facilitators to look out for during the preparation and execution of analytics.<\/p>\n<\/div> HOW LONG DOES AN ANALYSIS TAKE? This depends a lot on:<\/p>\n WHAT DO YOU USE BRAINSTORMING FOR? There are specific uncertainties for the deliverables themselves.<\/p>\n Brainstorm keywords about what can affect deliveries. These are written down by each participant on A4 paper and then on Post-Its, which are placed in a matrix.<\/p>\n Example: Offshore wind farm, Demo workshop.<\/strong><\/b><\/p>\n Example: Cost of a typical house.<\/strong><\/p>\n Here, general uncertainties can be e.g.<\/p>\nABOUT THE SUCCESSIVE PRINCIPLE<\/h2><\/div>
\n<\/b>That’s because:<\/p>\n
\nDuring an analysis, you successively\/iteratively look for the biggest uncertainties.<\/p>\n
\nA principle is from the Latin principium = beginning, source, tenet.<\/p>\n
\nThe method is described in our handbooks, which can be purchased here:<\/p>\n<\/div><\/span><\/div><\/div><\/div><\/div><\/div>
\n<\/b>You get:<\/p>\n\n
\n
\n
\n
<\/span><\/div><\/div><\/div><\/div><\/div>
\n<\/b>This is a list of the top 10 uncertainties found in the Successive Principle analysis.<\/p>\n\n
<\/span><\/div><\/div><\/div><\/div><\/div>
\n<\/b>The method can be used to perform uncertainty analysis of:<\/p>\n\n
<\/span><\/div><\/div><\/div><\/div><\/div>
\n<\/b>It can:<\/p>\n<\/div><\/i><\/span><\/div><\/span><\/div><\/div><\/div><\/div><\/div>
\n<\/b>Required:<\/p>\n\n
<\/span><\/div><\/div><\/div><\/div><\/div>
\n<\/b>For example, there may be the following:<\/p>\n\n
<\/span><\/div><\/div><\/div><\/div><\/div>
\n<\/b>The 5 most significant ones are:<\/p>\n\n
<\/span><\/div><\/div><\/div><\/div><\/div>
\n<\/b>The individual parts typically take between:<\/p>\n\n
\n
<\/span><\/div><\/div><\/div><\/div><\/div>
\n<\/b>You use a brainstorming session in Successive Principle to spot the general uncertainties that can affect all project deliverables.<\/p>\n<\/b><\/p>\n\n