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Mind Mapping for the Project Manager

Mind Mapping for the Project Manager

Mind Mapping for the Project Manager

As a venture director, you most likely live in outlines: Gantt graphs, Kanban dividers, shared date-books, process graphs, organization diagrams, et cetera. Each is helpful in its own particular manner for catching what’s happening in your reality, and for planning work processes crosswise over groups. In any case, are any of your graphs helping you to be more innovative with your critical thinking? Or then again helping you reveal shrouded barriers and openings?

Mind maps are an extraordinary instrument for venture supervisors since they enable you to accomplish those substitute advantages. By opening up a more all encompassing mindset, they offer an awesome supplement to your current visual guides. They get around the inflexible impediments of Gantt outlines to enable you to locate the new methodologies that may take your task and your group to a larger amount of inventiveness. Here’s the reason you ought to commit no less than one whiteboard to mind mapping.

What is Mind Mapping?

In a mind map, the core concept is represented by a big word or image at the center of the diagram. Major aspects of the concept then emerge from that center — like limbs from the trunk of a tree. Each limb, in turn, has its own smaller branches that capture aspects of the concept. That descending hierarchy can continue all the way down to tiny twigs or leaves that represent the most granular concepts. (There are computer-generated mind maps with many thousands of those end nodes.)

While you don’t have to pattern your mind map exactly like a tree — or make it as pretty as Nelson’s — to get it to work, the organic metaphor isn’t an accident: Mind maps are intended to capture ideas and the relationships between them in more free-flowing ways than an outline or Gantt chart ever could.

Read More :  HERE ACQUIRES MICELLO IN URGE TO ADDS INDOOR MAPPING

In some sense, rigid hierarchies such as Gantt charts are inherently limiting; even when they do a great job of describing the reality of sequenced tasks, they don’t “breathe” much, or leave a lot of room for exploration. By contrast, many people find that mind maps help them look at projects or other concepts in new ways. The visual appeal and holistic nature of mind maps can stimulate different ways of thinking, clarify connections for you and your team, and even improve your basic ability to capture relevant information.

Two key benefits for the team in all of these uses of mind mapping:

  • Promoting new conversations. When you let radiant thinking do its work, it allows you to form new mental connections. That applies equally to the ideas within your own mind and to all the ideas shared across the minds of you and your team members. Unlocking new associations among these ideas can be very powerful for getting out of old ruts of thinking and finding new, creative ways to tackle problems.
  • Suspending judgment on emphasis. When you map things radially, you take away the rank order and chronology that’s inherent in an outline or Gantt chart. Instead of prematurely worrying about which part of your project comes first in sequence, or which part deserves the most resources, you can focus on getting the right issues surfaced in a way that promotes dialogue, understanding, and problem-solving. Then you can take the next steps for ordering and ranking your team’s activities with much more clarity of purpose.
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