Chapter 6 Presentation

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  • 1. David Morales
    Chapter 6 Presentation
  • 2. Presentation “Do’s”
    Practice your presentation
    Time yourself so you know you will meet time restraints
    Know your presentation inside and out
    Check spelling and grammar
    Nothing can hurt an otherwise excellent presentation than a simple typo (i.e. to, too, and two)
  • 3. Presentation “Do’s”
    Use visuals
    Appropriate images within your presentation can help its over all appearance
    Anticipate what questions may be asked
    Being able to quickly answer simple questions will let those watching your presentation know that you are a subject matter expert
  • 4. Presentation “Don’ts”
    Put too much information on one slide
    Putting more than 3-5 major bullet points on a single slide can be confusing and hard to read
    Slides should be an overview of what you are talking about
    Answer too many questions during a presentation
    This can throw off the flow and make you lose your place
    Visual clutter
    Too many visuals make a presentation look cluttered and unprofessional
  • 5. Financial Analysis Tools
    Payback Analysis
    Determines how long it takes an Infosys to pay for itself through reduced costs and increased benefits
    Steps:
    Determine the initial development cost of the system
    Estimate annual benefits
    Determine the annual operation costs
    Find the payback period by comparing total development and operating costs to the accumulated value of the benefits produced by the system.
  • 6. Financial Analysis Tools
    Payback Analysis (cont.)
    The time it takes to recover the system’s cost is called the payback period
    As the system requires more maintenance, costs begin to increase
    The period between the beginning of systems operation and the point when operational costs are rapidly increasing is called the economically useful life of the system
  • 7. Financial Analysis Tools
    Return on Investment (ROI)
    A percentage rate that compares the total net benefits (the return) received from a project to the total costs (the investment) of the project
    ROI = (total benefits - total costs) / total costs
    Considers cost and benefits over a longer time span than payback analysis.
    Based on total costs and benefits for a period of five to seven years.
    Measures profitability by comparing total net benefits
  • 8. Financial Analysis Tools
    Net Present Value
    The total value of the benefits minus the total value of the costs
    Both costs and benefits adjusted to reflect the point in time at which they occur
    The present value of a future dollar is the amount of money that, when invested today at a specified interest rate, grows to exactly one dollar at a certain point in the future.
    The specified interest rate is called the discount rate
  • 9. Financial Analysis Tools
    Net Present Value (cont.)
    The discount rate represents the rate of return if the money is put into risk-free investments, instead of being invested in a project
    A positive NPV is economically feasible because the project will produce a larger return than would be achieved by investing the same amount of money in a discount rate investment.
    Can be used to compare and rank projects
    All things being equal the project with the highest net present value is the best investment
  • 10. History of Project Management
    Project management has been practiced since early civilization
    Until the 1900’s civil engineering projects were generally managed by creative architects and engineers themselves
    Henry Gantt (1861-1919),
    Called the father of planning and control techniques
    Famously known for his use of the Gantt chart as a project management tool
  • 11. History of Project Management
    The 1950s marked the beginning of the modern Project Management era
    Prior to the 1950s, projects were managed on an ad hoc basis using mostly Gantt Charts, and informal techniques and tools
    Two mathematical project scheduling models were developed Critical Path Method (CPM) and Program Evaluation and Review Technique (PERT)
  • 12. History of Project Management
    CPM was developed in a joint venture by both DuPont Corporation and Remington Rand Corporation for managing plant maintenance projects
    PERT, developed by Booz-Allen & Hamilton as part of the United States Navy's (in conjunction with the Lockheed Corporation) Polaris missile submarine program; These mathematical techniques quickly spread into many private enterprises
  • 13. History of Project Management
    (1956) The American Association of Cost Engineers (now AACE International; the Association for the Advancement of Cost Engineering) was formed by project management professionals
    AACE continued its pioneering work and in 2006 released the first ever integrated process for portfolio, program and project management (Total Cost Management Framework)
  • 14. History of Project Management
    (1969) The Project Management Institute(PMI) formed to serve the interests of the PM industry
    PMI’s premise is that the tools and techniques of project management are common among widespread applications of projects from industry to industry
    (1981) the PMI Board of Directors authorized the development of A Guide to the Project Management Body of Knowledge (PMBOK Guide), containing standards and guidelines of practice that are widely used throughout the profession