Project risk management guideline
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In managing big projects is inevitable that something will go wrong. The difference in efficient project management is addressing properly the risks and after, taking successfully the risk response actions. By risk identification, evaluation and control, the differences between initial cost, time and quality estimations and the real ones can be prevented or diminished. Increase the project success probability by applying the risk minimization and opportunities maximization techniques. For a complex project risk evaluation should be mandatory. These risks can be attributed and measured as probability of apparition, impact and consequences. The guide: "Project Risk Management Processes" is a powerful instrument for managing risks and opportunities. Find more free templates on Project MAnagement at www.ecostarplan.com
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3) Key aspects of projects like meaning, types, features, factors affecting projects, and an overview of project management are summarized.
Risk management
This document discusses project risk management. It defines project risk as an uncertain event that may positively or negatively impact project objectives. There are various types of risks including external risks outside a manager's control, cost risks, schedule risks, technology risks, and operational risks. The document outlines qualitative and quantitative approaches to risk analysis and describes methods for risk identification, response planning including risk avoidance, transfer, mitigation and acceptance, monitoring and control. Regular risk management is important to identify uncertainties and minimize their impacts to help projects meet their objectives on time and on budget.
C3 Projects mining capability statement
C3 Projects is a project management and consulting firm established in 1995 to serve the mining, infrastructure, and other sectors. They have offices in South Africa and Ireland. C3 Projects differentiates itself through the skills of its employees and unique project management tools and procedures, with an exceptional track record of on-time and on-budget delivery. Their services include project management, cost management, consulting, and specialist services tailored for mining projects. They have extensive experience delivering mining projects globally.
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From Concept to reality : Implementing Lean Managements DMAIC Methodology for...
The Ready-Made Garments (RMG) industry in Bangladesh is a cornerstone of the economy, but increasing costs and stagnant productivity pose significant challenges to profitability. This study explores the implementation of Lean Management in the Sampling Section of RMG factories to enhance productivity. Drawing from a comprehensive literature review, theoretical framework, and action research methodology, the study identifies key areas for improvement and proposes solutions.
Through the DMAIC approach (Define, Measure, Analyze, Improve, Control), the research identifies low productivity as the primary problem in the Sampling Section, with a PPH (Productivity per head) of only 4.0. Using Lean Management techniques such as 5S, Standardized work, PDCA/Kaizen, KANBAN, and Quick Changeover, the study addresses issues such as pre and post Quick Changeover (QCO) time, improper line balancing, and sudden plan changes.
The research employs regression analysis to test hypotheses, revealing a significant correlation between reducing QCO time and increasing productivity. With a regression equation of Y = -0.000501X + 6.72 and an R-squared value of 0.98, the study demonstrates a strong relationship between the independent variables (QCO downtime and improper line balancing downtime) and the dependent variable (productivity per head).
The findings suggest that by implementing Lean Management practices and addressing key productivity inhibitors, RMG factories can achieve substantial improvements in efficiency and profitability. The study provides valuable insights for practitioners, policymakers, and researchers seeking to enhance productivity in the RMG industry and similar manufacturing sectors.
一比一原版(philau毕业证书)美国费城大学毕业证如何办理
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Neal Elbaum Shares Top 5 Trends Shaping the Logistics Industry in 2024
In the ever-evolving world of logistics, staying ahead of the curve is crucial. Industry expert Neal Elbaum highlights the top five trends shaping the logistics industry in 2024, offering valuable insights into the future of supply chain management.
m249-saw PMI To familiarize the soldier with the M249 Squad Automatic Weapon ...
M249 Saw marksman PMIThe Squad Automatic Weapon (SAW), or 5.56mm M249 is an individually portable, gas operated, magazine or disintegrating metallic link-belt fed, light machine gun with fixed headspace and quick change barrel feature. The M249 engages point targets out to 800 meters, firing the improved NATO standard 5.56mm cartridge. The SAW forms the basis of firepower for the fire team. The gunner has the option of using 30-round M16 magazines or linked ammunition from pre-loaded 200-round plastic magazines. The gunner's basic load is 600 rounds of linked ammunition. The SAW was developed through an initially Army-led research and development effort and eventually a Joint NDO program in the late 1970s/early 1980s to restore sustained and accurate automatic weapons fire to the fire team and squad. When actually fielded in the mid-1980s, the SAW was issued as a one-for-one replacement for the designated "automatic rifle" (M16A1) in the Fire Team. In this regard, the SAW filled the void created by the retirement of the Browning Automatic Rifle (BAR) during the 1950s because interim automatic weapons (e.g. M-14E2/M16A1) had failed as viable "base of fire" weapons.
Early in the SAW's fielding, the Army identified the need for a Product Improvement Program (PIP) to enhance the weapon. This effort resulted in a "PIP kit" which modifies the barrel, handguard, stock, pistol grip, buffer, and sights.
The M249 machine gun is an ideal complementary weapon system for the infantry squad platoon. It is light enough to be carried and operated by one man, and can be fired from the hip in an assault, even when loaded with a 200-round ammunition box. The barrel change facility ensures that it can continue to fire for long periods. The US Army has conducted strenuous trials on the M249 MG, showing that this weapon has a reliability factor that is well above that of most other small arms weapon systems. Today, the US Army and Marine Corps utilize the license-produced M249 SAW.
Maximize Your Efficiency with This Comprehensive Project Management Platform ...
In today's work environment, staying organized and productive can be a daunting challenge. With multiple tasks, projects, and tools to juggle, it's easy to feel overwhelmed and lose focus. Fortunately, liftOS offers a comprehensive solution to streamline your workflow and boost your productivity. This innovative platform brings together all your essential tools, files, and tasks into a single, centralized workspace, allowing you to work smarter and more efficiently.
9 Ways Managers Kill Morale (and What to Do Instead)
This presentation, "The Morale Killers: 9 Ways Managers Unintentionally Demotivate Employees (and How to Fix It)," is a deep dive into the critical factors that can negatively impact employee morale and engagement. Based on extensive research and real-world experiences, this presentation reveals the nine most common mistakes managers make, often without even realizing it.
The presentation begins by highlighting the alarming statistic that 70% of employees report feeling disengaged at work, underscoring the urgency of addressing this issue. It then delves into each of the nine "morale killers," providing clear explanations and illustrative examples.
1. Ignoring Achievements: The presentation emphasizes the importance of recognizing and rewarding employees' efforts, tailored to their individual preferences.
2. Bad Hiring/Promotions & Broken Promises: It reveals the detrimental effects of poor hiring and promotion decisions, along with the erosion of trust that results from broken promises.
3. Treating Everyone Equally & Tolerating Poor Performance: This section stresses the need for fair treatment while acknowledging that employees have different needs. It also emphasizes the importance of addressing poor performance promptly.
4. Stifling Growth & Lack of Interest: The presentation highlights the importance of providing opportunities for learning and growth, as well as showing genuine care for employees' well-being.
5. Unclear Communication & Micromanaging: It exposes the frustration and resentment caused by vague expectations and excessive control, advocating for clear communication and employee empowerment.
The presentation then shifts its focus to the power of recognition and empowerment, highlighting how a culture of appreciation can fuel engagement and motivation. It provides actionable takeaways for managers, emphasizing the need to stop demotivating behaviors and start actively fostering a positive workplace culture.
The presentation concludes with a strong call to action, encouraging viewers to explore the accompanying blog post, "9 Proven Ways to Crush Employee Morale (and How to Avoid Them)," for a more in-depth analysis and practical solutions.
Customer Relationship Managemenet’s Impact on Customer Satisfaction and Perfo...
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Many companies have perceived CRM that accompanied by numerous
uncoordinated initiatives as a technological solution for problems in
individual areas. However, CRM should be considered as a strategy when
a company decides to implement it due to its humanitarian, technological
and process-related effects (Mendoza et al., 2007, p. 913). CRM is
evolving today as it should be seen as a strategy for maintaining a longterm relationship with customers.
A CRM business strategy includes the internet with the marketing,
sales, operations, customer services, human resources, R&D, finance, and
information technology departments to achieve the company’s purpose and
maximize the profitability of customer interactions (Chen and Popovich,
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After Corona Virus Disease-2019/Covid-19 (Coronavirus) first
appeared in Wuhan, China towards the end of 2019, its effects began to
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properly in business-to-business (B2B) and business-to-consumer
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Disaster management;
Cyclone Disaster Management;;
Biparjoy Cyclone Case Study;
Meteorological Observations;
Best practices in Disaster Management;
Synchronization of Agencies;
GSDMA in Cyclone disaster Management;
History of Cyclone in Arabian ocean;
Intensity of Cyclone in Gujarat;
Cyclone preparedness;
Miscellaneous observations - Biparjoy cyclone;
Role of social Media in Disaster Management;
Unique features of Biparjoy cyclone;
Role of IMD in Biparjoy Prediction;
Lessons Learned; Disaster Preparedness; published paper;
Case study; for disaster management agencies; for guideline to manage cyclone disaster; cyclone management; cyclone risks; rescue and rehabilitation for cyclone; timely evacuation during cyclone; port closure; tourism closure etc.
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Is Agile dead? It depends on what you mean by 'Agile'. If you mean that the organizations are not getting the promised benefits because they were focusing too much on the team-level agile "ways of working" instead of systemic global improvements -- then we are in agreement. It is a misunderstanding of Agility that led us down a dead-end. At Org Topologies, we see bright sparks -- the signs of the 'second wave of Agile' as we call it. The emphasis is shifting towards both in-team and inter-team collaboration. Away from false dichotomies. Both: team autonomy and shared broad product ownership are required to sustain true result-oriented organizational agility. Org Topologies is a package offering a visual language plus thinking tools required to communicate org development direction and can be used to help design and then sustain org change aiming at higher organizational archetypes.
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Project risk management guideline
- 1. Project Risk Management Processes OBJECTIVES 1. Risk Management Plan 2. Analyzing the project schedule 3. Critical Path Analysis 4. Risk Identification Workshop (negatives and opportunities) 5. Developing the Risk Register Model 6. Analyzing risks by qualitative measures 7. Evaluating priority risks 8. Defining Risk Reponses Strategies 9. Quantifying Project Risk Impacts Effects 10. Implementing risk management measures ( Defining reserves) 7. EVALUATING PRIORITY RISKS BENEFITS • Anticipating/ avoiding problems • Preventing surprises • Improving negotiation abilities • Fulfilling contractual obligations • Reducing project delays • Reducing over budget costs 4. RISK IDENTIFICATION WORKSHOP RISC Negative Avoid Reduce Transfer Accept Opportunity Accept Exploit Develop Transfer TECHNICAL • Underground , static, dynamic • Surface • Infrastructure • Technologies • Maintenance • Availability • Sustainability • Logistic • HSSE ECONOMICAL • Costs • Fazes • Evaluation methods • Model economic KPIs (NPV, IRR, EVA) • Legal costs COMMERCIAL • Licenses • Contracting & purchases • Financing • Insurance • Control • Legal • Claims & payments ORGANISATION • Government • Management Structure • Resources • Competences • Procedures, standards, manuals • Project Control • Systems, IT • Interfaces • Partners • Local Rules socio-political • Authorities • Govern • Parties involved • Employees • Local legislation • Community 5. DEVELOPING THE RISK REGISTER MODEL1. PROJECT RISK MANAGEMENT PLAN 6. ANALYSING RISKS THROUGH QUALITATIVE MEASURES 9. QUANTIFYING PROJECT RISK IMPACTS EFFECTS 10. IMPLEMENTING RISK MANAGEMENT MEASURES • Defining time and cost reserves; • Updating the project execution schedule for preventing negative risks and quantifying opportunities • Applying risk prevention measures on site • Applying redesign measures for risk elements • Performing Field Studies • Employing specialized personnel 2. ANALYZING THE PROJECT SCHEDULE 3. CRITICAL PATH ANALYSIS 8. DEFINING RISK REPONSES STRATEGIES www.ecostarplan.com PROJECT PLANNING & REPORTING SERVICES PROJECT MANAGEMENT TRAINING PROJECT WORKSHOP Guide: Virgil ANDREI PMP, Senior Project Planning & Risk Engineer, Ecostar Plan INTRODUCTION In managing big projects it is inevitable that something will go wrong. The difference in efficient project management is addressing properly the risks and after, taking successfully the risk response actions. By risk identification, evaluation and control, the differences between initial cost, time and quality estimations and the real ones can be prevented or diminished. Increase the project success probability by aplying the risk minimization and opportuities development techniques For a complex project risk evaluation should be mandatory. These risks can be attributed and measured as probability of apparition, impact and consequences.