The document provides an introduction to project management, defining it as the application of processes, methods, knowledge and skills to achieve project objectives. It explores the definition of a project, the project lifecycle including initiation, planning, execution, control and closure phases. Additionally, it discusses the roles, responsibilities and qualities needed for an effective project manager.
This document provides an introduction to project management. It defines what a project is and explains that project management involves planning, organizing, and controlling project activities to meet stakeholder needs. The key aspects of project management are the triple constraint of scope, time and cost. There are nine knowledge areas that project managers must understand, including scope, time, cost, quality, and risk management. The document also discusses the differences between projects, programs and portfolios and provides an overview of the project management life cycle and processes.
Project planning and scheduling techniquesShivangi Saini
The document discusses various project scheduling and analysis techniques including:
- Milestone charts, task lists, Gantt charts, and network diagrams for displaying project schedules.
- Critical path analysis, critical chain analysis, PERT, and resource leveling for analyzing project schedules.
- Buffer management, crashing, fast-tracking, split-to-phases, and mainline-offline scheduling for accelerating project schedules. Each technique is briefly described along with its risks and applications.
for the subject offered in GTU in the final year (8th semester), construction management
final year
Module:- 5 project scheduling and resource leveling
The document outlines the typical project management life cycle which includes 4 phases: project initiation, planning, execution, and closure. In the initiation phase, the project is defined and a team is assembled. In planning, detailed documents are created to guide the project. Execution involves producing deliverables while managing time, costs, risks, and other factors. Finally, closure releases the deliverables, ends contracts, and reviews lessons learned.
You may have a great idea for a project, but without planning, your project will remain just that — an idea. Simply put, planning is the critical step to take a project from an intangible theory to a tangible result.
Project planning is part of project management, which relates to the use of schedules such as Gantt charts to plan and subsequently report progress within the project environment. Project planning can be done manually or by the use of project management software.
The document discusses various aspects of planning and implementing projects, including:
1) Planning a project involves developing a project management plan, assessing feasibility, identifying and managing risks, creating an effective work schedule, and monitoring progress.
2) A project management plan outlines the scope, goals, budget, timeline and deliverables of a project. Conducting a feasibility study assesses the technical, economic, legal, operational and scheduling viability of a project.
3) Identifying and mitigating risks such as those involving technology, communication, scope, costs, operations, skills and more is important for project success. Monitoring a project tracks its progress against the initial plan.
This document provides an overview of fundamentals of project planning and management. It defines what projects are, common traits of projects, objectives of projects, why projects fail, the typical project life cycle including initiation, planning, execution phases, and approaches to project management including traditional critical path methodology and more modern agile methodologies like Scrum and Kanban. Key points covered include defining projects, similarities across projects, objectives of scope, time and cost, common reasons for project failure, and benefits of agile project management approaches.
Project management involves coordinating activities to complete a unique goal within constraints of time, cost, and quality. It became a separate field due to increased complexity of projects and need for specialized skills. A project has defined start and end points and creates a unique product or service. Project managers coordinate resources and processes to meet objectives while satisfying stakeholder needs.
This document provides an introduction to project management. It defines what a project is and explains that project management involves planning, organizing, and controlling project activities to meet stakeholder needs. The key aspects of project management are the triple constraint of scope, time and cost. There are nine knowledge areas that project managers must understand, including scope, time, cost, quality, and risk management. The document also discusses the differences between projects, programs and portfolios and provides an overview of the project management life cycle and processes.
Project planning and scheduling techniquesShivangi Saini
The document discusses various project scheduling and analysis techniques including:
- Milestone charts, task lists, Gantt charts, and network diagrams for displaying project schedules.
- Critical path analysis, critical chain analysis, PERT, and resource leveling for analyzing project schedules.
- Buffer management, crashing, fast-tracking, split-to-phases, and mainline-offline scheduling for accelerating project schedules. Each technique is briefly described along with its risks and applications.
for the subject offered in GTU in the final year (8th semester), construction management
final year
Module:- 5 project scheduling and resource leveling
The document outlines the typical project management life cycle which includes 4 phases: project initiation, planning, execution, and closure. In the initiation phase, the project is defined and a team is assembled. In planning, detailed documents are created to guide the project. Execution involves producing deliverables while managing time, costs, risks, and other factors. Finally, closure releases the deliverables, ends contracts, and reviews lessons learned.
You may have a great idea for a project, but without planning, your project will remain just that — an idea. Simply put, planning is the critical step to take a project from an intangible theory to a tangible result.
Project planning is part of project management, which relates to the use of schedules such as Gantt charts to plan and subsequently report progress within the project environment. Project planning can be done manually or by the use of project management software.
The document discusses various aspects of planning and implementing projects, including:
1) Planning a project involves developing a project management plan, assessing feasibility, identifying and managing risks, creating an effective work schedule, and monitoring progress.
2) A project management plan outlines the scope, goals, budget, timeline and deliverables of a project. Conducting a feasibility study assesses the technical, economic, legal, operational and scheduling viability of a project.
3) Identifying and mitigating risks such as those involving technology, communication, scope, costs, operations, skills and more is important for project success. Monitoring a project tracks its progress against the initial plan.
This document provides an overview of fundamentals of project planning and management. It defines what projects are, common traits of projects, objectives of projects, why projects fail, the typical project life cycle including initiation, planning, execution phases, and approaches to project management including traditional critical path methodology and more modern agile methodologies like Scrum and Kanban. Key points covered include defining projects, similarities across projects, objectives of scope, time and cost, common reasons for project failure, and benefits of agile project management approaches.
Project management involves coordinating activities to complete a unique goal within constraints of time, cost, and quality. It became a separate field due to increased complexity of projects and need for specialized skills. A project has defined start and end points and creates a unique product or service. Project managers coordinate resources and processes to meet objectives while satisfying stakeholder needs.
This document discusses the logical framework approach to project planning and evaluation. It begins by defining the logical framework as a tool used to conceptualize a project, analyze assumptions, and facilitate monitoring and evaluation. It then explains the key components of a logical framework matrix, including goals, objectives, outputs, inputs, indicators, means of verification, and assumptions. Finally, it outlines some important benefits of the logical framework such as reducing planning confusion, determining responsibility and management, facilitating evaluation, and ensuring projects are accessible and straightforward.
The document discusses different models of the project cycle. It describes the Baum Cycle (also called the World Bank Project Cycle) which includes 6 stages: identification, preparation, appraisal and selection, negotiation and financing, implementation, and evaluation. It also describes the UNIDO Project Cycle which divides the project cycle into 3 phases (pre-investment, investment, and operating) with various stages within each phase focused on identification, analysis, appraisal, and implementation. The document provides details on the key activities and objectives of each stage/phase of the different project cycle models.
This document discusses project stakeholder management. It defines stakeholders as individuals or groups who can affect or be affected by a project. Early identification of stakeholders is important so their needs, interests and impact can be understood. Stakeholders should be analyzed and classified based on factors like importance, expectations and influence. The project manager needs to develop a stakeholder management plan that identifies how stakeholders will be engaged and affected. Effective stakeholder engagement increases project success by securing support, managing issues and keeping the project on track. Ongoing control of stakeholder activities is also important as the project evolves.
Paul Kidson presented planning fundamentals at the SWWE Seminar
Project definition - where do you start? A few areas to consider
Planning: approach to planning, planning strategies.
Business case - Provides justification for undertaking a project: benefits, Cost and risk of alternative section, Rationale for preferred solution
Typical business case content.
Scope management
Requirement management.
Project Familiarisation
Planning
Benefits of planning
Approaches to planning
Planning strategies
Breakdown structure
Product Breakdown structure
Work breakdown structure
Organisation breakdown structure
Responsibility assignment Matrix
RACI Matrix
Cost breakdown structure
Dependency Management
Cost Estimating
Cost Estimating types
Budgeting
Budgeting generating a cost
These slides give a very basic introduction about project management. You will find here about the definition of project, Types , Project Life cycle etc.
Will be very helpful to the engineering students for the subject Project Management.
The document discusses the role and responsibilities of a project manager. It states that a project manager is responsible for implementing and completing projects on time and on budget by selecting team members, ensuring resources and facilities are available, and taking care of routine details. A project manager takes a generalist approach compared to functional managers who are specialists. The document outlines various responsibilities of a project manager to the parent organization, project, and project team members. It also discusses challenges project managers may face like acquiring adequate resources, dealing with obstacles, and communicating effectively.
The document discusses project design and management concepts. It covers topics such as project definition, quality assurance, proposals, project start, and project implementation. Key aspects include developing initial project concepts, proposal development, assembling proposals, project initiation, planning, execution, monitoring and control, and closeout. Project roles and phases are also outlined.
The document discusses different types of project organizations including functional, pure project, matrix, and mixed organizations. It provides details on the structure and advantages and disadvantages of each type. Specifically, it describes the functional organization as housing projects within functional departments led by functional managers. It notes advantages like specialization but disadvantages like lack of coordination. It then explains the pure project organization has a self-contained team fully dedicated to the project, but can result in inconsistencies. Finally, it outlines the matrix organization uses a horizontal structure drawing multi-disciplinary employees to projects without removing them from functions, allowing for better coordination and resource utilization but potentially violating the unity of command principle.
Organizational culture and its influence on project managementRuhull
Within any organization, successful project management is contextual. What that means is that the organization itself matters:
its culture;
its structure;
and its strategy. Each play an integral part and together they create the environment in which a project will flourish or founder.
Issues that affect a project can vary widely from company to company.
Contextual issues provide the backdrop around which project activities must operate, so understanding what is beneath these issues truly contributes to understanding how to manage projects.
Understand what projects are and how they differ from ongoing operations
Define and explain several key terms; Project, Project Management, Software Project Management
Understand Organization structures
Understand Project Management Processes
Understand Project Life Cycle
The document discusses the logical framework approach (LFA), a systematic planning procedure used for project cycle management. It was developed in the 1960s by organizations like USAID and GTZ to improve development project planning and monitoring. The key aspects of the LFA include: (1) developing a hierarchy of goals, purposes, outputs and activities with clear cause-effect relationships; (2) specifying objectively verifiable indicators and means of verification for measuring progress and success; and (3) identifying important assumptions and risks outside the project's control that could affect success. The logical framework matrix visually captures these elements to facilitate participatory planning, implementation, monitoring and evaluation of a project.
This document provides an overview of the concepts and topics covered in a Project Management course. It includes 6 units:
1. Introduction to key project management concepts like the project life cycle.
2. Project identification and formation, including identifying opportunities and selecting projects.
3. Project appraisal involving market, technical, financial, and socio-economic analysis.
4. Project planning and scheduling from designing to time and cost estimation.
5. Project execution and administration including contracting, organization, communication and cost/time monitoring.
6. Project control techniques like PERT and CPM for monitoring and reviewing projects.
This document discusses project implementation and management. It covers the key aspects of project implementation from activation onwards and factors that affect implementation. Project management is defined as planning and directing a project from inception to completion. A good project manager should have working knowledge in multiple fields, understand managerial problems, delegate tasks, and know the objectives and management process of the project.
This mock PMP exam contains 51 multiple choice questions testing knowledge across all PMBOK knowledge areas. Candidates have 60 minutes to correctly answer 36 out of 51 questions (70%) to pass. The exam includes questions on topics such as project management processes, tools and techniques, scheduling, quality, procurement and risk management.
Three Trends in Project Management PresentationBrittany Virgil
The document discusses three trends in project management: 1) Project professionals want more leadership from management, as surveys show deficiencies in coaching and mentoring from managers, and leadership style is correlated with project performance. 2) The disciplines of change management and project management will continue to merge, as they should work simultaneously with overlapping roles. 3) Project professionals will continue to avoid conflict, though conflict avoidance can negatively impact projects, and addressing uncomfortable conversations is important for resolution.
This document provides information about a course on project design and management at Adigrat University's Department of Geography and Environmental Studies. It includes the course description, objectives, and content. The course aims to acquaint students with the principles and techniques of project planning, implementation, and evaluation. It covers topics like the project cycle, project identification, project management disciplines, and project writing. The document is compiled by Dr. Zubairul Islam and provides details about the course structure and chapters to be covered.
The document outlines a training workshop on project cycle management (PCM). The workshop objectives are to understand PCM methodology and apply it to analyze problems, identify strategies and draft an action plan. The document covers the definition and six steps of PCM, including participatory planning, monitoring and evaluation. It provides guidance on stakeholder analysis, problem analysis, objective analysis, project selection, formulation of the project design matrix and plan of operations, and monitoring and evaluation. The workshop aims to help participants draft the main components of an action plan applying PCM methodology.
The document outlines the course objectives, teaching scheme, examination scheme, prerequisites, companion courses, course outcomes, elective courses, and teaching plan for the Project Management course offered at Savitribai Phule Pune University. It provides details on the 6 units that will be covered in the course, mapping the course outcomes to the units, and lists the topics, duration and references for each unit.
A project is a unique venture with a well-defined beginning and end that consists of interrelated tasks performed within a set time period and budget to meet specific objectives. Project management involves planning, controlling, and completing the project activities to deliver the project outputs while meeting its constraints of time, budget, and technical performance. Key decisions in project management include selecting which projects to implement, choosing a project manager and team, planning and designing the project, and managing resources and progress. A project progresses through conceptualization, planning, implementation, and termination stages over its finite lifecycle.
This document discusses the logical framework approach to project planning and evaluation. It begins by defining the logical framework as a tool used to conceptualize a project, analyze assumptions, and facilitate monitoring and evaluation. It then explains the key components of a logical framework matrix, including goals, objectives, outputs, inputs, indicators, means of verification, and assumptions. Finally, it outlines some important benefits of the logical framework such as reducing planning confusion, determining responsibility and management, facilitating evaluation, and ensuring projects are accessible and straightforward.
The document discusses different models of the project cycle. It describes the Baum Cycle (also called the World Bank Project Cycle) which includes 6 stages: identification, preparation, appraisal and selection, negotiation and financing, implementation, and evaluation. It also describes the UNIDO Project Cycle which divides the project cycle into 3 phases (pre-investment, investment, and operating) with various stages within each phase focused on identification, analysis, appraisal, and implementation. The document provides details on the key activities and objectives of each stage/phase of the different project cycle models.
This document discusses project stakeholder management. It defines stakeholders as individuals or groups who can affect or be affected by a project. Early identification of stakeholders is important so their needs, interests and impact can be understood. Stakeholders should be analyzed and classified based on factors like importance, expectations and influence. The project manager needs to develop a stakeholder management plan that identifies how stakeholders will be engaged and affected. Effective stakeholder engagement increases project success by securing support, managing issues and keeping the project on track. Ongoing control of stakeholder activities is also important as the project evolves.
Paul Kidson presented planning fundamentals at the SWWE Seminar
Project definition - where do you start? A few areas to consider
Planning: approach to planning, planning strategies.
Business case - Provides justification for undertaking a project: benefits, Cost and risk of alternative section, Rationale for preferred solution
Typical business case content.
Scope management
Requirement management.
Project Familiarisation
Planning
Benefits of planning
Approaches to planning
Planning strategies
Breakdown structure
Product Breakdown structure
Work breakdown structure
Organisation breakdown structure
Responsibility assignment Matrix
RACI Matrix
Cost breakdown structure
Dependency Management
Cost Estimating
Cost Estimating types
Budgeting
Budgeting generating a cost
These slides give a very basic introduction about project management. You will find here about the definition of project, Types , Project Life cycle etc.
Will be very helpful to the engineering students for the subject Project Management.
The document discusses the role and responsibilities of a project manager. It states that a project manager is responsible for implementing and completing projects on time and on budget by selecting team members, ensuring resources and facilities are available, and taking care of routine details. A project manager takes a generalist approach compared to functional managers who are specialists. The document outlines various responsibilities of a project manager to the parent organization, project, and project team members. It also discusses challenges project managers may face like acquiring adequate resources, dealing with obstacles, and communicating effectively.
The document discusses project design and management concepts. It covers topics such as project definition, quality assurance, proposals, project start, and project implementation. Key aspects include developing initial project concepts, proposal development, assembling proposals, project initiation, planning, execution, monitoring and control, and closeout. Project roles and phases are also outlined.
The document discusses different types of project organizations including functional, pure project, matrix, and mixed organizations. It provides details on the structure and advantages and disadvantages of each type. Specifically, it describes the functional organization as housing projects within functional departments led by functional managers. It notes advantages like specialization but disadvantages like lack of coordination. It then explains the pure project organization has a self-contained team fully dedicated to the project, but can result in inconsistencies. Finally, it outlines the matrix organization uses a horizontal structure drawing multi-disciplinary employees to projects without removing them from functions, allowing for better coordination and resource utilization but potentially violating the unity of command principle.
Organizational culture and its influence on project managementRuhull
Within any organization, successful project management is contextual. What that means is that the organization itself matters:
its culture;
its structure;
and its strategy. Each play an integral part and together they create the environment in which a project will flourish or founder.
Issues that affect a project can vary widely from company to company.
Contextual issues provide the backdrop around which project activities must operate, so understanding what is beneath these issues truly contributes to understanding how to manage projects.
Understand what projects are and how they differ from ongoing operations
Define and explain several key terms; Project, Project Management, Software Project Management
Understand Organization structures
Understand Project Management Processes
Understand Project Life Cycle
The document discusses the logical framework approach (LFA), a systematic planning procedure used for project cycle management. It was developed in the 1960s by organizations like USAID and GTZ to improve development project planning and monitoring. The key aspects of the LFA include: (1) developing a hierarchy of goals, purposes, outputs and activities with clear cause-effect relationships; (2) specifying objectively verifiable indicators and means of verification for measuring progress and success; and (3) identifying important assumptions and risks outside the project's control that could affect success. The logical framework matrix visually captures these elements to facilitate participatory planning, implementation, monitoring and evaluation of a project.
This document provides an overview of the concepts and topics covered in a Project Management course. It includes 6 units:
1. Introduction to key project management concepts like the project life cycle.
2. Project identification and formation, including identifying opportunities and selecting projects.
3. Project appraisal involving market, technical, financial, and socio-economic analysis.
4. Project planning and scheduling from designing to time and cost estimation.
5. Project execution and administration including contracting, organization, communication and cost/time monitoring.
6. Project control techniques like PERT and CPM for monitoring and reviewing projects.
This document discusses project implementation and management. It covers the key aspects of project implementation from activation onwards and factors that affect implementation. Project management is defined as planning and directing a project from inception to completion. A good project manager should have working knowledge in multiple fields, understand managerial problems, delegate tasks, and know the objectives and management process of the project.
This mock PMP exam contains 51 multiple choice questions testing knowledge across all PMBOK knowledge areas. Candidates have 60 minutes to correctly answer 36 out of 51 questions (70%) to pass. The exam includes questions on topics such as project management processes, tools and techniques, scheduling, quality, procurement and risk management.
Three Trends in Project Management PresentationBrittany Virgil
The document discusses three trends in project management: 1) Project professionals want more leadership from management, as surveys show deficiencies in coaching and mentoring from managers, and leadership style is correlated with project performance. 2) The disciplines of change management and project management will continue to merge, as they should work simultaneously with overlapping roles. 3) Project professionals will continue to avoid conflict, though conflict avoidance can negatively impact projects, and addressing uncomfortable conversations is important for resolution.
This document provides information about a course on project design and management at Adigrat University's Department of Geography and Environmental Studies. It includes the course description, objectives, and content. The course aims to acquaint students with the principles and techniques of project planning, implementation, and evaluation. It covers topics like the project cycle, project identification, project management disciplines, and project writing. The document is compiled by Dr. Zubairul Islam and provides details about the course structure and chapters to be covered.
The document outlines a training workshop on project cycle management (PCM). The workshop objectives are to understand PCM methodology and apply it to analyze problems, identify strategies and draft an action plan. The document covers the definition and six steps of PCM, including participatory planning, monitoring and evaluation. It provides guidance on stakeholder analysis, problem analysis, objective analysis, project selection, formulation of the project design matrix and plan of operations, and monitoring and evaluation. The workshop aims to help participants draft the main components of an action plan applying PCM methodology.
The document outlines the course objectives, teaching scheme, examination scheme, prerequisites, companion courses, course outcomes, elective courses, and teaching plan for the Project Management course offered at Savitribai Phule Pune University. It provides details on the 6 units that will be covered in the course, mapping the course outcomes to the units, and lists the topics, duration and references for each unit.
A project is a unique venture with a well-defined beginning and end that consists of interrelated tasks performed within a set time period and budget to meet specific objectives. Project management involves planning, controlling, and completing the project activities to deliver the project outputs while meeting its constraints of time, budget, and technical performance. Key decisions in project management include selecting which projects to implement, choosing a project manager and team, planning and designing the project, and managing resources and progress. A project progresses through conceptualization, planning, implementation, and termination stages over its finite lifecycle.
The webinar covers:
• Why ISO 21500?
• What is PRINCE2 and the New Agile version of it.
• What are the advantages and value of each of the above?
• How do they both complement each other?
Presenter:
This webinar was presented by Orlando Odejide. He is an Enterprise Architect and Programme Director with over 15 years’ experience in the field of Computing and Information Technology Consulting. He has also trained over 2, 000 Professionals on (ITIL, TOGAF, Business Analysis, COBIT, CMMI, XBRL, ISO 20000, ISO 27001 and ISO 22301).
Link of the recorded session published on YouTube: https://youtu.be/ZML5eTxsEF8
Project management involves planning, executing, and closing projects to achieve goals within constraints of budget, schedule and performance. A project has a defined start and end, with unique objectives and activities requiring teamwork. This document discusses key project concepts like the project life cycle of initiation, planning, execution and closure. It provides examples of construction, organizational and personal projects, and explains that projects aim to solve problems or pursue opportunities through the application of project management skills, tools and processes.
This document discusses various models for project selection and considerations for risk in project selection. It outlines both numeric and non-numeric models that are used to evaluate and select projects, including payback period, internal rate of return, and comparative benefit models. It also discusses collecting project data, assessing resource availability, prioritizing projects, and selecting projects to fund or hold in reserve. Finally, it covers implementing the project selection process and outlining key components of effective project proposals.
The document provides an overview of key concepts in project management including:
1. Defining a project, its attributes, and constraints like scope, quality, schedule, budget that must be balanced.
2. The typical project life cycle phases of initiating, planning, performing, and closing.
3. The essential elements of the project management process from establishing objectives to developing a baseline plan and executing the plan.
4. Additional considerations for global project management like currency fluctuations, regulations, and cultural awareness.
The overall benefit of project management is increased customer satisfaction by successfully completing projects on time and on budget.
This document provides an overview of project management. It defines a project as a temporary set of activities undertaken to achieve unique objectives within defined cost and time parameters. Key aspects of projects include their unique purpose, temporary nature, use of various resources, and involvement of uncertainty. The document distinguishes projects from operations and programs/portfolios. It also outlines the triple constraints of quality, cost, and time that define projects. Additionally, it describes different types of project products and components of project management based on the Project Management Body of Knowledge (PMBOK).
The document defines key concepts in project management including characteristics of a project, the project management process, and capital budgeting. A project has objectives, a defined timeline, uniqueness, and involves teamwork. The project management process includes identification, preparation through a feasibility study, implementation, and review. Capital budgeting involves planning, analysis, selection, financing, implementation, and review of investment projects.
This document provides an overview of project management concepts and frameworks. It discusses:
- The Project Management Body of Knowledge (PMBOK), which defines knowledge areas and process groups for managing projects. The nine knowledge areas are project integration, scope, time, cost, quality, human resources, communication, risk, and procurement management.
- The five process groups in PMBOK are initiating, planning, executing, monitoring and controlling, and closing.
- The Project Management Institute's (PMI) framework, which includes stakeholders' needs, knowledge areas, tools/techniques, and project portfolios.
- The differences between portfolio management, which focuses on strategic alignment of projects, and project management,
Project management is the application of knowledge, skills, tools, and techniques to project activities to meet the project requirements. The document provides an overview of project management including:
- Key project management terms like project, program, portfolio, stakeholders, and the project management life cycle.
- Reasons why projects fail and succeed and the importance of having a clear scope, sponsorship, and buy-in.
- The roles and responsibilities of the project manager in guiding a project to completion while meeting stakeholder needs.
- The project management process including initiation, planning, execution, monitoring and control, and closing.
- Deliverables created at each stage like the project charter, work breakdown structure, and
This document provides an introduction to project planning and management. It discusses key concepts such as defining a project, the project life cycle, and the roles of project planning and project management. Specifically, it defines a project as a temporary endeavor undertaken to create a unique product or service. It outlines the four phases of a project life cycle as initiation, planning, execution, and closure. It also explains that project planning involves determining how to achieve project goals within set parameters, while project management is the process of coordinating resources to meet objectives. The document concludes by discussing project monitoring, evaluation, reporting and leadership.
The document summarizes the main technical competencies for project management according to the Internal Competence Baseline (ICB). It discusses the key elements needed to initiate, execute, and close a project. The technical competencies covered include project management success, interested parties/stakeholders, project requirements and objectives, risk and opportunity management, quality, project organization, teamwork, problem resolution, project structure, and scope and deliverables. The document also compares some of ICB's technical competencies to those outlined in the Project Management Body of Knowledge (PMBOK).
Software Project Management | An Overview of the Software Project ManagementAhsan Rahim
Management is the process of getting things done through others, it is the process of coordinating people & other resources to achieve the goals of the organization. A project is a set of related tasks that are coordinated to achieve a specific objective in a given time limit. A project is well-defined task, which is a collection of several operations done in order to achieve a goal. Software is the program & all associated documentation & configuration data which is needed to make these programs operate correctly.
A Software Project is the complete procedure of software development from requirement gathering to testing & maintenance, carried out according to the execution methodologies, in a specified period of time to achieve intended software product.
I am uploading all these notes only for the sake of Allah SWT. A very comprehensive and detailed Lecture Slide for Management Students (Related to Engineering)
Presentation of project management (907, scm. mir mohammed shorab hossein)ferozpatowary
A successful project management includes key elements like capital cost, time, and value. It also involves important processes such as project initiation, planning, execution, control and validation, and closeout and evaluation. There are different forms of project organization including line and staff, divisional, and matrix structures. Project management requires defining, planning, communicating, and controlling projects to ensure they are delivered successfully.
Project Management Msc. 7Pjmn009W Project Management Project.Renee Jones
Project success can be defined in different ways and depends on meeting objectives. Key factors that contribute to project success include having clear objectives, managing scope, schedule and budget, effective communication and stakeholder management, competent project team, and support from senior management. A project manager can help ensure success by focusing on these critical success factors throughout the project life cycle from planning to execution to closure.
The document discusses project phases and management. It describes the typical 5 phases of a project - initiation, planning, execution, monitoring and control, and closure. It provides details on each phase, including developing a project charter and business case in initiation, creating a project plan and defining roles in planning, executing the project in the execution phase, monitoring and controlling the project, and closing the project. It also discusses the importance of project feasibility studies and setting goals using SMART and CLEAR frameworks to help define goals that cater to dynamic project environments.
Project termination
Project Closure
Types of Project termination
Termination by starvation
Duties of Termination Manager
Indicators of project termination
Project life cycle
Termination Manager
Termination Process
Political termination
Termination by completion
Termination by Extinction
Termination by Murder
The fishbone diagram is a tool for root cause analysis that combines brainstorming and mind mapping. It displays the potential causes of a problem in graphical form and helps categorize causes. The benefits include providing an easy to understand visual of relationships between causes, stimulating in-depth discussion to explore all possible causes, and helping identify where processes are not working. Potential causes are typically grouped into primary categories like 6M's for manufacturing or 8P's for products.
Identifying Project Costs
Calculating Return on Investment (ROI)
Calculating the Payback Period
Determining Net Present Value (NPV)
Identifying the life cycle of a Project
Handling over a Project
Closing a Project
This document provides an overview of research methodology concepts including:
1. It defines research and discusses the characteristics of scientific methods and research objectives.
2. It covers developing hypotheses, research design, levels of measurement, and scaling techniques.
3. It describes different types of scaling including comparative, non-comparative, continuous rating, itemized rating, Likert, semantic differential, and Stapel scales.
Taurus Zodiac Sign: Unveiling the Traits, Dates, and Horoscope Insights of th...my Pandit
Dive into the steadfast world of the Taurus Zodiac Sign. Discover the grounded, stable, and logical nature of Taurus individuals, and explore their key personality traits, important dates, and horoscope insights. Learn how the determination and patience of the Taurus sign make them the rock-steady achievers and anchors of the zodiac.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
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2. 1
Project
Management
1.1 Defining Business Project Management
1.2 Exploring opportunities in the project management field
1.3 Developing Project management skills
1.4 Categorising different types of Business Projects
1.5 Understanding the difference between Projects &
Programmes.
6. Introduction
In contemporary business and science a project is a collaborative enterprise, involving
research or design that is carefully planned to achieve a particular aim.
Projects can be further defined as temporary rather than permanent social systems or
work systems that are constituted by teams within or across organizations to accomplish
particular tasks under time constraints.
An ongoing project is usually called (or evolves into) a program. The word project comes
from the Latin word projectum from the Latin verb proicere, "before an action" which in
turn comes from pro-, which denotes precedence, something that comes before
something else in time.
The word "project" thus actually originally meant "before an action". When the English
language initially adopted the word, it referred to a plan of something, not to the act of
actually carrying this plan out. Something performed in accordance with a project became
known as an "object".
Every project has certain phases of development.
7. Project
A) Meaning:
Project means, planned set of interrelated tasks to be executed over a fixed period and
within certain cost and other limitations. Project management is the application of
processes, methods, knowledge, skills and experience to achieve the project objectives. In
general a project is a unique, transient endeavour, undertaken to achieve planned
objectives, which could be defined in terms of outputs, outcomes or benefits.
B) Definition:
Following are the definitions of the project by different authors:
1) J. Rodney Tumer:
“A project is a temporary organization to which resources are assigned to do work to
deliver beneficial changes.“
2) David I Cleland:
“Projects are like building blocks in the design and execution of strategies for an
organisation. Projects provide an organisational focus for conceptualising, designing, and
creating new or improved products, services and organisational processes.”
9. Project
B) Why Project Management? Or Need for Project Management:
6) Provide a Process for Estimating Project Resources Time and Costs:
Using project management software, previous project experiences, and a solid project
initiation phase can provide the discipline needed to reduce project estimating errors,
increasing the likelihood that the project will finish on time and on budget.
7) Communicate Project Progress, Risks and Changes:
As a project progresses, stakeholders must be kept informed of the outcomes, changes,
stumbling blocks or successes that the project experiences.
8) Surface and Explore Project Assumptions:
All projects are based on assumptions to some extent. A good project manager delves into
user requirements, project constraints and management expectations to understand what
is said and what is not said.
9) Prepare for Unexpected Project Issues:
Every project runs into unforeseen issues, such as changes in market conditions, and is hit
with random cause variability.
10) Document, Transfer and Apply Lessons Learned from your Projects:
The last phase of project management focuses on “closing out” the project. The project
manager reviews how well each prior phase-project initiation, project planning, project
execution and project monitoring and control - was performed.
10. Project
C) Project Lifecycle:
The project manager and project team have one shared goal : to carry out the
work of the project for the purpose of meeting the project’s objectives.
Every project has a beginning, a middle period during which activities move the
project toward completion, and an ending (either successful or unsuccessful).
Initiating Planning Executing Controlling Closing
11. Project
C) Project Lifecycle:
1) Initiation Phase:
The project objective or need is identified.
This can be a business problem or opportunity.
2) Planning Phase:
The project solution is further developed in as much detail as possible and the steps necessary to meet the
project’s objective are planned.
3) Execution or Implementation Phase:
The project plan is put into motion and the work of the project is performed.
4) Controlling and Monitoring Phase:
After the project has been planned it is time to begin executing the project lifecycle. At this point, two
of the project management process groups come into the forefront to manage the project.
5) Closing Phase:
During the final closure or completion phase, the emphasis is on releasing the final deliverables to the
customer, handing over project documentation to the business, terminating supplier contracts,
releasing project resources and communicating the closure of the project to all stakeholders.
13. Project Selection and Criteria of Choice
A) Generic Process of Project Selection:
1) Identification of Projects:
The first step of this process is identification which requires a clearly defined and
communicated strategy. The best option would be to set up a strategy development
process that contains project identification and project selection as an integral part.
2) Evaluation and Prioritization of Projects:
Central part of the project selection process is evaluation and prioritization of identified
projects. There are a couple of methods available:
a) Net Present Value (NPV)
b) Internal Rate of Return (IRR)
c) Benefit / Cost Ratio (BCR)
d) Opportunity Cost (OC)
e) Payback Period (PP)
f) Initial Risk Assessment
3) Selection and Initiation of Projects:
Project selection and initiation is the step that naturally follows evaluation and
prioritization. A particularly delicate step of project initiation turns out to be the staffing of
project teams.
14. Project Selection and Criteria of Choice
A) Generic Process of Project Selection:
4) Review of Projects:
After project selection we need to regularly review projects that are under way in order to find out if
they are still in-line with our strategy. Thus, the first way of checking them is repeating the initial
evaluation with more accurate estimates as they become available; the second way is holding regular
project management review meetings in order to identify major problems on a per-project basis, via
project status reports.
a) From the Perspective of a Project Owner:
From the perspective of a project owner (for an internal project the organization is the project owner
as well and partially even the supplier):
1) Acceptance of feasibility studies.
2) Request for proposal (RFP) or request for quotation (RFQ).
3) Vendor selection / signature of contract.
4) Design freeze / approval of detailed planning documents.
5) Preliminary acceptance.
6) Final acceptance.
b) From the Perspective of a Supplier:
1) Bid / no bid decision.
2) Bid approval.
3) Signature of contract.
4) Order approval for sub-contractors.
5) Declaration "ready for preliminary acceptance".
6) Project closure.
15. Project Selection and Criteria of Choice
B) The Nature of Project Selection Models:
Project selection is the process of choosing a project or set of projects to be
implemented by the organization. Since projects in general require a substantial
investment in terms of money and resources, both of which are limited, it is of vital
importance that the projects that the projects that an organization selects provide good
returns on the resources and capital invested. This requirement must be balanced with the
need for an organization to move forward and develop. The high level of uncertainty in the
modern business environment has made this area of project management crucial to the
continued success of an organization with the difference between choosing good projects
and poor projects literally representing the difference between operational life and death.
There are two basic types of project selection models, numeric and nonnumeric.
Both are widely used. Many organizations use both at the same time, or they use models
that are combinations of the two. Nonnumeric models, as the name implies, do not use
numbers as inputs. Numeric models do, but the criteria being measured may be either
objective or subjective. It is important to remember that the qualities of a project may be
represented by numbers and that subjective measures are not necessarily less useful or
reliable than objective measures.
16. Project Selection and Criteria of Choice
C) Types of Project Selection Models:
Non-
Numeric
Models
The Sacred
Cow
The
Operating
Necessity
The
Competitive
Necessity
The Product
Line
Extension
Comparative
Benefit
Model
17. Project Selection and Criteria of Choice
C) Types of Project Selection Models:
a) Non-Numeric Models:
Non-numeric models include the following sub-types:
1) The Sacred Cow:
In this case the project is suggested by a senior and powerful official in the organization.
2) The Operating Necessity:
If a flood is threatening the plant, a project to build a protective dlike does not require
much formal evaluation, which is an example of this scenario.
3) The Competitive Necessity:
Using this criterion, XYZ Steel undertook a major plant rebuilding project in the late 1960s
in its steel bar manufacturing facilities near Chicago. It had become apparent to XYZ's
management that the company's bar mill needed modernization if the firm was to
maintain its competitive position in the Chicago market area.
4) The Product Line Extension:
In this case, a project to develop and distribute new products would be judged on the
degree to which it fits the firm's existing product line, fills a gap, strengthens a weak link,
or extends the line in a new, desirable direction.
5) Comparative Benefit Model:
For this situation, assume that an organization has many projects to consider, perhaps
several dozen. Senior management would like to select a subset of the projects that would
most benefit the firm, but the projects do not seem to be easily comparable.
19. Project Proposals
A) Key Components or Sections of Project Proposals:
1) Background Section:
The background expounds on the basic points of the introduction, often citing specific
reasons why the project plan is a good one, based on historical data, projections of future
needs and performance, and the current circumstances of the business.
2) Strategy Section:
With the strategy section of the project proposal, the goal is to outline all procedures that
are necessary to make the project successful. Often, the strategy helps to define short
term and long term goals for the project, explains how to systematically accomplish each
step and what type of return can be expected from the effort.
3) Budget Section:
The budget section gets down to what most decision makers must know before approving
any project: what is the cost involved with the implementation of the project proposal.
4) Outcome Section:
Finally, the project proposal points to the outcome of implementing the project. This is the
section where all of the benefits are spelled out clearly. The advantages may include such
items as reducing operating costs, increasing the public profile of the business, generating
more sales, or increasing profits due to more efficient use of available resources.
20. Project Proposals
B) Soliciting Project Proposals:
There is an old saying “be careful what you ask for, you just might get it.” This is true when
soliciting project proposals. It is important to specify what and how much information is
required to support the pre-screening process, and why Accordingly, project proposal
submission guidance from the PMB must be clear and unambiguous. Determining whether
a project is worthy of further scrutiny against more stringent screening criteria requires
some information from which to evaluate the project. Yet, there has to be a balance
between how much time and effort the sponsor spends collecting information and the
amount of information actually needed to make the evaluation. For purposes of pre-
screening, a simple project proposal is all that’s needed to determine suitability for further
consideration, containing information that is correct and in the right context (what is
known and unknown).
22. Project Proposals
C) Project Proposal Submission Methods:
1) Top-down Method
In the top-down method, senior executives or managers suggest or even direct, specific
projects to be considered. Executives have their own perspective on which projects to
include for further screening and selection. Given their high-level positions within the
organization, their strategic view of the organizations operations and their knowledge and
understanding of what the organization is trying to accomplish, these executives generate
proposals for projects that lower-level personnel may not have considered due to their lack
of strategic perspective.
2) Bottom-up Method:
In the bottom-up method, project proposals are submitted, using the same template and
instructions described in the top-down method, from lower levels of the organization
through their respective organizational hierarchies to the pre-screening group.
3) Collaborative Method:
In the collaborative method, organizations establish working groups from various
functional areas, departments or business segments to work together to identify projects
proposals that support organizational goals and objectives.
23. Project Manager
A) Qualities of a Project Manager:
Qualities
of a
Project
Manager
Visionary
Organized and
Efficient
Honest and
Reliable
Highly Skilled
Communicator
Leadership
Abilities
Action-Oriented
Experienced
and
Knowledgeable
24. Types of projects
Complexity
• Simple /easy
• Complex/complicated
Source of Capital
• Public
• Private
• Mix
Project content
• Production
• Construction
• IT
• Service etc
25. Types of Business Projects
According to
involvement
• Departmental
• Internal
• External
Objectives
• Social
• Production
• Education
• Research
• Community
Importance
• Strategic
• Operational
• Recurring
26. Program Vs Project
Comparison Project Programme
Focus Content Context
Scope Well-defined, limited to an output Broad and adjustable
Timeframe Short term Long term
Components Small tasks Projects
Functional units Single Multiple
Tasks Technical Strategic
Produces Output Outcome
Deadlines Strict Flexible
Designers Mid-level staff Top-level staff
Success
Product quality, timeliness, cost
effectiveness, compliance and
customer satisfaction
Long-term benefits to the
organisation, ROI or new
cap
27. Project Manager
A) Qualities of a Project Manager:
1) Visionary:
Effective project managers are visionary. They have the ability to see the big picture and not lose sight
of it.
2) Organized and Efficient:
Good project managers are organized and efficient. They have excellent time management skills. They
are always punctual and meet their deadlines.
3) Honest and Reliable:
Honesty, reliability and responsibility are essential traits for a project manager. It is critical that the
manager means what she says and says what she means.
4) Highly Skilled Communicator:
Clear and effective communication is crucial. The effective manager keeps all team members and
stakeholders informed and up to date.
5) Leadership Abilities:
A project manager needs excellent people skills.
6) Action-Oriented:
A good project manager is action-oriented and results-driven. They have the ability to focus on their
goals and do not get distracted or discouraged by problems that inevitably occur.
7) Experienced and Knowledgeable:
The project manager's expertise must be evident to his team. Their experience and knowledge
command authority and respect.
30. Project Manager
E) Roles of Project Manager:
The role of the project manager encompasses many activities including:
1) Planning and Defining Scope
2) Activity Planning and Sequencing
3) Resource Planning
4) Developing Schedules
5) Time Estimating
6) Cost Estimating
7) Developing a Budget
8) Documentation
9) Creating Charts and Schedules
10) Risk Analysis
11) Managing Risks and Issues
12) Monitoring and Reporting Progress
13) Team Leadership
14) Strategic Influencing
15) Business Partnering
16) Working with Vendors
17) Scalability, Interoperability and Portability Analysis
18) Controlling Quality
19) Benefits Realisation