This document provides an outline for a course on project management. It covers core concepts of project management including the project life cycle, project methodologies, organizing and staffing the project team, project planning, project management tools, pricing and estimating, cost control, strategic planning, contracting and procurement, and modern developments in project management. Each unit covers several topics and sub-topics related to that aspect of project management.
[AgileCMMI] Practical Experience Report: Application of Project Management ar...davidobama
The Capability Maturity Model Integration (CMMI) has been broadly used for assessing organizational maturity and process capability throughout the world. Although most of the customers give priority to CMMI certified organizations over others for guaranteeing the quality, the nature of their rapid market change can no longer accept heavyweight plans, requirements specification, change requests, contract negotiation, and other documentation. Moreover, the rapid change in information technology has caused increasing the frustration more, especially that there are new competitors started using lightweight processes that invite to customer collaboration over contract negotiation and working software over comprehensive documentation that is called “Agile” methodologies that have been adopted to tackle this challenge. Agile development methods and CMMI are often perceived to be at odds with each other. In fact, it’s possible to embrace both to dramatically improve business performance. This paper focuses on the verification of implementing CMMI Project Management process areas in agile organizations based on a real and practical experience in Agile and CMMI successful projects.
The authors are going to share their practical experiences in interpreting the CMMI model's project management practices in an Agile environment to address the model intent and not compromising on the credibility or value of the practices.
From http://www.ndia.org/meetings/0110
and http://www.agilecmmi.blogspot.com
Calculate the variance for each activity and sum the critical path variances to calculate Z. Then use the standard normal distribution to find the probability of completing in less than 53 days.
The document discusses how configuration management (CM) helps projects innovate and communicate. It compares project management and CM processes, and describes traditional CM versus CM II approaches. It also outlines two project management models - Kepner-Tregoe and Deming's Plan-Do-Check-Act cycle. CM expands on these models by managing both requirements definition and physical project tasks in synchronized cycles. The document argues that CM helps address common problems that cause project failures, such as poor communication, requirements, documentation, and change control. CM is positioned to support the entire project management process.
Lean Project Management is a proven method for improving project performance. It focuses on managing variability through planning, execution, and monitoring approaches like identifying essential inputs, aggressive task estimates, critical chain protection, and buffer management. Team support is critical for implementing Lean Project Management successfully.
This document discusses managing integrated project work across geographically dispersed NASA teams. It provides a case study of the Orion project, which involved collaboration between 10 NASA centers. Key challenges of geographic dispersion include different organizational cultures, time zones, and the need to be part of a larger distributed team. Suggested paths for success include frequent communication, building trust, establishing common goals and processes, and travel to facilitate in-person interactions. Geographic dispersion will continue as NASA relies more on distributed teams, but success requires focus on open communication and shared objectives.
PMBOK 4th Edition Changes A Quick Referencegryasam
This document outlines the Project Management Body of Knowledge (PMBOK) Guide published by the Project Management Institute. It describes the 10 knowledge areas and 5 process groups that are generally recognized as good practices in project management. The knowledge areas include project integration management, scope management, time management, cost management, quality management, human resource management, communications management, risk management, procurement management, and stakeholder management. The process groups are initiating, planning, executing, monitoring and controlling, and closing.
V3 basic pm training overview thammasatRobert Twiddy
This document provides an overview of a project management fundamentals course. The course teaches the fundamentals of project management, discusses the roles of project managers and team members, and practices core project management techniques. However, the course does not provide enough training to sit for the Project Management Professional certification exam. The course objectives are to describe project manager roles, understand fundamental project management concepts, learn from case studies, and know where to find additional resources and training.
[AgileCMMI] Practical Experience Report: Application of Project Management ar...davidobama
The Capability Maturity Model Integration (CMMI) has been broadly used for assessing organizational maturity and process capability throughout the world. Although most of the customers give priority to CMMI certified organizations over others for guaranteeing the quality, the nature of their rapid market change can no longer accept heavyweight plans, requirements specification, change requests, contract negotiation, and other documentation. Moreover, the rapid change in information technology has caused increasing the frustration more, especially that there are new competitors started using lightweight processes that invite to customer collaboration over contract negotiation and working software over comprehensive documentation that is called “Agile” methodologies that have been adopted to tackle this challenge. Agile development methods and CMMI are often perceived to be at odds with each other. In fact, it’s possible to embrace both to dramatically improve business performance. This paper focuses on the verification of implementing CMMI Project Management process areas in agile organizations based on a real and practical experience in Agile and CMMI successful projects.
The authors are going to share their practical experiences in interpreting the CMMI model's project management practices in an Agile environment to address the model intent and not compromising on the credibility or value of the practices.
From http://www.ndia.org/meetings/0110
and http://www.agilecmmi.blogspot.com
Calculate the variance for each activity and sum the critical path variances to calculate Z. Then use the standard normal distribution to find the probability of completing in less than 53 days.
The document discusses how configuration management (CM) helps projects innovate and communicate. It compares project management and CM processes, and describes traditional CM versus CM II approaches. It also outlines two project management models - Kepner-Tregoe and Deming's Plan-Do-Check-Act cycle. CM expands on these models by managing both requirements definition and physical project tasks in synchronized cycles. The document argues that CM helps address common problems that cause project failures, such as poor communication, requirements, documentation, and change control. CM is positioned to support the entire project management process.
Lean Project Management is a proven method for improving project performance. It focuses on managing variability through planning, execution, and monitoring approaches like identifying essential inputs, aggressive task estimates, critical chain protection, and buffer management. Team support is critical for implementing Lean Project Management successfully.
This document discusses managing integrated project work across geographically dispersed NASA teams. It provides a case study of the Orion project, which involved collaboration between 10 NASA centers. Key challenges of geographic dispersion include different organizational cultures, time zones, and the need to be part of a larger distributed team. Suggested paths for success include frequent communication, building trust, establishing common goals and processes, and travel to facilitate in-person interactions. Geographic dispersion will continue as NASA relies more on distributed teams, but success requires focus on open communication and shared objectives.
PMBOK 4th Edition Changes A Quick Referencegryasam
This document outlines the Project Management Body of Knowledge (PMBOK) Guide published by the Project Management Institute. It describes the 10 knowledge areas and 5 process groups that are generally recognized as good practices in project management. The knowledge areas include project integration management, scope management, time management, cost management, quality management, human resource management, communications management, risk management, procurement management, and stakeholder management. The process groups are initiating, planning, executing, monitoring and controlling, and closing.
V3 basic pm training overview thammasatRobert Twiddy
This document provides an overview of a project management fundamentals course. The course teaches the fundamentals of project management, discusses the roles of project managers and team members, and practices core project management techniques. However, the course does not provide enough training to sit for the Project Management Professional certification exam. The course objectives are to describe project manager roles, understand fundamental project management concepts, learn from case studies, and know where to find additional resources and training.
netmind - PMBOK 5 vs ISO 21500: diferencias y compatibilidadesnetmind
El año 2012 finalizó con dos importantes hitos en el avance y reconocimiento de la profesión de Project Management: la publicación de la quinta edición de PMBOK y la creación de un nuevo estándar internacional ISO para la dirección de proyectos.
¿Cómo afectará la aparición de esta nueva norma a la manera en qué las empresas gestionan sus proyectos? ¿Qué relación tiene con las metodologías y guías de conocimiento existentes? En concreto, ¿cuál es su relación con la guía PMBOK? ¿Son compatibles? ¿Cuáles son las principales diferencias entre ellas? ¿Qué novedades aporta PMBOK en su quinta edición?
This document summarizes a presentation about processes. It discusses how to create efficient processes that teams will find useful rather than just checking boxes. It provides tips for developing processes, such as focusing on the end result and involving stakeholders. Effective processes should be necessary, impact customers, be relevant to the organization's goals, and have a high chance of success. Process owners are responsible for deployment, monitoring, and ensuring processes adapt to changes. The presentation provides a template for creating simple processes with objectives, activities, decisions, and records. The benefits of process improvement include better practices, efficient documentation, and passing on lessons learned.
The document summarizes a presentation on software process methodology and findings from related research. It discusses common misconceptions about software processes, questions about process and practice, and the research methodology used. The methodology included questionnaires, user stories, and a Plus/Minus/Interesting analysis of project management practices. Key findings included a need for improved estimation, scheduling, and risk tracking. Salient suggestions for success focused on life cycle selection, estimation, monitoring, measurement, knowledge sharing, and ensuring domain expertise. The overall goal was to identify basic process improvements that could help small to medium organizations.
Srijan's delivery methodology is evolving rapidly. We're adopting Agile development methodologies, specifically SCRUM.
As part of this adoption, we're changing the way we engage with customers, and evolving our contracts accordingly as well.
This document shares more about our stage of evolution and Agile and SCRUM software development process adoption.
The document discusses essential planning steps for small projects with limited budgets. It recommends thoroughly planning work at the lowest level using a work breakdown structure to capture all technical scope, resources, milestones, and descriptions. Automated tools should be used to consolidate this planning data and enable analysis of things like what work is being done at each organization. Maintaining accurate and up-to-date planning data is important for project management and cross-checks between elements like budget and schedule. Communication is also key when changes are made to planning processes or formats.
This document provides an overview of Microsoft's Project 2007 Server with Project Web Access. It discusses the key components of the Enterprise Project Management system including Project Server 2007, Project Professional 2007, and Project Web Access. It also summarizes Jacobs' customization of the system with templates and views tailored for NASA projects. Project Web Access is highlighted as providing specialized views and reports to facilitate collaboration among project stakeholders.
This document discusses challenges faced in managing a software project using Agile Scrum methodology. Some key challenges included teams being in different locations with cultural and language differences, evolving requirements, bugs occurring later in testing. Solutions involved establishing common communication practices, progressive requirements gathering, separating feature and bug fixing teams, and allowing for requirements changes between sprints. Estimating work proved difficult initially but improved by discussing concepts before writing use cases. Overall, the project team learned through experience and adapted practices to improve management of the distributed Agile project.
This document outlines a presentation by NASA on adapting project management practices to research-based projects. It discusses the challenges of managing science research using traditional project management techniques due to differences in culture and goals between scientists and project managers. It provides perspectives from both scientists and project managers and examples of how NASA has worked to bridge this gap on human research projects through matrix organizational structures, collaboration between project managers and scientists, and involvement of scientists in requirements development.
This document outlines three NASA development programs: the Program and Project Management Development Program (PPMD), the Project Leadership Program (PLP), and the Small Satellite Engineering Development Program (SSEDP). The PPMD prepares future program and project managers for leadership roles, the PLP and SSEDP develop project management and systems engineering competencies, and all three programs provide training, mentoring, and work assignments. Examples are given of participants from different NASA centers using their program to develop skills for roles in safety assurance, program integration, and engineering.
The GAO report summarizes DOD's approach to mitigate problems with the Space Based Infrared System's (SBIRS) flight software and assesses the cost and schedule risks of that approach. DOD developed a plan to redesign the software to address design issues that caused testing of the first satellite's software to fail. DOD estimates the redesign will delay the program by 15 months and cost $414 million, but GAO found these estimates to be optimistic with low confidence levels of meeting the schedule goal. Adhering to disciplined software practices and revising cost and schedule goals to account for risks could help increase the likelihood of success.
This document summarizes a project to restore exterior metal surfaces at St. Rita's Parish facility. It includes a project charter, work breakdown structure, schedule, budget, governance plan, risk management plan, quality management plan, and performance monitoring plan. It also provides a summary of how the project went and lessons learned, noting the project was completed successfully but behind schedule and over budget due to weather-related risks and underestimating the scope of work required.
The document provides information about a 5-day training course titled "Project Management for Results" taking place from February 22-26, 2010 in Arlington, VA. The training will cover key project management methodologies and techniques based on the Project Management Body of Knowledge. Attendees can earn up to 35 PDUs and learn how to define and plan projects, track project progress, manage budgets and scope, and close out projects successfully. The course agenda outlines the daily sessions and topics to be covered such as developing project estimates, creating work breakdown structures, and risk management.
The presentation discusses implementing program management changes within the resistant environment of the Department of Commerce. The task was to establish a performance measurement baseline and common project management processes across the 12 operating bureaus. This was challenging due to the bureaus' independence and lean headquarters. The blueprint for change involved leadership, goal-setting, innovation, team-building, and balancing politics and culture. Through active cooperation and buy-in from the team, the new processes aimed to maximize efficiency while achieving positive results.
The document summarizes a five-day training course on project management. The course will teach project managers methods for defining and planning projects, tracking project progress, managing budgets and schedules, and successfully executing and closing out projects. Each day covers key phases of project management according to the Project Management Body of Knowledge and focuses on techniques like developing work breakdown structures and project charters, estimating costs, creating schedules and budgets, and monitoring project performance.
This document discusses strategies for developing IT systems that people can and will use. It notes high failure rates of government IT projects and common pitfalls like unclear requirements, poor usability, and lack of focus on business processes. Success strategies include using a project methodology, managing risks, clearly defining outcomes, understanding the environment, involving customers, and communicating frequently. The key is focusing on the customer perspective and engaging people in the process.
This document provides advice on writing effective status updates in 3 types of situations: when a big project is completed, an important meeting is held, or content is syndicated. It outlines what information should be included for each type, such as the business value delivered for a completed project. Examples are given of both ineffective and effective update language.
Here are the key steps to review and tailor your project as required:
1. Review the project definition, approach, product description, and core team appointments with the Project Board to ensure agreement and buy-in.
2. Present the outline Business Case and projected benefits to the Project Board for review and approval.
3. Obtain Project Board approval of the Initiation Stage Plan, including development of Project Initiation Documentation, committed resources, reporting/control mechanisms, tolerances, logistical support, and understanding of initiation stage risks.
4. Confirm with the Project Board that the initiation stage work defined in the plan is authorized to start.
5. Inform corporate or programme management that the project has been initiated.
1) Effective project planning is essential before project implementation can begin. It involves defining who will participate, how they will participate, and at what stage of the project cycle.
2) Project planning can be done either with an implementation partner alone or with partners and other stakeholders through a participatory approach. It is important to ensure all key people are involved from the beginning.
3) A clear project plan should define intended impact, sustainability aims, outputs, steps, roles and responsibilities, priorities, resource needs, and act as a reference for implementation. Planning is vital for successful project completion and greater impact.
Project Management 2.0 involves using online collaboration tools to manage virtual teams more effectively. The NASA Dust Management Project used a tool called TeamLeader to plan and track tasks for its 30 team members across 8 field centers. TeamLeader consolidated planning, task management, file sharing, and reporting into one online workspace. This improved accountability, productivity, and knowledge transfer compared to prior email-based management. Challenges included overcoming resistance to change and training on the new technology, but engaging team members and facilitating the transition were keys to success.
Follow a defined process to develop the baseline schedule through iterative planning. Rushing the process can result in an inaccurate baseline schedule.
This document provides a detailed checklist to review the health of a project. It contains over 100 questions across various categories including project planning, management, quality, resources, users, and development approach. The questions assess the relevance and strength of different project attributes such as having a formal project plan, adequate risk management, proper quality assurance processes, sufficient resourcing and user involvement, and use of a recognized development methodology. The checklist is intended to assist project managers in auditing and improving their project.
netmind - PMBOK 5 vs ISO 21500: diferencias y compatibilidadesnetmind
El año 2012 finalizó con dos importantes hitos en el avance y reconocimiento de la profesión de Project Management: la publicación de la quinta edición de PMBOK y la creación de un nuevo estándar internacional ISO para la dirección de proyectos.
¿Cómo afectará la aparición de esta nueva norma a la manera en qué las empresas gestionan sus proyectos? ¿Qué relación tiene con las metodologías y guías de conocimiento existentes? En concreto, ¿cuál es su relación con la guía PMBOK? ¿Son compatibles? ¿Cuáles son las principales diferencias entre ellas? ¿Qué novedades aporta PMBOK en su quinta edición?
This document summarizes a presentation about processes. It discusses how to create efficient processes that teams will find useful rather than just checking boxes. It provides tips for developing processes, such as focusing on the end result and involving stakeholders. Effective processes should be necessary, impact customers, be relevant to the organization's goals, and have a high chance of success. Process owners are responsible for deployment, monitoring, and ensuring processes adapt to changes. The presentation provides a template for creating simple processes with objectives, activities, decisions, and records. The benefits of process improvement include better practices, efficient documentation, and passing on lessons learned.
The document summarizes a presentation on software process methodology and findings from related research. It discusses common misconceptions about software processes, questions about process and practice, and the research methodology used. The methodology included questionnaires, user stories, and a Plus/Minus/Interesting analysis of project management practices. Key findings included a need for improved estimation, scheduling, and risk tracking. Salient suggestions for success focused on life cycle selection, estimation, monitoring, measurement, knowledge sharing, and ensuring domain expertise. The overall goal was to identify basic process improvements that could help small to medium organizations.
Srijan's delivery methodology is evolving rapidly. We're adopting Agile development methodologies, specifically SCRUM.
As part of this adoption, we're changing the way we engage with customers, and evolving our contracts accordingly as well.
This document shares more about our stage of evolution and Agile and SCRUM software development process adoption.
The document discusses essential planning steps for small projects with limited budgets. It recommends thoroughly planning work at the lowest level using a work breakdown structure to capture all technical scope, resources, milestones, and descriptions. Automated tools should be used to consolidate this planning data and enable analysis of things like what work is being done at each organization. Maintaining accurate and up-to-date planning data is important for project management and cross-checks between elements like budget and schedule. Communication is also key when changes are made to planning processes or formats.
This document provides an overview of Microsoft's Project 2007 Server with Project Web Access. It discusses the key components of the Enterprise Project Management system including Project Server 2007, Project Professional 2007, and Project Web Access. It also summarizes Jacobs' customization of the system with templates and views tailored for NASA projects. Project Web Access is highlighted as providing specialized views and reports to facilitate collaboration among project stakeholders.
This document discusses challenges faced in managing a software project using Agile Scrum methodology. Some key challenges included teams being in different locations with cultural and language differences, evolving requirements, bugs occurring later in testing. Solutions involved establishing common communication practices, progressive requirements gathering, separating feature and bug fixing teams, and allowing for requirements changes between sprints. Estimating work proved difficult initially but improved by discussing concepts before writing use cases. Overall, the project team learned through experience and adapted practices to improve management of the distributed Agile project.
This document outlines a presentation by NASA on adapting project management practices to research-based projects. It discusses the challenges of managing science research using traditional project management techniques due to differences in culture and goals between scientists and project managers. It provides perspectives from both scientists and project managers and examples of how NASA has worked to bridge this gap on human research projects through matrix organizational structures, collaboration between project managers and scientists, and involvement of scientists in requirements development.
This document outlines three NASA development programs: the Program and Project Management Development Program (PPMD), the Project Leadership Program (PLP), and the Small Satellite Engineering Development Program (SSEDP). The PPMD prepares future program and project managers for leadership roles, the PLP and SSEDP develop project management and systems engineering competencies, and all three programs provide training, mentoring, and work assignments. Examples are given of participants from different NASA centers using their program to develop skills for roles in safety assurance, program integration, and engineering.
The GAO report summarizes DOD's approach to mitigate problems with the Space Based Infrared System's (SBIRS) flight software and assesses the cost and schedule risks of that approach. DOD developed a plan to redesign the software to address design issues that caused testing of the first satellite's software to fail. DOD estimates the redesign will delay the program by 15 months and cost $414 million, but GAO found these estimates to be optimistic with low confidence levels of meeting the schedule goal. Adhering to disciplined software practices and revising cost and schedule goals to account for risks could help increase the likelihood of success.
This document summarizes a project to restore exterior metal surfaces at St. Rita's Parish facility. It includes a project charter, work breakdown structure, schedule, budget, governance plan, risk management plan, quality management plan, and performance monitoring plan. It also provides a summary of how the project went and lessons learned, noting the project was completed successfully but behind schedule and over budget due to weather-related risks and underestimating the scope of work required.
The document provides information about a 5-day training course titled "Project Management for Results" taking place from February 22-26, 2010 in Arlington, VA. The training will cover key project management methodologies and techniques based on the Project Management Body of Knowledge. Attendees can earn up to 35 PDUs and learn how to define and plan projects, track project progress, manage budgets and scope, and close out projects successfully. The course agenda outlines the daily sessions and topics to be covered such as developing project estimates, creating work breakdown structures, and risk management.
The presentation discusses implementing program management changes within the resistant environment of the Department of Commerce. The task was to establish a performance measurement baseline and common project management processes across the 12 operating bureaus. This was challenging due to the bureaus' independence and lean headquarters. The blueprint for change involved leadership, goal-setting, innovation, team-building, and balancing politics and culture. Through active cooperation and buy-in from the team, the new processes aimed to maximize efficiency while achieving positive results.
The document summarizes a five-day training course on project management. The course will teach project managers methods for defining and planning projects, tracking project progress, managing budgets and schedules, and successfully executing and closing out projects. Each day covers key phases of project management according to the Project Management Body of Knowledge and focuses on techniques like developing work breakdown structures and project charters, estimating costs, creating schedules and budgets, and monitoring project performance.
This document discusses strategies for developing IT systems that people can and will use. It notes high failure rates of government IT projects and common pitfalls like unclear requirements, poor usability, and lack of focus on business processes. Success strategies include using a project methodology, managing risks, clearly defining outcomes, understanding the environment, involving customers, and communicating frequently. The key is focusing on the customer perspective and engaging people in the process.
This document provides advice on writing effective status updates in 3 types of situations: when a big project is completed, an important meeting is held, or content is syndicated. It outlines what information should be included for each type, such as the business value delivered for a completed project. Examples are given of both ineffective and effective update language.
Here are the key steps to review and tailor your project as required:
1. Review the project definition, approach, product description, and core team appointments with the Project Board to ensure agreement and buy-in.
2. Present the outline Business Case and projected benefits to the Project Board for review and approval.
3. Obtain Project Board approval of the Initiation Stage Plan, including development of Project Initiation Documentation, committed resources, reporting/control mechanisms, tolerances, logistical support, and understanding of initiation stage risks.
4. Confirm with the Project Board that the initiation stage work defined in the plan is authorized to start.
5. Inform corporate or programme management that the project has been initiated.
1) Effective project planning is essential before project implementation can begin. It involves defining who will participate, how they will participate, and at what stage of the project cycle.
2) Project planning can be done either with an implementation partner alone or with partners and other stakeholders through a participatory approach. It is important to ensure all key people are involved from the beginning.
3) A clear project plan should define intended impact, sustainability aims, outputs, steps, roles and responsibilities, priorities, resource needs, and act as a reference for implementation. Planning is vital for successful project completion and greater impact.
Project Management 2.0 involves using online collaboration tools to manage virtual teams more effectively. The NASA Dust Management Project used a tool called TeamLeader to plan and track tasks for its 30 team members across 8 field centers. TeamLeader consolidated planning, task management, file sharing, and reporting into one online workspace. This improved accountability, productivity, and knowledge transfer compared to prior email-based management. Challenges included overcoming resistance to change and training on the new technology, but engaging team members and facilitating the transition were keys to success.
Follow a defined process to develop the baseline schedule through iterative planning. Rushing the process can result in an inaccurate baseline schedule.
This document provides a detailed checklist to review the health of a project. It contains over 100 questions across various categories including project planning, management, quality, resources, users, and development approach. The questions assess the relevance and strength of different project attributes such as having a formal project plan, adequate risk management, proper quality assurance processes, sufficient resourcing and user involvement, and use of a recognized development methodology. The checklist is intended to assist project managers in auditing and improving their project.
This document provides information about a 5-day project management training seminar taking place from June 22-26, 2009 in Washington DC. The training will provide 35 PDUs and 30 CPE credits. Participants will learn project management methodology based on the PMBOK and will gain skills in defining and planning projects, tracking projects, defining goals and requirements, managing scope, and closing projects. The training will cover topics such as project initiation, organization, estimation, scheduling, risk management, team development, reporting, and closeout. It provides an agenda and descriptions for each day of the training.
This document provides an agenda for a multi-day training seminar on project management. The seminar will take place from June 22-26, 2009 in Washington DC and will provide participants with 35 PDUs and 30 CPE credits. Each day will focus on different aspects of project management methodology, including project initiation, organization, planning, scheduling, risk management, and closing. Topics will include developing a project charter, creating a work breakdown structure, scheduling, and managing failing projects. Attendees will include project managers, program managers, contractors, and others seeking PMP or CAPM certification. Hands-on exercises will provide real-world experience applying the methodologies.
This document provides information about a 5-day project management training seminar taking place from June 22-26, 2009 in Washington DC. The training will provide 35 PDUs and 30 CPE credits. Participants will learn project management methodology based on the PMBOK to help define and plan projects, track projects, define goals and requirements, manage scope, and close out projects. The training will cover topics like project initiation, organization, estimation, scheduling, risk management, team development, reporting, and lessons learned. The document provides an agenda and descriptions for each day of the training.
This document provides information about a 5-day project management training seminar taking place from June 22-26, 2009 in Washington DC. The training will provide 35 PDUs and 30 CPE credits. Participants will learn project management methodology based on the PMBOK and will gain skills in defining and planning projects, tracking projects, defining goals and requirements, managing scope, and closing projects. The training will cover topics such as project initiation, organization, estimation, scheduling, risk management, team development, reporting, and closeout. It provides an agenda and descriptions for each day of the training.
This document provides an overview of project management office (PMO) concepts including:
- The need for project management to combine specialized knowledge with general management practices.
- Different levels of PMO maturity from supporting individual projects to supporting business strategy.
- Key functions of PMOs ranging from consultative to enterprise-wide support.
- Critical success factors for PMOs such as clear vision, leadership, expectations, and change management.
- Examples of common PMO deliverables like charters, roles and responsibilities, processes, tools, and status reports.
The document outlines the knowledge areas and processes involved in program management. It provides a table mapping the major processes within each knowledge area against their primary inputs, tools and techniques used, and primary outputs. There are 12 knowledge areas described including program integration, scope, time, communications, and risk management. For each knowledge area there are typically 4-8 major processes defined such as develop program plan, monitor and control schedule, and plan risk management.
The document provides an overview of budgeting concepts and definitions in Earned Value Management. It discusses establishing cost and schedule baselines by developing a Work Breakdown Structure (WBS), assigning budgets to scheduled activities, and integrating scope, cost, and schedule. Control Accounts are defined as significant elements of work for performance measurement and reporting. Work Packages and Planning Packages contain task details below the Control Account level. The eight key elements that make up a contract baseline are also introduced.
The document provides an overview of the training organization Zone24x7. It describes Zone24x7 as a technological company that provides hardware and software solutions. It details Zone24x7's organizational structure, products and services, partners and clients, and an assessment of its current position including strengths, weaknesses and suggestions. The training experience involved working on various software development projects at Zone24x7 to gain exposure to tools, technologies and company practices.
The document discusses delegating project management tasks from project managers to team members in order to improve organizational efficiency. Currently, project managers typically handle all project management tasks themselves. This leads to higher costs, lower team motivation, and missed opportunities. The document proposes a solution where project managers delegate appropriate project management tasks to team members. This would reduce costs by utilizing resources more efficiently. It would also increase team member motivation and involvement. The document addresses some concerns about this approach and provides recommendations for implementation at different organizational levels.
This document provides an overview of the project management lifecycle, which consists of 5 phases: 1) Project Origination, 2) Project Initiation, 3) Project Planning, 4) Project Execution and Control, and 5) Project Closeout. It describes the key tasks and objectives of each phase, and explains how the project management lifecycle works alongside a project's specific lifecycle to manage the project from start to finish. The project management lifecycle is the same for all projects, while the specific project lifecycle may differ depending on the type of product or service being developed.
This proposal outlines a mobile application development project. It includes a description of requirements, architecture, technologies, documentation, testing, project timeline and costs. The project will be developed in 4 stages over 5 weeks. It will use MS SQL Server, jQuery, HTML5, JavaScript and ASP.NET MVC3. Testing will include functional, performance, destructive, usability and security tests. The total estimated cost is $6,910 USD.
The document describes various inputs used in project management processes across the five process groups of initiating, planning, executing, monitoring and controlling, and closing. The major inputs include the project charter, requirements documentation, scope baseline, activity list, project schedule, cost estimates, quality metrics, risk register, and project management plan. These inputs guide the project processes and help generate required outputs.
This document discusses management problems faced by project managers in manufacturing industries. It identifies several key challenges: lack of clarity in project scope, lack of project management skills, unclear roles and responsibilities for project managers, communication deficits, shifting organizational priorities, and poorly managed project changes. The document provides examples and recommends establishing clear scope statements, applying change management processes, providing project management training, and defining project manager roles and authority to help address these issues.
This 5-day training event provides 35 PDUs and 30 CPE credits and teaches the latest project management methodologies according to the PMBOK to help participants define and plan major projects, track and manage projects with greater accuracy, define project goals and successfully complete project requirements, remain within project scope, and manage and report project data and enhance performance. The training covers topics such as project initiation, organization, infrastructure, estimation, scheduling, budgeting, resource management, and project plan optimization. Attendees include project managers, program managers, PMPs, procurement managers, and IT specialists.
The document discusses various time management techniques for controlling your work day, including prioritizing tasks based on their urgency and importance. It recommends focusing on tasks that are both urgent and important, while minimizing time spent on less critical tasks. Specific techniques mentioned include dedicating blocks of time each day to focus on priority tasks without interruptions, and using project management tools like the work breakdown structure, Gantt chart, PERT, and critical path method to plan and schedule projects.
This document provides information about a 5-day training event on project management titled "Project Management for Results". The training will take place from April 19-23, 2010 in Atlanta, GA and offers 35 PDUs and 30 CPE credits. Attendees will learn project management methodologies from the PMBOK to help define and plan projects, track projects, define goals and requirements, and manage project data and performance. The training will cover topics like project initiation, organization, creating charters, estimating, scheduling, managing risks and changes, and closing projects.
This document provides an overview and agenda for a 5-day project management training course titled "Project Management for Results". The course will be held April 19-23, 2010 in Atlanta, GA and will provide 35 PDUs and 30 CPE credits. Participants will learn project methodologies from the PMBOK to help define and plan projects, track projects for accuracy, define goals and requirements, manage scope, and close projects successfully. The agenda outlines the daily sessions which will cover topics like project initiation, planning, estimating, scheduling, budgeting and progress monitoring. The course is designed for project managers, program managers, procurement managers, and others seeking to enhance their project skills.
1. ALLAMA IQBAL OPEN UNIVERSITY ISLAMABAD 1.1.5 Systems, Programs and Projects
(Department of Business Administration) 1.1.6 Defining Maturity and Excellent
***** 1.1.7 Elements of Informal Project Management
PROJECT MANAGEMENT (569)
1.2 Phases of Project Life Cycles
1.3 Project Management Methodologies
ASSIGNMENT No. 1 1.4 Systems Thinking for Project Management Success
Semester: Autumn 2012
Unit-2: Organizing and Staffing the Project Office and
Level: MBA Total Marks: 100
Team
Pass Marks: 40
2.1 Organizational Staffing Process:
Note: Attempt all questions.
2.1.1 Project Team
Q. 1 (a) As a project manager in a bank, what will be your role
2.1.1.1 Project Manager
in the project management? (10)
2.1.1.1.1 Difference Between
(b) Discuss the stages of project life cycle. (10)
Program Manager and
Project Manager
Q. 2 Explain the considerations for the selection of project
2.1.1.1.2 Role of Project Manager
manager. (20)
2.1.1.1.3 Selecting Wrong Project
Manager
Q. 3 Write short notes on the following:
2.1.1.1.4 Considerations for
a) Staffing related problems in small and mega projects
Selecting Project Manager
(10)
2.1.1.1.5 Code of Ethics for Project
b) Handling project phase-out and transfers (10)
Managers
2.1.1.1.6 Project Managers of 21st
Q. 4 (a) Describe the concept of Critical Path Method (CPM).
Century
(10)
2.1.1.2 Project Office
(b) What are the advantages of disadvantages of
2.1.1.3 Functional Team
PERT/CPM? (10)
2.2 Considerations for Selecting Project Management
Implementation Team
Q. 5 Discuss the essentials of pricing strategies in detail. (20)
2.3 Project Organizational Chart
2.4 Staffing Related Problems in Small and Mega Projects
ASSIGNMENT No. 2
2.5 Conflicts in Project Environment
(Total Marks: 100)
2.5.1 Understanding Superior, Subordinate and
Functional Conflicts
List of Topics
2.5.2 Methods of Conflict Resolution
0. Systems and Programs
2.5.3 Modes of Conflict Resolution
1. Logistics Support
2.5.4 Role of Project Manager in Conflict Problem
2. Participants Role in Project Planning
Solving
3. Problems during Cost Control
4. Responsibilities of Project Manager
Unit-3: Project Planning
5. Reasons Behind Project Stoppage or Failure
3.1 Planning in General and its Main Components
6. Procurement Process
3.2 Participants Roles in Project Planning
7. Selection of Projects
3.2.1 Responsibilities of Project Manager
8. Critical Success Factors for Strategic Planning
3.2.2 Responsibilities of Line Manager
9. Developing Effective Procedural Documentation
3.2.3 Responsibilities of Senior Management
(Project Sponsor)
PROJECT MANAGEMENT (569)
3.3 Identifying and Classification of Strategic Project
Course Outline
Variables
3.4 Use of Life Cycle Phases in Project Planning
Unit-1: Core Concepts of Project Management and its Growth
3.4.1 Preparation of Proposals for Future Work
During Feasibility
1.1 Overview of Project Management
Study
1.1.1 Understanding General Systems Management
3.5 Information Requirements for Effective Project
1.1.2 Historical Perspective of Project Management
Planning
1.1.3 Nature and Scope of Project Management
3.5.1 Statement of Work
1.1.4 Differentiating Product Versus Project
3.5.2 Project Specifications
Management
3.5.3 Milestone Schedules
2. 3.5.4 Work Breakdown Structure (WBS) 5.5 Logistics Support
3.6 Activities Included in Planning Cycle 5.6 Economic Project Selection Criteria:
3.7 Handling of Project Phase-Outs and Transfers 5.6.1 Capital Budgeting & its Techniques
3.8 Project Charter 5.6.2 Comparing IRR, NPV, and Payback
3.9 Configuration Management 5.6.3 Differentiating Risk Analysis and Capital
3.10 Procedural Documentation Rationing
3.11 Reasons Behind Project Stoppage or Failure
Unit-6: Cost Control
Unit-4: Project Management Tools 6.1 Meaning of Cost Control
4.1 Networks Scheduling Techniques 6.2 Requirements for an Effective Control System
4.2 Program Evaluation and Review Technique (PERT) 6.3 Management Cost and Control System (MCCS)
4.2.1 Graphical Evaluation and Review Technique 6.3.1 Phases of Management Cost and Control
(GERT) System (MCCS)
4.2.2 Critical Path Method (CPM) 6.3.2 Cost Account Codes and Work Packages
4.2.3 Difference Between GERT and PERT 6.4 Project Budgets, Variance and Earned Value
4.2.4 Difference Between PERT and CPM 6.5 Material Costs
4.2.5 Estimating Activity Time and Total Program 6.5.1 Recording Material Costs Using Earned Value
Time Measurement
4.2.6 Determining Slack Times 6.5.2 Material Accounting Criterion
4.2.7 Determining Crash Times 6.5.3 Material Variances
4.2.8 Restructuring PERT/CPM 6.5.3.1 Price Variance
4.2.9 Advantages and Disadvantages of PERT/CPM 6.5.3.2 Usage Variance
4.3 Project Management Software 6.5.4 Summary Variance
4.3.1 Features and Classification of Project 6.6 Status Reporting and its Benefits
Management Software 6.7 Problems During Cost Control
4.3.2 Evaluation of PM Software in Terms of
Performance, Quality and Versatility Unit-7: Strategic Planning for Excellence in Project
4.3.3 Problems During Software Implementation Management
Stage 7.1 Strategic Planning
4.4 Project Graphics 7.1.1 Understanding Strategic Planning in General
4.4.1 Fundamentals of Project Graphics 7.1.2 Strategic Planning for Project Management
4.4.2 Bar Chart, Other Conventional Presentation 7.2 Critical Success Factors for Strategic Planning
Techniques 7.2.1 Qualitative Factors
4.4.3 Constructing Logic Diagrams/Networks 7.2.2 Organizational Factors
7.2.3 Quantitative Factors
Unit-5: Pricing and Estimating 7.3 Identifying Strategic Resources
5.1 Essentials of Pricing Strategies 7.4 Selection of Projects
5.1.1 Types of Estimates 7.4.1 Strategic Selection of Projects
5.1.2 Estimate during Project Life Cycle 7.4.2 Portfolio Selection of Projects
5.2 Establishing Pricing Process 7.5 Strategic Planning for Cost Controls on projects
5.2.1 Determining Organizational Input 7.5.1 Phase 1: Budget-Base Planning
Requirements 7.5.2 Phase 2: Cost/Performance Determination
5.2.2 Pricing Out the Work by Controlling Company 7.5.3 Phase 3: Updating and Reporting
Resources 7.6 Areas for Continuous Improvement to Project
5.2.3 Smoothing Out Department Man-Hours Management Methodologies
5.2.4 Pricing Review Procedure 7.6.1 Existing Process Improvements
5.2.5 Systems Approach to Pricing 7.6.2 Integrated Process Improvements
5.2.6 Developing the Supporting Backup Costs 7.6.3 Behavioral Issues
5.2.7 Special Problems During Pricing Process 7.6.4 Benchmarking
5.2.8 Estimating Pitfalls 7.6.5 Managerial Issues
5.3 Project Risks 7.7 Need for Establishing Project Office or Center of
5.3.1 Meaning of Project Risks Excellence
5.3.2 Managing of Project Risks 7.8 Problems During Strategic Planning Process
5.3.3 Essentials of High Risk Projects and Low Risk
Projects Unit-8: Modern Developments in Project Management
5.3.4 Disaster of Applying 10 Percent Solution to 8.1 Project Management Maturity Model (PMMM)
Project Estimates 8.1.1 Five Levels of Maturity
5.4 Life Cycle Costing (LCC) 8.1.2 Overlapping Levels
2
3. 8.1.3 Assigning Risks to Each Level of PMMM disposition of facilities; and acquisition of furnishing of
8.2 Developing Effective Procedural Documentation services. -- (JCS Pub 1-02 excerpt)
8.2.1 Benefits of Procedural Documentation
Logistics - The procurement, maintenance, distribution, and
8.2.2 Challenges During Procedural Documentation
replacement of personnel and materiel. -- (Websters
8.2.3 How to make it Work? Dictionary)
8.2.4 Established Practices
8.2.5 Categorizing Broad Spectrum of Documents Logistics - 1. The branch of military operations that deals with
8.3 Developing Good Project Management Methodologies the procurement, distribution, maintenance, and replacement
8.4 Need for Continuous Improvement and Capacity Planning of materiel and personnel. 2. The management of the details of
8.5 Replacement of Job Descriptions with Competence an operation.
Models [French logistiques, from logistique, logic (perhaps influenced
by loger, to quarter), from Medieval Latin logisticus, of
8.6 Managing Multiple Projects
calculation.] -- (American Heritage Dictionary)
8.6.1 Factors Supporting Managing of Multiple
Projects Logistics - ...the process of planning, implementing, and
8.6.2 Considerations for Managing Multiple Projects controlling the efficient, effective flow and storage of goods,
Successfully services, and related information from point of origin to point
8.7 New Dimensions of End of Phase Review Meetings of consumption for the purpose of conforming to customer
requirements." Note that this definition includes inbound,
Unit-9: Contracting and Procurement in Project Management outbound, internal, and external movements, and return of
materials for environmental purposes. -- (Reference: Council of
9.1 Procurement
Logistics Management, http://www.clm1.org/mission.html, 12
9.1.1 Defining Procurement and its Objectives Feb 98)
9.1.2 Factors Influencing Procurement
9.1.3 Procurement Process Logistics - The process of planning, implementing, and
Requirement Cycle controlling the efficient, cost effective flow and storage of raw
Requisition Cycle materials, in-process inventory, finished goods and related
Solicitation Cycle information from point of origin to point of consumption for
Award Cycles the purpose of meeting customer requirements. -- (Reference:
Canadian Association of Logistics Management,
9.2 Contracts
http://www.calm.org/calm/AboutCALM/AboutCALM.html, 12
9.2.1 Defining Contracts Feb, 1998)
9.2.2 Types of Contracts Frequently Used and Their
Advantages and Disadvantages Logistics - The science of planning, organizing and managing
9.2.3 Need of Incentive Contracts activities that provide goods or services. -- (MDC, LogLink /
9.2.4 Contract Type Vs Risk LogisticsWorld, 1997)
9.2.5 Essentials of Contract Administration Cycle
and its Functions Logistics - Logistics is the science of planning and
implementing the acquisition and use of the resources
9.2.6 Checklist of Contract Considerations and
necessary to sustain the operation of a system. -- (Reference:
Provisions ECRC University of Scranton / Defense Logistics Agency
9.2.7 Special Considerations During Proposal- Included with permission from: HUM - The Government
Contractual Computer Magazine "Integrated Logistics" December 1993,
Interaction Walter Cooke, Included with permission from: HUM - The
What is logistics? Government Computer Magazine.)
"Logistics means having the right thing, at the right place, at Logist - To perform logistics functions or processes. The act of
the right time." planning, organizing and managing activities that provide
goods or services. (The verb "to logist." Eg. She logisted the
Logistics - (business definition) Logistics is defined as a last operation. I will logist the next operation. I am logisting the
business planning framework for the management of material, current operation. We logist the operations. The operations are
service, information and capital flows. It includes the well logisted.) -- (MDC, LogLink / LogisticsWorld, 1997)
increasingly complex information, communication and control
systems required in today's business environment. -- (Logistix Logistic - Of or pertaining to logistics. -- (MDC, LogLink /
Partners Oy, Helsinki, FI, 1996) LogisticsWorld, 1997)
Logistics - (military definition) The science of planning and Logistical - Of or pertaining to logistics, logistics-like. -- (MDC,
carrying out the movement and maintenance of forces.... those LogLink / LogisticsWorld, 1997)
aspects of military operations that deal with the design and
development, acquisition, storage, movement, distribution, Logistics Functions - (classical) planning, procurement,
maintenance, evacuation and disposition of material; transportation, supply, and maintenance. -- (United States
movement, evacuation, and hospitalization of personnel; Department of Defense DOD)
acquisition of construction, maintenance, operation and
3
4. Logistics Processes - (classical) requirements determination, Study the system relationships thoroughly prior to preliminary
acquisition, distribution, and conservation. -- (United States planning in order to identify existing methods and problems,
Department of Defense DOD) and physical and economic constraints, and to establish future
requirements and goals.
Business Logistics - The science of planning, design, and Flexibility Principle
support of business operations of procurement, purchasing, Use methods and equipment which can perform a variety of
inventory, warehousing, distribution, transportation, customer tasks under a variety of operating conditions.
support, financial and human resources. -- (MDC, LogLink / Planning Principle
LogisticsWorld, 1997) Establish a plan to include basic requirements, desirable
options, and the consideration of contingencies for all material
Cradle-to-Grave - Logistics planning, design, and support handling and storage activities.
which takes in to account logistics support throughout the Simplification Principle
entire system or product life cycle. -- (MDC, LogLink / Simplify handling by eliminating, reducing, or combining
LogisticsWorld, 1997) unnecessary movements and/or equipment.
Systems Principle
Acquisition Logistics - Acquisition Logistics is everything Integrate those handling and storage which are economically
involved in acquiring logistics support equipment and viable into a coordinated system of operation including
personnel for a new weapons system. The formal definition is receiving, storage, production, assembly, packaging,
"the process of systematically identifying, defining, designing, warehousing, shipping, and transportation.
developing, producing, acquiring, delivering, installing, and Gravity Principle
upgrading logistics support capability requirements through Utilize gravity to move material wherever possible, while
the acquisition process for Air Force systems, subsystems, and respecting limitations concerning safety, product damage, and
equipment. -- (Reference: Air Force Institute of Technology, loss.
Graduate School of Acquisition and Logistics.) Unit Load Principle
Handling product in as large a unit load as practical.
Integrated Logistics Support (ILS) (1) - ILS is a management Safety Principle
function that provides planning, funding, and functioning Provide safe material handling equipment and methods which
controls which help to assure that the system meets follow existing safety codes and regulations in addition to
performance requirements, is developed at a reasonable price, accrued experience.
and can be supported throughout its life cycle. -- (Reference: Space Utilization Principle
Air Force Institute of Technology, Graduate School of Make effective utilization of all cubic space.
Acquisition and Logistics.) Computerization Principle
Consider computerization in material handling and storage
Integrated Logistics Support (ILS) (2) - Encompasses the systems when circumstances warrant for improved material
unified management of the technical logistics elements that and information control.
plan and develop the support requirements for a system. This Standardization Principle
can include hardware, software, and the provisioning of Standardize handling methods and equipment wherever
training and maintenance resources. -- (Reference: ECRC possible.
University of Scranton / Defense Logistics Agency Included Layout Principle
with permission from: HUM - The Government Computer Prepare an operational sequence and equipment layout for all
Magazine "Integrated Logistics" December 1993, Walter viable systems solutions, then select the alternative system
Cooke.) which best integrates efficiency and effectiveness.
Ergonomic Principle
Logistics Support Analysis (LSA) - Simply put, LSA is the Recognize human capabilities and limitations by designing
iterative process of identifying support requirements for a new material handling equipment and procedures for effective
system, especially in the early stages of system design. The main interaction with the people using the system.
goals of LSA are to ensure that the system will perform as Cost Principle
intended and to influence the design for supportability and Compare the economic justification of alternative solutions in
affordability. -- (Reference: Air Force Institute of Technology, equipment and methods on the basis of economic effectiveness
Graduate School of Acquisition and Logistics.) as measured by expense per unit handled.
_____[]_logistics plural of lo·gis·tics (Noun)NounThe detailed Energy Principle
coordination of a complex operation involving many people, Include energy consumption of the material handling systems
facilities, or supplies. and material handling procedures when making comparisons
The organization of moving, housing, and supplying troops and or preparing economic justifications.
equipment.____ Maintenance Principle
Logistics Foji Intizam Ka Ilm Prepare a plan for preventive maintenance and scheduled
(n.) That branch of the military art which embraces the details repairs on all material handling equipment.
of moving and supplying armies. The meaning of the word is by Environmental Principle
some writers extended to include strategy. Minimize adverse effects on the environment when selecting
(n.) A system of arithmetic, in which numbers are expressed in material handling equipment and procedures.
a scale of 60; logistic arithmetic. Reliability Principle
20 PRINCIPLES FOR DESIGNING A Provide reliable and dependable material handling equipment
MATERIAL HANDLING SYSTEM from manufacturers who have demonstrated quality and
Orientation Principle longevity in the industry.
Mechanization Principle
4
5. Mechanize the handling process where feasible to increase production point and consumption point increased. And
efficiency and economy in the handling of materials. logistics gained importance.
Accessibility Principle Another factor has come into play recently. Since the early
Readily have access to the knowledge, expertise, 1990's, the business scene has changed. The globalization, the
professionalism, and industry leadership. free market and the competition has required that the
customer gets the right material, at the right time, at the right
What is logistics? What does it mean to projects? point and in the right condition… at the lowest cost.
Gulf War
You will get some idea of what logistics is, from the fact that, in
the 1991 Gulf War, the US and allies airlifted half a million
What is your advice to budding managers? I asked a friend of people and over half a million tonnes of materials over 12,000
mine who has been several years in logistical management. km and moved additional 2.3 million tonnes of equipment by
"Logistics is the word," he said. "The future belongs to sea, in a short time frame. That kind of movement is more than
Logistics." That is right and we will see why, but first thing physical handling. That is logistics.
first. Wars have been won and lost through logistics capability or
What is logistics? lack of it. Generals have understood the importance of logistics
A widespread idea prevails that logistics is 'movement of since early days, but the business has learnt it fairly recently.
goods'. That is a narrow concept. Logistics is much more and And the logistics capability gives an edge to the business.
much wider than mere physical handling of goods. Logistics
involves several other functions such as purchasing, plant 'RevLog'
location, plant layout, etc., and even the disposal of wastes. It Another dimension to logistics is 'Reverse Logistics' (RevLog).
covers astonishingly varied professional disciplines. They are: Goods return from the consumer point to the original supply
* Facility location point, for various reasons. Bad delivery, over-supply, damage,
* Planning expiry, failing inspection tests at the customer point, goods
* Forecasting and order management unsold etc., are some instances where the material traverses
* Transportation: the mode and the route back. That is Reverse Logistics. The material that has to come
* Inventory management: all inventories back to the original point, or to the original supplier, has also to
* Warehousing be handled effectively and efficiently. Maintain a 'RevLog
I Protective packaging system'. That will give you more edge.
I Information: maintenance and flow
The future
Definitions What will be logistics for future? This can be discussed at
Many definitions are given for 'logistics'. Here are some: length, but, looking at the trends today, four pillars can be
"Logistics is… recommended:
* strategically managing the procurement and movement of 1. Train, develop and maintain a team of logistics experts in
goods and storage of inventory in all forms." your company. Make this team a part of strategy developers.
* the process of strategically managing the procurement, 2. Develop and make your suppliers, of materials and services,
movement and storage of materials, parts and finished aware to work and respond as a link in your logistics, including
inventory (and the related information flows) through the 'RevLog'
organisation and its marketing channels in such a way that 3. Make your logistics as an IT-based operation. Remember
current and future profitability are maximised through the that information flow is the crux of efficient and effective
cost-effective fulfillment of orders" logistics.
* the study and management of goods and service flows and the 4. Have a goal of your logistics as customer satisfaction rather
associated information that set these in motion." than meeting marketing men's targets, fulfilling demands etc.
These definitions give the idea of the wide range of functions
that logistics covers. A simple definition is: "Logistics is the Logistics for projects
delivery of the required goods, at required place, at required To projects, logistics means success or failure. After all, a
time, in required state and to the required person…efficiently." project is a time-bound assignment. Generally, as of today,
project procurement ends with specifying date and place of
Importance delivery. After that the Project Manager loses the control of
Logistics is the one important function in business today. No delivery and all he can do is have expediters chase the goods.
marketing, manufacturing or project execution can succeed That will have to change. The project manager will have to
without logistics support. For companies, 10 per cent to 35 per innovate a logistics system for all deliveries. The project
cent of gross sales are logistics cost, depending on business, manger then will cut down delivery time. That will reduce the
geography and weight/value ratio. project duration. Having one's own logistics system will change
Logistics is comparatively a new term, but not the operation. the way a project is executed. The system is an asset.
Logistics has existed since the beginning of civilisation. Raw Remember, 'logistics' is the future: more so for projects.
material and finished products had always to be moved, though
on a small scale. Things began changing with the advance in (Prof. Nansi was with Tata Consulting Engineers for 21 years.
transportation. Population began moving from rural to urban He has handled assignments on various aspects of a project,
areas and to business centres. No longer did people live near including project procurement. He can be contacted at
production centres, nor did production take place near bp.nansi@projectsmonitor.com)
residence centres. The geographical distance between the
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