PMP Lecture 1: Introduction to Project ManagementMohamed Loey
https://mloey.github.io/courses/pmp2017.html
https://www.youtube.com/watch?v=XUoEr6kee6k&list=PLKYmvyjH53q13_6aS4VwgXU0Nb_4sjwuf&index=1&t=2s
We will discuss the following: History of Project Management, Project Management, Program Management, Portfolio Management, Project Management Office, PMBOK, PMI.
There are 7 project management principles that every organization should incorporate into their processes. These basic principles of project management take into account constraints such as time, quality, budget and the scope of the project. They are absolutely essential for the success of any project.
"This is why we can't have nice things"
A project risk retrospective.
This presentation takes a look at great projects throughout history and identifies common threads regarding the risk management techniques applied during their execution.
PMP Lecture 1: Introduction to Project ManagementMohamed Loey
https://mloey.github.io/courses/pmp2017.html
https://www.youtube.com/watch?v=XUoEr6kee6k&list=PLKYmvyjH53q13_6aS4VwgXU0Nb_4sjwuf&index=1&t=2s
We will discuss the following: History of Project Management, Project Management, Program Management, Portfolio Management, Project Management Office, PMBOK, PMI.
There are 7 project management principles that every organization should incorporate into their processes. These basic principles of project management take into account constraints such as time, quality, budget and the scope of the project. They are absolutely essential for the success of any project.
"This is why we can't have nice things"
A project risk retrospective.
This presentation takes a look at great projects throughout history and identifies common threads regarding the risk management techniques applied during their execution.
In today's fast-paced business environment, successful project management has its place on the organizational hall-of-fame.
All major corporations have recognized that the future of their corporate success lies in their employees' abilities to effectively manage overlapping, complex projects.
The role and responsibilities of the project manager ProofHub
For aspiring project managers, this slide brings an insight to the roles and responsibilities that a manager needs to perform. So let’s take a look at what it is about being a project manager:
it is an overview of project management. concept of project management, scope of project management with example, types of project management, generation and screening, difficulties and its importance.
Chapter 06 of ICT Project Management based on IOE Engineering syllabus. This chapter provides knowledge on project management processes, overlaps of process groups in a phase and mapping of project management.Provided by Project Management Sir of KU.
In today's fast-paced business environment, successful project management has its place on the organizational hall-of-fame.
All major corporations have recognized that the future of their corporate success lies in their employees' abilities to effectively manage overlapping, complex projects.
The role and responsibilities of the project manager ProofHub
For aspiring project managers, this slide brings an insight to the roles and responsibilities that a manager needs to perform. So let’s take a look at what it is about being a project manager:
it is an overview of project management. concept of project management, scope of project management with example, types of project management, generation and screening, difficulties and its importance.
Chapter 06 of ICT Project Management based on IOE Engineering syllabus. This chapter provides knowledge on project management processes, overlaps of process groups in a phase and mapping of project management.Provided by Project Management Sir of KU.
The slides provides an overview on the planning phase of the project plan development. It also provides an introduction on the contents and forms of a project work plan
The funkiest PRINCE2 Processes revision guide on the internetKnowledge Train
A PRINCE2 Foundation course lasts about 3 days - that's a lot of information to take in. This e-book has been designed with the anxious student in mind, using simple descriptions and a graphical, cartoon-style mind map for each PRINCE2 Process.
For your PRINCE2 exam, you will need to master the PRINCE2 Principles, Themes and Processes. You can download the full set of PRINCE2 mind map e-books here:
http://www.knowledgetrain.co.uk/project-management-ebooks.php
Here is what others have said about the PRINCE2 revision e-books:
“Excellent PRINCE2 revision e-books. Extremely well put together and I’m very impressed! I’d say
that you’ve met or even exceeded your aims. They look brilliant, thanks very
much. The world needs more people like you :-)” - Dave Sands, Managing Director at DS Consulting (2005) Co Ltd
“The proof that a picture says more than a thousand words becomes reality within
these PRINCE2 revision e-books. Definitely worthwhile reading.” - Henny Portman, PMO consultant at ING Insurance
“These e-books are really well done! I secretly envy designers like you guys!” - Cesar Abeid, Project Manager at Remontech
“Never has PRINCE2 been explained so beautifully.” - Paul Naybour, Project Management Training Consultant at Parallel Project Training
prince2, prince2 course, prince2 foundation exam, prince2 processes, prince2 revision, prince2 training, project management, project management course, prince2 foundation course, revision guide, revision tips
Planning a Project
Business Project Management Plan
Project Feasibility
Identifying and managing risk
Effective work schedule
Monitoring a Business Project
Managing Change
ESOFT Metro Campus - Diploma in Software Engineering - (Module VII) Introduction to Project Management
(Template - Virtusa Corporate)
Contents:
What is a Project?
History of the Project Management
Attributes of a Project
What is Project Management?
Why Project Management Important?
The Triple Constraints of a Project
Project Stakeholders
Performing Organizational Structures
Project Management Life Cycle
Project Management Processes
Nine Knowledge Areas
Integration Management
Scope Management
Time Management
Cost Management
Quality Management
Human Resource Management
Communication Management
Risk Management
Procurement Management
These notes were produced for APM's PQ assessment which I completed and passed in July, 2013. The assessment was based on APM BoK version 5. They are ideally printed at six to a page and then guillotined into pocket sized cards. Please contact me at nickbrook@theiet.org for the six to a page download.
Current Trends and Prospects & Their Implications to Healthcare EducationJeanette C. Patindol
A briefing on current global, regional, Philippine and Negros Occidental trends and prospects and their implications to healthcare education -- presentation delivered to a healthcare educational institution on April 28, 2014
Consciousness, spirit, energy and how these translate to how we run our economy, the content in media -- a presentation delivered to The Philippine Buddhist Youth Camp 2012
How to Make a Field invisible in Odoo 17Celine George
It is possible to hide or invisible some fields in odoo. Commonly using “invisible” attribute in the field definition to invisible the fields. This slide will show how to make a field invisible in odoo 17.
Model Attribute Check Company Auto PropertyCeline George
In Odoo, the multi-company feature allows you to manage multiple companies within a single Odoo database instance. Each company can have its own configurations while still sharing common resources such as products, customers, and suppliers.
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
How to Split Bills in the Odoo 17 POS ModuleCeline George
Bills have a main role in point of sale procedure. It will help to track sales, handling payments and giving receipts to customers. Bill splitting also has an important role in POS. For example, If some friends come together for dinner and if they want to divide the bill then it is possible by POS bill splitting. This slide will show how to split bills in odoo 17 POS.
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
Instructions for Submissions thorugh G- Classroom.pptxJheel Barad
This presentation provides a briefing on how to upload submissions and documents in Google Classroom. It was prepared as part of an orientation for new Sainik School in-service teacher trainees. As a training officer, my goal is to ensure that you are comfortable and proficient with this essential tool for managing assignments and fostering student engagement.
Students, digital devices and success - Andreas Schleicher - 27 May 2024..pptxEduSkills OECD
Andreas Schleicher presents at the OECD webinar ‘Digital devices in schools: detrimental distraction or secret to success?’ on 27 May 2024. The presentation was based on findings from PISA 2022 results and the webinar helped launch the PISA in Focus ‘Managing screen time: How to protect and equip students against distraction’ https://www.oecd-ilibrary.org/education/managing-screen-time_7c225af4-en and the OECD Education Policy Perspective ‘Students, digital devices and success’ can be found here - https://oe.cd/il/5yV
The Indian economy is classified into different sectors to simplify the analysis and understanding of economic activities. For Class 10, it's essential to grasp the sectors of the Indian economy, understand their characteristics, and recognize their importance. This guide will provide detailed notes on the Sectors of the Indian Economy Class 10, using specific long-tail keywords to enhance comprehension.
For more information, visit-www.vavaclasses.com
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
2. What We’ve Learned About So
Far…
Introduction and Context
Projects in contemporary organizations
Project Initiation
Strategic management and project selection
The project manager
Managing conflicts and the art of negotiation
The project in the organizational structure
3. Next
• Project Planning
– Project activity and risk planning
– Budgeting: estimating costs and risks
– Scheduling
– Resource allocation
• Project Execution
– Monitoring and information system
– Project control
– Project auditing
• Project Termination
4. “It is almost always cheaper, faster and easier to do things right
the first time than to redo them.” – Meredith and Mantel
5. Planning
• Primary purpose and implications
– to establish a set of directions in sufficient detail to
tell the project team exactly what must be done, when
it must be done, what resources will be required to
produce the deliverables of the project successfully, and
when each resource will be needed
•
•
Deliverables (or scope, specifications, objectives) are more
than mere descriptions of the goods and/or services we
promise to deliver to the client at a quality level that will
meet their expectations
Also includes time and cost required to complete the project
to the client’s satisfaction
6. Planning
(continued)
• Other purposes/requirements and implications
– The plan must be designed in such a way that the project
outcome also meets the objectives, both direct and
ancillary, of the parent organization, as reflected by the
project portfolio or other strategic selection process used to
approve the project.
– The plan must include allowances for risk and features
that allow it to be adaptive, it is always carried out in an
environment of uncertainty.
– The plan must contain methods to ensure its integrity,
e.g. means of controlling the work it prescribes.
– The plan must include any constraints on activities and
input materials prescribed by law and society.
7.
8. Project Launch Meeting
• It is crucial that the project’s objectives be clearly tied
to the overall (vision and) mission, goals and strategy
of the organization, such as might be reflected in the
project portfolio process.
• In the project charter, senior management should
delineate the firm’s intent in undertaking the project,
outline the scope of the project, and describe how the
project’s desired results reinforce the organization’s goals.
• It is also vital that a senior manager call and be present at
the project launch meeting, an initial coordinating
meeting, as a visible symbol of top management’s
commitment to the project.
9. • The success of the project launch meeting is absolutely
dependent on the existence of a well-defined set of
objectives.
– Unless all parties to the planning process have a clear
understanding of precisely what it is the project is expected
to deliver, planning is sure to be inadequate or misguided
• Other important matters addressed in a project launch
meeting:
– Review of major risks facing the project (usually focusing
on market reaction to a new process/product, technical
feasibility of an innovation) and starting of risk management
plan in further identification of risks
– Formulation of project’s risk management group and the
initial risk management plan
– Beware of going beyond the most aggregated level of plans;
priority importance is to clarify purposes, direction and
concerns of those to be involved/affected
10. • Whatever the process of the project launch meeting,
the outcome must be that:
– Technical scope is established (though may not yet be
“cast in concrete”);
– Basic areas of performance responsibility are accepted
by the participants;
– Any tentative delivery dates or budgets set by the
parent organization are clearly noted; and
– A risk management group is created; tasked to develop
a risk management plan that includes proposed
methodologies for managing risk, the group’s budget,
schedule, criteria for dealing with the risk, and required
reports; also communication flows
11. • The PM generally takes responsibility for gathering the
necessary approvals and assuring that any changes
incorporated into the plan at higher levels (including the
client) are communicated to, and approved by, the units
that have already signed off on the plan.
– Violation of this procedure is considered a betrayal of trust.
• The final, approved result of this procedure is the project
plan, also known as the baseline plan.
• When the planning phase of the project is completed, it is
valuable to hold one additional meeting, a postplanning
review. Ideally chaired by an experience PM not
connected with the project, to make sure that all necessary
elements of the project plan have been properly developed
and communicated.
12. • The various parts of the project plan, including the risk
management plan, are then scrutinized by the group and
combined into a composite project plan.
• The composite project plan, still not completely firm, is
approved by each participating group, by the project
manager, and then by senior organizational management.
Each subsequent approval hardens the plan somewhat,
and when senior management has endorsed it, any further
changes in the project’s scope must be made by processing
a change order, or an informal written memoranda if the
project is not large or complex.
– The main point is that no significant changes are made,
without written notice, following top management’s
approval. “Significant” depends on the specific situation and
the people involved.
13. “Given the project charter, approvals really amount to a series
of authorizations.” – Meredith and Mantel
14. Project Charter Elements
Purpose
1.
A short summary directed to top management and
those unfamiliar with the project
Contains a statement of the general goals of the
project and a brief explanation of their relationship to
the firm’s objectives
•
•
•
The Business Case: market opportunities, profit
potentials, needs of the organization, customer requests
for proposals, technological advancement opportunities
and regulatory, environmental, and social considerations
15. 2. Objectives
A more detailed statement of the general goals of the
project, what constitutes success , and how the
project will be terminated
–
•
Includes profit and competitive aims from The Business
Case as well as technical goals
3. Overview
•
This section describes both the managerial and
technical approaches to the work.
•
•
Managerial approach takes note of any deviation from
routine procedure– e.g. use of subcontractors
Technical approach describes the relationship of the
project to available technologies – e.g. project is an
extension of work done by the company from an earlier
project
16. 4. Schedules
•
Outlines the various schedules and lists all milestone
events and/or phase-gates
•
Each summary (major) task is listed, with the
estimated time obtained from those who will do the
work.
The projected baselines schedule is constructed from
these inputs. The responsible person or department head
should sign off on the final, agreed-on schedule.
17. Resources
5.
3 primary aspects: budget, contractual items, and cost
monitoring and control procedures
•
•
•
•
Budget – both capital and expense requirements are detailed by
task, with one-time costs separated from recurring project costs
Contractual items – complete list and description (e.g.
customer-supplied resources, liaison arrangements, project
review and cancellation procedures, proprietary requirements,
purchasing/procurement contracts, specific management
agreements, technical deliverables and their specifications,
delivery schedules, and a specific procedure for changing any of
these)
Cost monitoring and control procedures – in addition to
usual routine elements, must also include any special resource
requirements for the project such as special machines, test
equipment, laboratory usage or construction, logistics, field
facilities, and special materials
18. 6. Personnel
•
Lists the expected personnel requirements of the
project, especially the project manager and the
sponsor/approver of the project
•
In addition, list any special skill requirements,
training needed, possible recruiting problems, legal
or policy restrictions on work force composition, and
security clearances
•
Time-phase personnel needs to the project schedule;
personnel, schedule and resources sections can be
cross-checked with one another to ensure
consistency
19. 7. Risk Management Plans
•
Covers potential problems as well as potential lucky
breaks that could affect the project
•
Plans to deal with favorable or unfavorable
contingencies
7. Evaluation Methods
•
Against standards and methods established at
project’s inception
•
Contains a brief description of the procedures to be
followed in the monitoring, collecting, storing,
auditing and evaluating the project, as well as postproject (“lessons learned”) evaluation following
project termination
20.
21. The Project Plan
• Usually constructed by:
1.
Listing the sequence of activities required to carry the
project from start to completion (according to project life
cycle).
2. Each activity/segment is made up of further
activities/specific tasks and milestones/significant
events.
3. As the project passes through each of the segments, it is
subjected to a series of “quality gates” (aka “phase gates”,
“toll gates”, etc.) that must be successfully passed before
proceeding to the next segment.
•
Note that the planning process must pass through the quality
gates as well as the physical output of the project itself.
22. The Work Breakdown Structure
(WBS)
A description of all the tasks to complete a project,
organized by some consistent perspective and
containing a variety of information needed for that
perspective
23. Sample Form 1
Activity Plan
Deliverables
Measure(s) of Accomplishment
Key constraints and assumptions
Tasks
Estimated
Resources
Immediate
Predecessor
Tasks
Estimated
Time
Duration
Assigned To
25. Sample Form3
Career Day
Steps
1. Contact
Organization
a. Print forms,
letters
b. Contact
organizations
c. Collect
display
information…
2. Publicity
and Promotion
Responsibili
ty
Time
(Weeks
)
Precede
d by
Resource Assigned
s
to
26. Sample Form 4
OBJECTIVE: Merger of Ajax Hardware into Instat Corp.
Steps
Due Date
Responsibility
Precedent
1. Advise Ajax
mgt. of changes
Dec. 15, 2012
Jose Reyes
-
2. Begin preparing
Instat sales dept.
to sell Ajax
Consumer
Division products
effective 1/1/13
Dec. 15
Jose Reyes
Paula Sanson
1
27. Sample Form 5: RACI Matrix*
Activity
Responsible Individuals
Initiate Action
Work with
Clear Action with
1. Distribution
System and Its
Administration
a. Recommend
distribution
system to be used
Marketing officers
A, B, C product
line managers
Management
committee
Agency director
VP
2.
Compensation…
*RACI – Responsible,Accountable, Consult,Inform
Sr. VP Marketing
28. Interface Coordination Through
Integration Management
Integration Management – managing the problems
that tend to occur between departments and
disciplines, rather than within individual departments
The importance of clear communication flows
31. Risk Management
Risk Management and Planning – deciding how to approach and
plan the risk management activities for a project
Risk Identification – determining which risks might affect the
project and documenting their characteristics
Qualitative Risk Analysis – performing a qualitative analysis of risks
and conditions to prioritize their impacts on project objectives
Quantitative Risk Analysis – estimating the probability and
consequences of risks and hence the implications for project
objectives
Risk Management Register – an up-to-date data register of risk
environments, assumptions, identified risks and categories, risk
estimates, minutes of meetings and reports, actual outcomes of
identified risks