Learn the 5 Key Project Management Phases that every project manager knows. Perfect information for those professionals curious about how Project Managers plan their projects.
Learn the 5 Key Project Management Phases that every project manager knows. Perfect information for those professionals curious about how Project Managers plan their projects.
This presentation explains the basics of a Project Management Framework (PMF). Why you need one, what the basic phases are, and goals/activities of each phase.
Part II. Project Planning and Implementation
(Garcia Tixce, Nicole Denisse, Gudiño Villarreal, Marilyn Cristina y Lasluisa Baños, George Michael)
Make a power point with a summary of the information you got from the book (15 slides)
Send me the ppt by webmail.
As the large effort of a program, issues of conflict resolution, communication, benefit and change management are some of the main reasons program and project fails to delivery their outcomes.
The program governance integrates with the benefits management domain to help ensure that the program is continuously aligned with organizational strategy and that the intended value can still be achieved by the delivery of program benefits.
Balancing the elements of a program – strategic alignment, governance, stakeholder and benefit management - is the program manager's job.
In this presentation the attendees will have the satisfaction to see a real case framework to approach a program management so as to improve the delivery of intended benefits by setting-up a Project governance, stakeholder management, benefit and change management through a framework within which project decisions are made to improve program and project performances.
Guide for mitigating risks associated with hiring external agencies/consultants for projects inside your organization.
Connect with Caroline Kealey at Ingenium Communications:
WEBSITE: http://www.ingeniumcommunications.com
TWITTER: @CarolineKealey
SUBSCRIBE to the Results Map Blog: http://www.resultsmap.com/category/blog/
This Slideshare presentation is a partial preview of the full business document. To view and download the full document, please go here:
http://flevy.com/browse/business-document/overview-of-program-management-1537
DOCUMENT DESCRIPTION
This presentation provides an overview to Program Management. It broadly follows the PMI's standard for Program Management. This document describes the context of the program, how to initiate and control projects as a part of program lifecycle, how to manage transitions, and how to obtain outcomes towards benefits realization. It also describes the key roles involved in program management and how Program Governance Board can facilitate program success.
Programs are taken up to realize benefits towards achieving organizational strategic objectives. Whereas projects produce discrete outputs, program management focuses on their synergization towards obtaining of outcomes and benefits.
Portfolio management is a key linking factor between program management and the organizational strategy. Programs, in turn consist of multiple inter-related projects collectively creating a coherent capability, which are then transitioned to the concerned functional departments to obtain desired outcomes.
What are the differences between project and program management? How are they similar? What strategies are necessary for a successful transition from one to the other?
This presentation will address those questions and in addition provide practical guide lines and tips to those individuals aspiring be successful program managers as well as organizations that are in transition.
Project Management fundamentals
Introduction. BBA / MBA course - Chapter 1
PPT available upon request: frgaucher@yahoo.fr.
Comments are welcome to improve the content!
Francois Gaucher, DBA, MBA
S wi t-ciscotp 3mar15 eleelav-communicating to inspire confidenceEileen Lee Lavergne
"Communicating to Inspire Confidence" by Eileen Lee Lavergne - a strategic communication and leadership development workshop hosted by Scotland Women in Technology and Cisco in conjunction with International Women's Day 2015.
This presentation explains the basics of a Project Management Framework (PMF). Why you need one, what the basic phases are, and goals/activities of each phase.
Part II. Project Planning and Implementation
(Garcia Tixce, Nicole Denisse, Gudiño Villarreal, Marilyn Cristina y Lasluisa Baños, George Michael)
Make a power point with a summary of the information you got from the book (15 slides)
Send me the ppt by webmail.
As the large effort of a program, issues of conflict resolution, communication, benefit and change management are some of the main reasons program and project fails to delivery their outcomes.
The program governance integrates with the benefits management domain to help ensure that the program is continuously aligned with organizational strategy and that the intended value can still be achieved by the delivery of program benefits.
Balancing the elements of a program – strategic alignment, governance, stakeholder and benefit management - is the program manager's job.
In this presentation the attendees will have the satisfaction to see a real case framework to approach a program management so as to improve the delivery of intended benefits by setting-up a Project governance, stakeholder management, benefit and change management through a framework within which project decisions are made to improve program and project performances.
Guide for mitigating risks associated with hiring external agencies/consultants for projects inside your organization.
Connect with Caroline Kealey at Ingenium Communications:
WEBSITE: http://www.ingeniumcommunications.com
TWITTER: @CarolineKealey
SUBSCRIBE to the Results Map Blog: http://www.resultsmap.com/category/blog/
This Slideshare presentation is a partial preview of the full business document. To view and download the full document, please go here:
http://flevy.com/browse/business-document/overview-of-program-management-1537
DOCUMENT DESCRIPTION
This presentation provides an overview to Program Management. It broadly follows the PMI's standard for Program Management. This document describes the context of the program, how to initiate and control projects as a part of program lifecycle, how to manage transitions, and how to obtain outcomes towards benefits realization. It also describes the key roles involved in program management and how Program Governance Board can facilitate program success.
Programs are taken up to realize benefits towards achieving organizational strategic objectives. Whereas projects produce discrete outputs, program management focuses on their synergization towards obtaining of outcomes and benefits.
Portfolio management is a key linking factor between program management and the organizational strategy. Programs, in turn consist of multiple inter-related projects collectively creating a coherent capability, which are then transitioned to the concerned functional departments to obtain desired outcomes.
What are the differences between project and program management? How are they similar? What strategies are necessary for a successful transition from one to the other?
This presentation will address those questions and in addition provide practical guide lines and tips to those individuals aspiring be successful program managers as well as organizations that are in transition.
Project Management fundamentals
Introduction. BBA / MBA course - Chapter 1
PPT available upon request: frgaucher@yahoo.fr.
Comments are welcome to improve the content!
Francois Gaucher, DBA, MBA
S wi t-ciscotp 3mar15 eleelav-communicating to inspire confidenceEileen Lee Lavergne
"Communicating to Inspire Confidence" by Eileen Lee Lavergne - a strategic communication and leadership development workshop hosted by Scotland Women in Technology and Cisco in conjunction with International Women's Day 2015.
A versatile workshop program that results in strong stakeholder ownership. Modules cover strategic planning, product development, process design, issue resolution, action planning, requirements analysis and quality review.
Multi-day workshop programs involving 12 - 16 participants in a single session with over 100 stakeholders participating across sessions.
It is defined by Robert Kaplan and David Norton as a powerful strategic measurement system, communication tools and innovative feedback & learning tool that “… translates strategy into measures that uniquely communicate your vision to the organization”
Project Management Best Practices - Tips and TechniquesInvensis Learning
Did you know? For every Billion spent on projects globally, enterprises lose about 97 million dollars due to poor project performance.
Let's face it - we are all managing projects every day! They may be simple or more complicated, but undoubtedly you are managing projects within your role. You don't need to be a project manager to learn how to manage your projects effectively and efficiently. This interactive presentation will provide the basics of managing projects - regardless of their size or complexity. Webinar attendees will learn a variety of tools, techniques and best practices to enable them to more efficiently manage the projects they are assigned and the projects they want to undertake, including how to socialize initiatives to get buy-in from others. This webinar will provide you with a better understanding of how project management can assist you in performing your role in your organization.
Areas covered:
Project Scope Statements
Developing the business case for your projects
Identifying and managing stakeholders
Developing your Project Plan
Itemizing your Work Breakdown Structure and activity list
Enhancing your Communications Plan
Identifying, planning and managing project risks
Managing changes to the project
Reporting on status
Driving decisions from the team and key stakeholders
Click here to check upcoming webinar for project management https://goo.gl/M9v8oP
About Invensis Learning
Invensis Learning is a leading training and professional development solutions provider. We deliver globally-recognized training and certifications to individuals and enterprises to aid key business transformations and help to stay relevant by closing skill gaps and cultivate an environment that fosters continuous learning. We have trained 10000+ professionals over wide portfolio of training and certification courses. We are a trusted partner of many Fortune 500 companies for training and development
For more details please visit: https://www.invensislearning.com/
(Determining the value added in the implementation of programs and
projects by focusing on the 3 Es)
Performance auditing is designed to address the issues of Economy, Efficiency and Effectiveness in program delivery. While it does not question the policies adopted by the governing body, it does assess the achievement of the intended results. With organisations increasingly facing performance challenges driven by the need for greater economy and efficiency, VFM auditing can review performance in this area. This practical 2-day course will help internal auditors acquire the skills to apply VFM techniques to programs and projects by equipping them with the practical methodology of conducting performance audits
2. Imagine an excellent scorecard built by a staff executive or middle management without actively involving the senior management team in the process
3. The scorecard may be accepted as accurate representation of the organisation, but may not become an integral part of the organizational management process
5. The first Step for building a successful BSC is to gain consensus and support among senior Management on why the scorecard is being developed Establish objectives for BSC Programme
6.
7. building the BSC- the process Task 1. Select the appropriate Organizational Unit Task 2. Identify SBU/Corporate Linkages Task 3. Conduct First Round of Interviews Task 4. Synthesis Session Task 5. Executive Workshop Task 6. Sub Groups Meetings Task 7. Executive Workshop: ii nd Round Task8. Develop Implementation Plan Task 9. Executive Workshop: iii rd Round Task10.Finalize the Implementation Plan
8. Task 1. Select the appropriate Organizational Unit building the BSC- the process Corporate Div A Div B Div C SBU1 SBU2 SBU3 SBU4 SBU5 SBU6 SBU7 SBU8 SBU9 Level I Level II Level III
9. building the BSC- the process Task 2. Identify SBU/Corporate Linkages Financial Objectives for SBU Growth Profitability Cash flow Harvest Overriding Corporate themes Environment Safety Employees policies Community relations Innovation price Linkages to other SBUs Common customers Core competencies Suppliers Customer Relationship Integrated approach to customers Linkage necessary because One SBU may not Develop at cost of other