This document provides a template for a project post mortem report to record lessons learned from completed projects. The template includes sections for report details, project parameters, performance including accomplishments and problems, lessons learned, and approval. It is intended to inform future project teams of obstacles, challenges, successes and ways to improve aspects like planning, resources, scope, scheduling and more.
Chap01 introduction to project managementDhani Ahmad
This chapter introduces project management concepts. It defines a project, discusses the triple constraint of scope, time and cost, and describes the nine knowledge areas and processes of project management. It provides examples of IT projects and discusses how project management has evolved as a profession, including the growth of PMI certification and project management software tools. Overall it serves to motivate the study of IT project management and provide foundational concepts.
Information Technology Project Management, Fourth Edition Mostafa EweesMostafa Ewees
This document discusses human resource management for information technology projects. It covers key topics such as motivating project teams, developing interpersonal skills, planning and acquiring project resources, and managing virtual teams. Project managers are advised to treat people with consideration, understand what motivates them, and communicate effectively. Tools like the Myers-Briggs assessment and software can help with human resource planning and resource leveling, but managing project teams requires strong people skills.
Chap03 the project management process groupsDhani Ahmad
This document discusses the five project management process groups - initiating, planning, executing, controlling, and closing. It provides an overview of each process group and describes how they relate to one another and the knowledge areas. The document then presents a case study of a company applying these process groups to manage an IT project. Key outputs are discussed for each process group stage, such as a project charter, schedule, and risk list. Templates from the case study example are referenced as well.
A Day of the Life of a Project Managerreeza fazily
Rachel spent her day effectively as a project manager, allocating 66% of her time to direct project-related work like reviewing reports, discussing issues with her team and superiors, and attending progress meetings. As a project manager, she is responsible for providing direction, coordination, and integration for her project team. She also has to deal with challenges like clients requesting additional features not in scope, and ensure work is completed on time and issues are resolved. The case shows that project managers play an important role in leading their team successfully while also communicating with stakeholders.
This presentation was prepared to describe the concepts of 'Issue Management' in a humorous manner...Go through the presentation, understand how simple 'Issue Management' is and enjoy!!!
About the front page...well...that is my dog...MAX...isn't he cute :-)
The document describes the five project management process groups: initiating, planning, executing, monitoring and controlling, and closing. It discusses how activities from each process group map to the nine knowledge areas and how organizations develop their own IT project management methodologies. The document also presents a case study of a company applying the process groups to manage an IT project and provides examples of key documents used.
This document provides a template for a project post mortem report to record lessons learned from completed projects. The template includes sections for report details, project parameters, performance including accomplishments and problems, lessons learned, and approval. It is intended to inform future project teams of obstacles, challenges, successes and ways to improve aspects like planning, resources, scope, scheduling and more.
Chap01 introduction to project managementDhani Ahmad
This chapter introduces project management concepts. It defines a project, discusses the triple constraint of scope, time and cost, and describes the nine knowledge areas and processes of project management. It provides examples of IT projects and discusses how project management has evolved as a profession, including the growth of PMI certification and project management software tools. Overall it serves to motivate the study of IT project management and provide foundational concepts.
Information Technology Project Management, Fourth Edition Mostafa EweesMostafa Ewees
This document discusses human resource management for information technology projects. It covers key topics such as motivating project teams, developing interpersonal skills, planning and acquiring project resources, and managing virtual teams. Project managers are advised to treat people with consideration, understand what motivates them, and communicate effectively. Tools like the Myers-Briggs assessment and software can help with human resource planning and resource leveling, but managing project teams requires strong people skills.
Chap03 the project management process groupsDhani Ahmad
This document discusses the five project management process groups - initiating, planning, executing, controlling, and closing. It provides an overview of each process group and describes how they relate to one another and the knowledge areas. The document then presents a case study of a company applying these process groups to manage an IT project. Key outputs are discussed for each process group stage, such as a project charter, schedule, and risk list. Templates from the case study example are referenced as well.
A Day of the Life of a Project Managerreeza fazily
Rachel spent her day effectively as a project manager, allocating 66% of her time to direct project-related work like reviewing reports, discussing issues with her team and superiors, and attending progress meetings. As a project manager, she is responsible for providing direction, coordination, and integration for her project team. She also has to deal with challenges like clients requesting additional features not in scope, and ensure work is completed on time and issues are resolved. The case shows that project managers play an important role in leading their team successfully while also communicating with stakeholders.
This presentation was prepared to describe the concepts of 'Issue Management' in a humorous manner...Go through the presentation, understand how simple 'Issue Management' is and enjoy!!!
About the front page...well...that is my dog...MAX...isn't he cute :-)
The document describes the five project management process groups: initiating, planning, executing, monitoring and controlling, and closing. It discusses how activities from each process group map to the nine knowledge areas and how organizations develop their own IT project management methodologies. The document also presents a case study of a company applying the process groups to manage an IT project and provides examples of key documents used.
In this presentation we will talk about effective ways, overview and concept of “Managing IT Projects”.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit:
http://www.welingkaronline.org/distance-learning/online-mba.html
Project management process groups case studyDhani Ahmad
This chapter describes the five project management process groups of initiating, planning, executing, monitoring and controlling, and closing. It provides an example case study of an organization applying these process groups to manage an IT project to develop a project management intranet site. The case study illustrates how effective use of each process group, including project initiation documents, project planning documents, milestone reports, and lessons learned, can contribute to project success.
This chapter introduces project management concepts. It defines a project, explains the triple constraint of scope, time and cost, and describes the growing project management framework including knowledge areas, tools, and importance of the project manager's leadership. It outlines skills needed for project managers and discusses the growth of the project management profession through certification and tools.
The document proposes establishing a project management organization to better manage projects at an agency. It analyzes the current state, identifying gaps such as a lack of clear goals and role confusion between project managers and business analysts. To address these gaps, the document recommends defining goals, roles and processes. Specifically, it suggests identifying options for retiring legacy systems, selecting a solution, and implementing it to provide clear direction. It also proposes treating project managers and business analysts as separate roles to improve requirements gathering and management of projects. Establishing distinct business and solution domains, and using business analysts and project managers to bridge between them, could help align projects with agency needs while considering constraints.
Java programming presentations By Daroko blog
Do not just read java as a programmer, find projects and start making some Money, at DAROKO BLOG,WE Guide you through what you have learned in the classroom to a real business Environment, find java applications to a real business Environment, find also all IT Solutions and How you can apply them, find the best companies where you can get the IT jobs worldwide, Find java contract, Complete and start making some cash, find clients within your Country, refer and get paid when you complete the work.
Not Just a contact, at daroko Blog (www.professionalbloggertricks.com/),you are also being taught how you can apply all IT related field in real world.
Simply Google, Daroko Blog or visit (www.professionalbloggertricks.com/) to Know More about all these service now.
Do not just learn and go, apply them in real world.
This document introduces key concepts in project management. It defines a project, provides examples of IT projects, and describes the triple constraint of scope, time and cost that projects aim to balance. It outlines the project management framework including knowledge areas, tools/techniques, and success factors. The role of the project manager is discussed, along with important skills. A brief history is given of the field and how the profession continues to grow through organizations, certification, and software tools.
The document discusses stakeholder engagement in agile projects. It covers key topics like active listening, collaboration games, communication management, and workshops. It describes tasks like engaging stakeholders, sharing information frequently, and establishing shared visions. Finally, it discusses tools and techniques for stakeholder management, such as identifying stakeholders, educating them on agile, keeping them engaged through the project, and using collaboration and participatory decision making.
This document provides an introduction and overview of the book "Project Management: A Managerial Approach" by Jack R. Meredith and Samuel J. Mantel. It discusses the growing use of project management in business and organizations. It positions the book as taking a managerial perspective on project management rather than a technical or specialized focus. The introduction explains that the book is intended to teach students how to manage projects from a holistic viewpoint.
Using Developmental Evaluation to Support Prototyping:A Workshop unitedwaycgy
There is increasing recognition that the problems we and our communities face are complex, dynamic and not easily solved. Our solutions must be as equally complex and dynamic and social innovation (SI) has emerged as a promising method that can guide the development of these complex solutions. A key practice in social innovation is prototyping and the ability to learn quickly in order to make rapid, yet informed, decisions about the ongoing trajectory of our work.
This workshop will introduce participants to the principles and functions of prototyping in a SI initiative and the Developmental Evaluation approach that guide learning, decision making and iteration.
Leading Boldly Network:
Calgary’s Network for Collaborative Social Innovation
Resource management involves organizing, managing, and leading the project team. It includes identifying roles and responsibilities, acquiring necessary resources, and developing the team. Key aspects of resource management include creating organizational charts to define reporting relationships, estimating resource needs, acquiring resources through various techniques, and developing the team through activities like establishing ground rules and co-locating team members.
This document discusses evaluation post-mortems, which are formal analyses of the successes and failures of an evaluation project. They involve bringing all stakeholders together to discuss lessons learned from the evaluation process. The discussion includes general questions about what went well and what could be improved, as well as evaluation-specific questions about the design, methods, stakeholder participation, and use of findings. Conducting post-mortems is seen as a way to add to the knowledge base for improving future evaluations.
A project organization structure facilitates coordination and implementation of project activities. The structure considers the organization environment, project characteristics, and the project manager's authority level. There are three main types of project organization structures: functional/pure line, pure project, and matrix. A matrix structure shares resources across projects and regular work, with team members reporting to both a project manager and functional manager. This splits authority but allows optimization of resource usage and integration of expertise from different functions.
The document summarizes the five project management process groups - initiating, planning, executing, monitoring and controlling, and closing. It discusses how each process group relates to the knowledge areas and provides an example case study of a company applying the process groups to manage an IT project. The case study outlines the key outputs and documents used at each stage of the project lifecycle, including the business case, project charter, work breakdown structure, risk register, and milestone reports.
A Beginner's Guide to IT Project ManagementWorkfront
“What is IT project management?” The simple answer is those efforts involved with managing the processes and activities associated with ensuring the success of IT projects or systems management-related responsibilities. But to more fully understand what is at the heart of IT project management, it helps to consider a few more questions…
Collaborative work integrative_project_iii_chica_liseth-_chulde_valentina_1Valentina913
The document discusses organizing project teams and defining roles. It describes three common organizational structures - functional, projectized, and matrix. In a matrix structure, team members report to both a project manager and functional manager. Key players in projects are identified as the project manager, team members, functional managers, and upper management. The roles of authority, responsibility, and accountability are distinguished. Methods for assigning roles like the Responsibility Assignment Matrix are presented. Tips for starting a project team effectively and helping the team function smoothly are provided.
The document discusses lessons for project managers in their role. It identifies project management as an "accidental profession" for two reasons: 1) project managers are often not formally selected and trained, and 2) many individuals pursue project management without defining a clear career path. It then provides 12 guidelines for project managers to address common problems, such as understanding stakeholder expectations, using flexible leadership styles, and maintaining appropriate planning. The guidelines range from understanding the project context to effective time management.
This document discusses managing priorities in complex environments. It suggests determining priorities based on importance rather than urgency, with importance defined by criteria like long-term impact and number of people affected. It recommends creating a plan with important tasks in priority order and time budgeted for each. Interruptions should be prevented unless truly important or from certain sources like one's boss. The document advises against multitasking and provides tips like doing hard tasks first and closing email to focus on one task at a time. Priorities are difficult to manage due to various pressures, but self-control is still possible.
Presentation given at the Kansas City Chapter of PMI several years ago. Examines and details 4 failed projects, their effects and how they were dealt with.
The document outlines an agenda for a project management training session. It includes an introduction to project management, discussions of stakeholders and project planning, exercises on stakeholders and risk, and breaks for coffee and lunch. Joe Houghton is introduced as the facilitator with experience in project management, consulting, and teaching.
The document outlines the session agenda for a project management training session, including introductions, an overview of why project management is important, a project management framework, group exercises on stakeholders and risk, and a close. It also provides biographical details on the facilitator, including his professional experience managing projects and information systems, academic qualifications including an MBA and PhD research, and his company LearningTalk which provides management training and consultancy.
The document is the agenda for a project management class covering various topics including: defining project management terms and characteristics, discussing project management life cycles and roles, and having group activities on agile, risk, and procurement management issues. The instructor will cover traditional project management, levels of project management, project management life cycles, and roles and responsibilities of team members. Groups will discuss challenges in agile, risk, and procurement management as they relate to their own organizations.
In this presentation we will talk about effective ways, overview and concept of “Managing IT Projects”.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit:
http://www.welingkaronline.org/distance-learning/online-mba.html
Project management process groups case studyDhani Ahmad
This chapter describes the five project management process groups of initiating, planning, executing, monitoring and controlling, and closing. It provides an example case study of an organization applying these process groups to manage an IT project to develop a project management intranet site. The case study illustrates how effective use of each process group, including project initiation documents, project planning documents, milestone reports, and lessons learned, can contribute to project success.
This chapter introduces project management concepts. It defines a project, explains the triple constraint of scope, time and cost, and describes the growing project management framework including knowledge areas, tools, and importance of the project manager's leadership. It outlines skills needed for project managers and discusses the growth of the project management profession through certification and tools.
The document proposes establishing a project management organization to better manage projects at an agency. It analyzes the current state, identifying gaps such as a lack of clear goals and role confusion between project managers and business analysts. To address these gaps, the document recommends defining goals, roles and processes. Specifically, it suggests identifying options for retiring legacy systems, selecting a solution, and implementing it to provide clear direction. It also proposes treating project managers and business analysts as separate roles to improve requirements gathering and management of projects. Establishing distinct business and solution domains, and using business analysts and project managers to bridge between them, could help align projects with agency needs while considering constraints.
Java programming presentations By Daroko blog
Do not just read java as a programmer, find projects and start making some Money, at DAROKO BLOG,WE Guide you through what you have learned in the classroom to a real business Environment, find java applications to a real business Environment, find also all IT Solutions and How you can apply them, find the best companies where you can get the IT jobs worldwide, Find java contract, Complete and start making some cash, find clients within your Country, refer and get paid when you complete the work.
Not Just a contact, at daroko Blog (www.professionalbloggertricks.com/),you are also being taught how you can apply all IT related field in real world.
Simply Google, Daroko Blog or visit (www.professionalbloggertricks.com/) to Know More about all these service now.
Do not just learn and go, apply them in real world.
This document introduces key concepts in project management. It defines a project, provides examples of IT projects, and describes the triple constraint of scope, time and cost that projects aim to balance. It outlines the project management framework including knowledge areas, tools/techniques, and success factors. The role of the project manager is discussed, along with important skills. A brief history is given of the field and how the profession continues to grow through organizations, certification, and software tools.
The document discusses stakeholder engagement in agile projects. It covers key topics like active listening, collaboration games, communication management, and workshops. It describes tasks like engaging stakeholders, sharing information frequently, and establishing shared visions. Finally, it discusses tools and techniques for stakeholder management, such as identifying stakeholders, educating them on agile, keeping them engaged through the project, and using collaboration and participatory decision making.
This document provides an introduction and overview of the book "Project Management: A Managerial Approach" by Jack R. Meredith and Samuel J. Mantel. It discusses the growing use of project management in business and organizations. It positions the book as taking a managerial perspective on project management rather than a technical or specialized focus. The introduction explains that the book is intended to teach students how to manage projects from a holistic viewpoint.
Using Developmental Evaluation to Support Prototyping:A Workshop unitedwaycgy
There is increasing recognition that the problems we and our communities face are complex, dynamic and not easily solved. Our solutions must be as equally complex and dynamic and social innovation (SI) has emerged as a promising method that can guide the development of these complex solutions. A key practice in social innovation is prototyping and the ability to learn quickly in order to make rapid, yet informed, decisions about the ongoing trajectory of our work.
This workshop will introduce participants to the principles and functions of prototyping in a SI initiative and the Developmental Evaluation approach that guide learning, decision making and iteration.
Leading Boldly Network:
Calgary’s Network for Collaborative Social Innovation
Resource management involves organizing, managing, and leading the project team. It includes identifying roles and responsibilities, acquiring necessary resources, and developing the team. Key aspects of resource management include creating organizational charts to define reporting relationships, estimating resource needs, acquiring resources through various techniques, and developing the team through activities like establishing ground rules and co-locating team members.
This document discusses evaluation post-mortems, which are formal analyses of the successes and failures of an evaluation project. They involve bringing all stakeholders together to discuss lessons learned from the evaluation process. The discussion includes general questions about what went well and what could be improved, as well as evaluation-specific questions about the design, methods, stakeholder participation, and use of findings. Conducting post-mortems is seen as a way to add to the knowledge base for improving future evaluations.
A project organization structure facilitates coordination and implementation of project activities. The structure considers the organization environment, project characteristics, and the project manager's authority level. There are three main types of project organization structures: functional/pure line, pure project, and matrix. A matrix structure shares resources across projects and regular work, with team members reporting to both a project manager and functional manager. This splits authority but allows optimization of resource usage and integration of expertise from different functions.
The document summarizes the five project management process groups - initiating, planning, executing, monitoring and controlling, and closing. It discusses how each process group relates to the knowledge areas and provides an example case study of a company applying the process groups to manage an IT project. The case study outlines the key outputs and documents used at each stage of the project lifecycle, including the business case, project charter, work breakdown structure, risk register, and milestone reports.
A Beginner's Guide to IT Project ManagementWorkfront
“What is IT project management?” The simple answer is those efforts involved with managing the processes and activities associated with ensuring the success of IT projects or systems management-related responsibilities. But to more fully understand what is at the heart of IT project management, it helps to consider a few more questions…
Collaborative work integrative_project_iii_chica_liseth-_chulde_valentina_1Valentina913
The document discusses organizing project teams and defining roles. It describes three common organizational structures - functional, projectized, and matrix. In a matrix structure, team members report to both a project manager and functional manager. Key players in projects are identified as the project manager, team members, functional managers, and upper management. The roles of authority, responsibility, and accountability are distinguished. Methods for assigning roles like the Responsibility Assignment Matrix are presented. Tips for starting a project team effectively and helping the team function smoothly are provided.
The document discusses lessons for project managers in their role. It identifies project management as an "accidental profession" for two reasons: 1) project managers are often not formally selected and trained, and 2) many individuals pursue project management without defining a clear career path. It then provides 12 guidelines for project managers to address common problems, such as understanding stakeholder expectations, using flexible leadership styles, and maintaining appropriate planning. The guidelines range from understanding the project context to effective time management.
This document discusses managing priorities in complex environments. It suggests determining priorities based on importance rather than urgency, with importance defined by criteria like long-term impact and number of people affected. It recommends creating a plan with important tasks in priority order and time budgeted for each. Interruptions should be prevented unless truly important or from certain sources like one's boss. The document advises against multitasking and provides tips like doing hard tasks first and closing email to focus on one task at a time. Priorities are difficult to manage due to various pressures, but self-control is still possible.
Presentation given at the Kansas City Chapter of PMI several years ago. Examines and details 4 failed projects, their effects and how they were dealt with.
The document outlines an agenda for a project management training session. It includes an introduction to project management, discussions of stakeholders and project planning, exercises on stakeholders and risk, and breaks for coffee and lunch. Joe Houghton is introduced as the facilitator with experience in project management, consulting, and teaching.
The document outlines the session agenda for a project management training session, including introductions, an overview of why project management is important, a project management framework, group exercises on stakeholders and risk, and a close. It also provides biographical details on the facilitator, including his professional experience managing projects and information systems, academic qualifications including an MBA and PhD research, and his company LearningTalk which provides management training and consultancy.
The document is the agenda for a project management class covering various topics including: defining project management terms and characteristics, discussing project management life cycles and roles, and having group activities on agile, risk, and procurement management issues. The instructor will cover traditional project management, levels of project management, project management life cycles, and roles and responsibilities of team members. Groups will discuss challenges in agile, risk, and procurement management as they relate to their own organizations.
Originally presented for an Association of Psychological Type (APTi) session, this presentation provides an overview of type/MBTI and project management, by the author of CPP’s "Introduction to Type and Project Management." Slides include examples of exercises that type professionals can use with groups.
This document provides an overview of a four-day training on proposal preparation using the Logical Framework Approach. Day 1 focuses on introductions, an overview of the Logical Framework Approach and project management cycle, stakeholder analysis, and problem analysis. Participants will learn the steps of the Logical Framework Approach including stakeholder analysis, problem analysis, solution analysis, strategy analysis, and developing a logframe matrix. They will practice stakeholder analysis and problem analysis. The training aims to build skills in proposal development and identifying relevant funding sources.
The document provides an overview of project management frameworks and concepts. It discusses the growing demand for project management skills and the project management body of knowledge. It also summarizes key project phases like initiation, planning, execution, monitoring and control, and closing. Additionally, it outlines several project management tools and techniques such as work breakdown structures, Gantt and PERT charts, critical path method, and organizational project management maturity models. Finally, it briefly discusses Agile project management trends and PMI certifications.
The document discusses various topics related to project management including:
- An upcoming open book test on project management concepts on September 8th.
- The project lifecycle phases of initiation, planning, execution, monitoring, and closing.
- Key characteristics of projects including defined timeframes, stakeholders, goals, and resources.
- Important responsibilities of a project manager like creating a plan, monitoring performance, resolving issues.
- Knowledge areas of project management including time, cost, scope, quality, communication management.
This document introduces the key concepts of project management. It discusses how project management has grown in importance with changes in technology and work environments. It defines what a project and program are, outlines the triple constraint of scope, time and cost, and describes the roles of project and program managers. It also summarizes nine knowledge areas, common tools and techniques, and factors that contribute to project success.
The document discusses conducting a post-mortem analysis after a project to learn lessons. It provides context on the benefits of leveraging past project experiences. It then discusses the key aspects of performing a post-mortem analysis including collecting data, facilitating discussions, focusing on issues not people, being factual and brief. An example post-mortem meeting for the Microsoft Word 6 development project is then summarized, noting scheduling was unrealistic, milestones were too long, and proposed features' problems were not obvious until development started.
Management : is the process of using organizational resources to achieve organizational goals through Planning, Organizing, Controlling and leading.
It is thus, a set of activities directed at an organization’s resources with the aim of achieving organizational goals in an efficient and effective manner.
Managing complex projects requires an approach that embraces uncertainty. Traditional project management methods focused on planning and certainty are ill-suited for knowledge work which involves evolving requirements and technologies. Effective approaches gather consensus, prioritize based on business value and risk reduction, use short build and feedback cycles, provide results-oriented reporting, and respect and empower team members. Historical examples that successfully managed uncertainty, such as the Manhattan Project and Polaris missile project, demonstrate these principles.
The document discusses agile project management and compares it to traditional project management approaches. It outlines the key process groups, roles, artifacts, and ceremonies used in scrum, an agile framework. It also describes how JWD Consulting could take an agile approach to their intranet site project by breaking it into multiple sprints and releases rather than one big release at the end, with product and sprint backlogs to track work. Overall, the document contrasts agile and traditional methods and explains how aspects like planning and monitoring map to agile approaches.
This document provides an overview of project management process groups and knowledge areas. It discusses the five process groups of initiating, planning, executing, monitoring and controlling, and closing. The percentage of time spent on each process group is shown. A case study of JWD Consulting's project management intranet site project demonstrates how each process group was implemented. Templates are provided for project documents used in each process group.
This document discusses the problems with traditional project management approaches for software development and proposes an alternative "beyond projects" model. It argues that projects assume predefined outcomes and temporary organizations, which does not fit the reality of changing requirements and need for ongoing software evolution. Instead, it suggests organizing around continuous flow, stable teams, small batches, and governance based on delivered value rather than schedules and budgets.
The document introduces IT project management, explaining that it is needed to better manage the large amounts of money spent on IT projects globally each year. It describes what a project is, provides examples of IT projects, and discusses key elements of project management including stakeholders, knowledge areas, tools/techniques, and defining success. Additionally, it notes that many IT projects historically failed or were over budget/late, demonstrating the importance of using formal project management practices.
0. Foundations of project management (2).pptAbelMuluqen
The document provides an overview of project management concepts including:
- Projects are temporary endeavors with defined goals and timelines undertaken to create beneficial change.
- Project management involves planning, organizing, securing, and managing resources to achieve project objectives.
- Projects can be classified based on time, type, scope, size, sector, technology, and ownership.
- The project life cycle consists of identification, preparation, planning, implementation, monitoring, evaluation, and closure phases.
- Project organizations can take the form of functional, dedicated project, or matrix structures, each with their own advantages and disadvantages for managing resources and decision making.
IEEE Project Management for Computer Society March 2015James McKim
The document discusses why projects go wrong and how to make them successful. It defines project management as the application of knowledge, skills, tools, and techniques to project activities in order to meet stakeholder needs and expectations. Good project management is reflected in skills like communication, organizational planning, team building, leadership, and coping with challenges. To make a project successful, a project manager should manage the triple constraints of scope, time and cost, leverage ITIL best practices, and monitor for early signs a project may be failing such as lack of planning or risk management.
Project Management Msc. 7Pjmn009W Project Management Project.Renee Jones
Project success can be defined in different ways and depends on meeting objectives. Key factors that contribute to project success include having clear objectives, managing scope, schedule and budget, effective communication and stakeholder management, competent project team, and support from senior management. A project manager can help ensure success by focusing on these critical success factors throughout the project life cycle from planning to execution to closure.
The document discusses the challenges of modern project management. It begins by defining a project and the key characteristics. It then discusses project management processes according to PMI, including the five process groups. It outlines the typical project life cycle and what constitutes project success. Common reasons for project failure are listed, such as poor requirements, unrealistic timelines, and scope creep. The document then discusses project management maturity models from ad-hoc to optimized. Finally, it provides best practices for project management, such as managing stakeholders, risks, issues, and change, and the benefits of PMP certification.
Lean Six sigma Black Belt Training Part 6Lean Insight
This document provides guidance on defining key elements of a Six Sigma project charter, including the business case, problem statement, goal statement, project scope and boundaries, communication plan, and team roles.
It emphasizes that the business case should explain why the project is important and its consequences. The problem statement should define the problem quantitatively and its target and impact. The goal statement should be specific, measurable, attainable, realistic and time-bound.
The project scope and boundaries define what can and cannot be influenced. The communication plan outlines who communicates what to whom and when. Key team roles include project manager, mentor, champion, sponsor and team members. The document provides examples of well-defined and poorly-defined
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There seem to be some interesting Design Patterns in common between Alinsky-style community organizing and Scrum. In this talk, I explore what makes each unique, and what they share in common. In particular, I suggest that looking at Design Patterns might help practitioners in both spheres, as well as traditional project managers, build more effective teams.
The original talk was given to a PMI Roundtable. From the feedback to the talk, I was reminded that not even Project Managers necessarily know much about Agile or Scrum. For a broader audience of organizers, how much more so. I have therefore added several slides about Agile in general, and Scrum as a popular Agile methodology. Hopefully, I'll get to test them out at future talks and/or they'll be useful to people who find these slides on SlideShare.
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Jon discovered a photo of his grandmother in a DP camp on Flickr that he had never seen before. He connected with the person who uploaded the photo, and within minutes they had a discussion about his grandmother's experiences in the Holocaust. This highlighted for Jon and others the power of social media platforms to connect people and share information about the past.
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The document discusses project management techniques including defining a project, the project lifecycle, components of projects, tools for managing projects, and reasons why projects fail. It provides an overview of key project management concepts such as the work breakdown structure, critical path, Gantt charts, and risk management. Examples are given of project management tools and documentation including status reports, requirements and schedule tracking charts, and lessons learned.
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Project Management for the resource-challenged
1. Project Management
for the resource-challenged
Ari Davidow
adavidow@jwa.org
Workshop for Museum Computer Network Conference 2010
2. Agenda
• What is Project Management?
• The PMI project management lifecycle
• Components of a project
• Understanding the bones of your project
– Work Breakdown Structure
– Critical Path
– Gantt Charts
• Risk Management
• Agile Development and Project Management
• Tools for Managing Projects
• Where to go to learn more
3. If we don’t manage projects…
• How do we know when they are done?
• How do we know if we succeeded?
• How will we do better next time?
• And in the middle, how will we know
where we are and what it means?
7. Common reasons
projects fail
• Too many projects competing for the same
resources
• Insufficient or inadequate resources
• Insufficient or inadequate business involvement
• Project team isolated from the business
• Team roles & responsibilities are unclear
• Poor communications
• Roadblocks are not resolved in a timely manner
• Scope changes are not managed properly
[slide adapted from Lydia Milne, “Foundations of Project Management,” from Brandeis
University Graduate Professional Studies.]
8. Project Management is …
PMBOK:
• A temporary endeavor undertaken to create a unique product, service or
result.
– Temporary -- not on-going
• Does not imply short in duration
• Does not apply to the product or service
– Has a beginning and an end
– Unique product or service -- not a commodity or ongoing operation
– Can be a subset of a larger program or a stand-alone effort
– Requires coordination of tasks and resources
Wysocki, Beck, & Crane:
• A project is a sequence of unique, complex, and connected activities having
one goal or purpose and that must be completed by a specific time, within budget,
and according to specifications.
[slide adapted from Lydia Milne, “Foundations of Project Management,” from Brandeis University Graduate Professional Studies.]
9.
10. Copyright 2008, Project Management Institute. From A Guide to the Project Management Body of Knowledge
(PMBOK Guide)--Fourth Edition
11. Copyright 2008, Project Management Institute. From A Guide to the Project Management Body of Knowledge
(PMBOK Guide)--Fourth Edition
12. Project Management Knowledge Areas
Integration
Management
Scope Management
Objectives, needs,
specifications
Time Management
Schedules, activities,
control
Cost Management
Budget, control
Quality Management
Planning, assurance
control
Risk Management
Probability, impacts, actions
Procurement Management
Solicitation, sub-contractors
Communications
Management
Information System
Human Resource
Management
Productivity and efficiency
[from Lydia Milne, “Foundations of Project Management,” from Brandeis University Graduate Professional Studies.]
13. Copyright 2008, Project Management Institute. From A Guide to the Project Management Body of Knowledge
(PMBOK Guide)--Fourth Edition
14. Copyright 2008, Project Management Institute. From A Guide to the Project Management Body of Knowledge
(PMBOK Guide)--Fourth Edition
15. Copyright 2008, Project Management Institute. From A Guide to the Project Management Body of Knowledge
(PMBOK Guide)--Fourth Edition
16. Copyright 2008, Project Management Institute. From A Guide to the Project Management Body of Knowledge
(PMBOK Guide)--Fourth Edition
17. Copyright 2008, Project Management Institute. From A Guide to the Project Management Body of Knowledge
(PMBOK Guide)--Fourth Edition
18. Copyright 2008, Project Management Institute. From A Guide to the Project Management Body of Knowledge
(PMBOK Guide)--Fourth Edition
19. Copyright 2008, Project Management Institute. From A Guide to the Project Management Body of Knowledge
(PMBOK Guide)--Fourth Edition
20. Copyright 2008, Project Management Institute. From A Guide to the Project Management Body of Knowledge
(PMBOK Guide)--Fourth Edition
21. Copyright 2008, Project Management Institute. From A Guide to the Project Management Body of Knowledge
(PMBOK Guide)--Fourth Edition
22. Initiation (in 5 bullet points)
• This is where you take the idea
• Flesh it out
• Create a Project Charter (larger projects)
• Create RFP (in some cases)
• Identify and Engage Stateholders
23. Copyright 2008, Project Management Institute. From A Guide to the Project Management Body of Knowledge (PMBOK
Guide)--Fourth Edition
24. Work Breakdown Structure (WBS)
In Agile development, we would talk about a “Feature Breakdown
Structure (FBS), rather than a WBS
25. Gantt Charts
• Used to Model
dependencies,
milestones
• Helps visualize
critical path
• Overall activity
snapshot of
project
27. Project Summary Dashboard
'Example Program'
Multi-Project Summary Dashboard
Division: ACME Software Works Revision 1.9 Manager: Peter White
Project Name Manager Customer Week Schedule Incidents Requirements Staffing
1) Eager Beaver Byron Murray FPQR 1-Mar-98 (1 of 20) 100.0% G 100.0% G 100.0% G 100.0% G
2) The Big Dig Ron Holliday FMNO 15-Mar-98 (15 of 30) 81.0% Y ò 97.6% G ñ 99.0% G ñ 101.4% G ò
3) We Need Programmers Jim Hassey FJKL 15-Mar-98 (5 of 20) 77.3% Y ñ 100.0% G – 98.0% G – 50.0% R ñ
4) Too Good to be True Joel Lehrer FGHI 15-Mar-98 (9 of 12) 100.0% G – 100.0% G – 100.0% G – 97.6% G ñ
5) Churn and Burn Tom Carter FDEF 15-Mar-98 (6 of 20) 83.3% Y ò 93.3% G ò 89.0% R ò 96.1% G ñ
6) Too Many Bugs Bob Albanese FABC 15-Mar-98 (15 of 20) 92.3% G ò 82.9% Y ò 99.0% G – 101.4% G ò
Notes:
- Percentages represent indices for 'Schedule Performance', 'Incident Closure', 'Requirements Stability', and 'Staffing'
- Color-coded status is determined by ranges that are defined for each project.
- Arrows indicate whether the status is improving (up) or worsening (down).
- For more information about any of these statistics or status codes, see the relevant project dashboard workbook.
[from Lydia Milne, “Foundations of Project Management,” from Brandeis University Graduate Professional Studies.]
28. Individual Project Dashboard
[from Lydia Milne, “Foundations of Project Management,” from Brandeis University Graduate Professional Studies.]
'The Big Dig'
Project #: 998877005 Project Dashboard Manager: Ron Holliday
Division: ACME Software Revision 1.8 Customer: Pay More Inc
Staffing
0
2
4
6
8
10
12
12/7/1997
12/21/1997
1/4/1998
1/18/1998
2/1/1998
2/15/1998
3/1/1998
3/15/1998
3/29/1998
4/12/1998
4/26/1998
5/10/1998
5/24/1998
6/7/1998
6/21/1998
StaffWeeks
0
50
100
150
200
Planned Actual CumPlanned Cum Actual
Requirements
0
1
2
3
4
5
6
12/7/1997
12/21/1997
1/4/1998
1/18/1998
2/1/1998
2/15/1998
3/1/1998
3/15/1998
3/29/1998
4/12/1998
4/26/1998
5/10/1998
5/24/1998
6/7/1998
6/21/1998
ChangestoRequirements
0
2
4
6
8
10
12
14
16
18
Added M odified Deleted CumChanges
Incidents
0
2
4
6
8
10
12
14
12/7/1997
12/21/1997
1/4/1998
1/18/1998
2/1/1998
2/15/1998
3/1/1998
3/15/1998
3/29/1998
4/12/1998
4/26/1998
5/10/1998
5/24/1998
6/7/1998
6/21/1998
NumberofIncidents
0
20
40
60
80
Opened Closed Cum Opened Cum Closed
Schedule
0
10
20
30
40
50
60
70
80
90
100
12/7/1997
12/21/1997
1/4/1998
1/18/1998
2/1/1998
2/15/1998
3/1/1998
3/15/1998
3/29/1998
4/12/1998
4/26/1998
5/10/1998
5/24/1998
6/7/1998
6/21/1998
RemainingActivities
Planned Actual Projected
Main Menu
Update Chart Update Chart
Update Chart Update Chart
Update All Charts
30. Risks?
• So many things can go wrong
• What are the risks you worry about on
your projects?
– Schedule?
– Wrong requirements?
– Stakeholder problems?
– Budget overruns?
– ….
31. Levels of Risk Management
from “Rapid Development” by Steve McConnell, Microsoft Press c. 1996, pg. 84
• Crisis management
– Fire fighting; address risks only after they become problems
• Fix on failure (important to fix but not crisis)
– Detect and react to risks quickly, but only after they have
occurred
• Risk mitigation
– Plan ahead of time to provide resources to cover risks if they
occur, but do nothing to eliminate them in the first place
• Prevention
– Implement and execute a plan as part of the project to
identify risks and prevent them from becoming problems
• Elimination of root causes
– Identify and eliminate factors that make it possible for risks to
exist at all.
32. Cost of Correcting a Technical Problem
$1 ---
$10 ---
$100 ---
Normalized Projected Lifecycle
25
1000
$1000 ---
Why we accurate requirements matter
[from Lydia Milne, “Foundations of Project Management,” from Brandeis University Graduate Professional Studies.]
33. K-J Technique
1. Question: What are the next priorities for the MCN website?
2. Divide into two groups – 5 each
3. Now everyone write sticky notes: One note per priority
4. Stick notes to the wall so that you can see each other’s priority notes
5. Group similar items. Help each other. Talk about what belongs where. Don’t
discuss the priorities, themselves, just how to group them.
6. Name the groups using the other sticky notes (2nd
color). Each group , even with one
item, should have a label. If you don’t like a label, change it, add your own,
rearrange. Try, then discuss, until everyone is happy.
7. Now we’re going to figure out priorities:
1. Write down individually the three most important items.
2. When you have your list, and only when you have your list, rank them.
3. Note your rankings on the group labels on the wall: Your top ranking gets three XXXs; 2nd
gets two XXs; last gets one X.
8. Count the votes. If you realize that two groups are the same, combine them now,
and add their votes together.
9. When you have consensus on what you have voted, you are done.
Source: http://www.uie.com/articles/kj_technique/
34. Agile Development
• A range of development methodologies based on the idea that
projects are divided into short sequences – “sprints”
• Commonly, index cards or similar medium used to note feature
requests, requirements
• Next sprint is derived from which features matter most, that can be
delivered in the sprint (usually defined as 1-3 months)
• Goal is to put working tools into people’s hands quickly for feedback
and learning, rather than get to the end of a two year project and
discover that it no longer makes sense
35. Agile Core Values
• Delivering value over meeting constraints
• Leading Team over Managing Constraints
• Adapting to Change over Conforming to Plans
36. Closing Processes
At JWA, for web development projects, we require the
following deliverables before we will accept a project as
“done”:
• Code must be checked into a source control repository (CVS,
Subversion, etc.) and/or be available as an AWS AMI
• Documentation must be available, usually via wiki
• We are able to successfully check out the code, and by following
the documentation, install it on our site.
37. Final tests run
Contracts closed
Project completed
Then … Lessons Learned
And everything archived
Lessons Learned
38. Some good tools
• The “traditional” project management
information system:
– MS Word
– MS Excel
– MS Outlook
– MS Project – note that MS Project, in and of itself, is
not a PMIS
– MS Visio
• An online hosted service with similar capabilities:
Zoho: http://www.zoho.com
43. Additional Resources
• Project Management Institute (PMI)
www.pmi.org
Look for local chapters!
• Brandeis University Graduate Professional
Studies (includes distance learning using
Moodle)
www.brandeis.edu/gps/
One good example of a Project Management
Cert/Master program*
*Disclaimer: I have a degree from the program. I currently co-teach an
online course in “Content Management” and am developing a new one in
“Cloud Computing”
44. Books
• Wysocki, Robert K. Effective Project
Management. Wiley, 5e, 2009.
• Highsmith, Jim. Agile Project
Management. Addison-Wesley, 2e, 2009.
• Don’t read the PMBOK unless you need it
to get certified.
45. Feedback
On any convenient piece of paper, please write the
name of this workshop and answer the following:
1.Why did you take today's workshop?
2.Were your expectations met?
3.If not, why not?
4.Would you recommend this workshop to a
colleague?
Thank you, all!
Survey adapted from Avinash Kaushick’s
http://www.kaushik.net/avinash/2007/04/the-three-greatest-survey-questions-ever.html
Editor's Notes
This is my favorite. These pieces came embedded in a 13-page proposal for something we called an OAI-ORE-compatible presentation tool.
Note that there is no mention of OAI-ORE.
Note that there =is= mention of a PDF creator
Break into groups
Use the sticky pads and make lists of reasons projects fail
After five minutes, stop and we’ll compare findings
Not going to go into network diagrams, etc.
Go back to risks we just identified – what are appropriate levels for each of the risks we covered? What are good examples of those in action?
In the end, we have a “Risk Register” – things that we have identified, what we intend to do if they show up. Update this regularly.