Cassidy.jim
•Download as PPT, PDF•
0 likes•14,029 views
The document provides an overview of key project management concepts and terms including the project management body of knowledge (PMBOK), the triple constraint of time, cost and scope, requirements definition, project charters, work breakdown structures, scheduling, earned value management, risk management, and configuration management. It emphasizes the importance of project planning, scope management, and using tools like the work breakdown structure, scheduling, and earned value management to track project performance and predict outcomes.
Report
Share
Report
Share
![Project Management Terms ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]](data:image/gif;base64,R0lGODlhAQABAIAAAAAAAP///yH5BAEAAAAALAAAAAABAAEAAAIBRAA7)
Recommended
Duncan.william
This document discusses using performance-based competency standards (PBCS) to develop project managers. It explains that a PBCS defines the role, work units, and criteria for inferring competence of project managers. The document provides an example of assessing a project using complexity factors to determine the required role. It also gives examples of elements of competence and performance criteria that can be used for development by having project managers check their performance and provide documentary evidence.
John marinaro pm_process
This document outlines NASA's 7-step project management process presented by the NASA Safety Center. The 7 steps are: 1) establish a vision, 2) develop project success criteria, 3) apply backward planning, 4) use forward action planning, 5) identify metrics, 6) rely on the project team, and 7) communicate frequently. Each step is described in 1-2 sentences with an emphasis on establishing a clear vision and success criteria early, planning backwards and forwards, using metrics to track progress, relying on team members, and ensuring open communication. Real NASA projects are provided as examples to illustrate applying the 7 steps.
Carol.mullenax
This document outlines a presentation by NASA on adapting project management practices to research-based projects. It discusses the challenges of managing science research using traditional project management techniques due to differences in culture and goals between scientists and project managers. It provides perspectives from both scientists and project managers and examples of how NASA has worked to bridge this gap on human research projects through matrix organizational structures, collaboration between project managers and scientists, and involvement of scientists in requirements development.
Lindley.johnson.pe
The role of a Program Executive (PE) at NASA is multifaceted. PEs act as both an advocate for and enforcer of rules regarding their assigned projects. As an advocate, PEs defend projects, promote their science and success, and help navigate bureaucracy. As an enforcer, PEs ensure projects follow regulations and assess performance. Effective PEs build trust with projects and use communication and influence to jointly work towards the shared goal of mission success.
Backup jim cassidy
The document provides an overview of key project management terms and principles including the project management body of knowledge (PMBOK), the triple constraint of time, cost and scope, requirements definition, project planning, work breakdown structure, scheduling, earned value management, risk management, and some project management proverbs. It emphasizes the importance of scope management, configuration control, risk mitigation, and using tools like the work breakdown structure, scheduling, and earned value management to manage a project successfully.
Jim.cassidy
This document provides an overview of key project management concepts including definitions of project management, the Project Management Body of Knowledge (PMBOK), and important processes like requirements definition, work breakdown structure, scheduling, and risk management. It also discusses project constraints, stakeholders, and offers advice on how to identify why projects fail and how to prevent failures.
Law.richard
This document discusses integrated predictive performance management as a method for effective project management. It involves developing an integrated baseline for technical scope, schedule, and budget that serves as a shared plan. Performance is measured by comparing work completed to the baseline. This allows for predicting future performance and taking early actions to positively impact outcomes. Benefits include integrated performance measurement, a disciplined planning methodology, and improved visibility, accountability, and risk management. The key is for projects to own their baselines which are then status reported and maintained through a change control process.
Amer.tahani
This document outlines improvements made to NASA's independent program review process in fiscal year 2010. It discusses the reviews completed, including 8 program and 20 project reviews. Process improvements included quick look reports, increased coordination, readiness assessments, and streamlining of review documentation. The roles and responsibilities of review board members are covered, including ensuring member competency, currency, and independence. Coordination between review boards and NASA mission directorates and centers is also summarized.
Recommended
Duncan.william
This document discusses using performance-based competency standards (PBCS) to develop project managers. It explains that a PBCS defines the role, work units, and criteria for inferring competence of project managers. The document provides an example of assessing a project using complexity factors to determine the required role. It also gives examples of elements of competence and performance criteria that can be used for development by having project managers check their performance and provide documentary evidence.
John marinaro pm_process
This document outlines NASA's 7-step project management process presented by the NASA Safety Center. The 7 steps are: 1) establish a vision, 2) develop project success criteria, 3) apply backward planning, 4) use forward action planning, 5) identify metrics, 6) rely on the project team, and 7) communicate frequently. Each step is described in 1-2 sentences with an emphasis on establishing a clear vision and success criteria early, planning backwards and forwards, using metrics to track progress, relying on team members, and ensuring open communication. Real NASA projects are provided as examples to illustrate applying the 7 steps.
Carol.mullenax
This document outlines a presentation by NASA on adapting project management practices to research-based projects. It discusses the challenges of managing science research using traditional project management techniques due to differences in culture and goals between scientists and project managers. It provides perspectives from both scientists and project managers and examples of how NASA has worked to bridge this gap on human research projects through matrix organizational structures, collaboration between project managers and scientists, and involvement of scientists in requirements development.
Lindley.johnson.pe
The role of a Program Executive (PE) at NASA is multifaceted. PEs act as both an advocate for and enforcer of rules regarding their assigned projects. As an advocate, PEs defend projects, promote their science and success, and help navigate bureaucracy. As an enforcer, PEs ensure projects follow regulations and assess performance. Effective PEs build trust with projects and use communication and influence to jointly work towards the shared goal of mission success.
Backup jim cassidy
The document provides an overview of key project management terms and principles including the project management body of knowledge (PMBOK), the triple constraint of time, cost and scope, requirements definition, project planning, work breakdown structure, scheduling, earned value management, risk management, and some project management proverbs. It emphasizes the importance of scope management, configuration control, risk mitigation, and using tools like the work breakdown structure, scheduling, and earned value management to manage a project successfully.
Jim.cassidy
This document provides an overview of key project management concepts including definitions of project management, the Project Management Body of Knowledge (PMBOK), and important processes like requirements definition, work breakdown structure, scheduling, and risk management. It also discusses project constraints, stakeholders, and offers advice on how to identify why projects fail and how to prevent failures.
Law.richard
This document discusses integrated predictive performance management as a method for effective project management. It involves developing an integrated baseline for technical scope, schedule, and budget that serves as a shared plan. Performance is measured by comparing work completed to the baseline. This allows for predicting future performance and taking early actions to positively impact outcomes. Benefits include integrated performance measurement, a disciplined planning methodology, and improved visibility, accountability, and risk management. The key is for projects to own their baselines which are then status reported and maintained through a change control process.
Amer.tahani
This document outlines improvements made to NASA's independent program review process in fiscal year 2010. It discusses the reviews completed, including 8 program and 20 project reviews. Process improvements included quick look reports, increased coordination, readiness assessments, and streamlining of review documentation. The roles and responsibilities of review board members are covered, including ensuring member competency, currency, and independence. Coordination between review boards and NASA mission directorates and centers is also summarized.
Lou wheatcraft
Triple Your Chances of Project Success discusses the importance of requirements and risk management to project success. It notes that defining requirements and scope is critical to delivering projects on time and on budget. Not having a clear scope and requirements leads to increased risks such as cost overruns, schedule delays, and failure to meet stakeholder needs. The document recommends taking steps such as involving stakeholders, defining objectives, managing requirements changes, and following a formal requirements process to reduce risks and improve the chances of project success.
5 Key Chart Project Management (TM) Methodology
Supercharge and streamline your project management by using 5 Key Charts and 5 Key Documents. It's simple and powerful!
Harrison.g.poole.k
This document introduces the Schedule Test and Assessment Tool (STAT) developed by NASA to assess schedule credibility. It provides an overview of STAT's capabilities, benefits of assessing schedules, and background on why schedule assessment is important. The document demonstrates STAT's schedule health check, trend analysis, and summary reporting features using example output. It summarizes that STAT enables efficient schedule assessment, quality improvement, and timely analysis through an easy-to-use automated tool.
Ms project training ver 01
This document provides an overview of a Microsoft Project 2007 training module that introduces participants to project management concepts and planning projects using Microsoft Project. The training covers topics such as the basics of project management, using Microsoft Project to plan tasks and resources, and project scheduling techniques like PERT charts and the critical path method. The course objectives are to teach participants how to identify, organize, manage and schedule tasks, resources, time and costs to complete a project.
Mark wiese
The document discusses influencing culture change within an organization. It outlines a process that includes initial planning, establishing a framework, rollout, and making the change stick. The process is then illustrated through an example of restructuring a NASA safety and mission assurance division during the transition away from the space shuttle program. The case study describes dreaming up a new vision, analyzing roles and structure, communicating the changes, and taking actions to continually reinforce the new culture.
Osterkamp jeff
This document describes Ball Aerospace's implementation of a Life Cycle and Gated Milestone (LCGM) process to improve program planning, execution, and control across its diverse portfolio. The LCGM provides a standardized yet flexible framework that maps out program activities and products across phases. It was developed through cross-functional collaboration and introduced gradually across programs while allowing flexibility. Initial results showed the LCGM supported improved planning and management while aligning with Ball Aerospace's entrepreneurial culture.
Louis.cioletti
The document discusses how configuration management (CM) helps projects innovate and communicate. It compares project management and CM processes, and describes traditional CM versus CM II approaches. It also outlines two project management models - Kepner-Tregoe and Deming's Plan-Do-Check-Act cycle. CM expands on these models by managing both requirements definition and physical project tasks in synchronized cycles. The document argues that CM helps address common problems that cause project failures, such as poor communication, requirements, documentation, and change control. CM is positioned to support the entire project management process.
Rosenberg.i.blackwood.g
This document discusses conducting effective meetings. It provides guidelines for establishing meetings, preparing for meetings, conducting meetings, improving meetings, and follow up after meetings. Some key points include establishing a clear meeting purpose and intended results, creating an agenda, identifying participants, and establishing logistics. The document also discusses establishing measurable meeting results to determine if a meeting was successful.
Charles.leising
This document discusses increasing the robustness of flight project concepts. It proposes several improvements and innovations, including establishing new concept maturity levels (CML) to better communicate a concept's readiness. A new P4 document is suggested to provide requirements and guidelines for incorporating and evaluating a concept's robustness. Additional proposed enhancements involve new tools and templates, increased project team support, organizational changes, and training for the pre-phase A community. The overall goal is to address current challenges around assessing risks, communicating maturity, and guidelines for robustness evaluations in NASA's competitive funding environment.
Borchardt.heidemarie
The document discusses schedule assessment and risk analysis. It provides an overview of how schedule risk analysis identifies potential risks and their impacts. It then examines strengths, issues, and opportunities in schedule management based on IPAO's analyses of many NASA programs and projects. Specific issues identified include schedule problems being very common. It provides recommendations for improving practices around schedule health checks, analysis, risk analysis, and other best practices.
Taking the Creep Out of Scope Creep
This webinar discusses managing project scope and preventing scope creep. Scope creep occurs when additional functionality is added that was not in the original project requirements, potentially jeopardizing deadlines and budgets. Common causes of scope creep include poorly defined requirements, lack of change control, and gold plating by developers. Scope creep can be avoided by writing a detailed scope statement, ensuring accurate requirements, and establishing a formal change request process. Managing expectations and having a good rapport with stakeholders can help control scope changes.
Sandra smalley
This document provides an overview of recent policy developments in NASA's program and project management. It discusses revisions made between 2007 and 2009 to requirements documents regarding space flight, IT, acquisition and risk management. Upcoming changes to NPR 7120.5 are also previewed, including potential revisions to the joint confidence level and baseline policies for establishing cost and schedule commitments. The purpose is to improve performance by increasing accountability, clarity and alignment of planning and budgeting processes.
Lengyel dave
This document discusses integrating risk and knowledge management practices at NASA's Exploration Systems Mission Directorate (ESMD). It outlines five practices ESMD has adopted: 1) establishing "Pause and Learn" processes to reflect on lessons; 2) generating and using "Knowledge-Based Risks" to convey lessons; 3) establishing "Communities of Practice" to share knowledge; 4) providing knowledge sharing forums; and 5) promoting experience-based training. The goal is for ESMD to effectively learn from the past and generate shared knowledge to help achieve the complex technical challenges of returning to the Moon and Mars.
Sally godfreyheatherrarick
This document provides an overview of NASA's software engineering benchmarking effort from February 2012. It discusses the background and motivation for the benchmarking, the organizations that were benchmarked, and the benchmarking team. It then summarizes some of the key learnings around training, testing, acquisition, small projects/processes, and the Capability Maturity Model Integration (CMMI). The document finds that mentoring is important for training, testing practices vary, acquisition of software requirements can be improved, tailoring is needed for small projects, and that CMMI adoption provides benefits like improved cost estimation and manageability.
Resolving TIAs
This document discusses resolving unapproved prospective time impact analyses (TIAs). It recommends preparing contemporaneous TIAs when impacts occur, leaving fragnets inserted but not logically tied, and updating fragnets along with the schedule. This allows comparing predicted versus actual performance to identify slippage. It also stresses resource tracking to analyze acceleration claims, and maintaining TIAs as impacts are identified for prospective resolution.
Hyatt.mark
Project Management 2.0 involves using online collaboration tools to manage virtual teams more effectively. The NASA Dust Management Project used a tool called TeamLeader to plan and track tasks for its 30 team members across 8 field centers. TeamLeader consolidated planning, task management, file sharing, and reporting into one online workspace. This improved accountability, productivity, and knowledge transfer compared to prior email-based management. Challenges included overcoming resistance to change and training on the new technology, but engaging team members and facilitating the transition were keys to success.
Horn thomas
This document summarizes efforts by NASA's Dryden Flight Research Center to change its project execution culture through implementing Critical Chain Project Management tools and philosophies. The Dryden Center has around 550 civil service employees and 600 contractors working on 40+ active projects of varying sizes from multiple customers. Previously, the culture was characterized by unclear priorities, budget-driven staffing, poorly defined work, projects often in delay, and severe multi-tasking leading to delays, overruns, and workforce burnout. The desired new culture focuses on reducing multi-tasking and stress, improving on-time performance, and allowing more time for training through implementing techniques like staggered milestones, identifying and resolving issues quickly, and using buffers to set priorities.
Dean.david
This document discusses how to effectively manage technology development efforts using program management principles and standards. While technology development requires flexibility and agility, there are also constants like cost, schedule, and risk that need management. The key is tailoring standards to the specific program by focusing on the essential processes needed for success and communicating those processes clearly. This allows technology development to benefit from discipline without hindering innovation.
Dornell.izella
The presentation discusses implementing program management changes within the resistant environment of the Department of Commerce. The task was to establish a performance measurement baseline and common project management processes across the 12 operating bureaus. This was challenging due to the bureaus' independence and lean headquarters. The blueprint for change involved leadership, goal-setting, innovation, team-building, and balancing politics and culture. Through active cooperation and buy-in from the team, the new processes aimed to maximize efficiency while achieving positive results.
Esker.linda
The document discusses the phases of developing an in-house cost estimate (IHCE) for the Space Network Ground Segment Sustainment (SGSS) project. It describes four phases: 1) developing a conceptual estimate using parametric models, 2) refining the estimate using a bottoms-up approach, 3) aligning the cost structure based on matured requirements, and 4) performing a risk analysis to assess confidence levels. Key lessons learned include starting early, using a team approach, adapting to changes, and ensuring confidence through multiple iterations.
6396901
The document discusses key concepts in project management. It defines a project as having a defined objective, deadline, and requiring integration of knowledge from different organizations. Project management is important for getting work done correctly and on schedule. It also allows for prioritized work distribution, risk management, and standardized processes. The document outlines the project life cycle and emphasizes the importance of planning, organizing, and controlling projects.
Project Plan Development - A FlackVentures Training Example
Project planning is the construction of a dynamic agreement across diverse functional groups involved in a project. This agreement specifies:
Goals and deliverables of the project
What is being developed
Major activities that will be performed to achieve those goals
The assumptions that were made
Major risks, as they become known
More Related Content
What's hot
Lou wheatcraft
Triple Your Chances of Project Success discusses the importance of requirements and risk management to project success. It notes that defining requirements and scope is critical to delivering projects on time and on budget. Not having a clear scope and requirements leads to increased risks such as cost overruns, schedule delays, and failure to meet stakeholder needs. The document recommends taking steps such as involving stakeholders, defining objectives, managing requirements changes, and following a formal requirements process to reduce risks and improve the chances of project success.
5 Key Chart Project Management (TM) Methodology
Supercharge and streamline your project management by using 5 Key Charts and 5 Key Documents. It's simple and powerful!
Harrison.g.poole.k
This document introduces the Schedule Test and Assessment Tool (STAT) developed by NASA to assess schedule credibility. It provides an overview of STAT's capabilities, benefits of assessing schedules, and background on why schedule assessment is important. The document demonstrates STAT's schedule health check, trend analysis, and summary reporting features using example output. It summarizes that STAT enables efficient schedule assessment, quality improvement, and timely analysis through an easy-to-use automated tool.
Ms project training ver 01
This document provides an overview of a Microsoft Project 2007 training module that introduces participants to project management concepts and planning projects using Microsoft Project. The training covers topics such as the basics of project management, using Microsoft Project to plan tasks and resources, and project scheduling techniques like PERT charts and the critical path method. The course objectives are to teach participants how to identify, organize, manage and schedule tasks, resources, time and costs to complete a project.
Mark wiese
The document discusses influencing culture change within an organization. It outlines a process that includes initial planning, establishing a framework, rollout, and making the change stick. The process is then illustrated through an example of restructuring a NASA safety and mission assurance division during the transition away from the space shuttle program. The case study describes dreaming up a new vision, analyzing roles and structure, communicating the changes, and taking actions to continually reinforce the new culture.
Osterkamp jeff
This document describes Ball Aerospace's implementation of a Life Cycle and Gated Milestone (LCGM) process to improve program planning, execution, and control across its diverse portfolio. The LCGM provides a standardized yet flexible framework that maps out program activities and products across phases. It was developed through cross-functional collaboration and introduced gradually across programs while allowing flexibility. Initial results showed the LCGM supported improved planning and management while aligning with Ball Aerospace's entrepreneurial culture.
Louis.cioletti
The document discusses how configuration management (CM) helps projects innovate and communicate. It compares project management and CM processes, and describes traditional CM versus CM II approaches. It also outlines two project management models - Kepner-Tregoe and Deming's Plan-Do-Check-Act cycle. CM expands on these models by managing both requirements definition and physical project tasks in synchronized cycles. The document argues that CM helps address common problems that cause project failures, such as poor communication, requirements, documentation, and change control. CM is positioned to support the entire project management process.
Rosenberg.i.blackwood.g
This document discusses conducting effective meetings. It provides guidelines for establishing meetings, preparing for meetings, conducting meetings, improving meetings, and follow up after meetings. Some key points include establishing a clear meeting purpose and intended results, creating an agenda, identifying participants, and establishing logistics. The document also discusses establishing measurable meeting results to determine if a meeting was successful.
Charles.leising
This document discusses increasing the robustness of flight project concepts. It proposes several improvements and innovations, including establishing new concept maturity levels (CML) to better communicate a concept's readiness. A new P4 document is suggested to provide requirements and guidelines for incorporating and evaluating a concept's robustness. Additional proposed enhancements involve new tools and templates, increased project team support, organizational changes, and training for the pre-phase A community. The overall goal is to address current challenges around assessing risks, communicating maturity, and guidelines for robustness evaluations in NASA's competitive funding environment.
Borchardt.heidemarie
The document discusses schedule assessment and risk analysis. It provides an overview of how schedule risk analysis identifies potential risks and their impacts. It then examines strengths, issues, and opportunities in schedule management based on IPAO's analyses of many NASA programs and projects. Specific issues identified include schedule problems being very common. It provides recommendations for improving practices around schedule health checks, analysis, risk analysis, and other best practices.
Taking the Creep Out of Scope Creep
This webinar discusses managing project scope and preventing scope creep. Scope creep occurs when additional functionality is added that was not in the original project requirements, potentially jeopardizing deadlines and budgets. Common causes of scope creep include poorly defined requirements, lack of change control, and gold plating by developers. Scope creep can be avoided by writing a detailed scope statement, ensuring accurate requirements, and establishing a formal change request process. Managing expectations and having a good rapport with stakeholders can help control scope changes.
Sandra smalley
This document provides an overview of recent policy developments in NASA's program and project management. It discusses revisions made between 2007 and 2009 to requirements documents regarding space flight, IT, acquisition and risk management. Upcoming changes to NPR 7120.5 are also previewed, including potential revisions to the joint confidence level and baseline policies for establishing cost and schedule commitments. The purpose is to improve performance by increasing accountability, clarity and alignment of planning and budgeting processes.
Lengyel dave
This document discusses integrating risk and knowledge management practices at NASA's Exploration Systems Mission Directorate (ESMD). It outlines five practices ESMD has adopted: 1) establishing "Pause and Learn" processes to reflect on lessons; 2) generating and using "Knowledge-Based Risks" to convey lessons; 3) establishing "Communities of Practice" to share knowledge; 4) providing knowledge sharing forums; and 5) promoting experience-based training. The goal is for ESMD to effectively learn from the past and generate shared knowledge to help achieve the complex technical challenges of returning to the Moon and Mars.
Sally godfreyheatherrarick
This document provides an overview of NASA's software engineering benchmarking effort from February 2012. It discusses the background and motivation for the benchmarking, the organizations that were benchmarked, and the benchmarking team. It then summarizes some of the key learnings around training, testing, acquisition, small projects/processes, and the Capability Maturity Model Integration (CMMI). The document finds that mentoring is important for training, testing practices vary, acquisition of software requirements can be improved, tailoring is needed for small projects, and that CMMI adoption provides benefits like improved cost estimation and manageability.
Resolving TIAs
This document discusses resolving unapproved prospective time impact analyses (TIAs). It recommends preparing contemporaneous TIAs when impacts occur, leaving fragnets inserted but not logically tied, and updating fragnets along with the schedule. This allows comparing predicted versus actual performance to identify slippage. It also stresses resource tracking to analyze acceleration claims, and maintaining TIAs as impacts are identified for prospective resolution.
Hyatt.mark
Project Management 2.0 involves using online collaboration tools to manage virtual teams more effectively. The NASA Dust Management Project used a tool called TeamLeader to plan and track tasks for its 30 team members across 8 field centers. TeamLeader consolidated planning, task management, file sharing, and reporting into one online workspace. This improved accountability, productivity, and knowledge transfer compared to prior email-based management. Challenges included overcoming resistance to change and training on the new technology, but engaging team members and facilitating the transition were keys to success.
Horn thomas
This document summarizes efforts by NASA's Dryden Flight Research Center to change its project execution culture through implementing Critical Chain Project Management tools and philosophies. The Dryden Center has around 550 civil service employees and 600 contractors working on 40+ active projects of varying sizes from multiple customers. Previously, the culture was characterized by unclear priorities, budget-driven staffing, poorly defined work, projects often in delay, and severe multi-tasking leading to delays, overruns, and workforce burnout. The desired new culture focuses on reducing multi-tasking and stress, improving on-time performance, and allowing more time for training through implementing techniques like staggered milestones, identifying and resolving issues quickly, and using buffers to set priorities.
Dean.david
This document discusses how to effectively manage technology development efforts using program management principles and standards. While technology development requires flexibility and agility, there are also constants like cost, schedule, and risk that need management. The key is tailoring standards to the specific program by focusing on the essential processes needed for success and communicating those processes clearly. This allows technology development to benefit from discipline without hindering innovation.
Dornell.izella
The presentation discusses implementing program management changes within the resistant environment of the Department of Commerce. The task was to establish a performance measurement baseline and common project management processes across the 12 operating bureaus. This was challenging due to the bureaus' independence and lean headquarters. The blueprint for change involved leadership, goal-setting, innovation, team-building, and balancing politics and culture. Through active cooperation and buy-in from the team, the new processes aimed to maximize efficiency while achieving positive results.
Esker.linda
The document discusses the phases of developing an in-house cost estimate (IHCE) for the Space Network Ground Segment Sustainment (SGSS) project. It describes four phases: 1) developing a conceptual estimate using parametric models, 2) refining the estimate using a bottoms-up approach, 3) aligning the cost structure based on matured requirements, and 4) performing a risk analysis to assess confidence levels. Key lessons learned include starting early, using a team approach, adapting to changes, and ensuring confidence through multiple iterations.
What's hot (20)
Similar to Cassidy.jim
6396901
The document discusses key concepts in project management. It defines a project as having a defined objective, deadline, and requiring integration of knowledge from different organizations. Project management is important for getting work done correctly and on schedule. It also allows for prioritized work distribution, risk management, and standardized processes. The document outlines the project life cycle and emphasizes the importance of planning, organizing, and controlling projects.
Project Plan Development - A FlackVentures Training Example
Project planning is the construction of a dynamic agreement across diverse functional groups involved in a project. This agreement specifies:
Goals and deliverables of the project
What is being developed
Major activities that will be performed to achieve those goals
The assumptions that were made
Major risks, as they become known
Project Management Overview
The document summarizes a half-day workshop on project management. The workshop covers understanding business needs and justifying projects, the project life cycle, developing a project charter, managing scope, schedule and budget using the triple constraints, planning and executing projects, communication plans, closing projects, and continuous improvement.
Beyond Budget and Scope: Managing Client Expectations and Delivering Value
Many projects begin with by ambiguous needs, unclear priorities, mind-changing customers, and of course, a tight deadline. There are tools to monitor budget and schedule, but failure to manage client expectations often results in frustrating miscommunications and serious consequences for projects and business relationships.
Project plan overview
This document provides an overview of key elements to include in a project plan. It discusses the following components: scope management, time (schedule) management, cost management, quality management, human resource management, communications management, risk management, and procurement management. The document emphasizes that a project plan involves more than just a schedule and that a project manager should select the most appropriate components based on the project. It provides brief descriptions of each component and considerations for implementation.
Executing Successful Projects
The document discusses key aspects of successful project execution including defining projects and success, the steps of project management, and strategies for successful project completion. It outlines defining the scope, identifying constraints and risks, assessing available resources, creating a schedule, assembling a project team, developing and refining a project plan, requesting adjustments, monitoring progress, documenting work, and keeping stakeholders informed. An example case study and questions are also provided.
Project management 101
This document provides an overview of project management. It defines a project, outlines the project life cycle which includes concept, development, implementation, and finalization phases. It describes the key functions of project management including scope, time, cost, quality, risk, and communications. It discusses stakeholder management, work breakdown structures, reports, and best practices in project management.
Project Management Framework
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.
Project Management Toolkit - Presentation
This document discusses key concepts in project management including:
1) It defines a project as a temporary endeavor undertaken to create a unique product or service. Projects have finite durations and are unique, whereas operations are ongoing and repetitive.
2) Project management involves applying knowledge, skills, tools, and techniques to meet project objectives by balancing scope, time, cost, quality and risk through processes like planning, executing, and closing.
3) Important project management steps include developing a project charter, work breakdown structure, logical sequencing of tasks, estimating activity durations, and creating a schedule using critical path methodology.
L03 integration management
The document discusses key aspects of project integration management including:
1) The importance of project integration management and coordinating all project knowledge areas.
2) How the Airbus A380 project faced integration issues due to software version mismatches.
3) Key project integration processes like developing plans, directing execution, monitoring, and change control.
4) Methods for project selection like NPV, ROI, weighted scoring, and how a project charter and management plan are used.
Project Management Framework
The document discusses project management frameworks and their key phases. A framework provides a standardized, scalable set of best practices for project delivery. It establishes a common structure and language for project teams. The frameworks break large projects into more manageable stages, ensuring executive approval and oversight. The phases covered are initiation, planning, execution, and closure. Initiation involves identifying needs, alternatives, and requirements. Planning develops detailed requirements, schedules, budgets, and risk plans. Execution consists of building deliverables, monitoring progress, and managing changes. Closure includes final reporting, acceptance, and lessons learned activities.
Project Management Framework
This document provides an overview of project management frameworks and concepts. It defines key terms like projects, operations, project life cycles, stakeholders, and organizational influences on project management. Some of the main points covered include:
- Projects are temporary endeavors with defined start and end dates, while operations involve ongoing or repetitive work.
- Project management involves following a systematic process comprising five process groups and nine knowledge areas.
- Project life cycles define the phases, deliverables, and approvals needed in a project from initiation to closure.
- Stakeholders are individuals or groups involved in or impacted by a project, such as the project manager, sponsor, team, and customer.
- Organizational
Project Management
This is an introduction to project management presentation I gave at a university for law students studying healthcare
Project Management @ Ektoo
This document provides an overview of project management. It defines a project, discusses the project lifecycle which includes initiation, planning, execution, monitoring and control, and close phases. It also covers key project management areas like the triple constraint of time, cost and scope, work breakdown structure, scheduling, communication plans, and expected benefits and challenges of project management.
Project management fundamentals
Fundamentals of project management and the benefits of utilizing the discipline to meet project requirements.
Northern Finishing School: IT Project Managment
The document outlines an agenda for a project and program management training session. The agenda covers topics from initiation to verification and validation. It includes times for presentations, breaks, lunch and Q&A sessions. Project management concepts like the project life cycle, planning, scheduling and monitoring are to be discussed.
Project management [module 1]
This document provides an overview of a project management training module. The module aims to give participants a good understanding of fundamental project management principles and how to apply them to successfully manage projects. Key topics that will be covered include the PMBOK methodology, triple constraints, risk management, scheduling, budgeting, and stakeholder management. The training will teach participants how to develop realistic plans and deliver projects on time and budget. By the end of the module, participants should understand project management best practices and be able to apply the skills and knowledge gained to tasks in their everyday work.
Project Management Process and Its Phases
The document discusses the key aspects of project management including the project life cycle and its phases. It describes the five phases of a project life cycle as initiation, planning, execution, monitoring and control, and closeout. For each phase, it provides the key outputs and activities. For example, in the planning phase the outputs include creating a work breakdown structure, developing schedules, and determining roles and responsibilities. The document also covers other areas such as what is a project, factors for project success and failure, the role of a project manager, and common project management tools.
PMI Project Management Principles
This material is intended to provide project leaders with a foundational understanding of leading practice project management processes, activities, tools, techniques, and deliverables as prescribed the Project Management Institute (PMI).
APLN Project Manager Talk
This is a 40 minute talk on the fundamentals of traditional project management and agile project management
Similar to Cassidy.jim (20)
Project Plan Development - A FlackVentures Training Example
Project Plan Development - A FlackVentures Training Example
Beyond Budget and Scope: Managing Client Expectations and Delivering Value
Beyond Budget and Scope: Managing Client Expectations and Delivering Value
More from NASAPMC
Bejmuk bo
The document compares the operational complexity and costs of the Space Shuttle versus the Sea Launch Zenit rocket. [1] The Space Shuttle was designed for performance but not operational efficiency, resulting in costly ground, mission planning, and flight operations. [2] In contrast, the Zenit rocket was designed from the start to have automated and robust processes to keep operations simple and costs low. [3] The key lesson is that designing a launch system with operational requirements in mind from the beginning leads to much more efficient operations long-term.
Baniszewski john
The document provides an overview of project management and procurement at NASA. It discusses the key skills required for project managers, including acquisition management. It notes that 80-85% of NASA's budget is spent on contracts, and procurement processes are complex and constantly changing. The document outlines some common contract types and how they allocate risk between the government and contractor. It also discusses the relationship between contracting officers and project managers, and how successful procurement requires effective communication rather than direct control or authority.
Yew manson
The document introduces the NASA Engineering Network (NEN), which was created by the Office of the Chief Engineer to be a knowledge management system connecting NASA's engineering community. The NEN integrates various tools like a content management system, search engine, and collaboration tools. It provides access to key knowledge resources like NASA's Lessons Learned database and engineering databases. The NEN is working to expand by adding more communities, engineering disciplines, and knowledge repositories.
Wood frank
Laptops were first used in space in 1983 on the Space Shuttle, when Commander John Young brought the GRiD Compass portable computer on STS-9. Laptops are now widely used on the Space Shuttle and International Space Station for tasks like monitoring spacecraft systems, tracking satellites, inventory management, procedures viewing, and videoconferencing. Managing laptops in space presents challenges around cooling, power, and software/hardware compatibility in the harsh space environment.
Wood frank
Laptops were first used in space in 1983 on the Space Shuttle, when Commander John Young brought the GRiD Compass portable computer on STS-9. Laptops are now widely used on the Space Shuttle and International Space Station for tasks like monitoring spacecraft systems, planning rendezvous and proximity operations, inventory management, procedure reviews, and communication between space and ground via software like WorldMap and DOUG. Managing laptops in space presents challenges around hardware durability, cooling, and software/data management in the space environment.
Wessen randi (cd)
This document discusses the use of market-based systems to allocate scarce resources for NASA missions and projects. It provides examples of how market-based approaches were used for instrument development for the Cassini mission, manifesting secondary payloads on the space shuttle, and mission planning for the LightSAR Earth imaging satellite project. The document finds that these applications of market-based allocation benefited or could have benefited from a decentralized, incentive-based approach compared to traditional centralized planning methods. However, it notes that resistance to new approaches and loss of managerial control are barriers to adoption of market-based systems.
Vellinga joe
The Stardust mission collected samples from comet Wild 2 and interstellar dust particles. It launched in February 1999 and encountered Wild 2 in January 2004, collecting dust samples in aerogel. It returned the samples to Earth safely in January 2006. The spacecraft used an innovative Whipple shield to protect itself from comet dust impacts during the encounter. Analysis of the Stardust samples has provided insights about comet composition and the early solar system.
Trahan stuart
This document discusses solutions for integrating schedules on NASA programs. It introduces Stuart Trahan's company, which provides Earned Value Management (EVM) solutions using Microsoft Office Project that comply with OMB and ANSI requirements. It also introduces a partner company, Pinnacle Management Systems, that specializes in enterprise project management solutions including EVM, project portfolio management, and enterprise project resource management, with experience in the aerospace, defense, and other industries. The document defines schedule integration and describes some methods including importing to a centralized Primavera database for review or using Primavera ProjectLink for updates, and challenges including inconsistent data formats and levels of detail across sub-schedules.
Stock gahm
The document discusses NASA's implementation of earned value management (EVM) across its Constellation Program to coordinate work across multiple teams. It outlines the organizational structure, current target groups, and an EVM training suite. It also summarizes lessons learned and the need for project/center collaboration to integrate schedules horizontally and vertically.
Snow lee
This document summarizes a presentation about systems engineering processes for principle investigator (PI) mode missions. It discusses how PI missions face special challenges due to cost caps and lower technology readiness levels. It then outlines various systems engineering techniques used for PI missions, including safety compliance, organizational communication, design tools, requirements management, and lessons learned from past missions. Specific case studies from NASA's Explorers Program Office are provided as examples.
Smalley sandra
This document discusses changes to NASA's business practices for managing projects, including adopting a new acquisition strategy approach and implementing planning, programming, and budget execution (PPBE). The new acquisition strategy involves additional approval meetings at the strategic planning and project levels to better integrate acquisition with strategic and budgetary planning. PPBE focuses on analyzing programs and infrastructure to align with strategic goals and answer whether proposed programs will help achieve NASA's mission. The document also notes improvements in funds distribution and inter-center transfers, reducing the time for these processes from several weeks to only a few days.
Seftas krage
Spaceflight Project Security: Terrestrial and On-Orbit/Mission
The document discusses security challenges for spaceflight projects, including protecting space assets from disruption, exploitation, or attack. It highlights national space policy principles of protecting space capabilities. It also discusses trends in cyber threats, including the increasing capabilities of adversaries and how even unskilled attackers can compromise terrestrial support systems linked to space assets if defenses are not strong. Protecting space projects requires awareness of threats, vulnerabilities, and strategies to defend, restore, and increase situational awareness of space assets and supporting systems.
Sampietro marco
Humor can positively impact many aspects of project management. It can improve communication, aid in team building, help detect team morale issues, and influence leadership, conflict management, negotiation, motivation, and problem solving. While humor has benefits, it also has risks and not all uses of humor are positive. Future research is needed on humor in multicultural teams, its relationship to team performance, how humor is learned, and determining optimal "doses" of humor. In conclusion, humor is a tool that can influence people and projects, but must be used carefully and spontaneously for best effect.
Rudolphi mike
The recovery of Space Shuttle Columbia after its loss in 2003 involved a massive multi-agency effort to search a wide debris field, recover crew remains and evidence, and compensate local communities. Over 25,000 people searched over 680,000 acres, recovering 38% of Columbia's weight. Extensive engineering investigations were conducted to identify the causes of failure and implement changes to allow the safe return to flight of Discovery in 2005.
Roberts karlene
This document summarizes research on enhancing safety culture at NASA. It describes a survey developed to assess NASA's safety culture based on principles of high reliability organizations. The survey was tailored specifically for NASA and has been implemented to provide feedback and identify areas for improvement. It allows NASA to benchmark its safety culture within and across other industries pursuing high reliability.
Rackley mike
This document summarizes a presentation about project management challenges at NASA Goddard Space Flight Center. The presentation outlines a vision for anomaly management, including establishing consistent problem reporting and analysis processes across all missions. It describes the current problem management approach, which lacks centralized information sharing. The presentation aims to close this gap by implementing online problem reporting and trend analysis tools to extract lessons learned across missions over time. This will help improve spacecraft design and operations based on ongoing anomaly experiences.
Paradis william
This document discusses leveraging scheduling productivity with practical scheduling techniques. It addresses scheduling issues such as unwieldy schedule databases and faulty logic. It then discusses taming the schedule beast through using a scheduler's toolkit, schedule templates, codes to manipulate MS Project data, common views/filters/tables, limiting constraints, and other best practices. The document provides examples of using codes and custom views/filters to effectively organize and display schedule information.
O'keefe william
This document discusses the importance of situation awareness (SA) for project team members. It defines SA as having three levels: perception of elements in the current situation, comprehension of the current situation, and projection of the future status. Good team SA is achieved by turning individual SAs into shared SA through communication. Teams with strong SA prepare more, focus on comprehending and projecting, and maintain awareness through techniques like questioning assumptions and seeking additional information.
Muller ralf
This document discusses theories of leadership and how a project manager's leadership style may impact project success depending on the type of project. It outlines early hypotheses that a PM's competence, including leadership style, is a success factor on projects. It presents a research model linking PM leadership competencies to project success, moderated by factors like project type. Initial interviews found that leadership style is more important on complex projects, and different competencies are needed depending on if a project is technical or involves change. Certain competencies like communication skills and cultural sensitivity were seen as important for different project types and contexts.
Mulenburg jerry
The document discusses project management at NASA. It provides definitions of projects and project management, and traces the evolution of project management from ancient times to the present. It also discusses frameworks for classifying projects based on their complexity, novelty, and pace. Specifically, it introduces the NCTP model for distinguishing project types and analyzing which project management approach is optimal. It analyzes examples like the Denver airport and space shuttle projects using this framework. Finally, it considers some limitations of current project management approaches.
More from NASAPMC (20)
Recently uploaded
2024-6-01-IMPACTSilver-Corp-Presentation.pdf
IMPACT Silver is a pure silver zinc producer with over $260 million in revenue since 2008 and a large 100% owned 210km Mexico land package - 2024 catalysts includes new 14% grade zinc Plomosas mine and 20,000m of fully funded exploration drilling.
Satta Matka Dpboss Matka Guessing Kalyan Chart Indian Matka Kalyan panel Chart
Satta Matka Dpboss Matka Guessing Kalyan Chart Indian Matka Kalyan panel Chart➒➌➎➏➑➐➋➑➐➐Dpboss Matka Guessing Satta Matka Kalyan Chart Indian Matka
SATTA MATKA SATTA FAST RESULT KALYAN TOP MATKA RESULT KALYAN SATTA MATKA FAST RESULT MILAN RATAN RAJDHANI MAIN BAZAR MATKA FAST TIPS RESULT MATKA CHART JODI CHART PANEL CHART FREE FIX GAME SATTAMATKA ! MATKA MOBI SATTA 143 spboss.in TOP NO1 RESULT FULL RATE MATKA ONLINE GAME PLAY BY APP SPBOSSDigital Marketing with a Focus on Sustainability
Digital Marketing best practices including influencer marketing, content creators, and omnichannel marketing for Sustainable Brands at the Sustainable Cosmetics Summit 2024 in New York
Digital Transformation Frameworks: Driving Digital Excellence
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
How to Buy an Engagement Ring.pcffbhfbfghfhptx
Dive into this presentation and learn about the ways in which you can buy an engagement ring. This guide will help you choose the perfect engagement rings for women.
Part 2 Deep Dive: Navigating the 2024 Slowdown
Introduction
The global retail industry has weathered numerous storms, with the financial crisis of 2008 serving as a poignant reminder of the sector's resilience and adaptability. However, as we navigate the complex landscape of 2024, retailers face a unique set of challenges that demand innovative strategies and a fundamental shift in mindset. This white paper contrasts the impact of the 2008 recession on the retail sector with the current headwinds retailers are grappling with, while offering a comprehensive roadmap for success in this new paradigm.
Innovative Uses of Revit in Urban Planning and Design
Discover innovative uses of Revit in urban planning and design, enhancing city landscapes with advanced architectural solutions. Understand how architectural firms are using Revit to transform how processes and outcomes within urban planning and design fields look. They are supplementing work and putting in value through speed and imagination that the architects and planners are placing into composing progressive urban areas that are not only colorful but also pragmatic.
Dpboss Matka Guessing Satta Matta Matka Kalyan panel Chart Indian Matka Dpbos...
Dpboss Matka Guessing Satta Matta Matka Kalyan panel Chart Indian Matka Dpbos...➒➌➎➏➑➐➋➑➐➐Dpboss Matka Guessing Satta Matka Kalyan Chart Indian Matka
Sattamatka.satta.matka.satta matka.kalyan weekly chart.kalyan chart.kalyan jodi chart.kalyan penal chart.kalyan today.kalyan open.fix satta.fix fix fix Satta matka nambarInnovation Management Frameworks: Your Guide to Creativity & Innovation
Innovation Management Frameworks: Your Guide to Creativity & InnovationOperational Excellence Consulting
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentationsBest practices for project execution and delivery
A select set of project management best practices to keep your project on-track, on-cost and aligned to scope. Many firms have don't have the necessary skills, diligence, methods and oversight of their projects; this leads to slippage, higher costs and longer timeframes. Often firms have a history of projects that simply failed to move the needle. These best practices will help your firm avoid these pitfalls but they require fortitude to apply.
Brian Fitzsimmons on the Business Strategy and Content Flywheel of Barstool S...
On episode 272 of the Digital and Social Media Sports Podcast, Neil chatted with Brian Fitzsimmons, Director of Licensing and Business Development for Barstool Sports.
What follows is a collection of snippets from the podcast. To hear the full interview and more, check out the podcast on all podcast platforms and at www.dsmsports.net
Ellen Burstyn: From Detroit Dreamer to Hollywood Legend | CIO Women Magazine
In this article, we will dive into the extraordinary life of Ellen Burstyn, where the curtains rise on a story that's far more attractive than any script.
Garments ERP Software in Bangladesh _ Pridesys IT Ltd.pdf
Pridesys Garments ERP is one of the leading ERP solution provider, especially for Garments industries which is integrated with
different modules that cover all the aspects of your Garments Business. This solution supports multi-currency and multi-location
based operations. It aims at keeping track of all the activities including receiving an order from buyer, costing of order, resource
planning, procurement of raw materials, production management, inventory management, import-export process, order
reconciliation process etc. It’s also integrated with other modules of Pridesys ERP including finance, accounts, HR, supply-chain etc.
With this automated solution you can easily track your business activities and entire operations of your garments manufacturing
proces
How HR Search Helps in Company Success.pdf
HR search is critical to a company's success because it ensures the correct people are in place. HR search integrates workforce capabilities with company goals by painstakingly identifying, screening, and employing qualified candidates, supporting innovation, productivity, and growth. Efficient talent acquisition improves teamwork while encouraging collaboration. Also, it reduces turnover, saves money, and ensures consistency. Furthermore, HR search discovers and develops leadership potential, resulting in a strong pipeline of future leaders. Finally, this strategic approach to recruitment enables businesses to respond to market changes, beat competitors, and achieve long-term success.
TIMES BPO: Business Plan For Startup Industry
Starting a business is like embarking on an unpredictable adventure. It’s a journey filled with highs and lows, victories and defeats. But what if I told you that those setbacks and failures could be the very stepping stones that lead you to fortune? Let’s explore how resilience, adaptability, and strategic thinking can transform adversity into opportunity.
The Most Inspiring Entrepreneurs to Follow in 2024.pdf
In a world where the potential of youth innovation remains vastly untouched, there emerges a guiding light in the form of Norm Goldstein, the Founder and CEO of EduNetwork Partners. His dedication to this cause has earned him recognition as a Congressional Leadership Award recipient.
Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.
This letter, written by Kellen Harkins, Course Director at Full Sail University, commends Anny Love's exemplary performance in the Video Sharing Platforms class. It highlights her dedication, willingness to challenge herself, and exceptional skills in production, editing, and marketing across various video platforms like YouTube, TikTok, and Instagram.
Best Competitive Marble Pricing in Dubai - ☎ 9928909666
Stone Art Hub offers the best competitive Marble Pricing in Dubai, ensuring affordability without compromising quality. With a wide range of exquisite marble options to choose from, you can enhance your spaces with elegance and sophistication. For inquiries or orders, contact us at ☎ 9928909666. Experience luxury at unbeatable prices.
Recently uploaded (20)
Satta Matka Dpboss Matka Guessing Kalyan Chart Indian Matka Kalyan panel Chart
Satta Matka Dpboss Matka Guessing Kalyan Chart Indian Matka Kalyan panel Chart
Digital Transformation Frameworks: Driving Digital Excellence
Digital Transformation Frameworks: Driving Digital Excellence
Innovative Uses of Revit in Urban Planning and Design
Innovative Uses of Revit in Urban Planning and Design
Registered-Establishment-List-in-Uttarakhand-pdf.pdf
Registered-Establishment-List-in-Uttarakhand-pdf.pdf
Dpboss Matka Guessing Satta Matta Matka Kalyan panel Chart Indian Matka Dpbos...
Dpboss Matka Guessing Satta Matta Matka Kalyan panel Chart Indian Matka Dpbos...
Innovation Management Frameworks: Your Guide to Creativity & Innovation
Innovation Management Frameworks: Your Guide to Creativity & Innovation
Brian Fitzsimmons on the Business Strategy and Content Flywheel of Barstool S...
Brian Fitzsimmons on the Business Strategy and Content Flywheel of Barstool S...
Ellen Burstyn: From Detroit Dreamer to Hollywood Legend | CIO Women Magazine
Ellen Burstyn: From Detroit Dreamer to Hollywood Legend | CIO Women Magazine
Garments ERP Software in Bangladesh _ Pridesys IT Ltd.pdf
Garments ERP Software in Bangladesh _ Pridesys IT Ltd.pdf
The Most Inspiring Entrepreneurs to Follow in 2024.pdf
The Most Inspiring Entrepreneurs to Follow in 2024.pdf
Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.
Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.
Best Competitive Marble Pricing in Dubai - ☎ 9928909666
Best Competitive Marble Pricing in Dubai - ☎ 9928909666
Cassidy.jim
- 1. Principles of Project Management Jim Cassidy PMP NASA Headquarters
- 4. PMBOK Project Mgt Processes From PMBOK , Fourth Edition, 2008 Time F O C U S A R E A S
Editor's Notes
- Founded in 1969 and has experienced phenomenal growth through the 1990’s and into this decade. Credited as an outgrowth of WW2 projects. D-Day invasion Lend lease program and convoy logistics Southern Pacific campaigns Manhattan project and atomic weapons uranium and plutonium PMP has rapidly become a worldwide recognized certification promoted by many corporations and often a key to advancement. Close to 260,000 PMP’s world wide PMBOK is the key to the kingdom and the major PMI success
- Initiating 2 Planning 21 Executing 7 Controlling 12 Closing 2 Should come as no surprise that planning is the highest quantity group – analogy of paint job. Short cuts i.e. avoid them if possible. Knowing you are avoiding processes and steps is usually the up front planning Not even knowing you should do something is usually in closing
- You may be juggling numerous projects within your job, or you might be dedicated to a specific project. The key word here is temporary. Programs are most often defined as a collection of projects. Projects can stand alone, or be a means to a definable program deliverable.
- The Triple Constraint is an often cited concept in projects. A NASA term, better - faster - cheaper is often replied with the quip, “Pick two of them.”
- Are your stakeholders the funding unit, the “holder of the budget.” Are the customers likely to want or have a definite need for the deliverable. Or, is the deliverable at the whim of the stakeholder and the customer possibly hostile. Has this project just literally taken of the drawing board and rushed into reality? Or perhaps, has it been “knocked around” for a while now? If you are the PM or a member of the tea, is it a good fit for you? Or are you a reluctant participant? If so, then do something about it.
- PLEASE spend time on these questions and answer them to the best of your knowledge. Can this project be done within the cost constraints of the budget? Or is there empirical evidence that it is cost constrained or mission impossible. Be prepared with flow charts and diagrams as they are always a better representation of functional deliverable and requirements than words. Is there adequate functional requirements? Is the actual Statement of Work readable and a value added document.
- PLEASE have customers and stakeholders sign off on requirements documents. Be prepared in advance to correct misinterpretations and erroneous assumptions from yourself, the team, stakeholders, and customers. Once there is agreement all around then document it and monitor and manage the changes. Visual aids ARE A MUST! Articulate and educate the PM staff and others on specifying and potentially changing requirements documents. Remember configuration management.
- The earlier you are part of or the PM on a project, the more this process will aid in the life cycle of the project. Constraints – there are always constraints – internal or external. Interrelated projects – none, some, or many. Does IFMP come to mind? Please know the customers and the stake holders and identify pitfalls. What is the deliverable? Know it inside and out. Know when you are finished and what the approach is to that. External limitations, possibly legal, or possibly they are actually restraints and not constraints. What is your legal position if any regarding staff, policies, approaches, etc.
- Do not fall into the trap of “I don’t need no stinking project plan.” Or perhaps you think your project is too small. Ha-Ha You will define yourself, the stakeholders, customers, and what you expect of your staff. Every project has a “hand off” to something, somebody, or some process that will own it (O&M). Know what this and plan for it. The project plan is the “tie-in” to all other documents.
- The bigger the project and more complex, the more a WBS becomes a necessity. The WBS is the basic building block for a project. A functional staffing chart IS NOT A WBS. Absolutely necessary for a cost estimate, time sequenced schedule, and Earned Value Management.