Ch03
•Download as PPT, PDF•
0 likes•322 views
The document discusses key aspects of project management including estimating project size, creating workplans, staffing projects, and coordinating project activities. It emphasizes balancing cost, schedule, and performance. Methods like function point analysis, Gantt charts, timeboxing, and defining roles are described for estimation and planning. Risk management, documentation standards, and tools like CASE can improve efficiency.
Report
Share
Report
Share
![Objectives ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]](data:image/gif;base64,R0lGODlhAQABAIAAAAAAAP///yH5BAEAAAAALAAAAAABAAEAAAIBRAA7)
Recommended
Training pm jan 11 part b
This document provides an overview of project management tools and techniques. It discusses the logframe approach, mind mapping, work breakdown structures, Gantt charts, risk analysis, and performance tracking as essential tools. Specific techniques are described, such as using a mind map to identify all tasks and linkages in a project, breaking work down into manageable work packages, using a Gantt chart to plan and monitor the schedule, conducting risk analysis to develop risk responses, and tracking performance indicators to monitor results, time, costs, and scope over the project lifecycle.
Project Management
The document discusses key aspects of project management including defining what constitutes a project and successful project. It outlines various project phases such as planning, execution, monitoring, and presentation. Key aspects that are highlighted include defining project objectives and deliverables, establishing timelines and schedules, managing risks, and keeping stakeholders informed of progress. The overall goal of project management is to deliver projects according to defined scope, time and budget constraints.
Software project management tools
This document discusses project scheduling principles and tools for project management. It outlines key scheduling principles like compartmentalization of tasks, defining interdependencies, allocating time, and assigning responsibilities. It also discusses defining outcomes and milestones. The document then covers steps to create a project schedule including listing deliverables, defining milestones, and developing a work breakdown structure. Finally, it discusses traditional and modern project management tools and their benefits for focusing work and communication to complete projects on time and on budget.
Software engineering 11 project scheduling
Software Engineering : What is project scheduling and what are the various stages for doing software project scheduling
Microsoft_Project_101_How_to_Build_a_Project_Plan.
This document provides an overview of how to build a project plan in Microsoft Project. It covers setting up the project file, entering tasks and task details like durations and dependencies, assigning resources, baselining the project plan, tracking progress by entering actuals, and using views, tables and filters. The key steps are setting up the project with defaults and calendars, entering tasks with details, linking tasks, assigning resources, baselining the original plan, and tracking progress against the baseline.
Top 20 Best Project Management Software
The document provides a summary of the top 20 best project management software. It discusses how traditional project management methods using spreadsheets and post-its are inefficient. It then provides a brief overview of each of the top 20 project management software, including Basecamp, Teamwork Projects, ActiveCollab, Zoho Projects, and Trello. It emphasizes choosing software based on business size, required features, and valued features.
Practical Guide to Useful Project Management Plan
Project Management Plan details how a project will be executed, monitored, and controlled. In general, it should include at least:
1. Scope, Schedule, and Cost Baseline.
2. Subsidiary plans for each knowledge area.
3. Additional information on project nature and life cycle.
Here I describe the possible amount of information a project management plan may include.
The slides are an integral part of a post on Project Management Plan from Project Management Basics. Find the post here: http://pmbasics101.com
Final projectpresentationwk8
The document proposes revising the department's work instruction process to make it more efficient. It notes that the current process takes too long and leads to wasted time and costs. The proposal recommends overhauling inefficiencies, streamlining the instructions, and implementing a new structured 15-minute process. This would save the department over $9,000 per year by reducing the time spent on documentation from 30 minutes to 15 minutes per document. Stakeholder approval will be obtained before implementing the changes.
Recommended
Training pm jan 11 part b
This document provides an overview of project management tools and techniques. It discusses the logframe approach, mind mapping, work breakdown structures, Gantt charts, risk analysis, and performance tracking as essential tools. Specific techniques are described, such as using a mind map to identify all tasks and linkages in a project, breaking work down into manageable work packages, using a Gantt chart to plan and monitor the schedule, conducting risk analysis to develop risk responses, and tracking performance indicators to monitor results, time, costs, and scope over the project lifecycle.
Project Management
The document discusses key aspects of project management including defining what constitutes a project and successful project. It outlines various project phases such as planning, execution, monitoring, and presentation. Key aspects that are highlighted include defining project objectives and deliverables, establishing timelines and schedules, managing risks, and keeping stakeholders informed of progress. The overall goal of project management is to deliver projects according to defined scope, time and budget constraints.
Software project management tools
This document discusses project scheduling principles and tools for project management. It outlines key scheduling principles like compartmentalization of tasks, defining interdependencies, allocating time, and assigning responsibilities. It also discusses defining outcomes and milestones. The document then covers steps to create a project schedule including listing deliverables, defining milestones, and developing a work breakdown structure. Finally, it discusses traditional and modern project management tools and their benefits for focusing work and communication to complete projects on time and on budget.
Software engineering 11 project scheduling
Software Engineering : What is project scheduling and what are the various stages for doing software project scheduling
Microsoft_Project_101_How_to_Build_a_Project_Plan.
This document provides an overview of how to build a project plan in Microsoft Project. It covers setting up the project file, entering tasks and task details like durations and dependencies, assigning resources, baselining the project plan, tracking progress by entering actuals, and using views, tables and filters. The key steps are setting up the project with defaults and calendars, entering tasks with details, linking tasks, assigning resources, baselining the original plan, and tracking progress against the baseline.
Top 20 Best Project Management Software
The document provides a summary of the top 20 best project management software. It discusses how traditional project management methods using spreadsheets and post-its are inefficient. It then provides a brief overview of each of the top 20 project management software, including Basecamp, Teamwork Projects, ActiveCollab, Zoho Projects, and Trello. It emphasizes choosing software based on business size, required features, and valued features.
Practical Guide to Useful Project Management Plan
Project Management Plan details how a project will be executed, monitored, and controlled. In general, it should include at least:
1. Scope, Schedule, and Cost Baseline.
2. Subsidiary plans for each knowledge area.
3. Additional information on project nature and life cycle.
Here I describe the possible amount of information a project management plan may include.
The slides are an integral part of a post on Project Management Plan from Project Management Basics. Find the post here: http://pmbasics101.com
Final projectpresentationwk8
The document proposes revising the department's work instruction process to make it more efficient. It notes that the current process takes too long and leads to wasted time and costs. The proposal recommends overhauling inefficiencies, streamlining the instructions, and implementing a new structured 15-minute process. This would save the department over $9,000 per year by reducing the time spent on documentation from 30 minutes to 15 minutes per document. Stakeholder approval will be obtained before implementing the changes.
Using the work breakdown structure to plan a project
The document discusses using a work breakdown structure (WBS) to plan projects. A WBS breaks a project down into smaller tasks that are easier to estimate timelines and costs for. It should be developed before scheduling and involve those performing the work. The benefits of a WBS include portraying project scope and assigning responsibilities. Once tasks are broken down, estimates can be made by considering resources and historical data. Consensual estimating, where multiple people estimate without discussion, improves accuracy.
Project scheduling and tracking
Project Scheduling in a project refers to roadmap of all activities to be done with specified order and within time slot allotted to each activity.
Project managers tend to define various tasks, and project milestones and they arrange them keeping various factors in mind.
software project scheduling principle
Gantt chart
pert chart
Tracking project schedules
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 Scheduling
Project scheduling involves defining tasks, estimating durations, determining dependencies, assigning resources, and communicating a timeline. The key steps are to create a work breakdown structure, estimate task durations using techniques like three-point estimating, determine relationships between tasks, and finalize the schedule by allocating resources. Project schedules can be modeled and optimized using techniques like what-if scenario analysis, simulation, and resource leveling to balance workloads. Common schedule formats include network diagrams, Gantt charts, and milestones.
Wbs
This document discusses software project management techniques for work breakdown structures (WBS), estimation, and scheduling. It defines the key differences between planning, estimating, and scheduling. It provides guidance on creating a WBS using top-down, bottom-up, or other techniques. Estimation methodologies like algorithmic measures, reuse factors, and the COCOMO model are explained. The importance of understanding deadline types for scheduling is also covered.
Mkcl Project Management Session 3
The document discusses project management and focuses on project execution, control, and closure. It covers requirements management, design, development, integration and testing, deployment, maintenance, and project control activities. Key points include:
- Requirements management is one of the most important but also difficult phases, involving potential disagreements between developers and customers.
- Analysis and design ends with a critical design review and formal sign-off on the functional specification and detailed design documents.
- Integration and testing involves integrating modules using both top-down and bottom-up approaches, as well as various types of testing including integration, load, alpha, and acceptance testing.
- Project control involves ongoing planning, measuring status, comparing to
Project control. Management
This presentation is answering the questions of chapter 11 from Jack Meredith's book,'Project Management', and is about how a project can and has to be controlled.
Project Planning
The document discusses the importance of project planning and control for computing degree projects. It recommends defining requirements, producing a work breakdown structure (WBS) and Gantt chart, estimating task durations, identifying risks, and monitoring progress through milestones and a diary. The planning process ensures feasibility, allows scheduling and monitoring of tasks, and helps address issues early. Regularly evaluating and updating the plan is crucial for degree project success.
Work plan and Scope creep
What is work plan? what are its templates? how is it prepared? why is it necessary?
What is scope growth? What are the reasons? How to tackle it?
Project Schedule Planning and Development - A Guide to Develop Reliable Proje...
Project Schedule Planning and Development - A Guide to Develop Reliable Proje...Indra Pandu Prasetyo
Having a good and reliable project schedule is the first step to have the project completed in timely manner.
Here are steps to plan and develop project schedule that I used in construction projects.Project planning and Scheduling
Project planning involves carefully breaking down a project into logical components using tools like the work breakdown structure and network diagrams to identify dependencies between tasks. This allows project teams to develop accurate schedules, usually in the form of Gantt charts, to coordinate resources and activities to achieve goals on time and on budget. Production planning establishes production rates and resource usage to satisfy customer demand as expressed in sales forecasts, while balancing inventory levels and maintaining a stable workforce over a 6-18 month horizon. The process begins with a sales forecast and may incorporate desired inventory changes to determine the production plan.
Process of Project Planning
The document outlines the project planning process used by Ajcon IT.com Ltd. It discusses key steps in planning including developing the project scope, sequencing activities, estimating durations, determining resource needs, managing quality, communication needs, developing a schedule, procurement planning, identifying risks, and integrating plans. The planning process aims to produce an integrated project plan that defines the work, estimates, resources, roles and responsibilities, and how changes will be managed.
Factors for Successful Projects
I had to do a quick ten minute presentation on "What are the factors needed for successful projects?" Here's what I came up with!
Presentation project management
This document provides an outline for learning about project management. It defines key project management concepts like defining projects, project teams, and the role of the project manager. It explains that project management is needed to coordinate resources, tasks, decisions, spending, and matching resources to tasks. The document also summarizes small-scale projects, managing the project, project operations including processes from initiation to closing, and project control including metrics, budget/cost management, time management, and quality control. Professional project management is critical for project success.
Project Management Tool & Technique of Online Bookstore
Project Management Tool & Technique of Online BookstoreB.Sc in CSE, United International University - UIU, Dhaka
This document discusses and compares three project management tools: Bitrix24, Asana, and OrangeScrum. It provides an overview of the key features of each tool, including planning, collaboration, documentation and reporting capabilities. The pros and cons of each tool are also summarized. Bitrix24 offers Gantt charts and time tracking features but can be overwhelming. Asana allows for real-time collaboration but lacks offline use. OrangeScrum is free and easy to use but has limited Gantt chart and security features.Fundamentals of Project Planning, Scheduling, Monitoring & Control
Fundamentals of Project Planning, Scheduling, Monitoring & ControlAssociation for Project Management
Feedback from the survey undertaken by the attendees
The attendees at each table were provided with a topic related to Project Planning, Scheduling, Monitoring & Control and were asked to list their top 5 ‘good practice’ lessons learned.
Topics: Planning, Change Management, Reporting, Scope, Schedule Management, Risk Management
Change Management 1. Early stakeholder engagement 2. Configuration Control 3. Analyse impacts 4. Risk Management 5. Leadership 6. Evaluation / lessons learned 7. Cost control
Estimating
This document discusses project cost estimation. It explains that estimating is difficult due to lack of specific data, so managers provide wide-ranging estimates. It describes that to estimate costs, one must first estimate the effort, then duration based on effort and resources, and finally costs using labor and non-labor items. It outlines techniques like parametric estimating, analogous estimating, bottom-up estimating, and learning curves. Factors like wishful thinking and expert judgement also impact estimates. Problems can arise from inappropriate estimates, data, or changing contexts. Estimates range from rough to detailed, with bottom-up and parametric offering most accuracy when based on good quality data.
Engineering Economics|Work Breakdown Structure
The document discusses work breakdown structures (WBS), which involve dividing complex projects into simpler, more manageable tasks. A WBS breaks projects down into work packages that can be estimated, supervised, and used to assign responsibilities and allocate resources. It provides a framework for cost estimating, schedule development, and project control. The document outlines different approaches for developing a WBS, such as top-down and brainstorming, and formats for displaying WBS hierarchies.
Project time
This document discusses four aspects of project time management: activity duration estimating, scheduling, milestone planning, and bar/Gantt charts. It provides details on estimating activity durations, developing a schedule using a precedence network to identify dependencies and critical paths, creating milestone plans to track key dates, and using bar/Gantt charts to communicate schedules. The key aspects of project time that managers must plan and track are activity durations, schedules, milestones, and visualizing timelines.
10 key features of microsoft project plan (mpp)
This document outlines 10 key features of Microsoft Project plans (MPP). It discusses setting up the project calendar and holidays; adding tasks and milestones; setting task constraints and dependencies; assigning resources and resource rates; tracking resource usage and leveling; setting a project baseline; measuring progress using a Gantt chart; and generating reports on milestones. The overall purpose of a project plan is to define tasks, timelines, resources, risks, stakeholder commitments, and provide a framework for review and control to deliver the project on time and within budget.
Project planning and project work plan
The document discusses project planning and a project work plan. It describes the planning process, which involves devising a scheme to accomplish the business need for a project. The core planning processes include scope planning, activity definition and sequencing, schedule development, resource planning, cost estimating, and developing the project plan. Facilitating processes support the core processes and involve areas like quality planning, staff acquisition, communication planning, and risk identification. An effective project plan guides project execution, documents assumptions and decisions, facilitates communication, and provides a baseline for monitoring progress. The plan includes elements like specifications, the work breakdown structure, schedules, budgets, and management plans.
Ch14
This document discusses various topics related to system installation and post-installation processes. It covers conversion strategies and change management techniques for implementing a new system. It also addresses cultural issues, training methods, and post-implementation activities like system support and maintenance.
More Related Content
What's hot
Using the work breakdown structure to plan a project
The document discusses using a work breakdown structure (WBS) to plan projects. A WBS breaks a project down into smaller tasks that are easier to estimate timelines and costs for. It should be developed before scheduling and involve those performing the work. The benefits of a WBS include portraying project scope and assigning responsibilities. Once tasks are broken down, estimates can be made by considering resources and historical data. Consensual estimating, where multiple people estimate without discussion, improves accuracy.
Project scheduling and tracking
Project Scheduling in a project refers to roadmap of all activities to be done with specified order and within time slot allotted to each activity.
Project managers tend to define various tasks, and project milestones and they arrange them keeping various factors in mind.
software project scheduling principle
Gantt chart
pert chart
Tracking project schedules
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 Scheduling
Project scheduling involves defining tasks, estimating durations, determining dependencies, assigning resources, and communicating a timeline. The key steps are to create a work breakdown structure, estimate task durations using techniques like three-point estimating, determine relationships between tasks, and finalize the schedule by allocating resources. Project schedules can be modeled and optimized using techniques like what-if scenario analysis, simulation, and resource leveling to balance workloads. Common schedule formats include network diagrams, Gantt charts, and milestones.
Wbs
This document discusses software project management techniques for work breakdown structures (WBS), estimation, and scheduling. It defines the key differences between planning, estimating, and scheduling. It provides guidance on creating a WBS using top-down, bottom-up, or other techniques. Estimation methodologies like algorithmic measures, reuse factors, and the COCOMO model are explained. The importance of understanding deadline types for scheduling is also covered.
Mkcl Project Management Session 3
The document discusses project management and focuses on project execution, control, and closure. It covers requirements management, design, development, integration and testing, deployment, maintenance, and project control activities. Key points include:
- Requirements management is one of the most important but also difficult phases, involving potential disagreements between developers and customers.
- Analysis and design ends with a critical design review and formal sign-off on the functional specification and detailed design documents.
- Integration and testing involves integrating modules using both top-down and bottom-up approaches, as well as various types of testing including integration, load, alpha, and acceptance testing.
- Project control involves ongoing planning, measuring status, comparing to
Project control. Management
This presentation is answering the questions of chapter 11 from Jack Meredith's book,'Project Management', and is about how a project can and has to be controlled.
Project Planning
The document discusses the importance of project planning and control for computing degree projects. It recommends defining requirements, producing a work breakdown structure (WBS) and Gantt chart, estimating task durations, identifying risks, and monitoring progress through milestones and a diary. The planning process ensures feasibility, allows scheduling and monitoring of tasks, and helps address issues early. Regularly evaluating and updating the plan is crucial for degree project success.
Work plan and Scope creep
What is work plan? what are its templates? how is it prepared? why is it necessary?
What is scope growth? What are the reasons? How to tackle it?
Project Schedule Planning and Development - A Guide to Develop Reliable Proje...
Project Schedule Planning and Development - A Guide to Develop Reliable Proje...Indra Pandu Prasetyo
Having a good and reliable project schedule is the first step to have the project completed in timely manner.
Here are steps to plan and develop project schedule that I used in construction projects.Project planning and Scheduling
Project planning involves carefully breaking down a project into logical components using tools like the work breakdown structure and network diagrams to identify dependencies between tasks. This allows project teams to develop accurate schedules, usually in the form of Gantt charts, to coordinate resources and activities to achieve goals on time and on budget. Production planning establishes production rates and resource usage to satisfy customer demand as expressed in sales forecasts, while balancing inventory levels and maintaining a stable workforce over a 6-18 month horizon. The process begins with a sales forecast and may incorporate desired inventory changes to determine the production plan.
Process of Project Planning
The document outlines the project planning process used by Ajcon IT.com Ltd. It discusses key steps in planning including developing the project scope, sequencing activities, estimating durations, determining resource needs, managing quality, communication needs, developing a schedule, procurement planning, identifying risks, and integrating plans. The planning process aims to produce an integrated project plan that defines the work, estimates, resources, roles and responsibilities, and how changes will be managed.
Factors for Successful Projects
I had to do a quick ten minute presentation on "What are the factors needed for successful projects?" Here's what I came up with!
Presentation project management
This document provides an outline for learning about project management. It defines key project management concepts like defining projects, project teams, and the role of the project manager. It explains that project management is needed to coordinate resources, tasks, decisions, spending, and matching resources to tasks. The document also summarizes small-scale projects, managing the project, project operations including processes from initiation to closing, and project control including metrics, budget/cost management, time management, and quality control. Professional project management is critical for project success.
Project Management Tool & Technique of Online Bookstore
Project Management Tool & Technique of Online BookstoreB.Sc in CSE, United International University - UIU, Dhaka
This document discusses and compares three project management tools: Bitrix24, Asana, and OrangeScrum. It provides an overview of the key features of each tool, including planning, collaboration, documentation and reporting capabilities. The pros and cons of each tool are also summarized. Bitrix24 offers Gantt charts and time tracking features but can be overwhelming. Asana allows for real-time collaboration but lacks offline use. OrangeScrum is free and easy to use but has limited Gantt chart and security features.Fundamentals of Project Planning, Scheduling, Monitoring & Control
Fundamentals of Project Planning, Scheduling, Monitoring & ControlAssociation for Project Management
Feedback from the survey undertaken by the attendees
The attendees at each table were provided with a topic related to Project Planning, Scheduling, Monitoring & Control and were asked to list their top 5 ‘good practice’ lessons learned.
Topics: Planning, Change Management, Reporting, Scope, Schedule Management, Risk Management
Change Management 1. Early stakeholder engagement 2. Configuration Control 3. Analyse impacts 4. Risk Management 5. Leadership 6. Evaluation / lessons learned 7. Cost control
Estimating
This document discusses project cost estimation. It explains that estimating is difficult due to lack of specific data, so managers provide wide-ranging estimates. It describes that to estimate costs, one must first estimate the effort, then duration based on effort and resources, and finally costs using labor and non-labor items. It outlines techniques like parametric estimating, analogous estimating, bottom-up estimating, and learning curves. Factors like wishful thinking and expert judgement also impact estimates. Problems can arise from inappropriate estimates, data, or changing contexts. Estimates range from rough to detailed, with bottom-up and parametric offering most accuracy when based on good quality data.
Engineering Economics|Work Breakdown Structure
The document discusses work breakdown structures (WBS), which involve dividing complex projects into simpler, more manageable tasks. A WBS breaks projects down into work packages that can be estimated, supervised, and used to assign responsibilities and allocate resources. It provides a framework for cost estimating, schedule development, and project control. The document outlines different approaches for developing a WBS, such as top-down and brainstorming, and formats for displaying WBS hierarchies.
Project time
This document discusses four aspects of project time management: activity duration estimating, scheduling, milestone planning, and bar/Gantt charts. It provides details on estimating activity durations, developing a schedule using a precedence network to identify dependencies and critical paths, creating milestone plans to track key dates, and using bar/Gantt charts to communicate schedules. The key aspects of project time that managers must plan and track are activity durations, schedules, milestones, and visualizing timelines.
10 key features of microsoft project plan (mpp)
This document outlines 10 key features of Microsoft Project plans (MPP). It discusses setting up the project calendar and holidays; adding tasks and milestones; setting task constraints and dependencies; assigning resources and resource rates; tracking resource usage and leveling; setting a project baseline; measuring progress using a Gantt chart; and generating reports on milestones. The overall purpose of a project plan is to define tasks, timelines, resources, risks, stakeholder commitments, and provide a framework for review and control to deliver the project on time and within budget.
What's hot (20)
Using the work breakdown structure to plan a project
Using the work breakdown structure to plan a project
Project Plan Development - A FlackVentures Training Example
Project Plan Development - A FlackVentures Training Example
Project Schedule Planning and Development - A Guide to Develop Reliable Proje...
Project Schedule Planning and Development - A Guide to Develop Reliable Proje...
Project Management Tool & Technique of Online Bookstore
Project Management Tool & Technique of Online Bookstore
Fundamentals of Project Planning, Scheduling, Monitoring & Control
Fundamentals of Project Planning, Scheduling, Monitoring & Control
Viewers also liked
Project planning and project work plan
The document discusses project planning and a project work plan. It describes the planning process, which involves devising a scheme to accomplish the business need for a project. The core planning processes include scope planning, activity definition and sequencing, schedule development, resource planning, cost estimating, and developing the project plan. Facilitating processes support the core processes and involve areas like quality planning, staff acquisition, communication planning, and risk identification. An effective project plan guides project execution, documents assumptions and decisions, facilitates communication, and provides a baseline for monitoring progress. The plan includes elements like specifications, the work breakdown structure, schedules, budgets, and management plans.
Ch14
This document discusses various topics related to system installation and post-installation processes. It covers conversion strategies and change management techniques for implementing a new system. It also addresses cultural issues, training methods, and post-implementation activities like system support and maintenance.
Ch13
The document discusses key aspects of the system development process including managing programming, designing tests, and developing documentation. It outlines assigning programmers to groups, coordinating activities, and managing schedules. It describes the purpose and types of testing including unit, integration, system, and acceptance tests. It also discusses developing both system and user documentation with reference documents, procedures, tutorials, and online help.
4 steps to perfect project planning
The 4 steps to perfect project planning are: 1) Plan well in advance using tools and techniques to ensure success and avoid wasted time and money. 2) Set smart goals and identify project needs, deliverables, and stakeholders. 3) Create a schedule with tasks, times, and assigned team members. 4) Develop support plans like risk management to address issues and ensure smooth progress. Following these steps allows projects to be delivered on time.
FSD Workplan Template(1)
The document outlines a workplan with the goal of empowering parents and children in Apoyo Escolas (AE) through developing their capabilities and fostering dialogue. The objectives are to 1) create modules to develop personal, social, and protective capabilities for parents and children, and 2) apply workshops and dialogues with parents and children together. Key activities include investigating topics for the modules, organizing the modules, designating workshop dates and times, acquiring necessary materials, and facilitating the workshops. The workplan provides timelines, responsibilities, resources, and indicators for evaluating the objectives.
Social Business Workplan
"Enterprise Social Business" goes beyond social media engagement and "digital transformation" programs are not just about rejuvenating the customer relation.
Project management basics
The document outlines the basic project lifecycle which includes initiation, planning, controlling/executing, and closure. Initiation involves assembling the team and defining the project scope. Planning consists of constructing an initial workplan, estimating resources, costs, and risks, and presenting the full workplan and budget. Controlling/executing monitors and adjusts the workplan and budget while collecting progress reports. Closure includes issuing completion documentation and receiving feedback from the project owner.
140 workplan
The document discusses probabilistic scheduling procedures that account for uncertainty in activity duration estimates. It explains that activity durations can be modeled as random variables with probabilistic distributions, such as normal or beta distributions. Parameters of these distributions can be estimated from historical data to characterize the average duration and variability. This probabilistic approach requires estimating more parameters than deterministic scheduling but provides a more accurate model of schedule risk and uncertainty. Resource requirements are also estimated based on activity duration, number of crews assigned, and resources used per crew.
Ch01
The document introduces the systems development life cycle (SDLC) and its four phases of planning, analysis, design, and implementation. It discusses methodologies like waterfall development and agile development. The Unified Process is introduced as a specific methodology that maps phases and workflows using the Unified Modeling Language (UML). Project teams require a range of technical, business, analytical, and interpersonal skills.
1 workplan
This document outlines the 3 year workplan and timeline for a European PhD in Social Representations and Communication Research. It includes the following key elements:
Year 1 focuses on bibliographic knowledge through literature review and meta-analysis of articles. Year 2 emphasizes advanced research training through theoretical modeling, research design, data collection and analysis. International mobility and networking is also scheduled. Year 3 is dedicated to writing the final thesis report and short article for evaluation, followed by thesis defense in front of an international jury. Summer schools, seminars, and career development activities are also included throughout the 3 years.
The Fintechs
This document discusses fintechs and provides definitions and examples. It begins by defining fintech as the use of technology to make financial systems more efficient. It then discusses what fintechs do, including providing services like lending, payments and money transfers in a more convenient way than traditional banks. The document provides examples of fintech applications and companies. It also discusses topics like open banking, APIs, fintech adoption rates in different parts of the world, and the fintech ecosystem in Turkey.
FinTech - Indonesia OverView by Andri Bw
Financial technology (FinTech) uses software to provide financial services and disrupt incumbent financial systems. In Indonesia, the FinTech ecosystem is growing as the population of 255.5 million includes a large middle class of 88 million, though only 36% of the population owns bank accounts. The market is ripe for FinTech innovation with 83.6 million internet users and 85% of the population using cellular networks, while only 2% of the population are entrepreneurs.
Chapter2
The document discusses various theories of structural change in retailing including the wheel of retailing, dialectic process, and natural selection. It also covers different ways retailers can be classified such as by ownership, operational structure, merchandise offering, retail location, methods of customer interaction, and pricing policy. Examples are provided to illustrate concepts like the wheel of retailing and different retail formats.
Proposal for boosting Sales force effectiveness at ITravelCo
This presentation has been prepared by students of IE business school as part of the making change happen competition. This presentation demonstrates a proposal prepared by students to boost the sales of a leading company (Name changed). The competition was designed by Bain & Co.
Disclaimer: This is a project work prepared by students with limited facts. This has no relevance to any company or firm in real life.
Wharton FinTech - Launching a FinTech Venture
The document provides an overview of the current FinTech market and opportunities for FinTech startups between 2015 and 2020. It discusses how a lack of innovation in traditional financial services and the financial crisis created problems that FinTech startups have addressed with new technology solutions. Examples of successful current FinTech companies like Pave, Second Market, and QuarterSpot illustrate different startup strategies. The document also discusses focusing a startup while staying open to new opportunities, the need for operational profitability and proper capital structure, and the potential for social impact FinTech startups focused on underserved markets like small business lending and financial needs of older populations.
Industry Presentation: eCommerce in Indonesia: Opportunities & Challenges
In this session, Narendrata will share highlights about Indonesia's promising market for eCommerce, but also several challenges in infrastructure, logistics, payment, and also culture. Aside from the basics about entering Indonesia's eCommerce market, Narendrata will also talk about the prominent competition for eCommerce players and how to tackle these players.
(Almost) everything you need to know to start in Fintech
This workshop will provide readers with a global overview of the Fintech world, market dynamics and how London has managed to become a leading Fintech hub. They will learn about the various business models that fall under the Fintech umbrella (Payments, Money transfer, Crowdfunding, Lending, Data & Analytics) and also discuss new banking models that are trying to inspire and shape the bank of the future.
Summary Executive Study Ecommerce 2016
Riset mengenai ecommerce Indonesia, mulai dari penetrasi internet, perilaku konsumen dalam berbelanja online hingga media untuk belanja online.
FinTech Hong Kong Report
Hong Kong's first FinTech report covering the local and regional FinTech opportunities. Subscribe on www.FinTech.Hk to know more
Viewers also liked (20)
Proposal for boosting Sales force effectiveness at ITravelCo
Proposal for boosting Sales force effectiveness at ITravelCo
Industry Presentation: eCommerce in Indonesia: Opportunities & Challenges
Industry Presentation: eCommerce in Indonesia: Opportunities & Challenges
(Almost) everything you need to know to start in Fintech
(Almost) everything you need to know to start in Fintech
Similar to Ch03
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.
PMP Exam Prep - Time Management
This is a presentation I gave at Walsh College to help project managers prepare for the PMP certification exam. It is based on PMBoK 3rd Version.
MIS Project management
This chapter discusses project management techniques for systems analysis and design projects. It covers creating a work breakdown structure and identifying task patterns to develop a schedule. It explains calculating the critical path and using tools like Gantt charts and PERT/CPM charts to schedule and monitor projects. The chapter also discusses risk management, project monitoring and control, reporting, and managing projects for success within budget and schedule.
Managingtripleconstraint aam
Presentacion para Alumnos de distintas Universidades del Capitulo del PMI Lima en la Universdad del Pacifico
9 project planning
The document discusses function point analysis, a technique for estimating the size of a software project based on its functionality. It describes how function points are determined based on five parameters that capture a system's functionality. These parameters include external inputs/outputs, internal files, and external interfaces. The number of function points is then adjusted based on other complexity factors to estimate the final size of the project.
Project Time Management ICTI.ppt
The document discusses project time management and the six key processes involved: define activities, sequence activities, estimate activity resources, estimate activity durations, develop schedule, and control schedule. It provides details on each process, including defining activities and their attributes, determining dependencies between activities, estimating resource needs and durations, developing a schedule using techniques like critical path method, and controlling the project schedule.
Chapter03
The document discusses the key activities and deliverables of the inception phase of a project using the Unified Process (UP) methodology. The inception phase involves identifying business needs, creating a system vision, developing preliminary schedules and budgets, and performing initial risk analysis. Key tasks include developing a work breakdown structure, using tools like Microsoft Project to create a project schedule, and conducting a cost/benefit analysis to evaluate the financial feasibility of the project. The inception phase establishes the foundation for further iterations in developing the software system.
Schedule Development
This document provides guidance on developing project schedules using a methodical, two-step process of schedule design followed by schedule development. It emphasizes separating the conceptual schedule design phase from the detailed schedule development phase. The schedule design phase includes planning the schedule scope, level of detail, activity coding structure, sequencing, and reporting needs. The development phase then builds the detailed schedule based on the design. It provides tips for determining an appropriate level of detail, grouping activities, and developing logic relationships between activities.
Ch23
This document provides an overview of project planning and estimation techniques used in software development. It discusses plan-driven and agile planning approaches. For plan-driven projects, it describes creating a detailed project plan with work breakdown, scheduling, milestones and resource allocation. It also discusses estimation techniques like experience-based estimating and algorithmic models like COCOMO. COCOMO models like application composition, early design, reuse and post-architecture are explained for estimating effort at different stages. Factors affecting accuracy and uncertainty in estimates are also covered.
Ch23-Software Engineering 9
This document summarizes key aspects of project planning and estimation techniques discussed in a lecture. It covers topics like plan-driven vs agile development, project scheduling, estimation models like COCOMO II, and factors that affect estimation accuracy. Project planning involves breaking work into tasks, scheduling, and communicating the plan. Estimation can be experience-based or use algorithmic models factoring in attributes like size, team experience, and complexity.
Project Management
The document discusses several key concepts in project management:
1) Projects often remain 90% complete for a long time as completion approaches, and things that can go wrong often do.
2) Software project management plans specify the technical and managerial approaches to develop software and include functions, tasks, activities, and a hierarchical structure.
3) Project structures can be hierarchical or project-based; project-based structures reduce bureaucracy but can be harder to manage.
L05 time management
This document discusses key concepts for project time management including defining and sequencing activities, estimating activity durations and resources, developing project schedules using techniques like critical path method (CPM) and Gantt charts, and controlling schedules. It defines important terms like activities, milestones, dependencies, network diagrams, critical path, float, crashing and fast tracking.
8 project planning
The document discusses key aspects of planning a software project, including process planning, effort estimation, scheduling, and quality planning. It emphasizes that effective project management is critical for meeting commitments on time and budget. Project planning involves defining processes, estimating effort, creating a schedule, planning for quality, and identifying and mitigating risks. Estimation models and function points are discussed as methods for estimating project size and effort.
Chapter7 database management system.pptx
The chapter discusses project planning, scheduling, and estimation techniques. It covers creating a project plan with tasks, durations, dependencies and resources. Scheduling involves representing the plan with bar charts and staff allocation charts. Estimation is challenging due to uncertainties but becomes more accurate over time. Planning in XP uses story-based planning with iterative selection of stories and releases.
lecture16.ppt
This document discusses various topics related to software project management. It begins by outlining the topics to be covered, including the role of a project manager, project development phases, activities, and organization. It then discusses the key responsibilities and skills required of a project manager. Various project management functions are defined, including planning, organizing, controlling, and terminating a project. Software project phases and activities like planning, scheduling, and team assembly are explained. The document also covers topics like project organization structures, risk management, and common software project risks.
Information Technology Project Management
The document discusses various topics related to project management including scope management, time management, cost management, quality management, and other areas. It provides information on objectives and challenges of project selection, justification and charters. Methods and steps are outlined for writing project charters, scope statements, scope management plans, work breakdown structures, schedules and controlling changes.
Primavera6.0
Primavera P6.0 is a project management software that provides tools for planning, scheduling, resource allocation, monitoring and controlling projects. Some key features include an Organizational Breakdown Structure (OBS) that represents the project management hierarchy, an Enterprise Project Structure (EPS) to organize projects across an organization, unlimited baselines for comparison, and enhanced calendar capabilities. Primavera P6.0 offers a centralized database for collaborative project planning and increased efficiency of project management.
Planning and Resourcing a Project
Identifying Requirements, Creating the Work Breakdown structure, Developing the Project Schedule, Developing a Project Cost Estimate, Planning Quality, Organizing the Project Team, Planning for Potential Risks
Triple Constraints of Projects: Scope, Cost & Schedule
This document discusses project scope management and time management. It provides details on the key processes for each, including scope planning, definition, verification and control. For time management, it outlines the processes of activity definition, sequencing, resource and duration estimating, schedule development, and schedule control. The goal of both scope and time management is to ensure projects are completed on time and within budget by defining and controlling the work to be performed.
Software Development Metrics-JPayne
The document discusses measuring team performance on software development projects. It notes that projects can vary in people, specifications, languages, complexity and processes, making comparisons difficult. It proposes using size as a normalization factor to measure productivity. Size can be represented by requirements, story points, lines of code and other metrics. Key metrics discussed are duration, effort, productivity and defects. Reducing flow time and batch size are also recommended to improve quality. Normalizing for complexity factors would allow better comparison of team performance across different projects.
Similar to Ch03 (20)
Triple Constraints of Projects: Scope, Cost & Schedule
Triple Constraints of Projects: Scope, Cost & Schedule
More from 蕭美蓮
Ch12
The document discusses the physical architecture layer of a system. It describes common architectures like server-based, client-based, and client-server. Client-server is the most common and can have multiple tiers. Distributed objects computing uses middleware. Key considerations in selecting an architecture are costs, development ease, and scalability. The physical design is represented using deployment diagrams and network models. Nonfunctional requirements like performance, security, and cultural factors also influence the physical architecture design.
Ch11
This document outlines principles and processes for user interface design. It discusses layout, content awareness, aesthetics, user experience, consistency and minimal effort as key principles. The five-step design process involves use scenario development, interface structure design, standards design, prototyping and evaluation. Common techniques for navigation, input and output design are also reviewed. Nonfunctional requirements can affect the human-computer interaction layer.
Ch10
This chapter discusses database design and the data management layer. It covers selecting an object persistence format like files or relational databases, mapping problem domain objects to that format, optimizing the storage through normalization, and designing data access and manipulation classes. The goals are to familiarize with persistence formats, map objects to formats, apply normalization to optimize relational databases, and design data access classes.
Ch09
This document discusses key concepts in class and method design including coupling, cohesion, encapsulation, inheritance, polymorphism, and design criteria such as coupling and cohesion. It describes activities for object design such as specifying additional details, identifying reuse opportunities, and restructuring designs. It also covers defining constraints and contracts, and creating method specifications in structured English or pseudocode.
Ch08
The document discusses system design, including verifying analysis models, evolving models into design, using packages and diagrams, and design strategies. Key points covered include validating analysis models through peer reviews; evolving models through factoring, partitioning, and layers; using package diagrams to group classes; and considering custom, packaged, and outsourced design strategies. The design process involves developing an alternative matrix to evaluate options and issuing requests for proposals.
Ch07
This document discusses behavioral models in UML including interaction diagrams, behavioral state machines, and CRUD analysis. It provides guidelines for creating sequence diagrams and state machines, including identifying participating objects, messages, states, transitions, and validation steps. Sequence diagrams illustrate object interactions through messages while state machines show an object's states and transitions in response to events. CRUD analysis maps objects and their create, read, update, and delete interactions at a system-wide level.
Ch06
The document discusses structural models, class diagrams, and the process of creating CRC cards and class diagrams. It provides definitions of key concepts like classes, attributes, operations, and relationships. It describes the elements of class diagrams including classes, attributes, operations, multiplicities, and how to simplify complex diagrams. It outlines a 7 step process for creating CRC cards and class diagrams including identifying objects, role-playing CRC cards, and reviewing the models.
Ch05
This document discusses use case diagrams and how to create them. It covers use case elements like actors, relationships, and flows. Guidelines are provided for writing use cases and creating use case diagrams. The document also describes how to estimate project size and effort using use case points, which involves classifying actors and use cases, applying technical and environmental factors, and calculating adjusted use case points and estimated effort.
Ch04
The document discusses requirements analysis techniques including interviews, JAD sessions, questionnaires, document analysis and observation. It describes strategies for requirements analysis like business process automation, improvement and reengineering. Finally, it explains that the system proposal is the result of planning and analysis phases and includes an executive summary, requirements definition and system models.
Ch02
This document discusses project identification, selection, and feasibility analysis. It explains that projects should be driven by business needs and provide business value. A feasibility analysis evaluates the technical, economic, and organizational feasibility of a project. It also discusses how organizations should select projects through a deliberate process aligned with business goals, rather than based on political factors or other arbitrary methods.
Ch03
- 1. Chapter 3: Project Management
- 5. Cost Schedule Performance Trade-offs Cost Schedule Performance Project management involves balancing trade-offs among the three key project parameters Project
- 7. Function Point Approach Estimate System Size (function points and lines of code) Estimate Effort Required (person-months) Estimate Time Required (months)
- 8. CREATING AND MANAGING THE WORKPLAN
- 10. Sample Task
- 13. Gantt Chart
- 25. Standards
- 27. Managing Risk