Chap016-Oversight
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The document discusses project oversight and its importance. Project oversight aims to ensure projects meet organizational standards and procedures while supporting project managers. Oversight activities include project selection, portfolio management, and assessing the maturity of the organization's project management system. Oversight functions provide support to project managers, influence performance measures, and determine the environment in which projects are managed. Current trends show an increase in the scope and strategic focus of project management through approaches like portfolio and phase gate methodologies.
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Chap 3 Organization Structure
There are three main ways to organize projects: functional organization, dedicated project teams, and matrix structure. A functional organization delegates different parts of the project to respective functional units but can lack focus and integration. Dedicated project teams are fully dedicated to projects but are expensive with limited expertise. A matrix structure uses a hybrid approach with dual reporting to functional and project managers, optimizing resources while achieving integration. The best structure depends on factors like project importance, resources available, and needs for integration or expertise. Organizational culture also impacts project organization by providing norms and expectations projects must navigate.
Chap 1 Modern Project Management
The document introduces project management concepts. It defines a project as a complex, non-routine effort with defined time, budget and performance requirements to meet customer needs. It contrasts projects with routine work and programs. Key stakeholders in projects are identified as the project sponsor, project manager, project team and organization. Common causes of project failure include lack of executive support, unclear objectives and inexperienced team members. The project life cycle and importance of project management are discussed.
Chap 2 Organization Strategy
The document discusses organization strategy and project selection. It defines key strategic concepts like competitive advantage and strategic intent. It also outlines the strategic management process, which includes reviewing the organizational mission, setting long-range goals and objectives, analyzing strategies to reach objectives, and implementing strategies through projects. The document emphasizes linking projects to the organizational strategy and discusses various financial and non-financial models for project selection and portfolio management.
Chap 5 Estimating Project Times
The document discusses various methods for estimating project times and costs, including top-down and bottom-up approaches. Top-down approaches include consensus methods, ratio methods, and the apportion method. Bottom-up approaches include the template method, parametric procedures applied to specific tasks, and detailed estimates for work packages. Estimates should be refined as risks and details become clearer, and contingency funds and time buffers can be added to offset uncertainty.
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Chapter 7 managing risk
This document discusses risk management for projects. It defines risk management as proactively recognizing and managing threats that could impact a project's success. The risk management process involves four steps: 1) identifying risks, 2) assessing risks, 3) developing risk responses, and 4) monitoring risks and implementing responses. Key aspects of the process include developing a risk breakdown structure, risk assessment matrices, and contingency plans to mitigate impacts if risks occur. The document emphasizes the benefits of formal risk management for improving project control and outcomes.
Chap 4 Defining A Project
The document discusses defining the scope, priorities, and work breakdown structure (WBS) of a project in 5 steps: 1) defining the project scope, 2) establishing priorities, 3) creating a WBS, 4) integrating the WBS with the organizational structure, and 5) coding the WBS for an information system. It emphasizes that the scope, WBS, and organizational responsibilities should be clearly defined to plan, monitor, and control the project.
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Chap 3 Organization Structure
There are three main ways to organize projects: functional organization, dedicated project teams, and matrix structure. A functional organization delegates different parts of the project to respective functional units but can lack focus and integration. Dedicated project teams are fully dedicated to projects but are expensive with limited expertise. A matrix structure uses a hybrid approach with dual reporting to functional and project managers, optimizing resources while achieving integration. The best structure depends on factors like project importance, resources available, and needs for integration or expertise. Organizational culture also impacts project organization by providing norms and expectations projects must navigate.
Chap 1 Modern Project Management
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Chap 2 Organization Strategy
The document discusses organization strategy and project selection. It defines key strategic concepts like competitive advantage and strategic intent. It also outlines the strategic management process, which includes reviewing the organizational mission, setting long-range goals and objectives, analyzing strategies to reach objectives, and implementing strategies through projects. The document emphasizes linking projects to the organizational strategy and discusses various financial and non-financial models for project selection and portfolio management.
Chap 5 Estimating Project Times
The document discusses various methods for estimating project times and costs, including top-down and bottom-up approaches. Top-down approaches include consensus methods, ratio methods, and the apportion method. Bottom-up approaches include the template method, parametric procedures applied to specific tasks, and detailed estimates for work packages. Estimates should be refined as risks and details become clearer, and contingency funds and time buffers can be added to offset uncertainty.
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Chapter 7 managing risk
This document discusses risk management for projects. It defines risk management as proactively recognizing and managing threats that could impact a project's success. The risk management process involves four steps: 1) identifying risks, 2) assessing risks, 3) developing risk responses, and 4) monitoring risks and implementing responses. Key aspects of the process include developing a risk breakdown structure, risk assessment matrices, and contingency plans to mitigate impacts if risks occur. The document emphasizes the benefits of formal risk management for improving project control and outcomes.
Chap 4 Defining A Project
The document discusses defining the scope, priorities, and work breakdown structure (WBS) of a project in 5 steps: 1) defining the project scope, 2) establishing priorities, 3) creating a WBS, 4) integrating the WBS with the organizational structure, and 5) coding the WBS for an information system. It emphasizes that the scope, WBS, and organizational responsibilities should be clearly defined to plan, monitor, and control the project.
Project management
This document provides an introduction and overview of the book "Project Management: A Managerial Approach" by Jack R. Meredith and Samuel J. Mantel. It discusses the growing use of project management in business and organizations. It positions the book as taking a managerial perspective on project management rather than a technical or specialized focus. The introduction explains that the book is intended to teach students how to manage projects from a holistic viewpoint.
4. the project in the organizational structure
This document discusses organizational structures for managing projects. It describes how firms typically develop organizational structures as they grow, with a focus on specialization. Functional, projectized, and matrix organizational structures are described and their pros and cons for managing projects are discussed. The document also discusses challenges for project managers, including acquiring resources and dealing with uncertainty. It introduces the concept of a Project Management Office to help manage administrative and process issues for projects. Key factors in managing project teams such as political skills, motivation, and conflict resolution are also covered.
Project management chapter 1 notes
This document provides an overview of project management concepts including:
- The definition of a project as having a purpose, being realistic, limited in time and space, complex, collective, unique, an adventure, and assessable.
- Project management is organizing people, equipment, and procedures to complete a project on time and budget. The typical project management process includes definition, planning, execution, control, and closure.
- Key parameters that constrain every project are scope, quality, time, cost, and resources. The scope triangle illustrates the relationship between these parameters.
- Other concepts discussed include the differences between a project and a program, project creep which can jeopardize objectives, and notes on specific types of
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Traditional project management methods are based on scientific principles considered “normal science,” but lack a theoretical basis for this approach. These principles make use of linear step–wise refinement of the project management processes using a planning–as–management paradigm. Plans made in this paradigm are adjusted by linear feedback methods. These plans cannot cope with the multiple interacting and continuously changing technology and market forces. They behave as a linear, deterministic, Closed–Loop control system.
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The document discusses the role and responsibilities of a project manager. It states that a project manager is responsible for implementing and completing projects on time and on budget by selecting team members, ensuring resources and facilities are available, and taking care of routine details. A project manager takes a generalist approach compared to functional managers who are specialists. The document outlines various responsibilities of a project manager to the parent organization, project, and project team members. It also discusses challenges project managers may face like acquiring adequate resources, dealing with obstacles, and communicating effectively.
Project audit & closure
The document discusses the process of closing down a project. It identifies major tasks in project closure as evaluating if the project delivered expected benefits to stakeholders and assessing what was done well and what could be improved. Key aspects of closure include getting sign-off from customers, reassigning team members, evaluating performance, and creating a final report. It also stresses the importance of retrospective reviews to identify lessons learned and improve future projects. Conducting reviews and evaluations helps ensure projects and organizations continuously improve.
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This document provides an introduction to project management. It defines what a project is and explains that project management involves planning, organizing, and controlling project activities to meet stakeholder needs. The key aspects of project management are the triple constraint of scope, time and cost. There are nine knowledge areas that project managers must understand, including scope, time, cost, quality, and risk management. The document also discusses the differences between projects, programs and portfolios and provides an overview of the project management life cycle and processes.
Chap011
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2) Constructing the network using AON, with activities represented by nodes and dependencies by arrows.
3) Performing forward and backward passes to calculate earliest/latest start and finish times and determine the critical path.
4) Analyzing slack to identify which activities have no flexibility in scheduling.
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This document provides an introduction to project management. It discusses key statistics about the project management industry and the benefits of qualified project managers. Common challenges that cause IT projects to fail are outlined, such as unclear objectives and unrealistic schedules. The five process groups of project management are introduced as well as typical project management methodologies like waterfall and agile. Popular project management software applications and certifications are also mentioned.
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Practical Project Management - full course
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11. Project Communication Management
Project communications management involves identifying stakeholders, planning communications, distributing information, managing stakeholder expectations, and reporting performance. Effective communication is key, as project managers spend most of their time communicating. The communication process includes encoding messages, transmitting messages through a medium which can include noise, and decoding the message. Planning communications involves analyzing requirements, selecting communication methods and models. Information is then distributed according to the plan using various written and verbal techniques. Stakeholder expectations are managed through applying communication and interpersonal skills. Performance is reported using tools like Gantt charts and S-curves.
Chap007
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- The risk management process involves identifying risks, analyzing their probability and impact, developing responses, and controlling risk over the project life cycle.
- Risk assessment methods include risk breakdown structures, risk matrices, probability analysis using decision trees and PERT, and scenario analysis.
- Common risk responses are mitigating, avoiding, transferring, and retaining risks. Contingency planning is also discussed.
- Change management processes help control risks and updates to the project in response to changes. Monitoring risks and updating risk responses is an ongoing process.
Chap012
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4. the project in the organizational structure
This document discusses organizational structures for managing projects. It describes how firms typically develop organizational structures as they grow, with a focus on specialization. Functional, projectized, and matrix organizational structures are described and their pros and cons for managing projects are discussed. The document also discusses challenges for project managers, including acquiring resources and dealing with uncertainty. It introduces the concept of a Project Management Office to help manage administrative and process issues for projects. Key factors in managing project teams such as political skills, motivation, and conflict resolution are also covered.
Project management chapter 1 notes
This document provides an overview of project management concepts including:
- The definition of a project as having a purpose, being realistic, limited in time and space, complex, collective, unique, an adventure, and assessable.
- Project management is organizing people, equipment, and procedures to complete a project on time and budget. The typical project management process includes definition, planning, execution, control, and closure.
- Key parameters that constrain every project are scope, quality, time, cost, and resources. The scope triangle illustrates the relationship between these parameters.
- Other concepts discussed include the differences between a project and a program, project creep which can jeopardize objectives, and notes on specific types of
Theory of Project Management
Traditional project management methods are based on scientific principles considered “normal science,” but lack a theoretical basis for this approach. These principles make use of linear step–wise refinement of the project management processes using a planning–as–management paradigm. Plans made in this paradigm are adjusted by linear feedback methods. These plans cannot cope with the multiple interacting and continuously changing technology and market forces. They behave as a linear, deterministic, Closed–Loop control system.
Project manager
The document discusses the role and responsibilities of a project manager. It states that a project manager is responsible for implementing and completing projects on time and on budget by selecting team members, ensuring resources and facilities are available, and taking care of routine details. A project manager takes a generalist approach compared to functional managers who are specialists. The document outlines various responsibilities of a project manager to the parent organization, project, and project team members. It also discusses challenges project managers may face like acquiring adequate resources, dealing with obstacles, and communicating effectively.
Project audit & closure
The document discusses the process of closing down a project. It identifies major tasks in project closure as evaluating if the project delivered expected benefits to stakeholders and assessing what was done well and what could be improved. Key aspects of closure include getting sign-off from customers, reassigning team members, evaluating performance, and creating a final report. It also stresses the importance of retrospective reviews to identify lessons learned and improve future projects. Conducting reviews and evaluations helps ensure projects and organizations continuously improve.
Introduction to Project Management
This document provides an introduction to project management. It defines what a project is and explains that project management involves planning, organizing, and controlling project activities to meet stakeholder needs. The key aspects of project management are the triple constraint of scope, time and cost. There are nine knowledge areas that project managers must understand, including scope, time, cost, quality, and risk management. The document also discusses the differences between projects, programs and portfolios and provides an overview of the project management life cycle and processes.
Chap011
Managing Project Teams discusses high-performing teams and how to develop effective project teams. It outlines the five stages of team development: forming, storming, norming, performing, and adjourning. Conditions that favor development of high-performing project teams include having 10 or fewer voluntary members who are fully dedicated to the team and its compelling objective. The chapter also discusses recruiting members, conducting meetings, establishing a team identity, managing rewards and conflicts, and challenges of virtual teams.
Chap 6 Developing A Project Plan
The document discusses developing a project plan and network. It covers constructing a project network using activity-on-node (AON) terminology. The key steps are:
1) Developing a work breakdown structure (WBS) and identifying each activity with a unique number.
2) Constructing the network using AON, with activities represented by nodes and dependencies by arrows.
3) Performing forward and backward passes to calculate earliest/latest start and finish times and determine the critical path.
4) Analyzing slack to identify which activities have no flexibility in scheduling.
Stakeholder analysis
The document discusses stakeholder management for projects. It defines stakeholders as individuals or groups that can impact or be impacted by a project. It identifies the key steps as identifying stakeholders, understanding their interests and importance, planning engagement strategies, and controlling stakeholder satisfaction. The role of the project manager is to perform stakeholder analysis, identify how stakeholders are impacted, develop cooperation, and ensure successful project outcomes. Stakeholder management aims to increase support and minimize resistance through engagement, communication, and addressing concerns.
Chap002
This document provides an overview of project portfolio management and the strategic management process. It discusses the importance of understanding an organization's strategy and how project selection needs to be aligned with strategic goals and objectives. It also describes the key steps in portfolio management, including defining selection criteria, evaluating project proposals, and prioritizing a portfolio of projects. Financial models like payback period and net present value are presented as well as qualitative strategic criteria that can be used to evaluate projects. The role of senior management and a priority team in managing the project portfolio is also summarized.
Strategic management-concepts
this slide considered an introduction and description of Strategic management, which you all will enjoy it.
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The document provides study notes on project management concepts from the PMBOK. It covers key topics such as the project life cycle, organizational structures that influence projects, and the nine knowledge areas of project management. The project life cycle involves dividing a project into sequential phases with increasing cost and staffing levels and decreasing risks and stakeholder influence. Organizational structures range from functional to projectized, with varying levels of project manager authority and resource availability. The nine knowledge areas are integration, scope, time, cost, quality, human resources, communications, risk, and procurement management.
Chapter 2 performance management-process
This document outlines an organization's performance management process (PMP). It includes an overview of the PMP's goals of maximizing employee engagement, development, and performance throughout the employment lifecycle. Key components of the PMP include aligning individual goals with department goals, providing regular feedback, linking performance to compensation/rewards, and focusing on employee development, talent management, and succession planning. The document provides details on developing SMART goals, tools used in the PMP, conducting performance dialogues, assessing performance, and developing individual development plans to help employees advance their careers.
Project governance
This document discusses project governance for the "STAR Service Center" case study. It begins with an introduction to the project and outlines the project governance framework, which included a project owner, director, board, manager, and team. It then analyzes the case study based on four principles of effective project governance: ensuring single accountability, aligning ownership with service delivery, separating stakeholder and decision-making roles, and distinguishing project and organizational governance structures. The analysis finds that accountability was clear but some roles like the senior user were not well-defined initially. It also notes that the director had multiple roles that may have contributed to project delays. In conclusion, it recommends following a clear governance framework and avoiding multi-role players to help projects
Introduction to Project Management by Javid Hamdard
This document provides an introduction to project management. It discusses key statistics about the project management industry and the benefits of qualified project managers. Common challenges that cause IT projects to fail are outlined, such as unclear objectives and unrealistic schedules. The five process groups of project management are introduced as well as typical project management methodologies like waterfall and agile. Popular project management software applications and certifications are also mentioned.
Project Management
The document outlines an agenda for a project management seminar. It will cover topics such as project governance, the project management knowledge areas, methodology, fundamentals, and introductions. The seminar leader has a background in information technology and project management. Breakout sessions are planned to discuss identifying potential projects, writing a project charter, and prioritizing projects. The seminar aims to provide an overview of key project management concepts.
Strategic management ppt
Strategic management involves four key components: environmental scanning, strategy formulation, strategy implementation, and evaluation and control. The process begins with assessing internal and external factors, then formulating objectives and strategies. Implementation involves developing programs, budgets, and procedures. Finally, performance is monitored and strategies are adapted based on evaluation. The overall process aims to determine the organization's long-term path and manage change.
Practical Project Management - full course
The three key principles of project management are planning, communication, and risk management. Planning involves defining the project activities, schedule, resources, and dependencies. Communication involves regularly informing all stakeholders about the project. Risk management involves identifying, evaluating, and mitigating potential risks to the project. Regular monitoring and adaptation are also important aspects of effective project management.
Managing project teams
Managing project teams involves forming teams comprised of members from different groups and functions assigned to a common project. An effective project team exhibits high performance, synergy, a shared purpose, uses individual talents, and maintains a problem-solving focus. Developing high-performance teams requires recruiting qualified members, establishing clear roles and authority, decision-making processes, and managing conflict constructively. Leading project teams requires caring for both the project's and members' success through effective communication, meetings, and addressing challenges that can arise.
11. Project Communication Management
Project communications management involves identifying stakeholders, planning communications, distributing information, managing stakeholder expectations, and reporting performance. Effective communication is key, as project managers spend most of their time communicating. The communication process includes encoding messages, transmitting messages through a medium which can include noise, and decoding the message. Planning communications involves analyzing requirements, selecting communication methods and models. Information is then distributed according to the plan using various written and verbal techniques. Stakeholder expectations are managed through applying communication and interpersonal skills. Performance is reported using tools like Gantt charts and S-curves.
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Introduction to Project Management by Javid Hamdard
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Chap007
This document discusses risk management processes and techniques. It provides an overview of risk identification, assessment, response, and monitoring. Key aspects covered include:
- The risk management process involves identifying risks, analyzing their probability and impact, developing responses, and controlling risk over the project life cycle.
- Risk assessment methods include risk breakdown structures, risk matrices, probability analysis using decision trees and PERT, and scenario analysis.
- Common risk responses are mitigating, avoiding, transferring, and retaining risks. Contingency planning is also discussed.
- Change management processes help control risks and updates to the project in response to changes. Monitoring risks and updating risk responses is an ongoing process.
Chap012
The document discusses partnering, outsourcing project work, strategies for communicating with outsourcers, preproject activities to set the stage for successful partnering, project implementation to sustain collaborative relationships, project completion and celebration of success, why partnering efforts fail, advantages of long-term partnerships, the art of negotiating, managing customer relations, and key terms.
Chap010
1. The document discusses the differences between managing a project and leading a project, with managing involving tasks like planning and monitoring while leading involves coping with change and providing direction.
2. It also discusses the importance of managing stakeholders and building relationships with them by exchanging favors and resources. Different stakeholders have different priorities and influences.
3. Effective project managers build social networks, initiate contact with key players, and provide encouragement to resolve conflicts and ensure cooperation across the project team and stakeholders.
Chap015
The document discusses international projects and factors to consider when working abroad. It covers types of international projects, environmental factors like political stability and infrastructure, and cultural differences. Managing projects internationally requires understanding different cultural orientations to time, relationships, and work. Selecting and training managers for international assignments involves considering their experience with other cultures and providing training on cultural norms.
Chap004
The document outlines the steps for defining a project scope and establishing priorities, including creating a work breakdown structure (WBS) and integrating it with the organizational structure. The key steps are: 1) defining the project scope and deliverables; 2) establishing project priorities by considering trade-offs between cost, time and performance; 3) creating a hierarchical WBS that identifies work elements and their relationships; 4) integrating the WBS with the organizational breakdown structure to assign responsibilities; and 5) coding the WBS for project management and reporting.
Chap003
The document discusses different project management structures for organizing projects within organizations. It describes the functional structure, where different project segments are delegated to respective functional units, and the dedicated team structure, where teams operate separately under a project manager. It also discusses the matrix structure, a hybrid that overlays the functional structure, with project participants reporting to both functional and project managers. The best structure balances project and organizational needs based on factors like project size, importance, and resources available. Organizational culture also influences appropriate project management structures.
Chap006
This document discusses developing project plans and networks. It provides terminology for project network components like activities, paths, and critical paths. It explains how to construct activity-on-node networks and perform forward and backward passes to calculate early/late start and finish times. The document also discusses determining slack, incorporating lags and hammock activities to make networks more realistic, and gives examples of network diagrams.
Chap008
This document discusses resource scheduling and costs for projects. It covers resource constraints that can impact project schedules, including limited resources, bottlenecks, and resource demands across multiple projects. Methods for allocating resources are presented, such as leveling resource demands to smooth resource utilization for time-constrained projects and using heuristics like minimum slack for resource-constrained projects. The impacts of resource-constrained scheduling, such as reduced flexibility and increased criticality, are also summarized.
Chap005
Estimating project times and costs is important for several reasons such as supporting good decisions, scheduling work, determining project duration and cost, developing cash flow needs, and establishing baselines. There are two main approaches for estimating - top-down which uses experience to determine overall duration and cost, and bottom-up which develops work packages and associated costs. It is generally preferred to make initial rough top-down estimates, develop a work breakdown structure, make bottom-up estimates, then reconcile any differences between the two approaches.
Chap001
A project is a complex, non-routine endeavor with defined objectives, timelines, budgets, resources and performance specifications to meet customer needs. It requires cross-organizational participation and doing something not done before. A program is a group of related projects working toward a common goal over an extended period. Projects are compared to routine work and have a defined life cycle from initiation to closure. Effective project management requires integrating activities, prioritizing projects, and balancing technical and sociocultural dimensions.
Chap010
The document discusses managing versus leading a project and describes the key differences. It also covers managing project stakeholders, building social networks, and using influence as a form of exchange. Effective project managers exhibit qualities like systems thinking, integrity, being proactive, and having strong emotional intelligence. Building relationships with stakeholders before they are needed is an important suggestion.
Chap002
Project managers need to understand their organization's strategic management process to ensure projects are properly aligned. This involves responding to changes in strategy, environmental factors, and resource allocation. A project portfolio system can help by classifying projects, using financial and strategic selection criteria, and managing the portfolio to reduce issues like the implementation gap and organizational politics. Project proposals are evaluated and prioritized using tools like weighted scoring models to select those that best achieve organizational goals.
Chap014
The document discusses several key aspects of project closure including evaluating if the project met its goals and stakeholder satisfaction, identifying lessons learned to improve future projects, and conducting performance reviews of team members. It also describes different types of project closure and considerations for developing a closeout plan. Components of a final project report and conducting retrospectives to capture lessons learned are outlined.
Chap007
The document discusses risk management processes for projects. It defines risk management as proactively identifying risks and developing plans to minimize their impact. The key steps are: 1) identifying risks, 2) assessing their probability and impact, 3) developing responses like mitigating, avoiding, transferring or retaining risks, and 4) controlling risk response through monitoring and contingency plans. Contingency plans are alternative plans to reduce the impact of foreseeable risks. Contingency funding and time buffers are also important risk management tactics.
Chap001
A project is a complex, non-routine endeavor with defined objectives, timelines, budgets, resources and performance specifications to meet customer needs. It requires cross-organizational participation and doing something not done before. A program is a group of related projects working toward a common goal over an extended period. Projects differ from routine work in their complexity, novelty, resources, and time constraints. The project life cycle includes initiation, planning, execution, monitoring and control, and closing.
Chap001 (1)
This chapter provides an overview of project management. It defines what a project is, distinguishing it from routine work and programs. A project is a complex, non-routine effort limited by constraints and aimed at meeting customer needs. It has a defined start and end and requires cross-organizational participation. The chapter also discusses the challenges project managers face in coordinating resources and people to ensure project success. Finally, it introduces the concept of integrated project management systems and portfolio management to help organizations strategically manage all their projects.
Chap004 (1)
This chapter discusses defining the project scope through establishing a work breakdown structure (WBS). It outlines five steps: 1) defining the project scope, 2) establishing project priorities, 3) creating a WBS, 4) integrating the WBS with the organization, and 5) coding the WBS for information systems. The WBS breaks down the project into deliverables, work packages, and sub-packages in a hierarchical structure. It helps manage the project plan, schedule, and budget and defines communication channels. The chapter also covers responsibility matrices and project communication plans.
Chap002
Project managers need to understand their organization's strategic management process to ensure projects are properly aligned. This involves responding to changes in strategy, environmental factors, and resource allocation. A project portfolio system can help by classifying projects, using financial and strategic selection criteria, and managing the portfolio to reduce issues like the implementation gap and organizational politics. Project proposals are evaluated and prioritized using tools like weighted scoring models to select those that best achieve organizational goals.
Chap004
The document outlines the steps for defining a project scope and structure. It discusses defining the project scope, establishing priorities, creating a work breakdown structure (WBS), integrating the WBS with the organizational structure, and coding the WBS for an information system. The WBS is a hierarchical outline that breaks down the project deliverables and work elements. It helps manage the project plan, schedule, budget and assign responsibilities.
Petronas Project Oversight and Corporate Governance System Requirements
Petronas Project Oversight and Corporate Governance System RequirementsDarren Surin, BSc, MBA, PMP, ITIL
The document outlines the requirements for a project governance system for Petronas. It discusses (1) the need for a system integrator to develop technologies that can integrate with existing systems, (2) the governance framework which includes 5 levels to provide oversight, monitoring, data analysis and reporting, and (3) how the system would allow Petronas to have full visibility into project data through dashboards, alerts, and reporting across the entire project lifecycle.Viewers also liked (20)
Petronas Project Oversight and Corporate Governance System Requirements
Petronas Project Oversight and Corporate Governance System Requirements
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071 Maturity Assessment
This document discusses organizational project management maturity assessments. It provides an overview of the purpose and objectives of assessments, which are to evaluate an organization's project management practices, identify gaps, and provide recommendations to improve capabilities. A five-level model is described that organizations can use to stage continuous improvements, from informal practices to optimized processes. Conducting regular assessments can help organizations benchmark progress and prioritize further developments.
The 5 Critical Elements to Creating a Project Management Center of Excellence
The 5 Critical Elements to Creating a Project Management Center of ExcellenceFlevy.com Best Practices
Original article from the Flevy business blog can be found here:
http://flevy.com/blog/the-5-critical-elements-to-creating-a-project-management-centre-of-excellence/
Creating a Project Management Centre of Excellence is the driving force that takes an organization forward to realize their project management mandate. It encompasses the process of creating a strategy for project management, re-shaping the culture to be more focused on the consistency in the management of projects and implementing a project management process.
Creating a Project Management Centre of Excellence
project_management_COEA Centre of Excellence is a business unit that has organization-wide authority. The key elements of a successful Project Management Centre of Excellence include:
Vision and Strategies
A clear vision of what it represents and the strategies to identify how it will reach this vision in the short and long term.
Competencies
The selection of resources based on project competency requirements compared to actual project resource competencies. The identification of coaching, training and other developmental activities to close any competency gap.
Culture
How to re-shape the organizational culture to be more supportive of the consistency in the management of projects.
Processes
The right processes, tools and templates that are helpful and meaningful to project managers and their teams.
Quality
The quality criteria for the project management framework, processes and documents.
1. Create the Vision and Strategies
One approach to creating a vision for the Centre of Excellence is to brainstorm ideas that focus on what the future will look like. Start by creating scenarios that describe what the Centre will be doing 5 years into the future. What are some of the things that they will be doing that reflect a successful Centre of Excellence? What will employees and customers be saying about them? How did they get there?
The outcome of this process is the creation of a vision statement for the Project Management Centre of Excellence. Determine how this vision aligns and supports the organization’s strategic direction.
The alignment of the Centre of Excellence to the goals of the organization is key to driving strategy implementation. Strategies translate this vision into reality. They close the gap between the present and the “ideal” future described in the vision scenarios. These strategies must be described clearly so that the organization understands and accepts them.
PMP Training - 01 introduction to framework
This document provides an overview of project management concepts including the Project Management Institute (PMI), the Project Management Professional (PMP) certification, the project management framework, project life cycles, organizational structures that influence projects, and the five project management process groups. It defines key terms like projects, programs, portfolios, stakeholders, and enterprise environmental factors. It also describes tools and techniques used in project management.
UCISA Project and Change Management Group Toolkits
The UCISA Project and Change Management Group (PCMG) is dedicated to improving project and change management practice across HE and FE. Effective project and change management will improve outcomes and increase benefits to students, staff and the wider community. In our first three years we have developed a range of toolkits to support project and change management professionals. These are public resources that can be used by anyone.
This presentation describes PCMG and provides an overview, with links, to our toolkits.
Setting up a project framework phase 1 june 20162
The introduction of a project management framework will provide a structured and managed approach for projects within your company.
With the right framework in place it will allow projects of all sizes and priority to be planned effectively. This ensures that at all times the cost of the project is managed while delivering quality and the right level of performance and control across project management.
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The document discusses the role and functions of a Portfolio, Program, and Project Office (P3O). A P3O is a decision-enabling and delivery support model that bridges strategic initiatives with ongoing business operations. It supports senior management decision making, ensures alignment of projects to strategy, and optimizes resource management and project delivery. Key functions of a P3O include portfolio management, program management, project management, and acting as a center of expertise. Establishing a P3O can help organizations effectively manage all business change initiatives and realize intended benefits.
Project Management
Project management involves defining goals and resources for an undertaking with a clear beginning and end. It aims to complete projects on time, within budget, and to the required level of quality. Effective project management requires careful planning, risk analysis, stakeholder management, and monitoring progress towards milestones. Project managers are responsible for efficient resource use and keeping stakeholders informed to help ensure project success.
PMO Kick-Off Presentation
The document discusses establishing a project management office (PMO) and outlines several key points:
1. It describes different PMO models and maturity levels, noting that there is no "one size fits all" solution and a PMO must be tailored to an organization's needs.
2. Benefits of a PMO include completing more projects on time and on budget, improved access to project information, and greater organizational satisfaction.
3. Common reasons why PMO implementations fail include lack of buy-in, not demonstrating value, being seen as too authoritative, and not addressing required cultural changes.
4. To be successful, a new PMO must establish recognizable value quickly and avoid being perceived as
Андрій Татчин “Будуючи ПМО з нуля”
The document discusses building a project management office (PMO) from scratch. It begins by defining what a PMO is and listing common PMO functions like portfolio management, strategic planning, and knowledge management. It then discusses how Cisco built its PMO by first identifying organizational needs like standardized processes, project prioritization, and communication. Goals and functions for the PMO were then defined to increase productivity through coordinated project management. The concept was a overseeing body that develops processes to support project managers. Finally, the document outlines keys to a vital PMO like having executive support, clarity of role, project alignment, supporting project managers, and continuous improvement.
L Holution Srochure B Pervices V1
The document discusses project management services provided by LiquidHub. It outlines common challenges organizations face with project execution and the need for tight collaboration between business and IT. LiquidHub's project management services can help manage individual projects and programs to ensure success through governance, clear methodologies, collaboration, communication and risk management. An example case study is provided of a project LiquidHub led for a national insurance client to replace their legacy claims processing systems using agile techniques.
How to set up initiatives portfolio management
The document outlines a complete kit to set up initiatives portfolio management including:
1) Establishing a strategic decision making framework and governance process to prioritize non-drug projects similarly to drug development projects.
2) Assigning project management leadership to get resources, drive projects, and ensure they pass tollgates.
3) Having a roadmap of tollgate decisions for projects in the initiatives portfolio.
I have to do a project..no one stops at the sign in front of my hous.pdf
I have to do a project..no one stops at the sign in front of my house-but since defining a stop is
too difficult, I am using whether or not the drivers use the brake or not. You would be surprised
how many don\'t even brake at all. How do I get started with this? Choose random times and
days to observe the stop sign? Can you just point me in the right direction? Thanks :) Statistics
and Probability Comment
Solution
Why do you say that Project Management is the best method of implementing
change? Although change occurs continuously in the world and in our daily lives it is rarely
implemented that way in organisations but rather as a series of steps; a ladder of change. A new
piece of legislation, market imperatives, management initiatives and new technology create
projects that need to be managed, often across departmental or disciplinary lines. Project
Management is a methodology and a discipline which can bring significant benefits to
organisations by:- Ensuring limited resources are used on the right projects Harnessing the
energy of staff in achieving beneficial change Managing complex changes in an organised way
Assessing risks, defining goals and key success areas and setting quality objectives. However,
every organisation has finite resources and, therefore, a limit to the number of projects it can
initiate and control. Pushing too many projects through a resource limited organisation causes
gridlock and stress. Managing the project portfolio efficiently is a fundamental principle of good
project management. Because most projects involve new ideas and learning (even a project to
build houses or flats may involve new materials or unusual soil conditions or there may be new
initiative for tenant selection or co-ownership schemes) project management has evolved a
discipline to manage the new and unusual. Its objective is to: define the project reduce it to a set
of manageable tasks obtain appropriate and necessary resources build a team or teams to perform
the project work plan the work and allocate the resources to the tasks monitor and control the
work report progress to senior management and/or the project sponsor close down the project
when completed review it to ensure the lessons are learnt and widely understood. It is this
structured approach that makes project management the best method for change management.
What is a project? A project is generally defined as a programme of work to bring about a
beneficial change and which has:- a start and an end a multi-disciplinary team brought together
for the project constraints of cost, time and quality a scope of work that is unique and involves
uncertainty Examples of a project:- The development and introduction of a new services The
development of a management information system The introduction of an improvement to an
existing process Setting up a new care initiative The creation of a large tender or the preparation
of a response to it. The production of a new customer newsletter, catal.
I have to do a project..no one stops at the sign in front of my hous.pdf
I have to do a project..no one stops at the sign in front of my house-but since defining a stop is
too difficult, I am using whether or not the drivers use the brake or not. You would be surprised
how many don\'t even brake at all. How do I get started with this? Choose random times and
days to observe the stop sign? Can you just point me in the right direction? Thanks :) Statistics
and Probability Comment
Solution
Why do you say that Project Management is the best method of implementing
change? Although change occurs continuously in the world and in our daily lives it is rarely
implemented that way in organisations but rather as a series of steps; a ladder of change. A new
piece of legislation, market imperatives, management initiatives and new technology create
projects that need to be managed, often across departmental or disciplinary lines. Project
Management is a methodology and a discipline which can bring significant benefits to
organisations by:- Ensuring limited resources are used on the right projects Harnessing the
energy of staff in achieving beneficial change Managing complex changes in an organised way
Assessing risks, defining goals and key success areas and setting quality objectives. However,
every organisation has finite resources and, therefore, a limit to the number of projects it can
initiate and control. Pushing too many projects through a resource limited organisation causes
gridlock and stress. Managing the project portfolio efficiently is a fundamental principle of good
project management. Because most projects involve new ideas and learning (even a project to
build houses or flats may involve new materials or unusual soil conditions or there may be new
initiative for tenant selection or co-ownership schemes) project management has evolved a
discipline to manage the new and unusual. Its objective is to: define the project reduce it to a set
of manageable tasks obtain appropriate and necessary resources build a team or teams to perform
the project work plan the work and allocate the resources to the tasks monitor and control the
work report progress to senior management and/or the project sponsor close down the project
when completed review it to ensure the lessons are learnt and widely understood. It is this
structured approach that makes project management the best method for change management.
What is a project? A project is generally defined as a programme of work to bring about a
beneficial change and which has:- a start and an end a multi-disciplinary team brought together
for the project constraints of cost, time and quality a scope of work that is unique and involves
uncertainty Examples of a project:- The development and introduction of a new services The
development of a management information system The introduction of an improvement to an
existing process Setting up a new care initiative The creation of a large tender or the preparation
of a response to it. The production of a new customer newsletter, catal.
P3M3 - Discovery Assessment
Discover your organisation's Project, Programme, and Portfolio Management maturity. An assessment based on P3M3 developed by Profeo Ltd., Zurich, Switzerland.
Project Management V1
The document provides an overview of project management. It discusses key concepts in project management including the differences between projects, programs, and portfolios. It also summarizes several common project management methodologies like PRINCE2 and PMBOK. PRINCE2 focuses on principles, themes, processes, and tailoring. It emphasizes continued business justification, learning from experience, and managing by exception. PMBOK includes five process groups (initiating, planning, executing, monitoring/controlling, closing) and ten knowledge areas. It provides standard processes, inputs/outputs, and tools/techniques for managing projects.
SSCG Project Management Services
This document provides a summary of project management services from SSCG, a global management consulting firm. SSCG offers portfolio, programme and project management consulting to help clients improve processes and capabilities. Key services highlighted include portfolio management, programme management office setup, benefits realization assessment, and project risk assessment. The document emphasizes that effective project management can help drive strategic alignment, reduce costs and improve success rates. Contact information is provided to learn more about SSCG's project management consulting offerings.
PMO Managed Service Introduction
The document discusses the challenges organizations face in consistently applying project management and methodology. It proposes a managed service approach using experienced project managers and a single project management methodology and toolset. This approach provides rapid benefits through quick consolidation of existing project data and integration of industry processes. Key benefits include faster time to benefit, focus on core missions, improved planning and management, and ultimately improved project success rates.
1 b. introduction to project management
This document discusses key aspects of project management including stakeholders, knowledge areas, tools and techniques, project success factors, and the roles of project managers. It notes that stakeholders include sponsors, managers, teams, suppliers and others. The nine knowledge areas describe competencies for project managers. Project management tools help monitor progress. Factors like executive support and clear objectives help projects succeed. The profession of project management continues growing in importance.
Project Management: More Caught Than Taught
From more than 10 years in IT project management, here\'s a compilation of essential information relevant to those who are starting.
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The 5 Critical Elements to Creating a Project Management Center of Excellence
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I have to do a project..no one stops at the sign in front of my hous.pdf
I have to do a project..no one stops at the sign in front of my hous.pdf
I have to do a project..no one stops at the sign in front of my hous.pdf
I have to do a project..no one stops at the sign in front of my hous.pdf
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Creative Web Design Company in Singapore
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
Building Your Employer Brand with Social Media
Presented at The Global HR Summit, 6th June 2024
In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement – helping to position your organization as an employer of choice in today's competitive talent landscape.
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Chap016-Oversight
- 2. Where We Are Now
- 12. Increasing Discipline in the Way Projects Are Managed Project Management Discipline Organization Culture Multicultural Projects Information Technology Risk Management Outsourcing Training
- 13. Unresolved Issues How far can virtual project management evolve? How do we manage projects under high levels of uncertainty?
- 14. Project Management Career Issues Career Paths Temporary Assignments Pursuing a Career Professional Training and Certification Gaining Visibility Mentors Success in Key Projects