Framework for Project ManagementThis work is licensed under JeanmarieColbert3
Framework for Project Management
This work is licensed under a
Creative Commons Attribution 3.0 Unported License (CC-BY).
Project Management
Chapter 4: Framework for Project Management
1
Framework for Project Management
Project Management as a profession
The Project Management Institute (PMI)
Project Management Knowledge Areas
Project Management Certifications
Scrum development
The Project Management Office
This work is licensed under a
Creative Commons Attribution 3.0 Unported License (CC-BY).
Project Management
Chapter 4: Framework for Project Management
Project Management as a Profession
Body of knowledge
Standards
Professional organizations
Currently, anyone can call him or herself a project manager
Unresolved issue: to what extent can an expert PM move from one industry to another?
This work is licensed under a
Creative Commons Attribution 3.0 Unported License (CC-BY).
Project Management
Chapter 4: Framework for Project Management
Project Management Standards
Standards organizations
PMI
Project Management Institute: http://www.pmi.org/
CAPM, PMP and other professional standards
IPMA
International Project Management Association: http://ipma.ch/
Several certifications
This work is licensed under a
Creative Commons Attribution 3.0 Unported License (CC-BY).
Project Management
Chapter 4: Framework for Project Management
Project Management Institute (PMI)
Established in 1969
Certifications: most popular is PMP
Also offer CAPM, for novice PMs, and several specialized certifications
Currently over 590,000 PMPs in the world
Have published the Project Management Body of Knowledge or PMBOK, now in its 5th edition.
This work is licensed under a
Creative Commons Attribution 3.0 Unported License (CC-BY).
Project Management
Chapter 4: Framework for Project Management
Project Management Professional (PMP)
Requirements:
5 years of project management experience
pass a rigorous exam
maintain ongoing professional development
Currently over 590,000 PMPs in the world
The CAPM or Certified Associate in Project Management only requires an exam and is considered to be a step along the way to a PMP
This work is licensed under a
Creative Commons Attribution 3.0 Unported License (CC-BY).
Project Management
Chapter 4: Framework for Project Management
PMBOK Knowledge Areas
Managing Integration
Managing Scope
Managing Time/Schedule
Managing Costs
Managing Quality
Managing Human Resources
. . . continued on next slide
This work is licensed under a
Creative Commons Attribution 3.0 Unported License (CC-BY).
Project Management
Chapter 4: Framework for Project Management
PMBOK Knowledge Areas (continued)
Managing Communication
Managing Risks
Managing Procurement
Managing Stakeholders
This work is licensed under a
Creative Commons Attribution 3.0 Unported License (CC-BY).
Project Management
Chapter 4: Framework for Project Management
Project Integration
Very active during the startup
Coordinates all activities in all other knowledge areas
This wo ...
Scope PlanningThis work is licensed under aCreative Common.docxWilheminaRossi174
Scope Planning
This work is licensed under a
Creative Commons Attribution 3.0 Unported License (CC-BY).
Project Management
Chapter 9: Scope Planning
1
Scope Planning
Defining the scope
Project requirements
Scope Inputs
Requirements traceability matrix
Work Breakdown Structure (WBS)
Scope statement
This work is licensed under a
Creative Commons Attribution 3.0 Unported License (CC-BY).
Project Management
Chapter 9: Scope Planning
Project Scope
One of the main activities in the Project Planning phase is determining and documenting the project scope.
Project scope is the definition of all the work needed to successfully meet the project objectives.
This work is licensed under a
Creative Commons Attribution 3.0 Unported License (CC-BY).
Project Management
Chapter 9: Scope Planning
Deliverables
Must be described in a sufficiently low level of details
This work is licensed under a
Creative Commons Attribution 3.0 Unported License (CC-BY).
Project Management
Chapter 9: Scope Planning
Scope
Be as specific as you can
Where possible, the scope statements should include how the results will be measured so you and your sponsor will know with certainty whether that part of the scope has been achieved
Requirements should tie to things like the organization’s strategic plan and business objectives
Mention things that are explicitly NOT included: is this limited to certain locations? If in an international context, is it in only one language?
This work is licensed under a
Creative Commons Attribution 3.0 Unported License (CC-BY).
Project Management
Chapter 9: Scope Planning
ScopeNot measurableMeasurableA new registration systemWith the new system, students will be able to register for classes using a browser or a smartphone.The system will be fastResponse time will be under 1 secondThe system will support the required volumes75 students must be able to add an average of 3 classes each 15-minute period.Happy usersUser satisfaction will be measured by a standardized set of questions and will measure 5 or higher on a 7-point scale.
This work is licensed under a
Creative Commons Attribution 3.0 Unported License (CC-BY).
Project Management
Chapter 9: Scope Planning
Types of requirements
Functional
Non-functional
Performance
Development
Technical
Business
User
Regulatory
This work is licensed under a
Creative Commons Attribution 3.0 Unported License (CC-BY).
Project Management
Chapter 9: Scope Planning
Software requirements fundamentals
Unique challenges
Must be verifiable
This work is licensed under a
Creative Commons Attribution 3.0 Unported License (CC-BY).
Project Management
Chapter 9: Scope Planning
Measuring requirements
Each type of requirement may require a different type of measure:
This work is licensed under a
Creative Commons Attribution 3.0 Unported License (CC-BY).
Project Management
Chapter 9: Scope Planning
Scope inputs-techniques
Interviews
Focus.
Framework for Project ManagementThis work is licensed under JeanmarieColbert3
Framework for Project Management
This work is licensed under a
Creative Commons Attribution 3.0 Unported License (CC-BY).
Project Management
Chapter 4: Framework for Project Management
1
Framework for Project Management
Project Management as a profession
The Project Management Institute (PMI)
Project Management Knowledge Areas
Project Management Certifications
Scrum development
The Project Management Office
This work is licensed under a
Creative Commons Attribution 3.0 Unported License (CC-BY).
Project Management
Chapter 4: Framework for Project Management
Project Management as a Profession
Body of knowledge
Standards
Professional organizations
Currently, anyone can call him or herself a project manager
Unresolved issue: to what extent can an expert PM move from one industry to another?
This work is licensed under a
Creative Commons Attribution 3.0 Unported License (CC-BY).
Project Management
Chapter 4: Framework for Project Management
Project Management Standards
Standards organizations
PMI
Project Management Institute: http://www.pmi.org/
CAPM, PMP and other professional standards
IPMA
International Project Management Association: http://ipma.ch/
Several certifications
This work is licensed under a
Creative Commons Attribution 3.0 Unported License (CC-BY).
Project Management
Chapter 4: Framework for Project Management
Project Management Institute (PMI)
Established in 1969
Certifications: most popular is PMP
Also offer CAPM, for novice PMs, and several specialized certifications
Currently over 590,000 PMPs in the world
Have published the Project Management Body of Knowledge or PMBOK, now in its 5th edition.
This work is licensed under a
Creative Commons Attribution 3.0 Unported License (CC-BY).
Project Management
Chapter 4: Framework for Project Management
Project Management Professional (PMP)
Requirements:
5 years of project management experience
pass a rigorous exam
maintain ongoing professional development
Currently over 590,000 PMPs in the world
The CAPM or Certified Associate in Project Management only requires an exam and is considered to be a step along the way to a PMP
This work is licensed under a
Creative Commons Attribution 3.0 Unported License (CC-BY).
Project Management
Chapter 4: Framework for Project Management
PMBOK Knowledge Areas
Managing Integration
Managing Scope
Managing Time/Schedule
Managing Costs
Managing Quality
Managing Human Resources
. . . continued on next slide
This work is licensed under a
Creative Commons Attribution 3.0 Unported License (CC-BY).
Project Management
Chapter 4: Framework for Project Management
PMBOK Knowledge Areas (continued)
Managing Communication
Managing Risks
Managing Procurement
Managing Stakeholders
This work is licensed under a
Creative Commons Attribution 3.0 Unported License (CC-BY).
Project Management
Chapter 4: Framework for Project Management
Project Integration
Very active during the startup
Coordinates all activities in all other knowledge areas
This wo ...
Scope PlanningThis work is licensed under aCreative Common.docxWilheminaRossi174
Scope Planning
This work is licensed under a
Creative Commons Attribution 3.0 Unported License (CC-BY).
Project Management
Chapter 9: Scope Planning
1
Scope Planning
Defining the scope
Project requirements
Scope Inputs
Requirements traceability matrix
Work Breakdown Structure (WBS)
Scope statement
This work is licensed under a
Creative Commons Attribution 3.0 Unported License (CC-BY).
Project Management
Chapter 9: Scope Planning
Project Scope
One of the main activities in the Project Planning phase is determining and documenting the project scope.
Project scope is the definition of all the work needed to successfully meet the project objectives.
This work is licensed under a
Creative Commons Attribution 3.0 Unported License (CC-BY).
Project Management
Chapter 9: Scope Planning
Deliverables
Must be described in a sufficiently low level of details
This work is licensed under a
Creative Commons Attribution 3.0 Unported License (CC-BY).
Project Management
Chapter 9: Scope Planning
Scope
Be as specific as you can
Where possible, the scope statements should include how the results will be measured so you and your sponsor will know with certainty whether that part of the scope has been achieved
Requirements should tie to things like the organization’s strategic plan and business objectives
Mention things that are explicitly NOT included: is this limited to certain locations? If in an international context, is it in only one language?
This work is licensed under a
Creative Commons Attribution 3.0 Unported License (CC-BY).
Project Management
Chapter 9: Scope Planning
ScopeNot measurableMeasurableA new registration systemWith the new system, students will be able to register for classes using a browser or a smartphone.The system will be fastResponse time will be under 1 secondThe system will support the required volumes75 students must be able to add an average of 3 classes each 15-minute period.Happy usersUser satisfaction will be measured by a standardized set of questions and will measure 5 or higher on a 7-point scale.
This work is licensed under a
Creative Commons Attribution 3.0 Unported License (CC-BY).
Project Management
Chapter 9: Scope Planning
Types of requirements
Functional
Non-functional
Performance
Development
Technical
Business
User
Regulatory
This work is licensed under a
Creative Commons Attribution 3.0 Unported License (CC-BY).
Project Management
Chapter 9: Scope Planning
Software requirements fundamentals
Unique challenges
Must be verifiable
This work is licensed under a
Creative Commons Attribution 3.0 Unported License (CC-BY).
Project Management
Chapter 9: Scope Planning
Measuring requirements
Each type of requirement may require a different type of measure:
This work is licensed under a
Creative Commons Attribution 3.0 Unported License (CC-BY).
Project Management
Chapter 9: Scope Planning
Scope inputs-techniques
Interviews
Focus.
I have to submit this assignment after one hour Scope Management Plan.docxJacobUasThomsoni
I have to submit this assignment after one hour
Scope Management Plan for Project Selected Case Study Project Scenario Project Scenario 1. You work as a project manager in "Bank of North Atmerical (BoNA)"(fictitious name). The bank is oncof the largest fetail banks in North America. 2. The bank has agreed to partner with "Java Beans Coffee (JBC') (fictitious name) for a project iaitiative. The coffee company is one of the largest coffee companies in North America. 3.The project is for the bank to create a new co-branded loyalty credit card into the marketplace specifically for JBC's customers. 4. The loyaliy portion of the credit card allows JBC customers to get 2% cash back from each purchase they make with the credit card at any JBC coffiee retail store. 5. The work for the project is to start in one month and the desire from JBC is to launch the new credit cand in 10 months. 6.Assume the contract between the 2 companies has not yet been signed, so the project will need to include any activities for the contract work Introduction Scope Management is the collection of processes which ensure that the project includes all the work required to complete it while excluding all work which is not necessary to complete it. The Scope Management Plan details how the project scope will be defined, developed, and verified. It clearly defines who is responsible for managing the projects' seope and acts as a guide for managing and controlling the scope. Project Scope Management follows a five-step process; Collect Requirements. Define Scope, Create WBS, Verify Scope, and Control Scope. 1. Collect Requirements: - This first step is the process by which we define and document the requirements needed to meet all project objectives. - The foundation of this process is the project chaner and stakeholder register. - From these, the team can identify requirements, collectively discuss details associated with meeting each requirement, conduct interviews and follow-on discussion to clarify the requirements, and document the requirements in sufficient detail to measure them once the project begins the execution phase. - This documentation also serves as an input to the next step in the process which is to define scope. 2. Define Scope: - This step is critical to project saccess as it requires the development of a detailed project/product description to include deliverables, assumptions, and constraints and establishes the framework within which project work must be performed Back Assignment - Scope Manage... 3. Create WBS: - This process breaks project deliverables down into progressively smaller and more manageable components which, at the lowest level, are called work packages. This hierarchical structure allows for more simplicity in scheduling, costing, monitoring, and controlling the project. SCOPE MANAGEMENT APPROACH: It is important that the approach to managing the projects' seope be clearly defined and documented in detail. This section provides a summary.
Creative Commons and OER Big Picture for TAACCCTPaul_Stacey
Creative Commons and Open Education Resources (OER): The Big Picture and Opportunity for TAACCCT Grantees presented at DOL's National TAACCCT Rounds 2 & 3 Convening Washington D.C., 3-November-2014
Project InitiationThis work is licensed under aCreative Codaniatrappit
Project Initiation
This work is licensed under a
Creative Commons Attribution 3.0 Unported License (CC-BY).
Project Management
Chapter 7: Project Initiation
1
Project Initiation
Purpose of initiation phase
Comparing project options
Total cost of ownership
The project charter
This work is licensed under a
Creative Commons Attribution 3.0 Unported License (CC-BY).
Project Management
Chapter 7: Project Initiation
The Initiation Phase
Business problem or opportunity defined
Solution
is defined
Project is formed
Business case created
Project team appointed
This work is licensed under a
Creative Commons Attribution 3.0 Unported License (CC-BY).
Project Management
Chapter 7: Project Initiation
The Business Case
Problem or opportunity: Detailed description
Introduction
Problem/opportunity statement
Assumptions and Constraints
Alignment with organizational objectives
solutions
AnalyList of alternative sis of benefits, costs, and issues
Description of the preferred solution
Main project Requirements
Potential risks
Summarized plan for implementation
Schedule
Financial analysis
This work is licensed under a
Creative Commons Attribution 3.0 Unported License (CC-BY).
Project Management
Chapter 7: Project Initiation
Comparing Options
Weighted Decision MatrixCriteriaWeightSJS EnterprisesGame AccessDVD LinkEducational15%9000Sports-related15%909090Secure payment10%905050(rows left out here—see textbook) Weighted Project Scores100%5614.512.5
This work is licensed under a
Creative Commons Attribution 3.0 Unported License (CC-BY).
Project Management
Chapter 7: Project Initiation
Financial Considerations
Can compare projects based on
Net present value
Internal Rate of Return (Return on Investment or ROI)
Payback Analysis
This work is licensed under a
Creative Commons Attribution 3.0 Unported License (CC-BY).
Project Management
Chapter 7: Project Initiation
Net Present Value Analysis
Considers the time value of money
Costs for future years must be discounted to the present time
Tangible benefits also discounted to the present time
Must identify an appropriate discount rate
Take risk into consideration
This work is licensed under a
Creative Commons Attribution 3.0 Unported License (CC-BY).
Project Management
Chapter 7: Project Initiation
NPV Calculation
t is the time of the cash flow
Rt is the cash flow at time t
i is the interest rate
Apply the above formula to each annual inflow and outflow of cash
Add all terms together to get the NPV
Rt
(1 + i)t
This work is licensed under a
Creative Commons Attribution 3.0 Unported License (CC-BY).
Project Management
Chapter 7: Project Initiation
NPV AnalysisIf…It means…Then…NPV > 0the investment would add value to the firmthe project may be acceptedNPV < 0the investment would subtract value from the firmthe project should be rejectedNPV = 0the investment would neither gain nor lose value for the firmindifferent in the decision
This ...
I have to submit this assignment after one hour Scope Management Plan.docxJacobUasThomsoni
I have to submit this assignment after one hour
Scope Management Plan for Project Selected Case Study Project Scenario Project Scenario 1. You work as a project manager in "Bank of North Atmerical (BoNA)"(fictitious name). The bank is oncof the largest fetail banks in North America. 2. The bank has agreed to partner with "Java Beans Coffee (JBC') (fictitious name) for a project iaitiative. The coffee company is one of the largest coffee companies in North America. 3.The project is for the bank to create a new co-branded loyalty credit card into the marketplace specifically for JBC's customers. 4. The loyaliy portion of the credit card allows JBC customers to get 2% cash back from each purchase they make with the credit card at any JBC coffiee retail store. 5. The work for the project is to start in one month and the desire from JBC is to launch the new credit cand in 10 months. 6.Assume the contract between the 2 companies has not yet been signed, so the project will need to include any activities for the contract work Introduction Scope Management is the collection of processes which ensure that the project includes all the work required to complete it while excluding all work which is not necessary to complete it. The Scope Management Plan details how the project scope will be defined, developed, and verified. It clearly defines who is responsible for managing the projects' seope and acts as a guide for managing and controlling the scope. Project Scope Management follows a five-step process; Collect Requirements. Define Scope, Create WBS, Verify Scope, and Control Scope. 1. Collect Requirements: - This first step is the process by which we define and document the requirements needed to meet all project objectives. - The foundation of this process is the project chaner and stakeholder register. - From these, the team can identify requirements, collectively discuss details associated with meeting each requirement, conduct interviews and follow-on discussion to clarify the requirements, and document the requirements in sufficient detail to measure them once the project begins the execution phase. - This documentation also serves as an input to the next step in the process which is to define scope. 2. Define Scope: - This step is critical to project saccess as it requires the development of a detailed project/product description to include deliverables, assumptions, and constraints and establishes the framework within which project work must be performed Back Assignment - Scope Manage... 3. Create WBS: - This process breaks project deliverables down into progressively smaller and more manageable components which, at the lowest level, are called work packages. This hierarchical structure allows for more simplicity in scheduling, costing, monitoring, and controlling the project. SCOPE MANAGEMENT APPROACH: It is important that the approach to managing the projects' seope be clearly defined and documented in detail. This section provides a summary.
Creative Commons and OER Big Picture for TAACCCTPaul_Stacey
Creative Commons and Open Education Resources (OER): The Big Picture and Opportunity for TAACCCT Grantees presented at DOL's National TAACCCT Rounds 2 & 3 Convening Washington D.C., 3-November-2014
Project InitiationThis work is licensed under aCreative Codaniatrappit
Project Initiation
This work is licensed under a
Creative Commons Attribution 3.0 Unported License (CC-BY).
Project Management
Chapter 7: Project Initiation
1
Project Initiation
Purpose of initiation phase
Comparing project options
Total cost of ownership
The project charter
This work is licensed under a
Creative Commons Attribution 3.0 Unported License (CC-BY).
Project Management
Chapter 7: Project Initiation
The Initiation Phase
Business problem or opportunity defined
Solution
is defined
Project is formed
Business case created
Project team appointed
This work is licensed under a
Creative Commons Attribution 3.0 Unported License (CC-BY).
Project Management
Chapter 7: Project Initiation
The Business Case
Problem or opportunity: Detailed description
Introduction
Problem/opportunity statement
Assumptions and Constraints
Alignment with organizational objectives
solutions
AnalyList of alternative sis of benefits, costs, and issues
Description of the preferred solution
Main project Requirements
Potential risks
Summarized plan for implementation
Schedule
Financial analysis
This work is licensed under a
Creative Commons Attribution 3.0 Unported License (CC-BY).
Project Management
Chapter 7: Project Initiation
Comparing Options
Weighted Decision MatrixCriteriaWeightSJS EnterprisesGame AccessDVD LinkEducational15%9000Sports-related15%909090Secure payment10%905050(rows left out here—see textbook) Weighted Project Scores100%5614.512.5
This work is licensed under a
Creative Commons Attribution 3.0 Unported License (CC-BY).
Project Management
Chapter 7: Project Initiation
Financial Considerations
Can compare projects based on
Net present value
Internal Rate of Return (Return on Investment or ROI)
Payback Analysis
This work is licensed under a
Creative Commons Attribution 3.0 Unported License (CC-BY).
Project Management
Chapter 7: Project Initiation
Net Present Value Analysis
Considers the time value of money
Costs for future years must be discounted to the present time
Tangible benefits also discounted to the present time
Must identify an appropriate discount rate
Take risk into consideration
This work is licensed under a
Creative Commons Attribution 3.0 Unported License (CC-BY).
Project Management
Chapter 7: Project Initiation
NPV Calculation
t is the time of the cash flow
Rt is the cash flow at time t
i is the interest rate
Apply the above formula to each annual inflow and outflow of cash
Add all terms together to get the NPV
Rt
(1 + i)t
This work is licensed under a
Creative Commons Attribution 3.0 Unported License (CC-BY).
Project Management
Chapter 7: Project Initiation
NPV AnalysisIf…It means…Then…NPV > 0the investment would add value to the firmthe project may be acceptedNPV < 0the investment would subtract value from the firmthe project should be rejectedNPV = 0the investment would neither gain nor lose value for the firmindifferent in the decision
This ...
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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.
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RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
Recruiting in the Digital Age: A Social Media MasterclassLuanWise
In this masterclass, presented at the Global HR Summit on 5th June 2024, Luan Wise explored the essential features of social media platforms that support talent acquisition, including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok.
Kseniya Leshchenko: Shared development support service model as the way to ma...Lviv Startup Club
Kseniya Leshchenko: Shared development support service model as the way to make small projects with small budgets profitable for the company (UA)
Kyiv PMDay 2024 Summer
Website – www.pmday.org
Youtube – https://www.youtube.com/startuplviv
FB – https://www.facebook.com/pmdayconference
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
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Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
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What is the TDS Return Filing Due Date for FY 2024-25.pdf
Chapter-2.pptx
1. This work is licensed under a
Creative Commons Attribution 3.0 Unported License (CC-BY).
Project Management
Chapter 2: Project Management Overview
Project Management
Overview
2. This work is licensed under a
Creative Commons Attribution 3.0 Unported License (CC-BY).
Project Management
Chapter 2: Project Management Overview
Purpose of the chapter
• Define a project
• Define project success
• Project constraints
• Project management expertise
• The project environment
• Project management knowledge and skills
3. This work is licensed under a
Creative Commons Attribution 3.0 Unported License (CC-BY).
Project Management
Chapter 2: Project Management Overview
Define a project
• Define a project:
• Unique product or service
• Time-limited
• Project ends when the objectives are achieved or
abandoned
4. This work is licensed under a
Creative Commons Attribution 3.0 Unported License (CC-BY).
Project Management
Chapter 2: Project Management Overview
Unique
• How can you tell that an activity is unique?
• Completely new product or service
• Creation of new process
• Product or service new to this group of people
5. This work is licensed under a
Creative Commons Attribution 3.0 Unported License (CC-BY).
Project Management
Chapter 2: Project Management Overview
Time-limited
• May have a start and end date
• May be measured as “will be complete when a
particular objective is achieved”
• If it simply continues forever or to an unspecified end-
date it is probably an ongoing business activity
6. This work is licensed under a
Creative Commons Attribution 3.0 Unported License (CC-BY).
Project Management
Chapter 2: Project Management Overview
Can tell when it is done
• Objective is achieved
• Time limit is reached
• Objective is abandoned
7. This work is licensed under a
Creative Commons Attribution 3.0 Unported License (CC-BY).
Project Management
Chapter 2: Project Management Overview
Project Success
• Traditionally: on time, within budget and delivers the
promised scope
• More effective measure: satisfied customer
8. This work is licensed under a
Creative Commons Attribution 3.0 Unported License (CC-BY).
Project Management
Chapter 2: Project Management Overview
Group work
• In small groups, try to identify the LARGEST project
each of you have been involved with.
• You do not have to have been the project manager—if
not, what was your role? (team member, volunteer,
purchaser, ??)
• With the group, make it clear how the project you have
identified meets the criteria:
• Unique
• Temporary
9. This work is licensed under a
Creative Commons Attribution 3.0 Unported License (CC-BY).
Project Management
Chapter 2: Project Management Overview
Project constraints
• Cost
• Scope
• Quality
• Risk
• Resources
• Time
10. This work is licensed under a
Creative Commons Attribution 3.0 Unported License (CC-BY).
Project Management
Chapter 2: Project Management Overview
Triple constraint
• All the constraints can be grouped into these three:
The triad constraints by John M. Kennedy T. (http://commons.wikimedia.org/wiki/File:The_triad_constraints.jpg) used under CC-BY-SA license
(https://creativecommons.org/licenses/by-sa/3.0/)
11. This work is licensed under a
Creative Commons Attribution 3.0 Unported License (CC-BY).
Project Management
Chapter 2: Project Management Overview
Project Management Expertise
• Application knowledge
• Industry group
• Technical specialty
• Managerial area
• Understanding the project environment
• Cultural, social, political, international, physical
• Management knowledge and skills
• Interpersonal skills
• Communication, influence, leadership, motivation, negotiation
and problem solving
12. This work is licensed under a
Creative Commons Attribution 3.0 Unported License (CC-BY).
Project Management
Chapter 2: Project Management Overview
Project Management
Standards
• Standards organizations
• PMI
• Project Management Institute: http://www.pmi.org/
• CAPM, PMP and other professional standards
• IPMA
• International Project Management Association: http://ipma.ch/
• Several certifications
13. This work is licensed under a
Creative Commons Attribution 3.0 Unported License (CC-BY).
Project Management
Chapter 2: Project Management Overview
Summary
• Project definition: unique, time-limited, can tell when it
is over
• Project success: satisfied client
• Project constraints: time, scope, cost
• Project management expertise
• The project environment
• Project management knowledge and skills
14. This work is licensed under a
Creative Commons Attribution 3.0 Unported License (CC-BY).
Project Management
Chapter 2: Project Management Overview
Questions?
