This change control log document tracks changes made to project artifacts. It includes columns for change ID, description, priority, originator, date entered, date assigned, evaluator, and status. The log allows project stakeholders to monitor changes made and ensure all changes are properly reviewed and implemented.
This document discusses quality metrics in project management. It provides definitions and examples of commonly used quality metrics including:
1. Schedule and effort/cost variance which measure performance against baselines using earned value management.
2. Productivity and resource utilization which measure how efficiently resources are being used.
3. Change requests which should be tracked to monitor scope creep.
4. Quality and customer satisfaction metrics like defect density and resolution rates.
5. Gross margin which tracks overall project profitability.
Quality management tools like check sheets, control charts, Pareto charts, and scatter plots are also briefly introduced. The document emphasizes the importance of defining appropriate metrics and using metrics to drive continuous improvement.
The document discusses project quality management. It describes quality management as including the processes required to ensure a project satisfies its intended needs. There are three key quality processes: plan quality, perform quality assurance, and perform quality control. Planning quality involves determining quality policies and standards. Quality assurance ensures adherence to quality standards. Quality control monitors whether quality standards are being met. The document provides details on various tools and techniques used for each quality process.
The document outlines a roadmap for defining project metrics and measures to track project success. It discusses establishing governance and scope, identifying key metrics, collecting baseline data, setting benchmarks and targets, reporting processes, implementation, and review. Metrics should be clearly defined, agreed upon, and tied to business goals to provide a common understanding of project status and performance.
This document is a project charter that outlines the scope, objectives, risks, and management approach for an unnamed project. It includes sections that define the background, objectives, success criteria, scope across processes, organizations, locations, applications and data, assumptions, constraints, risks and mitigation strategies, documentation, timeline, and management roles. The project charter establishes a baseline for tracking work activities and managing the scope, schedule and budget of the project.
QUALITY MANAGEMENT PRACTICES OF CONTRACTING FIRMS IN BUILDING PROJECT DELIVERYIAEME Publication
The study sets out to examine the quality management practices of contractors in
building project delivery in Nigeria. The research study is an organizational based
study where top professionals from contracting firms in Lagos were the target
respondents. The study adopted a quantitative research method with the use of
questionnaire to elicit data from the respondents. The study revealed that quality
control procedure is the top ranked quality management system adopted by
contracting firms in building project delivery. The top ranked barrier and benefit of
quality management practices of contracting firms are shortage of skilled workers and
improvement in company reputation. The research indicated that there is a statistical
significant difference was found in compliance with QMS between multinational
construction firms and indigenous construction firms. The poor quality associated
with most construction project in Nigeria, leading to clients’ dissatisfaction could be
linked with the industry not adopting the quality management systems as adopted in
the construction industry of most developed countries
This document discusses quality metrics in project management. It provides definitions and examples of commonly used quality metrics including:
1. Schedule and effort/cost variance which measure performance against baselines using earned value management.
2. Productivity and resource utilization which measure how efficiently resources are being used.
3. Change requests which should be tracked to monitor scope creep.
4. Quality and customer satisfaction metrics like defect density and resolution rates.
5. Gross margin which tracks overall project profitability.
Quality management tools like check sheets, control charts, Pareto charts, and scatter plots are also briefly introduced. The document emphasizes the importance of defining appropriate metrics and using metrics to drive continuous improvement.
The document discusses project quality management. It describes quality management as including the processes required to ensure a project satisfies its intended needs. There are three key quality processes: plan quality, perform quality assurance, and perform quality control. Planning quality involves determining quality policies and standards. Quality assurance ensures adherence to quality standards. Quality control monitors whether quality standards are being met. The document provides details on various tools and techniques used for each quality process.
The document outlines a roadmap for defining project metrics and measures to track project success. It discusses establishing governance and scope, identifying key metrics, collecting baseline data, setting benchmarks and targets, reporting processes, implementation, and review. Metrics should be clearly defined, agreed upon, and tied to business goals to provide a common understanding of project status and performance.
This document is a project charter that outlines the scope, objectives, risks, and management approach for an unnamed project. It includes sections that define the background, objectives, success criteria, scope across processes, organizations, locations, applications and data, assumptions, constraints, risks and mitigation strategies, documentation, timeline, and management roles. The project charter establishes a baseline for tracking work activities and managing the scope, schedule and budget of the project.
QUALITY MANAGEMENT PRACTICES OF CONTRACTING FIRMS IN BUILDING PROJECT DELIVERYIAEME Publication
The study sets out to examine the quality management practices of contractors in
building project delivery in Nigeria. The research study is an organizational based
study where top professionals from contracting firms in Lagos were the target
respondents. The study adopted a quantitative research method with the use of
questionnaire to elicit data from the respondents. The study revealed that quality
control procedure is the top ranked quality management system adopted by
contracting firms in building project delivery. The top ranked barrier and benefit of
quality management practices of contracting firms are shortage of skilled workers and
improvement in company reputation. The research indicated that there is a statistical
significant difference was found in compliance with QMS between multinational
construction firms and indigenous construction firms. The poor quality associated
with most construction project in Nigeria, leading to clients’ dissatisfaction could be
linked with the industry not adopting the quality management systems as adopted in
the construction industry of most developed countries
Do it, sf state project lifecycle management (plm) v1.19 091012satish526
The document discusses Project Lifecycle Management (PLM) processes and outlines several key aspects:
- It proposes 7 common phases for SF State projects - initiation, requirements, design, development, testing, deployment, and closing. PLM applies to managing projects, not daily support.
- Projects are categorized into tiers based on factors like time, budget, resources. Templates and a governance process will standardize project management.
- Roles and responsibilities are defined for positions like project sponsor, service owner, manager, subject matter experts, and the project team.
- Deliverables are specified for each phase and whether they apply to projects or change requests. Not all deliverables are needed for smaller
The document discusses managing changes through an effective change management process. It outlines a structured 5-step approach to identify changes, analyze their impacts, develop response strategies, communicate the strategies for endorsement, and implement and monitor the changes. Key aspects of the process include documenting the analysis, gaining stakeholder buy-in, and revising project plans and monitoring implementation. The document emphasizes that while change management uses processes and tools, successful implementation depends on people's involvement and contributions by proactively informing stakeholders of any scope or requirement trends.
The document provides guidance on using an ASAP implementation methodology template. It includes sections for project identification, revision history, review and approval, and a quality management plan. The quality management plan outlines a process for quality planning, assurance, and control. It provides details on acceptance criteria, reviews, and quality measurements that will be used to manage quality.
Project change management is important to (1) identify potential problems and take corrective action, (2) ensure an accurate understanding of project progress, and (3) carefully manage changes by rejecting or approving changes and incorporating them into revised baselines. It determines where the project currently stands compared to plans and helps get a project back on track if needed. A change management procedure typically involves identifying needed changes, analyzing feasibility, obtaining approvals, implementing, and reviewing changes.
The document discusses integration management and key project documents. It describes a project charter, project management plan, configuration management, and change control system. Integrated change control occurs throughout the project and involves identifying, approving, managing, and documenting all changes. Maintaining the project baseline is important when changes are made. Historical information and a project plan can help improve a new project manager's chances of success.
A project is a temporary endeavor undertaken to produce a unique product or service. Projects are different from operations in that they have a definite beginning and end, and produce something new. A successful project satisfies customer requirements on time and budget. Projects often fail due to issues like scope creep, poor planning, lack of resources or sponsorship. Project management is the application of skills to meet stakeholder needs and expectations by managing scope, time, cost, quality and risk. Key areas of project management include scope, issue, cost, quality, communication, risk and change management.
10 me667 chap5 coordination and controlPavan Kumar
The document discusses project management concepts related to coordination and control. It describes a 5 step project management process including planning, organizing, controlling, and closing phases. It emphasizes the importance of coordination and control functions like establishing control tools, reviewing schedules, issuing change orders, and conducting audits. Overall, the document outlines best practices for monitoring project progress, managing changes, and ensuring project objectives are met on time and on budget.
This document discusses project management control. It outlines the transition from project planning to controlling, including validating plans, obtaining sign-offs, and reselling project management benefits. Formal control methods include status reports and review meetings. A five-step model for project control is presented: update status, analyze variances, act on problems, publish revisions, and inform management. Status reports should contain progress, forecasts, budgets, risks, and recognitions. Review meetings address unmet milestones and corrective actions.
This document summarizes research on quality and safety management systems in the construction industry. It conducted interviews with 9 construction contractors to understand their current safety and quality practices and perspectives on integrating the two. The interviews found that contractors measure safety primarily through injury and experience modification rates, while quality measures were less defined. Contractors saw safety and quality as separate issues requiring individual focus, with few recognizing potential benefits of integration. The dynamic nature of construction was seen as a barrier to both safety and quality improvement.
The CQA (Construction Quality Assurance) program oversees construction quality through three phases:
1) Preconstruction and fabrication to identify errors and ensure correct fabrication, 2) Construction to review drawings and completed work, recording any issues. 3) Commissioning to minimize issues found and resolve them quickly. The CQA program establishes staffing needs, contractor expectations, and tools to record and track issues, generating metrics for management review. When implemented properly, CQA keeps costs low by finding issues early and reducing schedule impacts.
Episode 23 : PROJECT TIME MANAGEMENT
Activity Definition – identifying the specific activities that must be performed to produce the various project deliverables
Activity Sequencing – identifying and documenting interactivity dependencies
Activity Duration Estimating – estimating the number of work periods that will be needed to complete individual activities
Schedule Development – analyzing activity sequences, activity durations, and resource requirements to create the project schedule
Schedule Control – controlling changes to the project schedule
SAJJAD KHUDHUR ABBAS
Chemical Engineering , Al-Muthanna University, Iraq
Oil & Gas Safety and Health Professional – OSHACADEMY
Trainer of Trainers (TOT) - Canadian Center of Human
Development
Quick reference guide for Six Sigma Green belts doing their first projects.
Clears some confusión about which tool to use and when.
Guides along the Six Sigma way of thinking for discovery and sustainability.
The document outlines the key phases and processes of traditional project management including defining, planning, executing, monitoring and controlling, and closing. It describes the traditional project management life cycle as involving scoping, developing a project plan, launching the project, monitoring progress, and closing out the project. Additionally, it discusses quality management, risk management, procurement management, and how project management relates to other methodologies.
The document discusses the Improve phase of the Lean Six Sigma methodology. It provides an overview of the key tools and activities used in the Improve phase, including identifying and prioritizing root causes, developing and selecting solutions, implementing pilots, and developing implementation plans. It also discusses tollgate reviews, which are checkpoints to review progress. The Improve phase aims to develop, test, and select solutions to address the root causes identified in the Analyze phase in order to meet the project goals.
PMP Training - 08 project quality managementejlp12
This document discusses project quality management. It defines quality as the degree to which a project fulfills requirements. Quality management aims to create policies and procedures to ensure the project meets customer needs. The key aspects of quality management covered are planning quality, performing quality assurance to ensure standards are followed, and performing quality control to monitor results and recommend improvements. Quality planning techniques include cost-benefit analysis, design of experiments, and statistical sampling. Quality control uses tools like control charts, cause-and-effect diagrams, histograms, Pareto charts, and run charts. The output is a quality management plan that monitors and controls quality.
Change management and dispute resolutionAlex Iskandar
The document discusses best practices for managing changes and minimizing disputes on construction projects. It recommends clearly defining the project scope, risks, and change management process upfront in contracts. It also stresses the importance of properly documenting all changes, including their causes and impacts. Failure to do so can lead to disputes later on. The document also provides guidance on contractor selection, project execution, and contract closeout to help reduce disputes arising from changes throughout the project lifecycle.
Episode 24 : Project Quality Management
Include the processes required to ensure that the project will satisfy the needs for which it was undertaken
Include all activities of the overall management function that determine the quality policy, objectives and responsibilities and implements them by means such as quality planning, quality assurance, quality control, and quality improvement, within the quality system
The document discusses quality management processes from Chapter 8 of the PMBOK Guide 5th Edition. It provides details on the three main quality management processes: plan quality management, perform quality assurance, and control quality. For plan quality management, the key inputs, tools and techniques, and outputs are described. This includes developing a quality management plan, quality metrics, and checklists. Perform quality assurance focuses on auditing quality requirements and results from quality control. Control quality involves measuring and recording quality against requirements.
The document discusses the key processes within project scope management: plan scope management, collect requirements, define scope, create a work breakdown structure (WBS), validate scope, and control scope. It describes each process's inputs, tools and techniques, and outputs. A key tool is decomposition, which involves breaking the project deliverables into smaller, more manageable components within the WBS. The main outputs include the scope baseline, which defines the project scope and can only change via formal change control, and work performance information that monitors scope status and manages changes. Formal scope validation involves verifying deliverables meet requirements to obtain stakeholder acceptance.
The document outlines information about a project workbook that can be used to track and monitor project activities. It provides descriptions of various sheets that can be included in the workbook to manage elements like the project data, budget, risks, issues, milestones, work breakdown structure, resources, and communications. Suggested sheets provide areas for objectives, assumptions, costs, dates, dependencies, and status. The project workbook allows project details to be easily monitored by managers, teams, sponsors and stakeholders.
The document outlines information about a project workbook that can be used to track and monitor project activities. It provides descriptions of various sheets that can be included in the workbook to manage elements like the project data, budget, risks, issues, milestones, work breakdown structure, resources, and communications. Suggested sheets provide areas for objectives, assumptions, costs, dates, dependencies, and status. The project workbook allows project details to be easily monitored by managers, teams, sponsors and stakeholders.
Do it, sf state project lifecycle management (plm) v1.19 091012satish526
The document discusses Project Lifecycle Management (PLM) processes and outlines several key aspects:
- It proposes 7 common phases for SF State projects - initiation, requirements, design, development, testing, deployment, and closing. PLM applies to managing projects, not daily support.
- Projects are categorized into tiers based on factors like time, budget, resources. Templates and a governance process will standardize project management.
- Roles and responsibilities are defined for positions like project sponsor, service owner, manager, subject matter experts, and the project team.
- Deliverables are specified for each phase and whether they apply to projects or change requests. Not all deliverables are needed for smaller
The document discusses managing changes through an effective change management process. It outlines a structured 5-step approach to identify changes, analyze their impacts, develop response strategies, communicate the strategies for endorsement, and implement and monitor the changes. Key aspects of the process include documenting the analysis, gaining stakeholder buy-in, and revising project plans and monitoring implementation. The document emphasizes that while change management uses processes and tools, successful implementation depends on people's involvement and contributions by proactively informing stakeholders of any scope or requirement trends.
The document provides guidance on using an ASAP implementation methodology template. It includes sections for project identification, revision history, review and approval, and a quality management plan. The quality management plan outlines a process for quality planning, assurance, and control. It provides details on acceptance criteria, reviews, and quality measurements that will be used to manage quality.
Project change management is important to (1) identify potential problems and take corrective action, (2) ensure an accurate understanding of project progress, and (3) carefully manage changes by rejecting or approving changes and incorporating them into revised baselines. It determines where the project currently stands compared to plans and helps get a project back on track if needed. A change management procedure typically involves identifying needed changes, analyzing feasibility, obtaining approvals, implementing, and reviewing changes.
The document discusses integration management and key project documents. It describes a project charter, project management plan, configuration management, and change control system. Integrated change control occurs throughout the project and involves identifying, approving, managing, and documenting all changes. Maintaining the project baseline is important when changes are made. Historical information and a project plan can help improve a new project manager's chances of success.
A project is a temporary endeavor undertaken to produce a unique product or service. Projects are different from operations in that they have a definite beginning and end, and produce something new. A successful project satisfies customer requirements on time and budget. Projects often fail due to issues like scope creep, poor planning, lack of resources or sponsorship. Project management is the application of skills to meet stakeholder needs and expectations by managing scope, time, cost, quality and risk. Key areas of project management include scope, issue, cost, quality, communication, risk and change management.
10 me667 chap5 coordination and controlPavan Kumar
The document discusses project management concepts related to coordination and control. It describes a 5 step project management process including planning, organizing, controlling, and closing phases. It emphasizes the importance of coordination and control functions like establishing control tools, reviewing schedules, issuing change orders, and conducting audits. Overall, the document outlines best practices for monitoring project progress, managing changes, and ensuring project objectives are met on time and on budget.
This document discusses project management control. It outlines the transition from project planning to controlling, including validating plans, obtaining sign-offs, and reselling project management benefits. Formal control methods include status reports and review meetings. A five-step model for project control is presented: update status, analyze variances, act on problems, publish revisions, and inform management. Status reports should contain progress, forecasts, budgets, risks, and recognitions. Review meetings address unmet milestones and corrective actions.
This document summarizes research on quality and safety management systems in the construction industry. It conducted interviews with 9 construction contractors to understand their current safety and quality practices and perspectives on integrating the two. The interviews found that contractors measure safety primarily through injury and experience modification rates, while quality measures were less defined. Contractors saw safety and quality as separate issues requiring individual focus, with few recognizing potential benefits of integration. The dynamic nature of construction was seen as a barrier to both safety and quality improvement.
The CQA (Construction Quality Assurance) program oversees construction quality through three phases:
1) Preconstruction and fabrication to identify errors and ensure correct fabrication, 2) Construction to review drawings and completed work, recording any issues. 3) Commissioning to minimize issues found and resolve them quickly. The CQA program establishes staffing needs, contractor expectations, and tools to record and track issues, generating metrics for management review. When implemented properly, CQA keeps costs low by finding issues early and reducing schedule impacts.
Episode 23 : PROJECT TIME MANAGEMENT
Activity Definition – identifying the specific activities that must be performed to produce the various project deliverables
Activity Sequencing – identifying and documenting interactivity dependencies
Activity Duration Estimating – estimating the number of work periods that will be needed to complete individual activities
Schedule Development – analyzing activity sequences, activity durations, and resource requirements to create the project schedule
Schedule Control – controlling changes to the project schedule
SAJJAD KHUDHUR ABBAS
Chemical Engineering , Al-Muthanna University, Iraq
Oil & Gas Safety and Health Professional – OSHACADEMY
Trainer of Trainers (TOT) - Canadian Center of Human
Development
Quick reference guide for Six Sigma Green belts doing their first projects.
Clears some confusión about which tool to use and when.
Guides along the Six Sigma way of thinking for discovery and sustainability.
The document outlines the key phases and processes of traditional project management including defining, planning, executing, monitoring and controlling, and closing. It describes the traditional project management life cycle as involving scoping, developing a project plan, launching the project, monitoring progress, and closing out the project. Additionally, it discusses quality management, risk management, procurement management, and how project management relates to other methodologies.
The document discusses the Improve phase of the Lean Six Sigma methodology. It provides an overview of the key tools and activities used in the Improve phase, including identifying and prioritizing root causes, developing and selecting solutions, implementing pilots, and developing implementation plans. It also discusses tollgate reviews, which are checkpoints to review progress. The Improve phase aims to develop, test, and select solutions to address the root causes identified in the Analyze phase in order to meet the project goals.
PMP Training - 08 project quality managementejlp12
This document discusses project quality management. It defines quality as the degree to which a project fulfills requirements. Quality management aims to create policies and procedures to ensure the project meets customer needs. The key aspects of quality management covered are planning quality, performing quality assurance to ensure standards are followed, and performing quality control to monitor results and recommend improvements. Quality planning techniques include cost-benefit analysis, design of experiments, and statistical sampling. Quality control uses tools like control charts, cause-and-effect diagrams, histograms, Pareto charts, and run charts. The output is a quality management plan that monitors and controls quality.
Change management and dispute resolutionAlex Iskandar
The document discusses best practices for managing changes and minimizing disputes on construction projects. It recommends clearly defining the project scope, risks, and change management process upfront in contracts. It also stresses the importance of properly documenting all changes, including their causes and impacts. Failure to do so can lead to disputes later on. The document also provides guidance on contractor selection, project execution, and contract closeout to help reduce disputes arising from changes throughout the project lifecycle.
Episode 24 : Project Quality Management
Include the processes required to ensure that the project will satisfy the needs for which it was undertaken
Include all activities of the overall management function that determine the quality policy, objectives and responsibilities and implements them by means such as quality planning, quality assurance, quality control, and quality improvement, within the quality system
The document discusses quality management processes from Chapter 8 of the PMBOK Guide 5th Edition. It provides details on the three main quality management processes: plan quality management, perform quality assurance, and control quality. For plan quality management, the key inputs, tools and techniques, and outputs are described. This includes developing a quality management plan, quality metrics, and checklists. Perform quality assurance focuses on auditing quality requirements and results from quality control. Control quality involves measuring and recording quality against requirements.
The document discusses the key processes within project scope management: plan scope management, collect requirements, define scope, create a work breakdown structure (WBS), validate scope, and control scope. It describes each process's inputs, tools and techniques, and outputs. A key tool is decomposition, which involves breaking the project deliverables into smaller, more manageable components within the WBS. The main outputs include the scope baseline, which defines the project scope and can only change via formal change control, and work performance information that monitors scope status and manages changes. Formal scope validation involves verifying deliverables meet requirements to obtain stakeholder acceptance.
The document outlines information about a project workbook that can be used to track and monitor project activities. It provides descriptions of various sheets that can be included in the workbook to manage elements like the project data, budget, risks, issues, milestones, work breakdown structure, resources, and communications. Suggested sheets provide areas for objectives, assumptions, costs, dates, dependencies, and status. The project workbook allows project details to be easily monitored by managers, teams, sponsors and stakeholders.
The document outlines information about a project workbook that can be used to track and monitor project activities. It provides descriptions of various sheets that can be included in the workbook to manage elements like the project data, budget, risks, issues, milestones, work breakdown structure, resources, and communications. Suggested sheets provide areas for objectives, assumptions, costs, dates, dependencies, and status. The project workbook allows project details to be easily monitored by managers, teams, sponsors and stakeholders.
The document outlines information about a project workbook that can be used to track and monitor project activities. It provides descriptions of various sheets that can be included in the workbook to manage elements like the project data, budget, risks, issues, milestones, work breakdown structure, resources, and communications. Suggested sheets provide areas for objectives, assumptions, costs, dates, dependencies, and status. The project workbook allows project details to be easily monitored by managers, teams, sponsors and stakeholders.
The document outlines a fundraising campaign called "Mission Vishvas" led by Vishvas Yadav of CODOCA MTVCOLA MARKETING ADVERTISING AND OUTSOURCING PRIVATE LIMITED to provide funds for over 500 NGOs, orphanages, charitable trusts and cancer care organizations. The company plans to donate 50% of profits from selling research papers/white papers to these organizations after taxes. Details on the campaign and contact information are provided for organizations to receive donations. The campaign was announced on Vishvas Yadav's 33rd birthday on November 8th, 2013 with the goal of creating a poverty-free and employment-full India.
The document outlines information about a project workbook that can be used to track and monitor project activities. It provides descriptions of various sheets that can be included in the workbook to manage elements like the project data, budget, risks, issues, milestones, work breakdown structure, resources, and communications. Suggested sheets provide areas for objectives, assumptions, costs, dates, dependencies, and status. The project workbook allows project details to be easily monitored by managers, teams, sponsors and stakeholders.
The document outlines a fundraising campaign called "Mission Vishvas" led by Vishvas Yadav to provide funds for over 500 NGOs, orphanages, charitable trusts, and cancer care organizations in India. 50% of the profits from the sale of research papers/white papers will be donated to these social causes after tax deductions. Interested organizations can provide their details and bank account information to receive donations. The campaign aims to help create a poverty-free and employment-filled India through social initiatives.
The document describes a fundraising campaign called Mission Vishvas that was started on November 8th, 2013 by CODOCA MTVCOLA MARKETING ADVERTISING AND OUTSOURCING PRIVATE LIMITED to provide funds for over 500 NGOs, orphanages, charitable trusts, and cancer care organizations. It announces that 50% of profits from the sale of research papers/white papers will be donated to these organizations after tax deductions. Contact information is provided for organizations to provide their details to receive donations. The campaign was started on the 33rd birthday of the company co-founder Mr. Vishvas Yadav to help create a poverty-free and unemployment-free India.
The document describes a fundraising campaign called Mission Vishvas that will provide funds to over 500 NGOs, orphanages, charitable trusts, and cancer care organizations. It is led by Vishvas Yadav of CODOCA MTVCOLA MARKETING ADVERTISING AND OUTSOURCING PRIVATE LIMITED on his 33rd birthday. The company plans to donate 50% of profits from selling research papers/white papers to social organizations after taxes. Contact information is provided for organizations to provide bank details to receive donations.
The document describes a fundraising campaign called Mission Vishvas that will provide funds to over 500 NGOs, orphanages, charitable trusts, and cancer care organizations. It is led by Vishvas Yadav of CODOCA MTVCOLA MARKETING ADVERTISING AND OUTSOURCING PRIVATE LIMITED on his 33rd birthday. The company plans to donate 50% of profits from selling research papers to these organizations after taxes. Contact information is provided for organizations to provide their bank details to receive donations.
The document describes a fundraising campaign called Mission Vishvas that was started on November 8th, 2013 by CODOCA MTVCOLA MARKETING ADVERTISING AND OUTSOURCING PRIVATE LIMITED to provide funds for over 500 NGOs, orphanages, charitable trusts, and cancer care organizations. It announces that 50% of profits from the sale of research papers/white papers will be donated to these organizations after tax deductions. Contact information is provided for organizations to provide their details to receive donations. The campaign was started on the 33rd birthday of the company co-founder Mr. Vishvas Yadav to help create a poverty-free and unemployment-free India.
The document describes a fundraising campaign called Mission Vishvas that will provide funds to over 500 NGOs, orphanages, charitable trusts, and cancer care organizations. It is led by Vishvas Yadav of CODOCA MTVCOLA MARKETING ADVERTISING AND OUTSOURCING PRIVATE LIMITED on his 33rd birthday. The campaign will donate 50% of profits from selling research papers/white papers to social organizations after taxes. Contact information is provided for organizations to provide bank details to receive donations.
The document describes a fundraising campaign called Mission Vishvas that will provide funds to over 500 NGOs, orphanages, charitable trusts, and cancer care organizations. It is led by Vishvas Yadav of CODOCA MTVCOLA MARKETING ADVERTISING AND OUTSOURCING PRIVATE LIMITED on his 33rd birthday. The company plans to donate 50% of profits from selling research papers/white papers to social organizations after taxes. Contact information is provided for organizations to provide bank details to receive donations.
This document contains information about a fundraising campaign called Mission Vishvas organized by CODOCA MTVCOLA MARKETING ADVERTISING AND OUTSOURCING PRIVATE LIMITED to provide funds for over 500 NGOs, orphanages, charitable trusts, and cancer care organizations in India. 50% of the profits from the sale of research papers and white papers will be donated to these organizations after tax deductions. Contact information is provided for organizations to provide their bank details to receive donations.
This document contains information about a fundraising campaign called Mission Vishvas organized by CODOCA MTVCOLA MARKETING ADVERTISING AND OUTSOURCING PRIVATE LIMITED to provide funds for over 500 NGOs, orphanages, charitable trusts, and cancer care organizations. The company plans to donate 50% of profits from selling research papers and white papers to these organizations after deducting taxes. Contact information is provided for organizations to provide their bank details to receive donations. The campaign was started on November 8th, 2013 to celebrate the 33rd birthday of the company co-founder Mr. Vishvas Yadav and his vision of an India without poverty and unemployment.
This document contains information about a fundraising campaign called Mission Vishvas organized by CODOCA MTVCOLA MARKETING ADVERTISING AND OUTSOURCING PRIVATE LIMITED to provide funds for over 500 NGOs, orphanages, charitable trusts, and cancer care organizations. The company plans to donate 50% of profits from selling research papers and white papers to these organizations after deducting taxes. Contact information is provided for organizations to provide their bank details to receive donations. The campaign was started on November 8th, 2013 to celebrate the 33rd birthday of the company co-founder Mr. Vishvas Yadav and his vision of an India without poverty and unemployment.
This document contains information about a fundraising campaign called Mission Vishvas organized by CODOCA MTVCOLA MARKETING ADVERTISING AND OUTSOURCING PRIVATE LIMITED to provide funds for over 500 NGOs, orphanages, charitable trusts, and cancer care organizations. The company plans to donate 50% of profits from selling research papers and white papers to these organizations after deducting taxes. Contact information is provided for organizations to provide their bank details to receive donations. The campaign was started on November 8th, 2013 to celebrate the 33rd birthday of the company co-founder Mr. Vishvas Yadav and his vision of an India without poverty and unemployment.
This document contains information about a fundraising campaign called Mission Vishvas organized by CODOCA MTVCOLA MARKETING ADVERTISING AND OUTSOURCING PRIVATE LIMITED to provide funds for over 500 NGOs, orphanages, charitable trusts, and cancer care organizations. The company plans to donate 50% of profits from selling research papers and white papers to these organizations after deducting taxes. Contact information is provided for organizations to provide their bank details to receive donations. The campaign was started on November 8th, 2013 to celebrate the 33rd birthday of the company co-founder Mr. Vishvas Yadav and his vision of an India without poverty and unemployment.
This document contains information about a fundraising campaign called Mission Vishvas run by CODOCA MTVCOLA MARKETING ADVERTISING AND OUTSOURCING PRIVATE LIMITED to provide funds for over 500 NGOs, orphanages, charitable trusts, and cancer care organizations in India. It announces the initiation of Mission Vishvas on November 8th, 2013 with the goal of creating employment opportunities and reducing poverty in India. The company plans to donate 50% of profits from selling research papers and white papers to various social organizations. Contact information is provided for those wanting to know more or receive donations.
This document contains details about a fundraising campaign called Mission Vishvas organized by CODOCA MTVCOLA MARKETING ADVERTISING AND OUTSOURCING PRIVATE LIMITED to provide funds for NGOs, orphanages, charitable trusts, and cancer care organizations. The company plans to donate 50% of profits from selling research papers/white papers to these social causes after tax deductions. Contact information is provided for organizations to provide their bank details to receive donations. The campaign was started on November 8th, 2013 on the 33rd birthday of the company director Mr. Vishvas Yadav to support his vision of an India without poverty and unemployment.
This document contains details about a fundraising campaign called Mission Vishvas organized by CODOCA MTVCOLA MARKETING ADVERTISING AND OUTSOURCING PRIVATE LIMITED to provide funds for NGOs, orphanages, charitable trusts, and cancer care organizations. The company plans to donate 50% of profits from selling research papers/white papers to these social causes after tax deductions. Contact information is provided for organizations to provide their bank details to receive donations. The campaign was started on November 8th, 2013 on the 33rd birthday of the company director Mr. Vishvas Yadav to support his vision of an India without poverty and unemployment.
This document appears to be a profile for an individual named Vishvas Yadav. It includes sections about his education, experience working for companies, and involvement with an organization called CODOCA MTVCOLA MARKETING ADVERTISING AND OUTSOURCING PRIVATE LIMITED. This organization is running a fundraising campaign called "Mission Vishvas" to provide funds for social causes like orphanages, NGOs, and charitable trusts.
This document contains contact information, educational background, work experience, skills and certifications for an individual. It also includes information about a fundraising campaign by CODOCA MTVCOLA MARKETING ADVERTISING AND OUTSOURCING PRIVATE LIMITED to donate funds raised from sales of research papers to orphanages, NGOs and charitable trusts. The campaign is led by Vishvas Yadav, Program Director of the company.
The document contains information about an individual including their name, job title, contact information, education history and work experience. It also includes advertisements for project management certification from C.M.M.A.A.O.Pvt.Ltd. Project Management Institute and mentions fundraising campaigns by Vishvas Yadav for charitable organizations.
The document appears to be a resume or profile for an individual named Vishvas Yadav. It includes contact information, educational background attending two schools between 1998-2006, work experience at two companies between 2006-2011, and information about fundraising campaigns and certifications related to project management. It promotes increasing earnings and career opportunities through project management certification from C.M.M.A.A.O.Pvt.Ltd. Project Management Institute.
The document appears to be a resume or profile for an individual named Vishvas Yadav. It includes contact information, educational and employment history. It also includes repeated advertisements for project management certification from C.M.M.A.A.O.Pvt.Ltd. Project Management Institute and mentions fundraising campaigns by Vishvas Yadav for charitable organizations.
The document appears to be a resume or CV for an individual named YOUR NAME. It includes contact information, a profile, education history attending School1 and School2, and work experience at Company1 and Company2. The majority of the document consists of repetitive text about project management certification and fundraising campaigns by CODOCA MTVCOLA MARKETING ADVERTISING AND OUTSOURCING PRIVATE LIMITED and an individual named Vishvas Yadav.
The document appears to be a resume or CV for an individual named YOUR NAME. It includes contact information, a profile, education history attending School1 and School2, and work experience at Company1 and Company2. The rest of the document contains repeated text about Project Management certification from C.M.M.A.A.O.Pvt.Ltd. Project Management Institute and fundraising campaigns by Vishvas Yadav.
The document appears to be a resume or CV for an individual named Vishvas Yadav. It includes contact information, educational history attending two schools between 1998-2006, work experience at two companies between 2006-2011, and mentions involvement with fundraising for charities through an organization called CODOCA MTVCOLA MARKETING ADVERTISING AND OUTSOURCING PRIVATE LIMITED. It also extensively promotes project management certification through this organization.
The document appears to be a resume for an individual named YOUR NAME. It includes contact information, educational history attending School1 and School2, work experience at Company 1 and Company 2, and a description of qualifications and skills. Additionally, there are advertisements for project management certification and fundraising campaigns for orphanages and charitable trusts.
The document advertises a Project Management certification offered by C.M.M.A.A.O. Pvt. Ltd. Project Management Institute for 5500 INR. It claims the certification can increase earnings by 25% and offers better career opportunities. It also describes the Mission Vishvas fundraising campaign led by Vishvas Yadav to provide funds for over 500 NGOs, orphanages, charitable trusts, and cancer care organizations through the sale of research papers and donations from company profits. Contact information is provided for the certification program and Mission Vishvas.
This document appears to be a resume or CV for an individual. It includes personal details, education history, work experience, and repeated promotional messages about Project Management certification opportunities. The document contains redundant and repetitive information across various sections.
The document contains information about an individual including their name, job title, contact information, education history from 1998-2006, work experience from 2006-2011, and involvement with the C.M.M.A.A.O.Pvt.Ltd organization promoting project management certification. It also includes repeated text about fundraising campaigns for orphanages, NGOs and charitable trusts.
The document appears to be a resume for an individual named YOUR NAME. It includes contact information, a profile, education history attending School1 and School2, work experience at Company1 and Company2, and appears to be marketing project management certification courses. It also includes repeated text about fundraising campaigns for orphanages, NGOs, and charitable trusts led by Vishvas Yadav of CODOCA MTVCOLA MARKETING ADVERTISING AND OUTSOURCING PRIVATE LIMITED.
The document appears to be a resume for an individual named YOUR NAME. It includes contact information, a profile, education history attending two schools between 1998-2006, work experience at two companies between 2006-2011, and mentions fundraising for charitable organizations and certification in project management. It is soliciting donations to non-profits and sales of research papers.
This document appears to be a resume or CV for an individual named [NAME]. It includes sections on profile, education, experience, skills, and contact information. It also includes advertisements for project management certification and fundraising campaigns for charities. The document contains repetitive blocks of text advertising the certifications and campaigns.
The document appears to be a resume or CV for an individual listing their name, job title, profile, education history including two schools attended from 1998-2002 and 2002-2006, work experience at three companies from 2006-2009, 2009-2011, and 2011-present, skills attained, and contact information. It also includes advertisements about project management certification opportunities and fundraising campaigns for charitable causes.
The document contains information about an individual including their name, job title, contact information, education history from 1998-2006, work experience from 2006-2011, and details about fundraising campaigns and charitable donations for NGOs, orphanages, and trusts. It also contains advertisements for project management certification courses.
The document appears to be a resume for an individual named Vishvas Yadav who works for CODOCA MTVCOLA MARKETING ADVERTISING AND OUTSOURCING Pvt. Ltd. It includes contact information, educational background attending School1 and School2, work experience at Company 1 and Company 2, and mentions fundraising campaigns for orphanages, NGOs and charitable trusts through the sale of research papers.
The document appears to be a resume for an individual named Vishvas Yadav. It includes contact information, educational and employment history, and mentions that Vishvas Yadav is the program director of C.M.M.A.A.O. Pvt. Ltd. Project Management Institute and is involved with fundraising campaigns for NGOs, orphanages, and charitable trusts. The document is repeated multiple times and includes references to project management certification.
This document appears to be a resume for an individual named YOUR NAME. It includes contact information, a profile, education history attending School1 and School2, work experience at Company1 and Company2, and repetitive promotional text about Project Management certification from C.M.M.A.A.O.Pvt.Ltd.Project Management Institute.
1. Change Control Log
Project
Project Manager
Project Artifacts
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
Change Description
Priority
ID
Project #
Sponsor
Updated
#BEZUG!
#BEZUG!
#BEZUG!
Originator
Date Entered
Date
Assigned
Evaluator
#BEZUG!
#BEZUG!
#BEZUG!
Status
Date of
Decision
Included in
Rev. #
2. C.M.M.A.A.O.Pvt.Ltd.Project Management Institute
Project
Management Certification
@ 5500 INR
Increase your market value. Start right here!
Research shows that a Project Management Professional (P II
M II PII)
Certification from C.M.M.A.A.O.Pvt.Ltd. Project Management Institute
can increase your earnings by 25%
•
Earn more
•
Enjoy better career opportunities
•
Globally recognized
Get certified and get recognized.
COURTSEY:Vishvas Yadav | Program Director |
C.M.M.A.A.O .Pvt .Ltd.Project Management Institute Project Management Certification
Project Management Institute~CODOCA MTVCOLA MARKETING ADVERTISING AND OUTSOURCING Pvt. Ltd.
Mobile: +91-8884782639 | +91-9036236527 | +91-8884640956 |
Mail id: pmicmmaao@gmail.com | sales@codocamtvcola.co.in | info@codocamtvcola.co.in | cmmaao@gmail.com
OUR PROJECT MANAGEMENT CERTIFICATION PROGRAMS :-
http://project7management.blogspot.in/
http://project9management9institite9pmp.blogspot.in/
http://clients4cmmaao4pmi.blogspot.in/
http://cmmaao.livejournal.com/tag/pmi_cmmaao
http://cmmaao.livejournal.com/tag/pmi
3. http://pmcertification3000.blog.com/2013/09/18/get-pmp-certification-5500-inr/
http://pmcertification5500.blogspot.in/
http://awards7nights7cmmaao.blog.com/2014/01/29/certifications/
http://cmmaao-pmi.blogspot.in/2014/02/independent-ideas-and-insights-by-or.html
https://cmmaao-pvt-ltd-pmi-certifications.blogspot.com
Link to download important templates :http://www.slideshare.net/mission_vishvas/cmmaao-pmitest-plan-v1b
http://www.slideshare.net/mission_vishvas/cmmaao-pmitest-closure-memo-v1b
http://www.slideshare.net/mission_vishvas/cmmaao-pmisupplemental-project-status-v1b
http://www.slideshare.net/mission_vishvas/cmmaao-pmiresearch-summary-and-recommendations-v1b
http://www.slideshare.net/mission_vishvas/cmmaao-pmiproject-plan-guide
http://www.slideshare.net/mission_vishvas/cmmaao-pmiproject-communication-plan-v1c
http://www.slideshare.net/mission_vishvas/cmmaao-pmiproject-charter-v1b
http://www.slideshare.net/mission_vishvas/cmmaao-pmilifecycle-management-plan-v1b
http://www.slideshare.net/mission_vishvas/cmmaao-pmilessons-learned-v1b
http://www.slideshare.net/mission_vishvas/cmmaao-pmiits-project-framework
http://www.slideshare.net/mission_vishvas/cmmaao-pmigo-live-checklist-v1b
http://www.slideshare.net/mission_vishvas/cmmaao-pmidesign-blueprint-v1b
http://www.slideshare.net/mission_vishvas/cmmaao-pmideployment-plan-v1b
http://www.slideshare.net/mission_vishvas/cmmaao-pmicustomer-readiness-signoff-v1b
http://www.slideshare.net/mission_vishvas/cmmaao-pmi03-service-retirement-governance-recommendation
http://www.slideshare.net/mission_vishvas/cmmaao-pmi02-service-retirement-charter
http://www.slideshare.net/mission_vishvas/cmmaao-pmi01service-retirement-assessment
4. Project Workbook Information
The project workbook allows project managers, team members, sponsors, and stakeholders to easily track and monitor project activities. Any of these
worksheets can easily be broken out into separate documents.
Suggested Sheets for All Projects
Data
Filling out the Data sheet completes the header portion of all remaining sheets in the project workbook.
Minicharter
The Project Minicharter sheet can be used as a charter for small projects or a summarization of a full charter for larger projects.
The Stoplight Report sheet contains a status report that can be used to keep sponsors, team members, and stakeholders informed of project
progress.
Stoplight
Budget
CBA
Risks
Issues
Action
Miles
WBS
Roster
The Budget sheet allows you to track original budget, expenditures to date, and any cost variance.
The Cost/Benefit Analysis sheet allows you to review the proposed project and potential alternatives and make a project selection based
on a greater ROI (return on investment).
The Risk Management Matrix sheet allows you to identify, qualify, quantify, and prioritize risks (events that might happen; the uncertainty
of a project), create mitigation and contingency plans, and assign risks owners.
The Issues Log sheet allows you to identify and monitor project issues (unplanned events that have happened).
The Action Items sheet allows you to track and monitor action items assigned to team members. Action items are tasks that must be done
but are too insignificant from a time perspective to track in your project schedule.
The Deliverable Milestones sheet allows you to identify major deliverable milestones and the due dates, objectives, assumptions, and
constraints relevant to that deliverable milestone.
The Work Breakdown Structure sheet includes the activities that must be completed during a project, the effort required, all relevant dates,
and the resources assigned to do the work.
RAM
The Roster sheet provides contact information for all those involved on the project.
The Roles and Responsibilities sheet shows the primary role of team members, any deliverables in which they are involved, and the
percentage of time they are expected to work on the project.
The Resource Assignment Matrix sheet shows you what type of resource is responsible for, or somehow involved with, each deliverable.
The tasks listed are samples; you should update the RAM with tasks appropriate for your project.
RCM
The Resource Commitment Matrix sheet shows how many effort hours each person on the project has been allocated by month.
A&C
The Assumptions and Constraints sheet allows you to track project assumptions and constraints.
Decision
The Decision Log sheet allows you to track all major decisions made during the course of the project.
R&R
5. Project Workbook Information
Comm
The Communication Plan sheet allows you to detail your communication plan: how you are going to communicate, whom you will be
communicating with, how often, in what format, etc.
Stake
The Stakeholder Analysis sheet allows you to identify stakeholders, their role, and their requirements.
Expectations
The Expectations sheet allows you to identify and track the expectations of various stakeholders.
Chg Log
Deliver
PERT
Delphi
TimeSum
Timesheet
The Change Control Log sheet allows you to track all change requests that are in process or finalized.
The Deliverable Acceptance Log sheet allows you to track the status of deliverable acceptances.
The PERT Analysis sheet allows you to perform PERT analysis on WBS tasks.
The Delphi Exercise sheet allows you to develop estimates for WBS tasks through the Delphi technique.
The Timesheet Totals sheet allows you to track effort hours of your entire team by individual and by month.
The Timesheet can be used by each team member to submit effort hours by activity, by month.
The Initial Project Size Estimate sheet allows you to estimate, at high-levels (40,000 ft. view), the size of a project. This estimate should
not be considered final as requirements and technical specifications typically have not been fully developed yet.
The Resource Loading sheet allows you to identify the work effort required, the duration, and the allowed commitment level of each
person assigned to the project.
The Project Quality Metrics sheet allows you to identify critical success criteria, related quality metrics, and their priority.
Size Est
Res Load
Qual Metrics
Source: www.iappm.org
6. Mission Vishvas : Fundraising campaign for Orphanages | NGO's |Charitable Trusts.
I Vishvas Yadav ProgramDirector of fundraising social campaign for NGOs,old age homes
,charitable trusts/cancer care organizations from be half of CODOCA
MTVCOLA MARKETING ADVERTISING AND OUTSOURCING PRIVATE LIMITED on 8th
Day of November 2013 declare the initiation of the Mission Vishvas and
looking forward a great India with employment for every women and a
great India without Poverty .
We are planning to provide funds for social cause to more then 500
NGOs,old age homes ,charitable trusts/cancer care organizations by
Mission Vishvas .
Please find enclosed White Papers / Research Papers for sale the
catalogue and the strategic move to sell them will be mailed shortly.
Mission Vishvas : Fundraising campaign for Orphanages | NGO's |
Charitable Trusts.
On the 33rd birthday of co-founder of company CODOCA MTVCOLA
MARKETING ADVERTISING AND OUTSOURCING PRIVATE LIMITED MR. VISHVAS
YADAV .Company have planned to donate 50% profit generated by sales of
their research papers / white papers to NGOs,old age homes ,charitable
trusts/cancer care organizations after deduction of Tax .Please
contact Mr. Vishvas Yadav (Program Director )for further information .
Send the information about your trust and Bank Account Details to mail
id : cmmaao@gmail.com for issuing cheques on sale of the research
papers/white papers .
Please contact to the mobile numbers: 08884640956, 09036236527 and
08884782639 for quick assistance.
7. Mr. Vishvas Yadav is Director of company CODOCA MTVCOLA MARKETING
ADVERTISING AND OUTSOURCING PRIVATE LIMITED have celebrated his 33rd
birthday on 08/November/2013.Vishvas is only the person looking for a
great India without poverty and without unemployment ,he is man with
simple living, great attitude and high thinking.
PROJECT MANAGEMENT CERTIFICATION PROJECT MANAGEMENT CERTIFICATION
Mission PMBOK Vishvas PMBOK Fundraising PMI campaign PMP for Orphanages PMP NGO’s PMI Charitable PMP Trusts.
CODOCA PMI MTVCOLA PMP MARKETING PMBOK ADVERTISING PMI ANG POMBOK
Mission PMBOK Vishvas PMBOK Fundraising PMI campaign PMP for Orphanages PMP NGO’s PMI Charitable PMP Trusts.
CODOCA PMI MTVCOLA PMP MARKETING PMBOK ADVERTISING PMI ANG POMBOK OUTSOURCING PMI PRIVATE PMP LIMITED
Mission PMBOK Vishvas PMBOK Fundraising PMI campaign PMP for Orphanages PMP NGO’s PMI Charitable PMP Trusts.
CODOCA PMI MTVCOLA PMP MARKETING PMBOK ADVERTISING PMI ANG POMBOK OUTSOURCING PMI PRIVATE PMP LIMITED
Mission PMBOK Vishvas PMBOK Fundraising PMI campaign PMP for Orphanages PMP NGO’s PMI Charitable PMP Trusts.
CODOCA PMI MTVCOLA PMP MARKETING PMBOK ADVERTISING PMI ANG POMBOK OUTSOURCING PMI PRIVATE PMP LIMITED
Mission PMBOK Vishvas PMBOK Fundraising PMI campaign PMP for Orphanages PMP NGO’s PMI Charitable PMP Trusts.
CODOCA PMI MTVCOLA PMP MARKETING PMBOK ADVERTISING PMI ANG POMBOK OUTSOURCING PMI PRIVATE PMP LIMITED
Mission PMBOK Vishvas PMBOK Fundraising PMI campaign PMP for Orphanages PMP NGO’s PMI Charitable PMP Trusts.
CODOCA PMI MTVCOLA PMP MARKETING PMBOK ADVERTISING PMI ANG POMBOK OUTSOURCING PMI PRIVATE PMP LIMITED
Mission PMBOK Vishvas PMBOK Fundraising PMI campaign PMP for Orphanages PMP NGO’s PMI Charitable PMP Trusts.
CODOCA PMI MTVCOLA PMP MARKETING PMBOK ADVERTISING PMI ANG POMBOK OUTSOURCING PMI PRIVATE PMP LIMITED
Mission PMBOK Vishvas PMBOK Fundraising PMI campaign PMP for Orphanages PMP NGO’s PMI Charitable PMP Trusts.
CODOCA PMI MTVCOLA PMP MARKETING PMBOK ADVERTISING PMI ANG POMBOK OUTSOURCING PMI PRIVATE PMP LIMITED
Mission PMBOK Vishvas PMBOK Fundraising PMI campaign PMP for Orphanages PMP NGO’s PMI Charitable PMP Trusts.