D10 Project Management
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This document provides an overview of Project Management Deliverable 4D, which is to develop a project management plan. It lists the primary and secondary tools used, including developing a communication plan, creating a project schedule in Excel or MS Project, establishing team consensus, and facilitating effective meetings. The goals are to identify team members, interface with stakeholders, and develop a project plan with milestones and timelines to effectively manage the project.
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D10 Project Management
This document provides an overview of Project Management Deliverable 4D, which is to develop a project management plan. It lists the primary and secondary tools used, including developing a communication plan, creating a project schedule in Excel or MS Project, establishing team consensus, and facilitating effective meetings. The goals are to identify team members, interface with stakeholders, and develop a project plan with milestones and timelines to effectively manage the project.
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This document outlines a presentation on project management. It discusses the key stages of a project including initiation and planning, execution, monitoring, and closing. Important aspects of initiation/planning are covered such as stakeholder analysis, work planning, and goal setting. Effective communication and management of stakeholders is also emphasized. Project leaders should have both soft skills like team building and hard skills like planning and organizing. Overall, the presentation provides an overview of best practices for defining the scope, executing, and wrapping up a project successfully.
First fare 2011 project-management
The document discusses key aspects of project management. It defines a project as having a goal and parameters like scope, time, cost, quality and risk. It also discusses what is needed for project success like happy customers, on-time deliverables, on-budget costs, and team cohesion. Additionally, it outlines the primary roles of a project manager as building the team, maintaining data and schedules, organizing resources, managing conflicts, and reviewing work. Finally, it discusses the typical phases of project management: initiation, planning, executing, monitoring/controlling, and closing.
A/E Project Management Optimization-Part Two
Creating the environment for a profitable organization begins with those that lead and deliver your projects. At the core of what firms do, strategically and intelligently executing projects from proposal to solution fuels growth, creates opportunities, and sustains a strong commitment to your team and your clients. Project Managers are the caretakers of your professional service. Through training based on best practices, they can lead their team to superior outcomes.
A/E Project Management Optimization is a three-part webinar series that will help you understand the conditions in your firm that may be hindering the process, and will present strategies to facilitate excellence at all levels using practical, real-world examples and best practices used by the top firms in the industry.
This Presentation is part two of the entire series.
To puchase the entire series,kindly click on the below link:
http://www.zweigwhite.com/p-792-ae-project-management-optimization-series.aspx
V3_ICR3A Meetings Handbook-12-18-12
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Demo Effective Meetings
The document discusses strategies for effective meetings. It introduces the PEARLS framework for planning meetings which stands for Planning, Purpose, Participants, Expectations, Agenda, Roles, Limits, and Scope. It then outlines objectives and content for three modules which cover choosing meeting types, developing agendas, and strategies for effective meetings such as using technology, establishing ground rules, and injecting fun.
Project Management for Technical Communication Professionals
Presentation to the members of the Indiana Chapter of the Society for Technical Communication, December 18, 2006. Delivered by Greg McCormick on the Project Management Institute methodology and how it can help technical communication professionals better plan and manage their technical documentation projects.
Helping teams work. Team meetings making them good enough to get work done
Following good meeting management procedures can have a highly positive effect:
People will be more willing to attend meetings that run smoothly.
The team will feel a sense of accomplishment that increases commitment and willingness to do the work.
Projects Management
The document provides an overview of project management basics and best practices. It discusses the five key steps of project management: 1) startup, 2) defining scope and requirements, 3) developing a plan and securing resources, 4) tracking, controlling, reporting and reviewing, and 5) completion and assessment. Templates and checklists are recommended for each step to help structure the work and facilitate effective communication, documentation, and management of tasks, risks, and issues.
PM skillz [jz]
The document discusses key concepts in project management including defining a project, identifying stakeholders, developing a project plan, schedule, and status reports. It highlights the importance of planning, executing, monitoring, and controlling a project. Sample exercises are provided to help understand tasks such as writing a project scope, developing a schedule and risk management plan.
Ben Mkt 347 Week 4
The document is the agenda for a project management class covering various topics including: defining project management terms and characteristics, discussing project management life cycles and roles, and having group activities on agile, risk, and procurement management issues. The instructor will cover traditional project management, levels of project management, project management life cycles, and roles and responsibilities of team members. Groups will discuss challenges in agile, risk, and procurement management as they relate to their own organizations.
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D07 Project Charter
The document outlines the steps to complete Deliverable 2D - Define Project Boundaries, which includes drafting a problem statement, defining the project scope using tools like SIPOC and a project charter, and estimating benefits. It provides objectives for defining boundaries such as constructing a problem statement and goal statement. It also notes that aspects of other define deliverables may be reflected in the project charter.
LEAN template
This document appears to be a template for documenting a Lean event from start to finish. It includes sections for defining the problem and goals, analyzing the baseline process, planning and executing improvements during the event, and controlling the new process afterwards. The template provides guidance on including details such as metrics, stakeholders, process maps, plans for transitioning and training, and tools for ensuring the benefits are sustained long-term.
I07 Simulation
The document discusses computer simulation as a tool for process improvement. It defines computer simulation as using a computer model to simulate a real system. The basic steps for computer simulation are: 1) define the problem, 2) map the process, 3) define inputs, 4) build the model, 5) validate the model, 6) perform simulations, 7) interpret results, and 8) recommend and document solutions. Reasons for using simulation include testing changes without risk or time constraints, understanding bottlenecks, and validating expected improvements. Simulation should not be used without proper training or understanding, or when simpler methods can achieve the goal.
NG BB 39 IMPROVE Roadmap
This document provides information on the 8-step CPI Roadmap process for improvement projects and the requirements to pass through the "Improve" tollgate. The 8 steps are: 1) Validate the problem 2) Identify performance gaps 3) Set improvement targets 4) Determine root cause 5) Develop countermeasures 6) See countermeasures through 7) Confirm results 8) Standardize successful processes. The tollgate requirements include delivering a solution prioritization, future state process map, implementation plan, pilot plan and results, process capability analysis, control charts, storyboard and barriers/risks identification.
D01 Define Spacer
This document provides an agenda and overview for a JEA Process Improvement Black Belt training on defining projects using the Six Sigma DMAIC methodology. It outlines the schedule and expectations for the define training week, including introducing the 15 deliverable format, methodology and tools for the define phase. It also covers emergency evacuation procedures and codes of conduct for the training.
NG BB 45 Quick Change Over
This document discusses quick changeover techniques to improve process efficiency. It begins by outlining an 8-step process improvement methodology. It then defines changeover times and differentiates between traditional and lean thinking regarding changeovers. The key steps to reducing changeover times are identified as separating internal and external changeover activities, converting internal activities to external where possible, and reducing all remaining activities through techniques like parallel operations and automation. The goal is to standardize and simplify changeovers to allow for smaller batch sizes and increased flexibility.
A05 Continuous One Variable Stat Tests
This document provides guidance on using statistical tests to determine which process inputs (X's) are critical and influence outcomes (Y's). It outlines common statistical tests for continuous and discrete data, including tests for normality, one-sample t-tests to compare a mean to a target, and one-sample sign tests to compare a median when data is not normal. Examples are provided to illustrate how to use Minitab to conduct these tests and interpret the results.
NG BB 11 Power Steering
The document provides an overview of the Power Steering project tracking tool used by the National Guard for continuous process improvement projects. It describes how to access and navigate Power Steering, the roles and responsibilities of Black Belts in using it to track project progress, and how to invite new users. The learning objectives are to understand how to use Power Steering to navigate, track projects, and share best practices.
G04 Root Cause Relationships
The document discusses identifying root cause relationships as part of a quality improvement process. It explains that before developing solutions to identified root causes, their relationships to environmental concerns like climate change, conservation, and protecting resources must be examined. A relationship matrix tool is presented for mapping which environmental issues need consideration for each root cause when developing countermeasures. The objective is to ensure improvements also advance the organization's environmental performance.
15 Deliv template
The document provides guidance for project tollgates, focusing presentations on satisfying 15 deliverables in each project phase and showing the logical thought process. Tollgate presentations should also list tasks and dates for the next phase, as well as barriers and assistance needed to complete the project on schedule. Projects are now performed using a standardized 15 deliverable format to guide tollgate reviews.
NG BB 37 Multiple Regression
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D08 Quantify Project Value
This document defines the key deliverables and tasks for quantifying the value of a project. Deliverable 3D involves quantifying the project value by determining the benefits to customers and the organization. This includes calculating the cost of poor quality using baseline data and estimating savings. Project benefits are documented in the project benefit document and summarized in the project charter and final presentation.
D12 Airplane DMAGIC Project
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NG BB 15 MEASURE Roadmap
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Hypothesis Test Selection Guide
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NG BB 33 Hypothesis Testing Basics
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