This document provides an overview of an upcoming project management training course. It outlines the vision, goals, resources, audience, evaluation process, and course structure. The course structure lists the topics that will be covered each day, including integration management, stakeholders, scope, schedule, cost, quality, risk, procurement, ethics, Agile, and exam preparation. Sample project charter examples and integration management concepts are also discussed in detail throughout various slides. The document aims to inform participants about what to expect from the training to help them become certified in project management.
Project managers use integration management processes to coordinate all aspects of a project. These include initiating a project with a charter, planning by developing a project management plan, executing the work, monitoring and controlling the project, and closing out the project upon completion. The key processes involve developing a project charter, managing the project work according to the plan, monitoring progress, controlling changes, and closing out the project. Project integration management aims to ensure coordination across all elements and knowledge areas of a project from start to finish.
The document discusses project integration management and scope management processes from the PMBOK Guide. For project integration management, it outlines the seven key processes: develop project charter, develop project management plan, direct and manage project work, manage project knowledge, monitor and control project work, perform integrated change control, and close project or phase. It provides details on the objectives, inputs, and outputs for each process. For scope management, it describes the five processes for planning, collecting requirements, defining scope, creating the work breakdown structure (WBS), and controlling scope. The document focuses on processes and terminology related to integrating and managing the scope of a project according to the PMBOK Guide.
This document provides an overview of project integration management processes including developing a project charter, developing a project management plan, directing and managing project work, and monitoring and controlling project work. It describes the inputs, tools and techniques, and outputs of each process. The objective is to ensure the various aspects of a project are coordinated and that the project is executed according to the approved project management plan.
Project / Program / Portfolio Management and Processes GroupsAhmed Alageed
What are the differences between project, program, and portfolio management?
how the organization structure can affect projects?
what are the project management processes groups?
This document discusses project integration management, which involves identifying, defining, combining, and coordinating the various processes and activities involved in a project. It involves making choices about resource allocation and trade-offs. The key aspects of project integration management covered are developing the project charter and management plan, directing and managing project work, monitoring and controlling work, performing integrated change control, and closing the project or phase.
The document discusses project stakeholder management as defined by PMBOK 13. It identifies the four key processes as identify stakeholders, plan stakeholder engagement, manage stakeholder engagement, and monitor stakeholder engagement. It provides overviews of the processes, inputs, tools and techniques, and outputs as well as key concepts, trends, tailoring considerations, and considerations for agile environments.
https://mloey.github.io/
We will discuss the following: Develop Project Charter, Develop Project Management Plan, Direct and Manage Project Work, Monitor and Control Project Work, Perform Integrated Change Control, Close Project or Phase.
The document discusses creating a high-performing project team. It covers building a team by determining requirements, appraising skills, and maintaining knowledge transfer. It also discusses defining ground rules, negotiating agreements, empowering and training team members, engaging virtual teams, and building shared understanding. The objectives focus on these topics, including maintaining diversity and inclusion, assessing skills, and ensuring adequate training. Deliverables include skills lists and tools like RACI matrices to help assign resources and schedule teams.
Project managers use integration management processes to coordinate all aspects of a project. These include initiating a project with a charter, planning by developing a project management plan, executing the work, monitoring and controlling the project, and closing out the project upon completion. The key processes involve developing a project charter, managing the project work according to the plan, monitoring progress, controlling changes, and closing out the project. Project integration management aims to ensure coordination across all elements and knowledge areas of a project from start to finish.
The document discusses project integration management and scope management processes from the PMBOK Guide. For project integration management, it outlines the seven key processes: develop project charter, develop project management plan, direct and manage project work, manage project knowledge, monitor and control project work, perform integrated change control, and close project or phase. It provides details on the objectives, inputs, and outputs for each process. For scope management, it describes the five processes for planning, collecting requirements, defining scope, creating the work breakdown structure (WBS), and controlling scope. The document focuses on processes and terminology related to integrating and managing the scope of a project according to the PMBOK Guide.
This document provides an overview of project integration management processes including developing a project charter, developing a project management plan, directing and managing project work, and monitoring and controlling project work. It describes the inputs, tools and techniques, and outputs of each process. The objective is to ensure the various aspects of a project are coordinated and that the project is executed according to the approved project management plan.
Project / Program / Portfolio Management and Processes GroupsAhmed Alageed
What are the differences between project, program, and portfolio management?
how the organization structure can affect projects?
what are the project management processes groups?
This document discusses project integration management, which involves identifying, defining, combining, and coordinating the various processes and activities involved in a project. It involves making choices about resource allocation and trade-offs. The key aspects of project integration management covered are developing the project charter and management plan, directing and managing project work, monitoring and controlling work, performing integrated change control, and closing the project or phase.
The document discusses project stakeholder management as defined by PMBOK 13. It identifies the four key processes as identify stakeholders, plan stakeholder engagement, manage stakeholder engagement, and monitor stakeholder engagement. It provides overviews of the processes, inputs, tools and techniques, and outputs as well as key concepts, trends, tailoring considerations, and considerations for agile environments.
https://mloey.github.io/
We will discuss the following: Develop Project Charter, Develop Project Management Plan, Direct and Manage Project Work, Monitor and Control Project Work, Perform Integrated Change Control, Close Project or Phase.
The document discusses creating a high-performing project team. It covers building a team by determining requirements, appraising skills, and maintaining knowledge transfer. It also discusses defining ground rules, negotiating agreements, empowering and training team members, engaging virtual teams, and building shared understanding. The objectives focus on these topics, including maintaining diversity and inclusion, assessing skills, and ensuring adequate training. Deliverables include skills lists and tools like RACI matrices to help assign resources and schedule teams.
The document discusses the project life cycle and project management processes. It provides details on the typical phases of a project life cycle - conception, development, implementation, and completion. It also outlines the key functions of project management including planning, executing, monitoring/controlling, and closing. Additionally, it discusses the relationship between project management and other disciplines like portfolio management and program management.
The document discusses project management. It defines a project as a temporary endeavor undertaken to create a unique product, service or result. It has a definite beginning and end. Project management is the application of knowledge, skills and techniques to execute projects effectively and efficiently. It involves five process groups: initiation, planning, execution, monitoring and controlling, and closure. The role of the project manager is also discussed.
NCET Biz Bite | Project Management Tips and Tools | January 2018Archersan
NCET and Kandis Porter, the Founder and Managing Director of Effective Flow Connections, explains why successful Project Management is critical for delivering optimal business results.
– Did you know organizations are wasting an average of $97 million for every $1 billion invested, due to poor project performance? That is an incredible amount of money that most companies can’t afford to throw away. As organizations are asked to accomplish more with the same or even less resources, effective project management practices are critical.
– Organizations that invest in proven project management practices waste 28 times less money because more of their strategic initiatives are completed successfully.
– It isn’t just the “doers” that need to be well-versed in project management; an actively engaged executive sponsor is the top driver of projects meeting their original goals and business intent.
– Sixty percent of organizations have training on project management tools & techniques; how does your organization measure up?
Attendees will learn about:
– Information on where you can locate definitions for ~200 of the profession’s frequently used terms
– Knowledge of the Project Management Institute’s five process groups and 10 knowledge areas
– A framework for creating a detailed project charter
– Key concepts for project schedule management and using MS Project to stay on track
– Information for tracking and managing Issues, Risks, Actions, and Decisions
– A better understanding of how to capture project Lessons Learned
The document discusses key points from Chapter 4 of Project Integration Management. It covers the six processes within Integration Management: develop project charter, develop project management plan, direct and manage project work, monitor and control project work, perform integrated change control, and close project or phase. It describes inputs, tools, and steps for each process, emphasizing that the project charter formally authorizes the project, the project management plan integrates all subsidiary plans, and monitor and control is conducted throughout the project to implement corrective actions when needed.
The document provides an overview of the Project Management Framework by the Project Management Institute (PMI). It introduces PMI and defines project management. It then outlines the high level structure used by PMI, which includes 5 process groups and 10 knowledge areas. Each knowledge area is then summarized individually, including the processes, process groups, inputs, tools/techniques, and outputs involved. Key areas covered include integration management, scope management, time management, cost management, quality management, and human resource management. The document aims to explain PMI's standard approach to project management.
This document discusses the key processes in project integration management: developing the project charter, developing the project management plan, directing and managing project execution, monitoring and controlling project work, performing integrated change control, and closing the project. It describes the objectives, inputs, tools and techniques, and outputs of each process. The overall aim of project integration management is to ensure proper coordination among project processes and help with decision-making to meet stakeholder expectations.
This document provides an overview of project integration management processes. It discusses developing a project charter and management plan, directing and managing project execution, monitoring and controlling work, performing integrated change control, and closing a project or phase. Key inputs, tools and techniques, and outputs are described for each process. Integration management aims to coordinate all aspects of a project through its life cycle.
The document discusses the product development cycle and project management processes. It begins by outlining the 5 phases of product development: idea generation, planning, development, validation, qualification, and production. It then describes the 4 key steps of project management: 1) presenting ideas, 2) planning the work, 3) working the plan, and 4) learning from experiences. For each step and phase, it provides details on the associated tasks and goals. The overall intent is to explain how effective project management can help navigate the product development cycle.
The document provides an overview of project scope management including:
- Abdullah Alkhdrawy is an instructor for project scope management. He has a civil engineering degree and project management certification and experience.
- Scope management involves planning, collecting requirements, defining, creating a work breakdown structure, validating, and controlling the scope. It aims to ensure all required work and only the required work is included.
- Collecting requirements involves determining, documenting, and managing stakeholder needs through techniques like interviews, workshops, prototypes, and document analysis to develop requirements documentation and a requirements traceability matrix.
NCV 4 Project Management Hands-On Support Slide Show - Module 1Future Managers
This slide show complements the Learner Guide NCV 4 Project Management Hands-On Training by Bert Eksteen, published by Future Managers. For more information visit our website www.futuremanagers.net
The document discusses key concepts in project management including:
1) It defines a project as a temporary endeavor undertaken to create a unique product, service or result. Projects are unique, temporary endeavors aimed at achieving specific objectives.
2) Effective project management helps deliver projects on time, on budget and according to requirements while balancing competing demands. It increases the chances of project success.
3) A project charter formally authorizes a project and provides the project manager authority over resources. It links project objectives to organizational strategy and creates a formal record of the project.
The document discusses project scope management. It provides an overview of the six scope management processes: creating a scope management plan, collecting requirements, defining scope, creating a work breakdown structure (WBS), validating scope, and controlling scope. These processes involve developing documents like a scope statement, requirements documentation, and a requirements traceability matrix (RTM) to define and manage the project scope. Inputs, tools and techniques, and outputs are described for each process. The scope management plan guides how scope will be defined, validated, and controlled throughout the project.
The document discusses the initiating process for projects, including pre-initiating tasks, breaking large projects into smaller phases, and key initiating tasks like creating a project charter and holding a kick-off meeting. It provides an example of initiating the Just-In-Time Training project at Global Construction, which was divided into two phases with defined scope, time, and cost goals for phase one. The importance of top management support and developing an organizational project management methodology are also covered.
Project Management Best Practices - Tips and TechniquesInvensis Learning
Did you know? For every Billion spent on projects globally, enterprises lose about 97 million dollars due to poor project performance.
Let's face it - we are all managing projects every day! They may be simple or more complicated, but undoubtedly you are managing projects within your role. You don't need to be a project manager to learn how to manage your projects effectively and efficiently. This interactive presentation will provide the basics of managing projects - regardless of their size or complexity. Webinar attendees will learn a variety of tools, techniques and best practices to enable them to more efficiently manage the projects they are assigned and the projects they want to undertake, including how to socialize initiatives to get buy-in from others. This webinar will provide you with a better understanding of how project management can assist you in performing your role in your organization.
Areas covered:
Project Scope Statements
Developing the business case for your projects
Identifying and managing stakeholders
Developing your Project Plan
Itemizing your Work Breakdown Structure and activity list
Enhancing your Communications Plan
Identifying, planning and managing project risks
Managing changes to the project
Reporting on status
Driving decisions from the team and key stakeholders
Click here to check upcoming webinar for project management https://goo.gl/M9v8oP
About Invensis Learning
Invensis Learning is a leading training and professional development solutions provider. We deliver globally-recognized training and certifications to individuals and enterprises to aid key business transformations and help to stay relevant by closing skill gaps and cultivate an environment that fosters continuous learning. We have trained 10000+ professionals over wide portfolio of training and certification courses. We are a trusted partner of many Fortune 500 companies for training and development
For more details please visit: https://www.invensislearning.com/
PMP Training - 04 project integration managementejlp12
Project Integration Management involves identifying, defining, combining, and coordinating the various processes and activities within the five Project Management Process Groups. It includes developing the project charter and project management plan, directing and managing project execution according to the plan, monitoring and controlling the work, performing integrated change control, and closing the project or phase once complete. The project charter and management plan provide the approved scope, schedule, and cost baselines against which project performance is monitored and measured.
The document discusses the integration of PRINCE2 and BABOK methodologies. It provides an overview of the key processes and deliverables of both PRINCE2 and BABOK. It then shows how BABOK maps to and integrates with the PRINCE2 methodology, with BABOK activities and outputs aligning with specific PRINCE2 processes. It also includes an engagement model that outlines the typical workflow when combining PRINCE2 and BABOK.
Topic 1a overview program and project structuresAllan Cunningham
This document provides an overview of key concepts in program and project management. It discusses strategies, governance structures, life cycles and phases. Some key points:
- Programs are groups of related projects managed in a coordinated way to obtain benefits not available from managing them individually. Projects are temporary endeavors that create unique products or services.
- A program life cycle typically includes phases for pre-program setup, program setup, establishing management, delivering benefits, and closing the program.
- A project life cycle usually involves initiation, planning, execution, monitoring and control, and closeout phases.
- Governance structures for programs include a program board, steering committee, and program/project champions. Programs and
This document provides an overview of project management concepts including the Project Management Institute (PMI), the Project Management Professional (PMP) certification, the project management framework, project life cycles, organizational structures that influence projects, and the five project management process groups. It defines key terms like projects, programs, portfolios, stakeholders, and enterprise environmental factors. It also describes tools and techniques used in project management.
This document outlines the agenda for a 6-day PMP exam preparation course. Day 6 includes topics on professional and social responsibility, Agile methodologies, MS Project, exam tips, and a 120 minute exam simulation. Resources mentioned include the PMBOK Guide, lecture notes, Rita Mulcahy's PMP Exam Prep book, and Agile training materials. The document provides details on course structure, topics covered each day, and example questions and answers to practice for the exam.
Strengthen data center building to withstand hurricanes
Secondary Risk: Increased construction costs
Acceptance:
Do nothing, accept loss if hurricane hits
Residual Risk: Loss of data center still possible
Situation: Company’s data center is in a hurricane zone.
Risk: Loss of data center after major storm.
Options: What are they?
Strategies for Negative Risks (Threats)
39
Strategies for Positive Risks (Opportunities)
Exploitation:
Sharing:
Enhancement:
Acceptance:
Situation: New technology may reduce project costs
Risk: Cost savings opportunity
Options: What are they?
40
Strategies
The document discusses the project life cycle and project management processes. It provides details on the typical phases of a project life cycle - conception, development, implementation, and completion. It also outlines the key functions of project management including planning, executing, monitoring/controlling, and closing. Additionally, it discusses the relationship between project management and other disciplines like portfolio management and program management.
The document discusses project management. It defines a project as a temporary endeavor undertaken to create a unique product, service or result. It has a definite beginning and end. Project management is the application of knowledge, skills and techniques to execute projects effectively and efficiently. It involves five process groups: initiation, planning, execution, monitoring and controlling, and closure. The role of the project manager is also discussed.
NCET Biz Bite | Project Management Tips and Tools | January 2018Archersan
NCET and Kandis Porter, the Founder and Managing Director of Effective Flow Connections, explains why successful Project Management is critical for delivering optimal business results.
– Did you know organizations are wasting an average of $97 million for every $1 billion invested, due to poor project performance? That is an incredible amount of money that most companies can’t afford to throw away. As organizations are asked to accomplish more with the same or even less resources, effective project management practices are critical.
– Organizations that invest in proven project management practices waste 28 times less money because more of their strategic initiatives are completed successfully.
– It isn’t just the “doers” that need to be well-versed in project management; an actively engaged executive sponsor is the top driver of projects meeting their original goals and business intent.
– Sixty percent of organizations have training on project management tools & techniques; how does your organization measure up?
Attendees will learn about:
– Information on where you can locate definitions for ~200 of the profession’s frequently used terms
– Knowledge of the Project Management Institute’s five process groups and 10 knowledge areas
– A framework for creating a detailed project charter
– Key concepts for project schedule management and using MS Project to stay on track
– Information for tracking and managing Issues, Risks, Actions, and Decisions
– A better understanding of how to capture project Lessons Learned
The document discusses key points from Chapter 4 of Project Integration Management. It covers the six processes within Integration Management: develop project charter, develop project management plan, direct and manage project work, monitor and control project work, perform integrated change control, and close project or phase. It describes inputs, tools, and steps for each process, emphasizing that the project charter formally authorizes the project, the project management plan integrates all subsidiary plans, and monitor and control is conducted throughout the project to implement corrective actions when needed.
The document provides an overview of the Project Management Framework by the Project Management Institute (PMI). It introduces PMI and defines project management. It then outlines the high level structure used by PMI, which includes 5 process groups and 10 knowledge areas. Each knowledge area is then summarized individually, including the processes, process groups, inputs, tools/techniques, and outputs involved. Key areas covered include integration management, scope management, time management, cost management, quality management, and human resource management. The document aims to explain PMI's standard approach to project management.
This document discusses the key processes in project integration management: developing the project charter, developing the project management plan, directing and managing project execution, monitoring and controlling project work, performing integrated change control, and closing the project. It describes the objectives, inputs, tools and techniques, and outputs of each process. The overall aim of project integration management is to ensure proper coordination among project processes and help with decision-making to meet stakeholder expectations.
This document provides an overview of project integration management processes. It discusses developing a project charter and management plan, directing and managing project execution, monitoring and controlling work, performing integrated change control, and closing a project or phase. Key inputs, tools and techniques, and outputs are described for each process. Integration management aims to coordinate all aspects of a project through its life cycle.
The document discusses the product development cycle and project management processes. It begins by outlining the 5 phases of product development: idea generation, planning, development, validation, qualification, and production. It then describes the 4 key steps of project management: 1) presenting ideas, 2) planning the work, 3) working the plan, and 4) learning from experiences. For each step and phase, it provides details on the associated tasks and goals. The overall intent is to explain how effective project management can help navigate the product development cycle.
The document provides an overview of project scope management including:
- Abdullah Alkhdrawy is an instructor for project scope management. He has a civil engineering degree and project management certification and experience.
- Scope management involves planning, collecting requirements, defining, creating a work breakdown structure, validating, and controlling the scope. It aims to ensure all required work and only the required work is included.
- Collecting requirements involves determining, documenting, and managing stakeholder needs through techniques like interviews, workshops, prototypes, and document analysis to develop requirements documentation and a requirements traceability matrix.
NCV 4 Project Management Hands-On Support Slide Show - Module 1Future Managers
This slide show complements the Learner Guide NCV 4 Project Management Hands-On Training by Bert Eksteen, published by Future Managers. For more information visit our website www.futuremanagers.net
The document discusses key concepts in project management including:
1) It defines a project as a temporary endeavor undertaken to create a unique product, service or result. Projects are unique, temporary endeavors aimed at achieving specific objectives.
2) Effective project management helps deliver projects on time, on budget and according to requirements while balancing competing demands. It increases the chances of project success.
3) A project charter formally authorizes a project and provides the project manager authority over resources. It links project objectives to organizational strategy and creates a formal record of the project.
The document discusses project scope management. It provides an overview of the six scope management processes: creating a scope management plan, collecting requirements, defining scope, creating a work breakdown structure (WBS), validating scope, and controlling scope. These processes involve developing documents like a scope statement, requirements documentation, and a requirements traceability matrix (RTM) to define and manage the project scope. Inputs, tools and techniques, and outputs are described for each process. The scope management plan guides how scope will be defined, validated, and controlled throughout the project.
The document discusses the initiating process for projects, including pre-initiating tasks, breaking large projects into smaller phases, and key initiating tasks like creating a project charter and holding a kick-off meeting. It provides an example of initiating the Just-In-Time Training project at Global Construction, which was divided into two phases with defined scope, time, and cost goals for phase one. The importance of top management support and developing an organizational project management methodology are also covered.
Project Management Best Practices - Tips and TechniquesInvensis Learning
Did you know? For every Billion spent on projects globally, enterprises lose about 97 million dollars due to poor project performance.
Let's face it - we are all managing projects every day! They may be simple or more complicated, but undoubtedly you are managing projects within your role. You don't need to be a project manager to learn how to manage your projects effectively and efficiently. This interactive presentation will provide the basics of managing projects - regardless of their size or complexity. Webinar attendees will learn a variety of tools, techniques and best practices to enable them to more efficiently manage the projects they are assigned and the projects they want to undertake, including how to socialize initiatives to get buy-in from others. This webinar will provide you with a better understanding of how project management can assist you in performing your role in your organization.
Areas covered:
Project Scope Statements
Developing the business case for your projects
Identifying and managing stakeholders
Developing your Project Plan
Itemizing your Work Breakdown Structure and activity list
Enhancing your Communications Plan
Identifying, planning and managing project risks
Managing changes to the project
Reporting on status
Driving decisions from the team and key stakeholders
Click here to check upcoming webinar for project management https://goo.gl/M9v8oP
About Invensis Learning
Invensis Learning is a leading training and professional development solutions provider. We deliver globally-recognized training and certifications to individuals and enterprises to aid key business transformations and help to stay relevant by closing skill gaps and cultivate an environment that fosters continuous learning. We have trained 10000+ professionals over wide portfolio of training and certification courses. We are a trusted partner of many Fortune 500 companies for training and development
For more details please visit: https://www.invensislearning.com/
PMP Training - 04 project integration managementejlp12
Project Integration Management involves identifying, defining, combining, and coordinating the various processes and activities within the five Project Management Process Groups. It includes developing the project charter and project management plan, directing and managing project execution according to the plan, monitoring and controlling the work, performing integrated change control, and closing the project or phase once complete. The project charter and management plan provide the approved scope, schedule, and cost baselines against which project performance is monitored and measured.
The document discusses the integration of PRINCE2 and BABOK methodologies. It provides an overview of the key processes and deliverables of both PRINCE2 and BABOK. It then shows how BABOK maps to and integrates with the PRINCE2 methodology, with BABOK activities and outputs aligning with specific PRINCE2 processes. It also includes an engagement model that outlines the typical workflow when combining PRINCE2 and BABOK.
Topic 1a overview program and project structuresAllan Cunningham
This document provides an overview of key concepts in program and project management. It discusses strategies, governance structures, life cycles and phases. Some key points:
- Programs are groups of related projects managed in a coordinated way to obtain benefits not available from managing them individually. Projects are temporary endeavors that create unique products or services.
- A program life cycle typically includes phases for pre-program setup, program setup, establishing management, delivering benefits, and closing the program.
- A project life cycle usually involves initiation, planning, execution, monitoring and control, and closeout phases.
- Governance structures for programs include a program board, steering committee, and program/project champions. Programs and
This document provides an overview of project management concepts including the Project Management Institute (PMI), the Project Management Professional (PMP) certification, the project management framework, project life cycles, organizational structures that influence projects, and the five project management process groups. It defines key terms like projects, programs, portfolios, stakeholders, and enterprise environmental factors. It also describes tools and techniques used in project management.
This document outlines the agenda for a 6-day PMP exam preparation course. Day 6 includes topics on professional and social responsibility, Agile methodologies, MS Project, exam tips, and a 120 minute exam simulation. Resources mentioned include the PMBOK Guide, lecture notes, Rita Mulcahy's PMP Exam Prep book, and Agile training materials. The document provides details on course structure, topics covered each day, and example questions and answers to practice for the exam.
Strengthen data center building to withstand hurricanes
Secondary Risk: Increased construction costs
Acceptance:
Do nothing, accept loss if hurricane hits
Residual Risk: Loss of data center still possible
Situation: Company’s data center is in a hurricane zone.
Risk: Loss of data center after major storm.
Options: What are they?
Strategies for Negative Risks (Threats)
39
Strategies for Positive Risks (Opportunities)
Exploitation:
Sharing:
Enhancement:
Acceptance:
Situation: New technology may reduce project costs
Risk: Cost savings opportunity
Options: What are they?
40
Strategies
This document provides an overview of communications management for a project management course. It discusses planning communications, managing communications during a project, and monitoring communications. The document includes definitions of key terms, models of communication flow, and methods and channels of communication. Examples of project documents and reports that are part of communications management are also listed.
This document provides information on schedule network analysis techniques including critical path method, schedule compression, modeling, and critical chain method. It discusses benefits like focusing on critical areas and acceptable delays. Other topics covered include Monte Carlo analysis, resource optimization, trends in adaptive and agile scheduling, and schedule management processes. Cost management topics include cost estimating, earned value management, forecasting, and performance reviews.
1. The document outlines the course structure for PMP certification exam preparation. It covers 6 days of topics including introduction, processes, integration, stakeholders, schedule, cost, quality and risk.
2. Day 3 focuses on schedule and cost management. Schedule management topics include defining activities, sequencing activities, estimating durations, developing the schedule, and controlling the schedule.
3. Estimating activity durations is a key part of developing the project schedule. Various estimation techniques can be used including analogous, parametric, and three-point estimation. Contingency and management reserves should be included in the schedule to account for unknown risks.
The document discusses scope management processes for projects. It describes the key processes of scope management which include planning scope management, collecting requirements, defining scope, creating a work breakdown structure (WBS), validating scope, and controlling scope. Various terms related to scope management are also defined, such as requirements documentation, requirements traceability matrix, and validation. The importance of the WBS for project visualization, stakeholder buy-in, and change management is emphasized.
This document discusses project management topics including:
- The differences between waterfall and agile approaches
- The roles of the program, portfolio, and project management office (PMO)
- Key inputs to project management processes like organizational process assets (OPAs) and enterprise environmental factors (EEFs)
- Project lifecycle versus project management process groups
- Ensuring project alignment with organizational strategy and success
- The competencies required of a project manager
This document outlines the structure and content of a Project Management Professional (PMP) certification preparation course. The course spans six days and covers key PM topics including methodologies, processes, and exam preparation. Day one focuses on an introduction to certification, PM basics like the project lifecycle, and an overview of the PM processes map. Evaluation includes a 21 question test at the end to be completed within 30 minutes using course materials and dictionaries.
Discover innovative uses of Revit in urban planning and design, enhancing city landscapes with advanced architectural solutions. Understand how architectural firms are using Revit to transform how processes and outcomes within urban planning and design fields look. They are supplementing work and putting in value through speed and imagination that the architects and planners are placing into composing progressive urban areas that are not only colorful but also pragmatic.
SATTA MATKA SATTA FAST RESULT KALYAN TOP MATKA RESULT KALYAN SATTA MATKA FAST RESULT MILAN RATAN RAJDHANI MAIN BAZAR MATKA FAST TIPS RESULT MATKA CHART JODI CHART PANEL CHART FREE FIX GAME SATTAMATKA ! MATKA MOBI SATTA 143 spboss.in TOP NO1 RESULT FULL RATE MATKA ONLINE GAME PLAY BY APP SPBOSS
Part 2 Deep Dive: Navigating the 2024 Slowdownjeffkluth1
Introduction
The global retail industry has weathered numerous storms, with the financial crisis of 2008 serving as a poignant reminder of the sector's resilience and adaptability. However, as we navigate the complex landscape of 2024, retailers face a unique set of challenges that demand innovative strategies and a fundamental shift in mindset. This white paper contrasts the impact of the 2008 recession on the retail sector with the current headwinds retailers are grappling with, while offering a comprehensive roadmap for success in this new paradigm.
The Steadfast and Reliable Bull: Taurus Zodiac Signmy Pandit
Explore the steadfast and reliable nature of the Taurus Zodiac Sign. Discover the personality traits, key dates, and horoscope insights that define the determined and practical Taurus, and learn how their grounded nature makes them the anchor of the zodiac.
The Genesis of BriansClub.cm Famous Dark WEb PlatformSabaaSudozai
BriansClub.cm, a famous platform on the dark web, has become one of the most infamous carding marketplaces, specializing in the sale of stolen credit card data.
❼❷⓿❺❻❷❽❷❼❽ Dpboss Matka Result Satta Matka Guessing Satta Fix jodi Kalyan Final ank Satta Matka Dpbos Final ank Satta Matta Matka 143 Kalyan Matka Guessing Final Matka Final ank Today Matka 420 Satta Batta Satta 143 Kalyan Chart Main Bazar Chart vip Matka Guessing Dpboss 143 Guessing Kalyan night
Digital Marketing with a Focus on Sustainabilitysssourabhsharma
Digital Marketing best practices including influencer marketing, content creators, and omnichannel marketing for Sustainable Brands at the Sustainable Cosmetics Summit 2024 in New York
Brian Fitzsimmons on the Business Strategy and Content Flywheel of Barstool S...Neil Horowitz
On episode 272 of the Digital and Social Media Sports Podcast, Neil chatted with Brian Fitzsimmons, Director of Licensing and Business Development for Barstool Sports.
What follows is a collection of snippets from the podcast. To hear the full interview and more, check out the podcast on all podcast platforms and at www.dsmsports.net
Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.AnnySerafinaLove
This letter, written by Kellen Harkins, Course Director at Full Sail University, commends Anny Love's exemplary performance in the Video Sharing Platforms class. It highlights her dedication, willingness to challenge herself, and exceptional skills in production, editing, and marketing across various video platforms like YouTube, TikTok, and Instagram.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
Zodiac Signs and Food Preferences_ What Your Sign Says About Your Tastemy Pandit
Know what your zodiac sign says about your taste in food! Explore how the 12 zodiac signs influence your culinary preferences with insights from MyPandit. Dive into astrology and flavors!
Discover timeless style with the 2022 Vintage Roman Numerals Men's Ring. Crafted from premium stainless steel, this 6mm wide ring embodies elegance and durability. Perfect as a gift, it seamlessly blends classic Roman numeral detailing with modern sophistication, making it an ideal accessory for any occasion.
https://rb.gy/usj1a2
Best Competitive Marble Pricing in Dubai - ☎ 9928909666Stone Art Hub
Stone Art Hub offers the best competitive Marble Pricing in Dubai, ensuring affordability without compromising quality. With a wide range of exquisite marble options to choose from, you can enhance your spaces with elegance and sophistication. For inquiries or orders, contact us at ☎ 9928909666. Experience luxury at unbeatable prices.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
Presentation by Herman Kienhuis (Curiosity VC) on Investing in AI for ABS Alu...Herman Kienhuis
Presentation by Herman Kienhuis (Curiosity VC) on developments in AI, the venture capital investment landscape and Curiosity VC's approach to investing, at the alumni event of Amsterdam Business School (University of Amsterdam) on June 13, 2024 in Amsterdam.
Unveiling the Dynamic Personalities, Key Dates, and Horoscope Insights: Gemin...my Pandit
Explore the fascinating world of the Gemini Zodiac Sign. Discover the unique personality traits, key dates, and horoscope insights of Gemini individuals. Learn how their sociable, communicative nature and boundless curiosity make them the dynamic explorers of the zodiac. Dive into the duality of the Gemini sign and understand their intellectual and adventurous spirit.
7. Evaluation test
21 Q’s in 30 min
Answer with logic.
Use dictionary.
Only as much as you can.
ASK anyone (inc. me).
7
http://www.voiplogic.com/
14. Knowledge Area
Project Management Process Groups
Initiating Planning Executing
Monitoring &
Controlling
Closing
4. Project
Integration
Management
4.1 Develop
Project
Charter
4.2 Develop
Project
Management
Plan
4.3 Direct and
Manage
Project
Work
4.4 Manage
Project
Knowledge
4.5 Monitor and
Control
Project Work
4.6 Perform
Integrated
Change
Control
4.7Close
Project or
Phase
Integration Management
Across Project Management Process Groups
14
17. Project Selection Methodologies
Benefit Measurement
Methods
Constrained Optimization
Methods
Compare and contrast projects
against each other
Mathematically model the project
outcomes
Murder Board
Peer Review
Scoring Models
Economic Models:
Present Value and Net Present Value
Internal Rate of Return
Payback
Benefit Cost Ratio
Constrained Optimization Models:
Linear Programming
Integer Programming
Dynamic Programming
Multi-objective programming
17
21. What to see in a charter ?
Business case or reference to it (need, solution).
Project scope summary.
Deliverables.
Key stakeholders.
Key risks.
Assumptions.
Budget.
Timeline (milestones).
PM authorization.
21
22. The Project Charter
The project cannot be started without a charter
because the charter:
Formally recognizes the existence of the project
Gives the project manager the authority to spend money and commit
resources.
Provides the high level requirements and expectations
Links the project to the organization’s ongoing work
22
23. 4.1 Develop Project Charter
Miscellaneous Facts
Who can issue the
Project Charter?
A project initiator or sponsor external to the project at an
organizational level appropriate to funding the project.
What factors are
projects taken to
address?
Market demand
Organizational need
Customer request
Technological advance
Legal or regulatory requirement
Ecological impacts
Social need
23
25. 4.1 Develop Project Charter Terms
Assumptions
Factors that are considered to be true, real or certain without proof or
demonstration.
Assumptions need to be identified, documented and validated
Part of progressive elaboration of the project
Constraints
Factors that limit the project team’s options to complete the project and
produce the required deliverables
Opportunity Cost The benefit ($$$$) lost by selecting another project
Sunk Cost
Money already spent that cannot be recovered
Sunk costs are not considered when deciding whether to continue an effort
Law of
Diminishing
Returns
Productivity and resources are not linked in a 1:1 relationship
At some point adding resources does not yield a corresponding increase in
productivity
Working Capital
The funds available for use by an organization
Calculated by subtracting current liabilities from current assets
Depreciation
Accounts for the fact that assets lose value over time.
Types of depreciation:
Straight line
Accelerated
25
26. Practice Question:
Inputs for a Project Charter include all of the following EXCEPT:
A. Detailed schedule
B. Product scope description
C. Organizational need
D. Strategic plan
26
28. Knowledge Area
Project Management Process Groups
Initiating Planning Executing
Monitoring &
Controlling
Closing
4. Project
Integration
Management
4.1 Develop
Project
Charter
4.2 Develop
Project
Management
Plan
4.3 Direct and
Manage
Project
Execution
4.4 Manage
Project
Knowledge
4.5 Monitor and
Control
Project Work
4.6 Perform
Integrated
Change
Control
4.7 Close
Project or
Phase
Integration Management
Across Project Management Process Groups
28
31. The Project Management Plan must
have:
Buy in from all stakeholders
Approved (with signatures)
Realistic
Formal
31
32. The Project Management Plan
Projects are managed to baselines:
Schedule Baseline
Cost Baseline
Scope Baseline
32
33. Practice Question:
As Project Manager your concern is to ensure the project
management plan integrates the following:
A. Subsidiary management plans
B. Outputs from the PMBOK planning processes
C. Life cycles selected and the processes applied to each phase until project
closure
D. All of the above
33
34. Knowledge Area
Project Management Process Groups
Initiating Planning Executing
Monitoring &
Controlling
Closing
4. Project
Integration
Management
4.1 Develop
Project
Charter
4.2 Develop
Project
Management
Plan
4.3 Direct and
Manage
Project
Work
4.4 Manage
Project
Knowledge
4.5 Monitor and
Control
Project Work
4.6 Perform
Integrated
Change
Control
4.7 Close
Project or
Phase
Integration Management
Across Project Management Process Groups
34
36. 4.3 Direct and Manage Project
Work
http://www.qualityaretegroup.com/project-manager-the-integrator/
36
37. 4.3 Direct and Manage Project Work
Terms
Corrective Action
Preventive Action
Defect
Defect Repair
Lessons Learned
37
Percent Complete
Deliverable
38. Practice Question:
As the Project Manager for Go Green Airlines you know that you need
to manage Project Execution. Which is the best response to, define
Direct and Manage Project Execution?
A. Project Charter
B. Quality Management Plan
C. Perform activities to accomplish project requirements
D. Managing people doing the work and implementing approved changes
38
39. Knowledge Area
Project Management Process Groups
Initiating Planning Executing
Monitoring &
Controlling
Closing
4. Project
Integration
Management
4.1 Develop
Project
Charter
4.2 Develop
Project
Management
Plan
4.3 Direct and
Manage
Project
Work
4.4 Manage
Project
Knowledge
4.5 Monitor and
Control
Project Work
4.6 Perform
Integrated
Change
Control
4.7 Close
Project or
Phase
Across Project Management Process Groups
39
Integration Management
42. Knowledge Area
Project Management Process Groups
Initiating Planning Executing
Monitoring &
Controlling
Closing
4. Project
Integration
Management
4.1 Develop
Project
Charter
4.2 Develop
Project
Management
Plan
4.3 Direct and
Manage
Project
Execution
4.4 Manage
Project
Knowledge
4.5 Monitor and
Control
Project Work
4.6 Perform
Integrated
Change
Control
4.7 Close
Project or
Phase
Integration Management
Across Project Management Process Groups
42
44. Practice Question:
If a Project Manager is concerned with the process of tracking, reviewing
and regulating the progress to meet performance objectives as defined in
the project management plan, which should she/he concentrate on:
A. Communication plan
B. Continuous monitoring
C. Project management information system
D. Scope management plan
44
45. Knowledge Area
Project Management Process Groups
Initiating Planning Executing
Monitoring &
Controlling
Closing
4. Project
Integration
Management
4.1 Develop
Project
Charter
4.2 Develop
Project
Management
Plan
4.3 Direct and
Manage
Project
Execution
4.4 Manage
Project
Knowledge
4.5 Monitor and
Control
Project Work
4.6 Perform
Integrated
Change
Control
4.7 Close
Project or
Phase
Integration Management
Across Project Management Process Groups
45
48. Who can approve changes?
Changes to Project Charter
Project Sponsor who signed/approved the Project
Charter. The Project Manager can provide input.
Changes to Project Baselines
or any Constraints
The Change Control Board or Sponsor needs to be
involved. The Project Manager can recommend options.
Changes within the Project
Plan
Project Manager can make the change if the change is
within the Project Manager’s authority and does not
require changes to any project baselines.
48
49. The Steps for Making Changes
Evaluate impact
Create Options
Get internal buy in
Get customer buy in (if necessary)
Approve or reject change
Adjust project management plan and baselines
Notify stakeholders affected by change
Manage project to the new project
management plan and baseline
Evaluate for impact on
the Project Constraints:
• Scope
• Quality
• Schedule
• Budget
• Resources
• Risk
49
52. Practice Question:
A change control process should be created:
A. As needed per the project plan
B. By the steering committee
C. As a formal documented procedure
D. Only if changes are expected
52
53. Knowledge Area
Project Management Process Groups
Initiating Planning Executing
Monitoring &
Controlling
Closing
4. Project
Integration
Management
4.1 Develop
Project
Charter
4.2 Develop
Project
Management
Plan
4.3 Direct and
Manage
Project
Execution
4.4 Manage
Project
Knowledge
4.5 Monitor and
Control
Project Work
4.6 Perform
Integrated
Change
Control
4.7 Close
Project or
Phase
Integration Management
53
58. Practice Question:
Once the project is complete, the complete set of project records
should be sent to the:
A. Project archives
B. Every stakeholder on the team
C. Document Imaging system
D. Project sponsor
58