Decograph Management Co. is a project management consultancy firm based in Dubai that offers services to help organizations transform into projectized work cultures. It was founded in 1998 by Mr. Habib A P M, who has over 17 years of experience managing projects in the Middle East. Decograph can assist clients by reviewing operations and identifying gaps, building project management disciplines, recommending systems and procedures, and providing training, project auditing, scheduling, cost baselining and other project-based services using software like Primavera. The company aims to help organizations perform and deliver commitments on time and budget by applying basic project management principles.
Vipin Rana is seeking a position that allows him to apply his knowledge and skills as part of a team focused on organizational growth. He has over 10 years of experience in process improvement and holds several certifications including Lean Six Sigma Black Belt. Currently working as a Business Transformation Manager at Sutherland Global Services, his responsibilities include identifying process improvement opportunities, designing and implementing automation solutions, and continuous process optimization. Prior experience includes roles focused on quality management, process reengineering, and leading teams. He has a background in finance and business management.
This document provides an overview of setting up a Project Management Office (PMO). It discusses what a PMO is, why organizations need them, and the key components and structures of an effective PMO. A PMO sets standards, provides governance, and establishes processes to manage projects consistently. It aims to deliver projects efficiently and successfully while improving reporting, resource management, and alignment with organizational strategy. The document outlines the functional, structural, and disciplinary facets of a PMO and how they work interdependently. It also promotes accessing the full guide online for more details on PMO components, maturity levels, setup, and considerations.
Project management offices (PMOs) evolve through the project, program and portfolio management stages as they mature to meet ever-increasing business needs. A project management office can reduce the risk of project schedule slippage, cost overruns and scope creep by focusing on a standard project management process, basic tools and project manager development. A program management office can improve resource management across business and IT projects and programs by combining related business and IS projects into programs, as well as by implementing governance, communications programs and collaboration tools. A portfolio management office can contribute to business growth by optimizing the mix of project and program investments and focusing on benefits realization and knowledge management. CIOs must ensure that their PMOs master the basics of their current stage before they evolve them to the next stage
This document outlines the agenda and content for a presentation on linking projects to business success through an effective Project Management Office (PMO). The presentation covers establishing the need for a PMO based on typical project failure rates. It then discusses how to lay the foundation, create the pillars, and form the structure of an effective PMO through choosing sponsors and members, defining scope, developing tools and processes, and establishing maturity models. The presentation emphasizes the role of the PMO in ensuring projects are aligned to strategy, benefits are realized, and risks and resources are well-managed to drive business value.
This document is a copyrighted and confidential presentation about building execution excellence with program and project management. It discusses how poor execution is a common reason for executive failure. It then provides a case example of how a life insurance company implemented a program management office and project management processes to help align its organization during a business transformation initiative involving multiple projects and programs. The presentation outlines the challenges the company faced and the scope of work involved in the implementation.
The document outlines steps to deploy a Project Management Office (PMO) within an organization. It discusses assessing the current state, establishing objectives, and achieving rapid successes. It also describes the three levels of PMOs, from project-focused to enterprise-wide. Finally, it discusses how more mature PMOs help organizations improve performance metrics and achieve critical success factors.
The document provides guidance on setting up a new Project Management Office (PMO) within an organization. It recommends starting simply by taking 2-3 experienced project managers and establishing some basic standards and templates for project documentation, reporting, and management. Key activities for the new PMO include providing training and support to project managers, tracking project metrics and results, and continually improving project management processes. Examples of a PMO charter, project definition template, and post-mortem template are included in an appendix.
The pmo strategy discipline execution valueOrlando Lugo
The document discusses how a PMO (Project Management Office) can provide strategic leadership, follow best practices, ensure project execution, and realize business benefits. It argues that a PMO should focus on strategic goals, implement discipline through proven methods, and maximize value by ensuring projects deliver benefits. A PMO oversees a company's portfolio of projects to ensure they are aligned with strategy and priorities.
Vipin Rana is seeking a position that allows him to apply his knowledge and skills as part of a team focused on organizational growth. He has over 10 years of experience in process improvement and holds several certifications including Lean Six Sigma Black Belt. Currently working as a Business Transformation Manager at Sutherland Global Services, his responsibilities include identifying process improvement opportunities, designing and implementing automation solutions, and continuous process optimization. Prior experience includes roles focused on quality management, process reengineering, and leading teams. He has a background in finance and business management.
This document provides an overview of setting up a Project Management Office (PMO). It discusses what a PMO is, why organizations need them, and the key components and structures of an effective PMO. A PMO sets standards, provides governance, and establishes processes to manage projects consistently. It aims to deliver projects efficiently and successfully while improving reporting, resource management, and alignment with organizational strategy. The document outlines the functional, structural, and disciplinary facets of a PMO and how they work interdependently. It also promotes accessing the full guide online for more details on PMO components, maturity levels, setup, and considerations.
Project management offices (PMOs) evolve through the project, program and portfolio management stages as they mature to meet ever-increasing business needs. A project management office can reduce the risk of project schedule slippage, cost overruns and scope creep by focusing on a standard project management process, basic tools and project manager development. A program management office can improve resource management across business and IT projects and programs by combining related business and IS projects into programs, as well as by implementing governance, communications programs and collaboration tools. A portfolio management office can contribute to business growth by optimizing the mix of project and program investments and focusing on benefits realization and knowledge management. CIOs must ensure that their PMOs master the basics of their current stage before they evolve them to the next stage
This document outlines the agenda and content for a presentation on linking projects to business success through an effective Project Management Office (PMO). The presentation covers establishing the need for a PMO based on typical project failure rates. It then discusses how to lay the foundation, create the pillars, and form the structure of an effective PMO through choosing sponsors and members, defining scope, developing tools and processes, and establishing maturity models. The presentation emphasizes the role of the PMO in ensuring projects are aligned to strategy, benefits are realized, and risks and resources are well-managed to drive business value.
This document is a copyrighted and confidential presentation about building execution excellence with program and project management. It discusses how poor execution is a common reason for executive failure. It then provides a case example of how a life insurance company implemented a program management office and project management processes to help align its organization during a business transformation initiative involving multiple projects and programs. The presentation outlines the challenges the company faced and the scope of work involved in the implementation.
The document outlines steps to deploy a Project Management Office (PMO) within an organization. It discusses assessing the current state, establishing objectives, and achieving rapid successes. It also describes the three levels of PMOs, from project-focused to enterprise-wide. Finally, it discusses how more mature PMOs help organizations improve performance metrics and achieve critical success factors.
The document provides guidance on setting up a new Project Management Office (PMO) within an organization. It recommends starting simply by taking 2-3 experienced project managers and establishing some basic standards and templates for project documentation, reporting, and management. Key activities for the new PMO include providing training and support to project managers, tracking project metrics and results, and continually improving project management processes. Examples of a PMO charter, project definition template, and post-mortem template are included in an appendix.
The pmo strategy discipline execution valueOrlando Lugo
The document discusses how a PMO (Project Management Office) can provide strategic leadership, follow best practices, ensure project execution, and realize business benefits. It argues that a PMO should focus on strategic goals, implement discipline through proven methods, and maximize value by ensuring projects deliver benefits. A PMO oversees a company's portfolio of projects to ensure they are aligned with strategy and priorities.
This document provides an introduction and overview of Snap Tech (Pty) Ltd, a consulting and training company specializing in portfolio, programme and project management best practices. It summarizes Snap Tech's services including training, consulting, assessments and interim staffing. It also lists the qualifications and frameworks they provide training for such as PRINCE2, PMP, MSP and AgilePM.
In this presentation, the Ricardo explains the project management office and the main types. He also shows the benefits gained, the mistakes and successes of a PMO, and the challenges to implement a PMO.
Setting up a pmo ilta webinar web download versionwassim31
This document discusses project management offices (PMOs) and provides guidance on setting one up. It defines a PMO as a group dedicated to centralizing and coordinating project management. The presentation outlines the benefits of a PMO, such as standardized processes and improved risk analysis, but also risks like lack of management support. It provides tips for establishing a successful PMO, including getting buy-in, selecting a leader, and developing best practices. The goal is to help organizations determine if a PMO makes sense for them and how to implement one effectively.
Just getting your project management office started? Take your project management office to the next level with Line of Sight's practical approach to PMO development. This presentation focuses on early stage development. Contact Line of Sight for more information at www.line-of-sight.com/project-management or call us today at 1-800-434-7126.
Macrosolutions Consulting Service: Project Management Office (PMO) Implementa...Macrosolutions SA
Macrosolutions is a leading project management consulting firm that has implemented over 100 Project Management Offices (PMOs) across several industries in multiple countries totaling over $18 billion in investments. They offer consulting services to help companies establish autonomous or departmental PMOs, including assessing maturity, defining processes and templates, developing reports and dashboards, setting up appropriate technology and infrastructure, and providing coaching. The scope of work includes diagnosing issues, developing standardized processes and documents, establishing an executive reporting system, building a PMO team, and conducting proof of concept projects.
While multiple stakeholders and decision makers are coming to realize the importance of the PMO, many are under the impression that the setup and running of a PMO is as easy as taking the decision and hiring the right resources. This presentation attempt to explain the concept of the PMO, the need and the values and capabilities a PMO must have to become a centre of excellence
In this presentation you will discover how the PMO is vital to delivering real business results to companies that are seeking to maximized return on their investments and accelerate performance.
This document discusses implementing a Project Management Office (PMO). It defines a PMO as an organization that standardizes project governance processes and shares resources. PMOs centralize, coordinate, and oversee project and program management. The goals of a PMO are to improve project practices and results, help managers achieve goals, provide metrics on lessons learned and results, and develop professional skills. There are three types of PMOs: supportive, controlling, and directive. Best practices for a PMO involve selecting a balanced team with various skills, developing tools and templates, and collecting measurable data and lessons learned from projects. When starting a PMO, its goals should align with the organization's strategy and it should continuously add value through communication and
PMO - Added value instead of administrationAndreas Splett
This slide show should point out the benefits of PMOs. Project Management Offices can provide basic administrative support, but this isn’t the real value of a
PMO.
The document provides information about Eng. Akram Elnagar including his education and experience in portfolio, program and project management. It lists his various certifications such as PMP, PgMP, PMOC and discusses his role as founder of PM House, a project management consultancy. The document also contains sections on portfolio, program and project offices, the functions and services of a P3O, different P3O models and structures, tools and techniques used in P3Os and typical roles and responsibilities within a P3O.
Delivered to clients in U.A.E and Africa within the past month at their request. Clients had already put in place a project methodology but now wanted support in maximising the benefits.
The document discusses establishing a project management office (PMO) to standardize project management practices, provide training and career development for project managers, and help align projects with business strategies. Key elements of an effective PMO include establishing governance over project selection and decision making, using a standardized project management process with stage gate reviews, implementing supporting tools and templates, and promoting continuous improvement of processes.
The document discusses project management offices (PMOs) and their role and value within organizations. It notes that PMOs standardize project management processes, prioritize projects to support business objectives, and report project progress to stakeholders. PMOs also create documentation, track metrics, and offer training to support best practices. The popularity of PMOs among Saudi Arabian companies has grown significantly in recent years, especially among large enterprises and industries like healthcare, finance, and IT. However, PMOs can face challenges like proving their value and overcoming perceptions that they create unnecessary overhead. When effective, PMOs have been shown to increase the number of projects delivered on budget, better align projects with objectives, and improve customer satisfaction and productivity.
The document discusses positioning a public sector PMO for strategic success. It recommends identifying the PMO's key functions, including project management, resource management, performance management, and others. It also recommends scoping the desired level of ownership over these functions and mapping how the functions will evolve over time. The goal is to establish a PMO that generates near-term value, is strategically aligned, and expands to take on higher level functions like governance and strategic initiatives.
This document summarizes a presentation about project management offices (PMOs). It discusses the history and evolution of PMOs from the 1970s to present day. It describes the different types of PMOs and what they can provide to organizations, such as common methods, communication hubs, and benefits delivery. Case studies are presented on why organizations implement PMOs. The document outlines the process for setting up a new PMO and ensuring its longevity. It also profiles common roles within a PMO and discusses competencies. Finally, future research topics related to PMOs are presented.
The document discusses the need for the PMO of the future at University College to transition to an agile model to better support digital projects being delivered using agile methodologies. It outlines the present functions of the UC PMO, the author's mission to research other PMOs and identify best practices. Common themes found were a need for centralized PMOs supporting both agile and waterfall. The benefits of an agile PMO are listed to enable it to better support the shift to digital delivery. A gradual transition path is proposed moving from the present waterfall model to a future state of an agile center of excellence.
The document proposes implementing a reward system to incentivize real estate agents to participate in continuing education. It notes that while state requirements are minimal, ongoing learning is important for success. Statistics show many agents work part-time with varying education levels. A reward system could offer points for meeting goals and link rewards directly to business results. This would create more knowledgeable agents, increased sales, lower turnover and recruit stronger candidates. Risks include financial costs and ensuring proper implementation and management of the new system.
La Unión Europea ha propuesto un nuevo paquete de sanciones contra Rusia que incluye un embargo al petróleo ruso. El embargo se aplicaría gradualmente durante seis meses para el petróleo crudo y ocho meses para los productos refinados. Este paquete de sanciones requiere la aprobación unánime de los 27 estados miembros de la UE.
Pupis from St. Marien-Schule in Moers show some decoion tipps for winter.
This presentation is part of the Comenius-project "WATER IN OUR LIVES"
"This project has been funded with support from the European Commission. This publication reflects the views only of the author, and the Commission cannot be held responsible for any use which may be made of the information contained therein."
This document provides an introduction and overview of Snap Tech (Pty) Ltd, a consulting and training company specializing in portfolio, programme and project management best practices. It summarizes Snap Tech's services including training, consulting, assessments and interim staffing. It also lists the qualifications and frameworks they provide training for such as PRINCE2, PMP, MSP and AgilePM.
In this presentation, the Ricardo explains the project management office and the main types. He also shows the benefits gained, the mistakes and successes of a PMO, and the challenges to implement a PMO.
Setting up a pmo ilta webinar web download versionwassim31
This document discusses project management offices (PMOs) and provides guidance on setting one up. It defines a PMO as a group dedicated to centralizing and coordinating project management. The presentation outlines the benefits of a PMO, such as standardized processes and improved risk analysis, but also risks like lack of management support. It provides tips for establishing a successful PMO, including getting buy-in, selecting a leader, and developing best practices. The goal is to help organizations determine if a PMO makes sense for them and how to implement one effectively.
Just getting your project management office started? Take your project management office to the next level with Line of Sight's practical approach to PMO development. This presentation focuses on early stage development. Contact Line of Sight for more information at www.line-of-sight.com/project-management or call us today at 1-800-434-7126.
Macrosolutions Consulting Service: Project Management Office (PMO) Implementa...Macrosolutions SA
Macrosolutions is a leading project management consulting firm that has implemented over 100 Project Management Offices (PMOs) across several industries in multiple countries totaling over $18 billion in investments. They offer consulting services to help companies establish autonomous or departmental PMOs, including assessing maturity, defining processes and templates, developing reports and dashboards, setting up appropriate technology and infrastructure, and providing coaching. The scope of work includes diagnosing issues, developing standardized processes and documents, establishing an executive reporting system, building a PMO team, and conducting proof of concept projects.
While multiple stakeholders and decision makers are coming to realize the importance of the PMO, many are under the impression that the setup and running of a PMO is as easy as taking the decision and hiring the right resources. This presentation attempt to explain the concept of the PMO, the need and the values and capabilities a PMO must have to become a centre of excellence
In this presentation you will discover how the PMO is vital to delivering real business results to companies that are seeking to maximized return on their investments and accelerate performance.
This document discusses implementing a Project Management Office (PMO). It defines a PMO as an organization that standardizes project governance processes and shares resources. PMOs centralize, coordinate, and oversee project and program management. The goals of a PMO are to improve project practices and results, help managers achieve goals, provide metrics on lessons learned and results, and develop professional skills. There are three types of PMOs: supportive, controlling, and directive. Best practices for a PMO involve selecting a balanced team with various skills, developing tools and templates, and collecting measurable data and lessons learned from projects. When starting a PMO, its goals should align with the organization's strategy and it should continuously add value through communication and
PMO - Added value instead of administrationAndreas Splett
This slide show should point out the benefits of PMOs. Project Management Offices can provide basic administrative support, but this isn’t the real value of a
PMO.
The document provides information about Eng. Akram Elnagar including his education and experience in portfolio, program and project management. It lists his various certifications such as PMP, PgMP, PMOC and discusses his role as founder of PM House, a project management consultancy. The document also contains sections on portfolio, program and project offices, the functions and services of a P3O, different P3O models and structures, tools and techniques used in P3Os and typical roles and responsibilities within a P3O.
Delivered to clients in U.A.E and Africa within the past month at their request. Clients had already put in place a project methodology but now wanted support in maximising the benefits.
The document discusses establishing a project management office (PMO) to standardize project management practices, provide training and career development for project managers, and help align projects with business strategies. Key elements of an effective PMO include establishing governance over project selection and decision making, using a standardized project management process with stage gate reviews, implementing supporting tools and templates, and promoting continuous improvement of processes.
The document discusses project management offices (PMOs) and their role and value within organizations. It notes that PMOs standardize project management processes, prioritize projects to support business objectives, and report project progress to stakeholders. PMOs also create documentation, track metrics, and offer training to support best practices. The popularity of PMOs among Saudi Arabian companies has grown significantly in recent years, especially among large enterprises and industries like healthcare, finance, and IT. However, PMOs can face challenges like proving their value and overcoming perceptions that they create unnecessary overhead. When effective, PMOs have been shown to increase the number of projects delivered on budget, better align projects with objectives, and improve customer satisfaction and productivity.
The document discusses positioning a public sector PMO for strategic success. It recommends identifying the PMO's key functions, including project management, resource management, performance management, and others. It also recommends scoping the desired level of ownership over these functions and mapping how the functions will evolve over time. The goal is to establish a PMO that generates near-term value, is strategically aligned, and expands to take on higher level functions like governance and strategic initiatives.
This document summarizes a presentation about project management offices (PMOs). It discusses the history and evolution of PMOs from the 1970s to present day. It describes the different types of PMOs and what they can provide to organizations, such as common methods, communication hubs, and benefits delivery. Case studies are presented on why organizations implement PMOs. The document outlines the process for setting up a new PMO and ensuring its longevity. It also profiles common roles within a PMO and discusses competencies. Finally, future research topics related to PMOs are presented.
The document discusses the need for the PMO of the future at University College to transition to an agile model to better support digital projects being delivered using agile methodologies. It outlines the present functions of the UC PMO, the author's mission to research other PMOs and identify best practices. Common themes found were a need for centralized PMOs supporting both agile and waterfall. The benefits of an agile PMO are listed to enable it to better support the shift to digital delivery. A gradual transition path is proposed moving from the present waterfall model to a future state of an agile center of excellence.
The document proposes implementing a reward system to incentivize real estate agents to participate in continuing education. It notes that while state requirements are minimal, ongoing learning is important for success. Statistics show many agents work part-time with varying education levels. A reward system could offer points for meeting goals and link rewards directly to business results. This would create more knowledgeable agents, increased sales, lower turnover and recruit stronger candidates. Risks include financial costs and ensuring proper implementation and management of the new system.
La Unión Europea ha propuesto un nuevo paquete de sanciones contra Rusia que incluye un embargo al petróleo ruso. El embargo se aplicaría gradualmente durante seis meses para el petróleo crudo y ocho meses para los productos refinados. Este paquete de sanciones requiere la aprobación unánime de los 27 estados miembros de la UE.
Pupis from St. Marien-Schule in Moers show some decoion tipps for winter.
This presentation is part of the Comenius-project "WATER IN OUR LIVES"
"This project has been funded with support from the European Commission. This publication reflects the views only of the author, and the Commission cannot be held responsible for any use which may be made of the information contained therein."
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive function. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms for those who already suffer from conditions like depression and anxiety.
The proposal argues that real estate professionals should be required to participate in more continuing education. It notes that the state requirements are not enough to properly do the job. Participating in more training can help agents work more efficiently and increase sales. The proposal cites statistics finding that many agents only work part-time, so additional education is important for their success and clients.
Faustyna from Szkoła Podstawowa im. M.C.Skłodowskej Tarnogród showas us how to craft a snowman.
This presentation is part of the Comenius-project WATER IN OUR LIVES.
"This project has been funded with support from the European Commission. This publication reflects the views only of the author, and the Commission cannot be held responsible for any use which may be made of the information contained therein."
Final Business Proposal - Antonakos - GEB3213Alex Antonakos
This document proposes implementing a reward system to incentivize real estate agents to participate in continuing education. It notes that current education requirements are insufficient and that additional training can help agents work more efficiently and increase sales. Statistics on real estate agents show over half are female, most have some college education, and many work part-time. The proposal recommends a points-based reward system with visible results to reduce agent turnover while gaining more knowledgeable agents and higher profits. Risks include financial costs and ensuring proper implementation and management of the new system.
The document is a band handbook that outlines policies, procedures, and expectations for students in the R.W. Kidder Middle School Instrumental Music Program. It provides details about rehearsals, grading, uniforms, performances, and band booster activities. Students and a parent/guardian must sign and return a form acknowledging they have read and agree to abide by the handbook.
La página web incluye secciones sobre redes sociales, correos institucionales con dos direcciones de correo electrónico, y un catálogo de productos con galería de imágenes.
Third grade students from St. Marien-Schule in Germany were invited by a secondary school to participate in science experiments about water. The experiments included observing how salt, sand, vinegar, oil, and other substances dissolve or settle when mixed with water. Another experiment showed how heating salt water causes the water to evaporate, leaving salt crystals behind. A final experiment demonstrated that mixing effervescent powder with water produces carbon dioxide gas that inflates a balloon. The goal was to teach students about chemistry, biology and physics using water as the subject.
Flowers are considered very beautiful in Greece due to their scarcity in the rugged landscape. Several Greek myths explain the origins of particular flowers, usually arising from tragic stories of love, rejection and death. Narcissus fell in love with his own reflection in a pool and died gazing at it, and the narcissus flower grew where he lay. Hyacinthus was accidentally killed by Apollo during a game, and the hyacinth flower sprang from his spilled blood. Adonis was fatally gored by a boar while hunting, and the anemone flower grew from his blood on the earth.
3rd and 4th Class, Claregalway NS show some decoration tipps for winter.
This presentation is part of the Comenius-project "WATER IN OUR LIVES"
"This project has been funded with support from the European Commission. This publication reflects the views only of the author, and the Commission cannot be held responsible for any use which may be made of the information contained therein."
The document summarizes Deloitte's Programme Leadership capability for managing complex transformations in the mining industry. It discusses (1) Deloitte's Managing Complex Transformations approach which focuses on achieving strategic imperatives and benefits rather than just time/cost/quality, (2) how the team provides solutions addressing challenges from regulatory changes to market restructuring, and (3) that the team has experience planning, designing, structuring, and executing transformations to minimize risk and maximize benefits.
Our Programme Leadership team draws upon skills and expertise acquired through experience to provide mining clients with advice and support for large-scale, complex transformations. They take a holistic approach, ensuring projects align with strategic objectives and intended benefits. They have experience leading transformations involving new operating models, systems implementations, and organizational changes. Their approach involves establishing governance, benefit tracking, change management and more. They helped clients successfully deliver transformations involving business restructurings and system standardizations.
The introduction of a project management framework will provide a structured and managed approach for projects within your company.
With the right framework in place it will allow projects of all sizes and priority to be planned effectively. This ensures that at all times the cost of the project is managed while delivering quality and the right level of performance and control across project management.
This document provides a summary of Phillis Skontos' experience as a senior project manager. She has over 20 years of experience successfully managing complex projects and programs, particularly those involving business transformation, offshore outsourcing, and change management. Her skills include stakeholder management, communication, project risk assessment, budgeting, and team leadership. She has worked in senior project roles for several large organizations across industries such as banking, consulting, and aviation.
The document discusses project management services provided by LiquidHub. It outlines common challenges organizations face with project execution and the need for tight collaboration between business and IT. LiquidHub's project management services can help manage individual projects and programs to ensure success through governance, clear methodologies, collaboration, communication and risk management. An example case study is provided of a project LiquidHub led for a national insurance client to replace their legacy claims processing systems using agile techniques.
Bridging the Gap (BTG) is a consulting and human capital development firm focused on building organizational capacity. They provide services such as strategy development, change management, leadership development, and enterprise development. BTG uses a four stage process of diagnosis, planning, implementation, and monitoring & evaluation to deliver customized solutions that add value to clients. Their mission is to develop people and organizations through good governance, growth strategies, and empowerment.
Become a Project Management Professional PMP UAEBlue Ocean
Become Certified in Project Management Professional PMP UAE.
Our PMP Training and Certification will be on Dubai, Abu Dhabi, Sharjah, Ajman etc..
Register today : http://www.blueoceanacademy.com/courses/pmp-project-management.html
CMCS provides fully integrated 360 degree project portfolio management solutions to help clients identify, prioritize, and deliver projects successfully the first time. Their PPM360 offering is said to reduce the likelihood of high-cost project failures by 93%. When projects are late, over budget or fail to achieve goals, it places demands on other projects and wastes organizational money. CMCS helps clients implement best practices for project selection, governance, and delivery through services like diagnosing practices, constructing PMOs, training talent, and implementing PPM software and data solutions.
This document provides a summary of project management services from SSCG, a global management consulting firm. SSCG offers portfolio, programme and project management consulting to help clients improve processes and capabilities. Key services highlighted include portfolio management, programme management office setup, benefits realization assessment, and project risk assessment. The document emphasizes that effective project management can help drive strategic alignment, reduce costs and improve success rates. Contact information is provided to learn more about SSCG's project management consulting offerings.
AVN Consulting provides operational workplace solutions such as project management, change management, process improvement, and Lean Six Sigma implementation. Their team has over 20 years of experience in business improvement projects, project management, and process advisory services. Their goal is to create lasting positive impacts and long-term partnerships with their clients.
This document provides a summary of project management services offered by SSCG, a global management consulting firm. SSCG has a team of professionals specializing in portfolio, programme and project management who help clients develop frameworks to invest in the right projects, execute effectively, and realize intended business benefits. The document outlines SSCG's methodology, which focuses on measurement-driven results, repeatable processes and clear communication to manage projects on schedule and budget. It also discusses common pitfalls that can undermine project success and how SSCG's services in areas like portfolio management, programme management offices, benefits realization and risk management can help clients achieve their goals.
Project portfolio management implementation requires executive support, governance structures, and a project management culture. Key challenges include lack of executive sponsorship, absence of governance processes for strategy translation and project selection, and lack of project management discipline. Successful strategies include ensuring executive support, establishing governance structures and processes for strategic alignment, instilling a project management culture, measuring and tracking benefits, and starting small by focusing on critical initiatives in one business unit.
The document discusses BPQ Consulting, a company that provides business process improvement services. It states that business processes are critical to executing business strategy effectively. BPQ focuses on improving processes through cross-functional teams and tools like Lean Six Sigma. Specific services mentioned include process documentation, reengineering, outsourcing advisory, and training in process improvement methods. Case studies demonstrate benefits like reduced cycle times, increased efficiencies, and standardized processes.
I have to do a project..no one stops at the sign in front of my hous.pdfamitpurbey2
I have to do a project..no one stops at the sign in front of my house-but since defining a stop is
too difficult, I am using whether or not the drivers use the brake or not. You would be surprised
how many don\'t even brake at all. How do I get started with this? Choose random times and
days to observe the stop sign? Can you just point me in the right direction? Thanks :) Statistics
and Probability Comment
Solution
Why do you say that Project Management is the best method of implementing
change? Although change occurs continuously in the world and in our daily lives it is rarely
implemented that way in organisations but rather as a series of steps; a ladder of change. A new
piece of legislation, market imperatives, management initiatives and new technology create
projects that need to be managed, often across departmental or disciplinary lines. Project
Management is a methodology and a discipline which can bring significant benefits to
organisations by:- Ensuring limited resources are used on the right projects Harnessing the
energy of staff in achieving beneficial change Managing complex changes in an organised way
Assessing risks, defining goals and key success areas and setting quality objectives. However,
every organisation has finite resources and, therefore, a limit to the number of projects it can
initiate and control. Pushing too many projects through a resource limited organisation causes
gridlock and stress. Managing the project portfolio efficiently is a fundamental principle of good
project management. Because most projects involve new ideas and learning (even a project to
build houses or flats may involve new materials or unusual soil conditions or there may be new
initiative for tenant selection or co-ownership schemes) project management has evolved a
discipline to manage the new and unusual. Its objective is to: define the project reduce it to a set
of manageable tasks obtain appropriate and necessary resources build a team or teams to perform
the project work plan the work and allocate the resources to the tasks monitor and control the
work report progress to senior management and/or the project sponsor close down the project
when completed review it to ensure the lessons are learnt and widely understood. It is this
structured approach that makes project management the best method for change management.
What is a project? A project is generally defined as a programme of work to bring about a
beneficial change and which has:- a start and an end a multi-disciplinary team brought together
for the project constraints of cost, time and quality a scope of work that is unique and involves
uncertainty Examples of a project:- The development and introduction of a new services The
development of a management information system The introduction of an improvement to an
existing process Setting up a new care initiative The creation of a large tender or the preparation
of a response to it. The production of a new customer newsletter, catal.
I have to do a project..no one stops at the sign in front of my hous.pdfMadansilks
I have to do a project..no one stops at the sign in front of my house-but since defining a stop is
too difficult, I am using whether or not the drivers use the brake or not. You would be surprised
how many don\'t even brake at all. How do I get started with this? Choose random times and
days to observe the stop sign? Can you just point me in the right direction? Thanks :) Statistics
and Probability Comment
Solution
Why do you say that Project Management is the best method of implementing
change? Although change occurs continuously in the world and in our daily lives it is rarely
implemented that way in organisations but rather as a series of steps; a ladder of change. A new
piece of legislation, market imperatives, management initiatives and new technology create
projects that need to be managed, often across departmental or disciplinary lines. Project
Management is a methodology and a discipline which can bring significant benefits to
organisations by:- Ensuring limited resources are used on the right projects Harnessing the
energy of staff in achieving beneficial change Managing complex changes in an organised way
Assessing risks, defining goals and key success areas and setting quality objectives. However,
every organisation has finite resources and, therefore, a limit to the number of projects it can
initiate and control. Pushing too many projects through a resource limited organisation causes
gridlock and stress. Managing the project portfolio efficiently is a fundamental principle of good
project management. Because most projects involve new ideas and learning (even a project to
build houses or flats may involve new materials or unusual soil conditions or there may be new
initiative for tenant selection or co-ownership schemes) project management has evolved a
discipline to manage the new and unusual. Its objective is to: define the project reduce it to a set
of manageable tasks obtain appropriate and necessary resources build a team or teams to perform
the project work plan the work and allocate the resources to the tasks monitor and control the
work report progress to senior management and/or the project sponsor close down the project
when completed review it to ensure the lessons are learnt and widely understood. It is this
structured approach that makes project management the best method for change management.
What is a project? A project is generally defined as a programme of work to bring about a
beneficial change and which has:- a start and an end a multi-disciplinary team brought together
for the project constraints of cost, time and quality a scope of work that is unique and involves
uncertainty Examples of a project:- The development and introduction of a new services The
development of a management information system The introduction of an improvement to an
existing process Setting up a new care initiative The creation of a large tender or the preparation
of a response to it. The production of a new customer newsletter, catal.
The PMO Manager role provides governance and control over programmes and projects with a total annual investment of £40m. The manager is responsible for defining governance frameworks, collecting and reporting programme data, and providing administrative support to programme teams. Key challenges include improving programme governance to ensure initiatives stay on track to deliver benefits. The role requires experience managing complex, global programmes and supporting Programme Managers.
Mujeebur Rahmansaher has 18 years of experience leading technology teams and managing projects. He is skilled in software development methodologies and driving integration across platforms. As VP of Technology Strategy and Project Management at Deluxe AdServices, he oversees technology strategy, project identification and development, and operational support. His goals are to apply his skills to bring structure to complex organizations by developing solutions that deliver business value through tangible results.
This summary provides an overview of Sudhakar Bonthu's professional experience:
Sudhakar Bonthu has over 24 years of experience in operations management, process management, and system implementation. He is currently the Vice President of IT Planning & Control at Northern Operating Service Pvt. Limited, Bangalore. Previously he has held leadership roles implementing ITIL practices and managing projects and teams at Satyam Computer Services and Hewlett Packard.
This document provides a summary of Nadeem Awan's career experience and qualifications. It details his current role as Operations Manager at EDC, where he has worked since 2007 and helped optimize operations. It also outlines his previous experience as Senior Operations Supervisor at EDC from 2002-2007 and his education, which includes a Master's degree in Economics from University of Peshawar. The document demonstrates Nadeem's extensive experience in operations management, process improvement, and people management, as well as his qualifications in project management, Lean Six Sigma, and ITIL.
The 5 Critical Elements to Creating a Project Management Center of ExcellenceFlevy.com Best Practices
Original article from the Flevy business blog can be found here:
http://flevy.com/blog/the-5-critical-elements-to-creating-a-project-management-centre-of-excellence/
Creating a Project Management Centre of Excellence is the driving force that takes an organization forward to realize their project management mandate. It encompasses the process of creating a strategy for project management, re-shaping the culture to be more focused on the consistency in the management of projects and implementing a project management process.
Creating a Project Management Centre of Excellence
project_management_COEA Centre of Excellence is a business unit that has organization-wide authority. The key elements of a successful Project Management Centre of Excellence include:
Vision and Strategies
A clear vision of what it represents and the strategies to identify how it will reach this vision in the short and long term.
Competencies
The selection of resources based on project competency requirements compared to actual project resource competencies. The identification of coaching, training and other developmental activities to close any competency gap.
Culture
How to re-shape the organizational culture to be more supportive of the consistency in the management of projects.
Processes
The right processes, tools and templates that are helpful and meaningful to project managers and their teams.
Quality
The quality criteria for the project management framework, processes and documents.
1. Create the Vision and Strategies
One approach to creating a vision for the Centre of Excellence is to brainstorm ideas that focus on what the future will look like. Start by creating scenarios that describe what the Centre will be doing 5 years into the future. What are some of the things that they will be doing that reflect a successful Centre of Excellence? What will employees and customers be saying about them? How did they get there?
The outcome of this process is the creation of a vision statement for the Project Management Centre of Excellence. Determine how this vision aligns and supports the organization’s strategic direction.
The alignment of the Centre of Excellence to the goals of the organization is key to driving strategy implementation. Strategies translate this vision into reality. They close the gap between the present and the “ideal” future described in the vision scenarios. These strategies must be described clearly so that the organization understands and accepts them.
Similar to Decograph Management Profile R 03 300815 (20)
The 5 Critical Elements to Creating a Project Management Center of Excellence
Decograph Management Profile R 03 300815
1. ....road to enterprise project management office
Decograph Management Co.
#404, Sultan Business Centre,
P.O Box 92762, Karama, Dubai.
T 04 396 0610
Info@decograph.ae
2. COMPANY PROFILE
WHAT'S IN HERE
DECOGRAPH OVERVIEW
DECOGRAPH?
VISION
MISSION
VALUE
WHO BROUGHT US AND TAKING US
FORWARD
WHAT WE CAN OFFER
PROJECTISED ORGANISATION
PROJECT BASED SERVICES
TRAINING
CONTRIBUTIONS
HOW CAN YOU REACH US
WHO BROUGHT US AND TAKING US
PROJECTISED ORGANISATION
PROJECT BASED SERVICES
3. 1. DECOGRAPH OVERVIEW
1.1. DECOGRAPH?
DECOGRAPH,
belief that ‘project management strategies drive organisational success
formed and shaped
improve the performance
organization. Decograph
progressive organisati
being strategic in its business delivery
adapting the concept of
Middle East markets
competitive nature, h
organisations struggling with pressurised
delivery requirements and repeatedly failing
in their contracted delivery schedule.
a strong project management culture is a
strong competitive edge for any organisation,
and many companies succesfully survived the
past recession, thanks to their strong project
management discipline.
management expertise
specialises in assist
thereby ensuring
DECOGRAPH
management principles
implementation of enterprise project management.
DECOGRAPH,
gaps and reasons
practices to bridge the
projectised organisational culture
ready to accept the practices and maintain the same
workshops, easy to ac
services.
DECOGRAPH
time and cost for controlling and monitoring the same, during the project
execution to lead the path to project success.
COMPANY PROFILE
DECOGRAPH OVERVIEW
?
, a project management consultancy firm is driven by
project management strategies drive organisational success
formed and shaped to offer all kinds of specialised services that
improve the performance within an
. Decograph enables today’s
organisations to build a culture of
being strategic in its business delivery by
the concept of managing by projects.
markets, known for its highly
competitive nature, has seen many
organisations struggling with pressurised
delivery requirements and repeatedly failing
contracted delivery schedule. Building
a strong project management culture is a
ompetitive edge for any organisation,
and many companies succesfully survived the
past recession, thanks to their strong project
management discipline. DECOGRAPH led by professionals with
management expertise of more than 17 years in the Middle Eas
assisting companies with strategic project management strategies
thereby ensuring points of success and delivery.
ensures that the proven industry best practices
rinciples are rehearsed throughout the organisation for the
implementation of enterprise project management.
, familiarises and interacts with key project players to identify the
reasons of past failures, thereby, not just recommend
actices to bridge these gaps between existing organisational operation and
projectised organisational culture, but also ensuring that the project players are
ready to accept the practices and maintain the same with help of
workshops, easy to accept methodologies, systems/procedures and other
will set out and assist organisations in benchmarking project
time and cost for controlling and monitoring the same, during the project
execution to lead the path to project success.
is driven by the strong
project management strategies drive organisational success’. It was
that enhance and
professionals with project
ast region,
strategic project management strategies,
practices and latest project
are rehearsed throughout the organisation for the
project players to identify the
recommending the best
between existing organisational operation and
that the project players are
with help of interactive
cept methodologies, systems/procedures and other
in benchmarking project
time and cost for controlling and monitoring the same, during the project
4. 1.2. VISION
To be a strong success
organisations perform and deliver their business
commitments on time within the budget
an add-on value to their clients
1.4. VALUE
• Professionalism
• Volunteerism
• Disciplined
• Loyalty
• Teamwork
2. WHO BROUGHT US AND TAKING US FORWARD
DECOGRAPH was formed under the leadership of
(UK), PMP, who has been actively involved in projects in the
specialist in conducting sessions with major team players
operations and procedures that act as hindrance
with procedures to transform past failures to future success.
teams to see projects ‘through to the end
processes and getting them prepared
been helping businesses
extract the intended values from all project engagements.
Having planned and succesfully completed
Habib can offer comprehensive services including baselining, scheduling, tracking,
monitoring, performance measu
improvisation suggestions, team develo
based performance analysis
DECOGRAPH, firm believer
organisational projects to its success, and helping organizations to
goals by acclimatizing their resources with
COMPANY PROFILE
e a strong success catalyst by helping
organisations perform and deliver their business
on time within the budget ensuring
on value to their clients.
1.3. MISSION
DECOGRAPH will provide services to build projectised
culture in organisation, by imparting most updated
project management standards and procedures
are adaptable in client organisation’s
Professionalism
Volunteerism
Disciplined
Teamwork
WHO BROUGHT US AND TAKING US FORWARD
formed under the leadership of Mr Habib A P M, BTech, MSc
, who has been actively involved in projects in the Middle
in conducting sessions with major team players that identif
operations and procedures that act as hindrances to success, and in s
with procedures to transform past failures to future success. An expert
through to the end’ by walking along with them through
them prepared in ‘EXPECTING the UNEXPECTED
businesses optimise their project engagement and have
extract the intended values from all project engagements.
and succesfully completed various prestigious projects within GCC ,
offer comprehensive services including baselining, scheduling, tracking,
monitoring, performance measuring, systems for operations along with continuous
improvisation suggestions, team developments, status reporting systems
based performance analysis and procedures etc.
firm believer in applying simplest steps of project management
to its success, and helping organizations to achieve their business
acclimatizing their resources with the culture of "managing by projects
services to build projectised
culture in organisation, by imparting most updated
project management standards and procedures, which
client organisation’s market dynamics.
Mr Habib A P M, BTech, MSc
iddle East since 1998. A
identify the gaps in
in suggesting measures
xpert in preparing
walking along with them through various
EXPECTING the UNEXPECTED’. He has
e systems that
projects within GCC ,
offer comprehensive services including baselining, scheduling, tracking,
ring, systems for operations along with continuous
ting systems, task/resource
applying simplest steps of project management to drive
achieve their business
managing by projects".
5. 3. WHAT WE CAN OFFER
3.1. PROJECTISED ORGANISATION
• Reviewing by
• Identification of the gaps or flaws to transform the organisation into a
projectised manner
• Building project management
discipline within the organisation.
• Getting key players out of tactical
thinking of old
to be strategic by triggering the
thoughts on the tasks for adding value
to key stakeholders.
• Recommendation on the systems and
procedures to
management discipline.
• Setting up goals and procedures for
tracking the t
• Workshops to make team players aware o
COMPANY PROFILE
OFFER
DECOGRAPH, is purely a management service
provider, believes in the concept of
various operations within organisation
projects, and can assist organisation
providing following services:
PROJECTISED ORGANISATION
by the organisational operation
Identification of the gaps or flaws to transform the organisation into a
projectised manner
Building project management
discipline within the organisation.
Getting key players out of tactical
thinking of old-fashioned big triangle,
to be strategic by triggering the
thoughts on the tasks for adding value
to key stakeholders.
Recommendation on the systems and
procedures to maintain the project
management discipline.
Setting up goals and procedures for
tracking the tasks driving the path to their intended objective.
to make team players aware of the systems and procedures.
, is purely a management service
the concept of managing
operations within organisations by
and can assist organisations succeed by
Identification of the gaps or flaws to transform the organisation into a
asks driving the path to their intended objective.
the systems and procedures.
6. 3.2. PROJECT BASED SERVICES
Depending on client's
services are offered using the best management software
• Project Audit
• Cost Baselining and cash curves with
schedule
COMPANY PROFILE
PROJECT BASED SERVICES
Depending on client's requirement and organisational competencies, following
services are offered using the best management software, PRIMAVERA
Project Audit
• Schedule Baselining
Cost Baselining and cash curves with
• Comprehensive project
baselining with all
resources loaded with
resource levelling
• Status/Performance
monitoring/tracking.
• Project Reporting Service
requirement and organisational competencies, following
PRIMAVERA.
Schedule Baselining
Comprehensive project
baselining with all
resources loaded with
resource levelling
Performance
monitoring/tracking.
Project Reporting Service
7. COMPANY PROFILE
3.3. TRAINING
• Project Management awareness
• Workshops on project management systems and procedures
• Leading and basic knowledge on guidance to attain international project
management certifications like PMP (Project Management Professional)
4. CONTRIBUTIONS
Projects under various ministries and private clients, that includes:
• Public Authority for Electricity and Water - Sultanate of Oman
• Federal Electricity and Water Authority - UAE
• Ministry of Regional Municipality and Water Resources - Sultanate of Oman
• Comprehensive management of Construction projects valued more than AED 100
millions.
• Setting up of projectised organisation for various companies in Oman and UAE.
• Management of Interior fit out projects
8. 5. HOW CAN YOU REACH
We are conveniently located at
Lamcy plaza, the easiest accessible
You can contact us by email in
60 610/ +971-55-61 88 981
COMPANY PROFILE
REACH US
conveniently located at Sultan Business Centre (Office No: 404)
easiest accessible location from any part of Dubai.
You can contact us by email in admin@decograph.ae or by calling us on
61 88 981.
(Office No: 404), adjacent to
calling us on +971-4-39