This document provides an overview of a training program on effective project management skills. It covers the following key areas:
1. The project management life cycle which includes initiation, planning, implementation, and closure. Planning involves creating schedules, budgets, and risk management plans.
2. Implementation requires executing tasks, monitoring progress, and controlling the project. Risks are identified, analyzed, and responded to during this phase.
3. Closure activities encompass handing over final deliverables, communicating project end, and conducting lessons learned reviews.
4. Fundamental concepts are defined, like the characteristics of projects and the "triple constraint" of time, cost and scope. Tools like work breakdown structures and Gant
A detail description of project management, project success and factors effecting project success during the whole cycle of project.
To download slides please visit my site:
www.xubitech.com
These slides give a very basic introduction about project management. You will find here about the definition of project, Types , Project Life cycle etc.
Will be very helpful to the engineering students for the subject Project Management.
Project management essentials 3 day training programParamjit Arora
This is an essentials program on project management which I created and imparted to a captive audience in my organisation. The objective is to create an awareness of the essentials / fundamentals of project management within the organisation. Today organisations are increasingly using project management methodologies to conduct their tasks. Hopefully this ppt would help trainers in their endeavour. Thanks
What is a Project and Project Management? This presentation helps you to gain more knowledge about how to manage a project and helps in understanding the Project Life Cycle.
This is one of a series of training and capacity building training we have received at the Federal Ministry of health in Sudan and were used with permission at the National Leaders' Development Program that was developed and delivered by the Arab Certificate Students' Association (ACSA) in collaboration with Ahfad University for Women between 2004-2006
Management : is the process of using organizational resources to achieve organizational goals through Planning, Organizing, Controlling and leading.
It is thus, a set of activities directed at an organization’s resources with the aim of achieving organizational goals in an efficient and effective manner.
A detail description of project management, project success and factors effecting project success during the whole cycle of project.
To download slides please visit my site:
www.xubitech.com
These slides give a very basic introduction about project management. You will find here about the definition of project, Types , Project Life cycle etc.
Will be very helpful to the engineering students for the subject Project Management.
Project management essentials 3 day training programParamjit Arora
This is an essentials program on project management which I created and imparted to a captive audience in my organisation. The objective is to create an awareness of the essentials / fundamentals of project management within the organisation. Today organisations are increasingly using project management methodologies to conduct their tasks. Hopefully this ppt would help trainers in their endeavour. Thanks
What is a Project and Project Management? This presentation helps you to gain more knowledge about how to manage a project and helps in understanding the Project Life Cycle.
This is one of a series of training and capacity building training we have received at the Federal Ministry of health in Sudan and were used with permission at the National Leaders' Development Program that was developed and delivered by the Arab Certificate Students' Association (ACSA) in collaboration with Ahfad University for Women between 2004-2006
Management : is the process of using organizational resources to achieve organizational goals through Planning, Organizing, Controlling and leading.
It is thus, a set of activities directed at an organization’s resources with the aim of achieving organizational goals in an efficient and effective manner.
Title: Sense of Taste
Presenter: Dr. Faiza, Assistant Professor of Physiology
Qualifications:
MBBS (Best Graduate, AIMC Lahore)
FCPS Physiology
ICMT, CHPE, DHPE (STMU)
MPH (GC University, Faisalabad)
MBA (Virtual University of Pakistan)
Learning Objectives:
Describe the structure and function of taste buds.
Describe the relationship between the taste threshold and taste index of common substances.
Explain the chemical basis and signal transduction of taste perception for each type of primary taste sensation.
Recognize different abnormalities of taste perception and their causes.
Key Topics:
Significance of Taste Sensation:
Differentiation between pleasant and harmful food
Influence on behavior
Selection of food based on metabolic needs
Receptors of Taste:
Taste buds on the tongue
Influence of sense of smell, texture of food, and pain stimulation (e.g., by pepper)
Primary and Secondary Taste Sensations:
Primary taste sensations: Sweet, Sour, Salty, Bitter, Umami
Chemical basis and signal transduction mechanisms for each taste
Taste Threshold and Index:
Taste threshold values for Sweet (sucrose), Salty (NaCl), Sour (HCl), and Bitter (Quinine)
Taste index relationship: Inversely proportional to taste threshold
Taste Blindness:
Inability to taste certain substances, particularly thiourea compounds
Example: Phenylthiocarbamide
Structure and Function of Taste Buds:
Composition: Epithelial cells, Sustentacular/Supporting cells, Taste cells, Basal cells
Features: Taste pores, Taste hairs/microvilli, and Taste nerve fibers
Location of Taste Buds:
Found in papillae of the tongue (Fungiform, Circumvallate, Foliate)
Also present on the palate, tonsillar pillars, epiglottis, and proximal esophagus
Mechanism of Taste Stimulation:
Interaction of taste substances with receptors on microvilli
Signal transduction pathways for Umami, Sweet, Bitter, Sour, and Salty tastes
Taste Sensitivity and Adaptation:
Decrease in sensitivity with age
Rapid adaptation of taste sensation
Role of Saliva in Taste:
Dissolution of tastants to reach receptors
Washing away the stimulus
Taste Preferences and Aversions:
Mechanisms behind taste preference and aversion
Influence of receptors and neural pathways
Impact of Sensory Nerve Damage:
Degeneration of taste buds if the sensory nerve fiber is cut
Abnormalities of Taste Detection:
Conditions: Ageusia, Hypogeusia, Dysgeusia (parageusia)
Causes: Nerve damage, neurological disorders, infections, poor oral hygiene, adverse drug effects, deficiencies, aging, tobacco use, altered neurotransmitter levels
Neurotransmitters and Taste Threshold:
Effects of serotonin (5-HT) and norepinephrine (NE) on taste sensitivity
Supertasters:
25% of the population with heightened sensitivity to taste, especially bitterness
Increased number of fungiform papillae
Prix Galien International 2024 Forum ProgramLevi Shapiro
June 20, 2024, Prix Galien International and Jerusalem Ethics Forum in ROME. Detailed agenda including panels:
- ADVANCES IN CARDIOLOGY: A NEW PARADIGM IS COMING
- WOMEN’S HEALTH: FERTILITY PRESERVATION
- WHAT’S NEW IN THE TREATMENT OF INFECTIOUS,
ONCOLOGICAL AND INFLAMMATORY SKIN DISEASES?
- ARTIFICIAL INTELLIGENCE AND ETHICS
- GENE THERAPY
- BEYOND BORDERS: GLOBAL INITIATIVES FOR DEMOCRATIZING LIFE SCIENCE TECHNOLOGIES AND PROMOTING ACCESS TO HEALTHCARE
- ETHICAL CHALLENGES IN LIFE SCIENCES
- Prix Galien International Awards Ceremony
Report Back from SGO 2024: What’s the Latest in Cervical Cancer?bkling
Are you curious about what’s new in cervical cancer research or unsure what the findings mean? Join Dr. Emily Ko, a gynecologic oncologist at Penn Medicine, to learn about the latest updates from the Society of Gynecologic Oncology (SGO) 2024 Annual Meeting on Women’s Cancer. Dr. Ko will discuss what the research presented at the conference means for you and answer your questions about the new developments.
Flu Vaccine Alert in Bangalore Karnatakaaddon Scans
As flu season approaches, health officials in Bangalore, Karnataka, are urging residents to get their flu vaccinations. The seasonal flu, while common, can lead to severe health complications, particularly for vulnerable populations such as young children, the elderly, and those with underlying health conditions.
Dr. Vidisha Kumari, a leading epidemiologist in Bangalore, emphasizes the importance of getting vaccinated. "The flu vaccine is our best defense against the influenza virus. It not only protects individuals but also helps prevent the spread of the virus in our communities," he says.
This year, the flu season is expected to coincide with a potential increase in other respiratory illnesses. The Karnataka Health Department has launched an awareness campaign highlighting the significance of flu vaccinations. They have set up multiple vaccination centers across Bangalore, making it convenient for residents to receive their shots.
To encourage widespread vaccination, the government is also collaborating with local schools, workplaces, and community centers to facilitate vaccination drives. Special attention is being given to ensuring that the vaccine is accessible to all, including marginalized communities who may have limited access to healthcare.
Residents are reminded that the flu vaccine is safe and effective. Common side effects are mild and may include soreness at the injection site, mild fever, or muscle aches. These side effects are generally short-lived and far less severe than the flu itself.
Healthcare providers are also stressing the importance of continuing COVID-19 precautions. Wearing masks, practicing good hand hygiene, and maintaining social distancing are still crucial, especially in crowded places.
Protect yourself and your loved ones by getting vaccinated. Together, we can help keep Bangalore healthy and safe this flu season. For more information on vaccination centers and schedules, residents can visit the Karnataka Health Department’s official website or follow their social media pages.
Stay informed, stay safe, and get your flu shot today!
Anti ulcer drugs and their Advance pharmacology ||
Anti-ulcer drugs are medications used to prevent and treat ulcers in the stomach and upper part of the small intestine (duodenal ulcers). These ulcers are often caused by an imbalance between stomach acid and the mucosal lining, which protects the stomach lining.
||Scope: Overview of various classes of anti-ulcer drugs, their mechanisms of action, indications, side effects, and clinical considerations.
Lung Cancer: Artificial Intelligence, Synergetics, Complex System Analysis, S...Oleg Kshivets
RESULTS: Overall life span (LS) was 2252.1±1742.5 days and cumulative 5-year survival (5YS) reached 73.2%, 10 years – 64.8%, 20 years – 42.5%. 513 LCP lived more than 5 years (LS=3124.6±1525.6 days), 148 LCP – more than 10 years (LS=5054.4±1504.1 days).199 LCP died because of LC (LS=562.7±374.5 days). 5YS of LCP after bi/lobectomies was significantly superior in comparison with LCP after pneumonectomies (78.1% vs.63.7%, P=0.00001 by log-rank test). AT significantly improved 5YS (66.3% vs. 34.8%) (P=0.00000 by log-rank test) only for LCP with N1-2. Cox modeling displayed that 5YS of LCP significantly depended on: phase transition (PT) early-invasive LC in terms of synergetics, PT N0—N12, cell ratio factors (ratio between cancer cells- CC and blood cells subpopulations), G1-3, histology, glucose, AT, blood cell circuit, prothrombin index, heparin tolerance, recalcification time (P=0.000-0.038). Neural networks, genetic algorithm selection and bootstrap simulation revealed relationships between 5YS and PT early-invasive LC (rank=1), PT N0—N12 (rank=2), thrombocytes/CC (3), erythrocytes/CC (4), eosinophils/CC (5), healthy cells/CC (6), lymphocytes/CC (7), segmented neutrophils/CC (8), stick neutrophils/CC (9), monocytes/CC (10); leucocytes/CC (11). Correct prediction of 5YS was 100% by neural networks computing (area under ROC curve=1.0; error=0.0).
CONCLUSIONS: 5YS of LCP after radical procedures significantly depended on: 1) PT early-invasive cancer; 2) PT N0--N12; 3) cell ratio factors; 4) blood cell circuit; 5) biochemical factors; 6) hemostasis system; 7) AT; 8) LC characteristics; 9) LC cell dynamics; 10) surgery type: lobectomy/pneumonectomy; 11) anthropometric data. Optimal diagnosis and treatment strategies for LC are: 1) screening and early detection of LC; 2) availability of experienced thoracic surgeons because of complexity of radical procedures; 3) aggressive en block surgery and adequate lymph node dissection for completeness; 4) precise prediction; 5) adjuvant chemoimmunoradiotherapy for LCP with unfavorable prognosis.
TEST BANK for Operations Management, 14th Edition by William J. Stevenson, Ve...kevinkariuki227
TEST BANK for Operations Management, 14th Edition by William J. Stevenson, Verified Chapters 1 - 19, Complete Newest Version.pdf
TEST BANK for Operations Management, 14th Edition by William J. Stevenson, Verified Chapters 1 - 19, Complete Newest Version.pdf
- Video recording of this lecture in English language: https://youtu.be/lK81BzxMqdo
- Video recording of this lecture in Arabic language: https://youtu.be/Ve4P0COk9OI
- Link to download the book free: https://nephrotube.blogspot.com/p/nephrotube-nephrology-books.html
- Link to NephroTube website: www.NephroTube.com
- Link to NephroTube social media accounts: https://nephrotube.blogspot.com/p/join-nephrotube-on-social-media.html
New Directions in Targeted Therapeutic Approaches for Older Adults With Mantl...i3 Health
i3 Health is pleased to make the speaker slides from this activity available for use as a non-accredited self-study or teaching resource.
This slide deck presented by Dr. Kami Maddocks, Professor-Clinical in the Division of Hematology and
Associate Division Director for Ambulatory Operations
The Ohio State University Comprehensive Cancer Center, will provide insight into new directions in targeted therapeutic approaches for older adults with mantle cell lymphoma.
STATEMENT OF NEED
Mantle cell lymphoma (MCL) is a rare, aggressive B-cell non-Hodgkin lymphoma (NHL) accounting for 5% to 7% of all lymphomas. Its prognosis ranges from indolent disease that does not require treatment for years to very aggressive disease, which is associated with poor survival (Silkenstedt et al, 2021). Typically, MCL is diagnosed at advanced stage and in older patients who cannot tolerate intensive therapy (NCCN, 2022). Although recent advances have slightly increased remission rates, recurrence and relapse remain very common, leading to a median overall survival between 3 and 6 years (LLS, 2021). Though there are several effective options, progress is still needed towards establishing an accepted frontline approach for MCL (Castellino et al, 2022). Treatment selection and management of MCL are complicated by the heterogeneity of prognosis, advanced age and comorbidities of patients, and lack of an established standard approach for treatment, making it vital that clinicians be familiar with the latest research and advances in this area. In this activity chaired by Michael Wang, MD, Professor in the Department of Lymphoma & Myeloma at MD Anderson Cancer Center, expert faculty will discuss prognostic factors informing treatment, the promising results of recent trials in new therapeutic approaches, and the implications of treatment resistance in therapeutic selection for MCL.
Target Audience
Hematology/oncology fellows, attending faculty, and other health care professionals involved in the treatment of patients with mantle cell lymphoma (MCL).
Learning Objectives
1.) Identify clinical and biological prognostic factors that can guide treatment decision making for older adults with MCL
2.) Evaluate emerging data on targeted therapeutic approaches for treatment-naive and relapsed/refractory MCL and their applicability to older adults
3.) Assess mechanisms of resistance to targeted therapies for MCL and their implications for treatment selection
4. DEFINING PROJECTS
• A project is a temporary and one-time endeavour
undertaken to create a unique product or service that
brings about beneficial change or added value
• A project is a temporary piece of work with a finite
starting and ending date undertaken to create a unique
product or service
• A project is a carefully defined set of activities that use
resources to meet the pre-defined objectives
• Projects bring form or function to ideas or needs.
5. PROJECT CHARACTERISTICS
• Temporary
• Unique
• Involve new processes
• Undertaken to achieve a particular aim (deliverables)
• Value-adding driver of change and improvement
6. DEFINING PROJECT
MANAGEMENT
• Project management is the application of knowledge,
skills, tools and techniques to a broad range of activities
in order to meet the requirements of the particular
project.
• Project management is concerned with the overall
planning and co-ordination of a project from inception
to completion aimed at meeting the client's
requirements and ensuring completion on time, within
cost and to the required quality standards.
• These three (3) project management variables as often
referred to as the eternal triangle of project
management.
9. DEFINING PROJECT SUCCESS
CRITERIA
• Projects completed on time
• Projects completed within budget
• Projects completed according to quality standards and
performance measures
• Projects completed within defined scope
• Projects completed by achieving all deliverables
• Projects completed to the satisfaction of all key stakeholders
and beneficiaries
12. CAUSES OF PROJECT FAILURE
(DISTRESSED PROJECTS)
• The wrong business requirements have been addressed
• It's not possible to deliver on the original business case
• Poor project governance and management
• Project managers don't usually have any influence over who
their project sponsor is
• Poor project execution/implementation
• People lose focus on the project's benefits
• The environment changes
14. INTRODUCTORY LEARNING
ACTIVITY
• Evaluate and rate your current project management
practices against the six (6) project success criteria
• Identify performance gaps
• Recommend project improvement interventions
17. PHASE ONE: PROJECT INITIATION
– PROCESS STEPS/FLOW
• Identification of a business problem, opportunity
and/or need
• Generation of prospective project proposal/s
• Evaluation and building of a business case for the
prospective project proposal/s
• Selection and approval of most value-adding project/s
• Compilation of Terms of Reference (ToR) document,
defining and scoping of the project
18. IDENTIFICATION OF PROBLEM, NEED
OF OPPORTUNITY
• Conduct an Environmental scan:
Micro
Market
Stakeholder Analysis
Macro
• Perform a SWOT Analysis:
Strengths
Weaknesses
Resources
Capabilities
Capacity
Opportunities
Threats
19. EVALUATION OF PROJECT
PROPOSAL/S
• Financial and numerical metrics:
Cost-Benefit Analysis
Payback period
Return-on-Investment (ROI)
Net Present Value (NPV)
Internal Rate of Return (IRR)
22. PURPOSE OF THE ToR
• Defines your project and its scope
• Justifies the project
• Secures funding for the project, if necessary
• Defines the roles and responsibilities of project
participants
• Gives people the information they need to be productive
and effective right from the start
23. CONTENTS OF A ToR
• Section 1: What?
Background
Project Definition
• Section 2: Why?
Purpose
Business Case
• Section 3: Who?
Roles and Responsibilities
• Section 4: How and When?
Defined milestones and target dates
Initial/head-line project plan
24. LEARNING ACTIVITY
• Complete Learning Activity 2 (pages 30-31)
• Syndicate group discussion
• Present a summary of key discussion points
25. PHASE TWO: PROJECT PLANNING
• Project planning defines project activities that will be
performed, the deliverables and describes how these
activities will be accomplished and managed
• A Project Plan sets out the phases, activities and tasks needed
to deliver a project
• The timeframes required to deliver the project, along with
the resources and milestones are also shown in the Project
Plan
• The project plan establishes a baseline which identifies and
documents project scope, tasks, schedules, cost, risk, quality
and staffing needs throughout the entire project life-cycle
26. COMPONENTS OF PROJECT
PLANNING
• Resource plan
• Financial plan (project budget)
• Quality plan
• Risk management plan
• Communications plan
• Procurement plan
29. LEARNING ACTIVITY
• Complete Learning Activity 3 (pages 38-39)
• Syndicate group discussion
• Present a summary of key discussion points
30. PROJECT SCHEDULING
• Project scheduling means detailing what activities have
to be done, the order (sequence) in which they are to be
completed, who is to do each, and how they are to be
completed.
• Project scheduling entails the planning and plotting the
following project variables:
Tasks (e.g. Work Breakdown Structure)
Time (e.g. Gantt chart and PERT/network diagramme)
Resources (e.g. Resource Allocation Matrix and Resource
Histogram)
Responsibility (e.g. Load Chart and Responsibility Matrix)
31. WORK BREAKDOWN STRUCTURE
(WBS)
• A Work Breakdown Structure (WBS) is a detailed list of all of the
things that need to be delivered and the activities that need to be
carried out to complete the project.
• A WBS is a chart in which the critical work elements, called tasks, of
a project are illustrated to portray their relationships to each other
and to the project as a whole.
• It's represented as a tree-structure, with each deliverable or activity
broken down into further components. When completed, a well-
structured WBS resembles a flowchart in which all elements are
logically connected, redundancy is avoided and no critical elements
are left out.
• The graphical nature of the WBS can help a project manager predict
outcomes based on various scenarios, which can ensure that
optimum decisions are made about whether or not to adopt
suggested procedures or changes.
33. GANTT CHARTS (SCHEDULING
TIME)
• Project Managers need to estimate time accurately if they’re
going to deliver their project on time (and on budget)
• Without this skill, PM’s won't know how long your project will
take, and won't be able to get commitment from the people
required to help achieve the project objectives
• Gantt Charts are useful tools for analyzing and planning
more complex projects. It plots scheduled projects
tasks/activities on a time-line.
• When a project is under way, Gantt Charts help PM’s to
monitor whether the project is on schedule. If it is not, it
allows PM’s to pinpoint the remedial action necessary to put it
back on schedule.
40. LEARNING ACTIVITY
• Complete Learning Activity 6 (pages 60-61)
• Syndicate group discussion
• Present a summary of key discussion points
41. PHASE THREE: PROJECT
IMPLEMENTATION
• The most important issue in this phase is to ensure
project activities are properly executed and controlled
• This phase involves the execution of each activity and
task listed in the project plan.
• While the activities and tasks are being executed, a series
of project management and quality assurance processes
are undertaken by the Project Manager to observe,
monitor, analyze and control the project deliverables to
ensure that the key project objectives are achieved.
42. PROJECT IMPLEMENTATION
ACTIONS
• Resource mobilization and deployment
• Organizing and delegating tasks
• Performance Management
Project (time, cost, quality and scope)
Project team members
Contractors and sub-contractors (SLA)
Earned Value Management
• Leading and motivating project team
45. PROJECT CONTROL
• The purpose of the control process is to ensure that the project
work can be carried out as scheduled.
• Checkpoints are held throughout the project at weekly
intervals and provide the mechanism for monitoring and
controlling the day to day work on the project.
• Performance information is captured and plans are updated
prior to the Project Status meeting. This enables the meeting to
concentrate on determining what to do next.
• Defining the control procedures includes the setting of
tolerance levels for project performance.
47. LEARNING ACTIVITY
• Complete Learning Activity 5 (page 54)
• Syndicate group discussion
• Present a summary of key discussion points
48. PHASE FOUR: PROJECT CLOSURE
• This process verifies that the project has delivered the
required outcomes and that stakeholder expectations
have been met.
• It also makes sure that everyone involved in the project
knows how to move forward.
• Project closeout is a fairly routine process, but it remains
an important process.
• By properly completing the project closeout,
organizations can benefit from lessons learned and
information compiled at closure.
49. PROJECT CLOSURE ACTIVITIES
• Releasing the final deliverables to the customer
• Handing over project documentation and
administration and terminating contracts
• Communicating the closure to all stakeholders
• Releasing staff
• Closing the Project Office
50. PROJECT CLOSURE ACTIVITIES
• Perform a Post Implementation Review of the project
• Close-out report:
Assessment of the project against actual performance
Quality of management (focusing on quality and risk
management)
The lessons learnt that can be applied to future projects
51.
52. LEARNING ACTIVITY
• Complete Learning Activity 7 (page 65)
• Syndicate group discussion
• Present a summary of key discussion points