The document discusses the importance of conducting project retrospectives or postmortems to evaluate project success and failure from multiple perspectives in order to drive organizational learning and continuous improvement. It presents findings from a meta-analysis of 72 IT project retrospectives conducted by graduate students.
Key findings include that determining project success is complex and subjective, depending on the perspective of different stakeholders. Success should be evaluated based on both process measures like time and cost as well as outcome measures like actual use, learning, and value. While different stakeholders prioritized different success criteria, product delivery, use, and value were most important across groups. Analyzing failures and successes from multiple dimensions through retrospectives is critical for improving project management practices.
This document provides an overview of case study research. It defines a case study as an in-depth analysis of a specific situation or phenomenon. Case studies allow for an exploration of complex issues through reports of past studies. They provide a holistic and in-depth understanding by including both qualitative and quantitative data. The document discusses different types of case study designs, such as single case, multiple case, exploratory, descriptive, and explanatory case studies. It also outlines common characteristics of case study research such as using multiple sources of evidence and studying the case within its real-life context.
Focus group discussions are a type of qualitative research where a small group of people are asked questions in an interactive group setting about their perceptions, opinions, beliefs and attitudes towards a product, service, concept, advertisement or idea. They typically involve 8-12 participants and last 1-2 hours. Focus groups are used to explore complex behaviors and motivations, find consensus on topics, and gain insights in a friendly manner. They provide real-life data in a social environment quickly and cost-effectively, but require skilled facilitation and data is more difficult to analyze than quantitative data. Proper planning and facilitation is important to get useful results and deal with potential issues that may arise.
5 Examples of Plan B Strategic ThinkingStephen Bush
A SlideShare presentation including five illustrations of Plan B strategies: human to human sales processes, negotiating, Zombie banks, business development and recurring difficulties (also known as Zombie business problems). Produced by Stephen Bush.
Pairwise testing is a technique that tests all possible combinations of each pair of input parameters to achieve high test coverage with fewer tests. It works by testing interactions between variables instead of all combinations. An example shows how to apply pairwise testing to test a car ordering application involving multiple variables, reducing thousands of combinations to just 8 test cases. Pairwise testing is effective but has limitations if variables or interactions are not well understood. Tools can generate pairwise test cases.
While Web 2.0 technologies provide benefits to academic libraries and their users, there is no empirical data on their actual impact within libraries. To improve the use of these technologies and library services, more needs to be understood about librarians' perceptions of Web 2.0 technologies. Additionally, many academic libraries have incorporated Web 2.0 features into their websites to involve users and solicit feedback, but little research has explored the extent and purpose of adopting such features. Examining the practices of top academic institutions could provide guidance to other libraries on optimizing the benefits of these technologies.
This chapter discusses the importance of taking a systems view of project management and understanding how projects fit within the larger organizational context. It describes the four frames used to understand organizations, including structural, human resources, political, and symbolic frames. Organizational culture and structure can have significant impacts on projects. The chapter also covers project life cycles and phases, and notes that IT projects have some unique attributes compared to other types of projects.
This document summarizes two major project failures: the healthcare.gov website launch and the Denver International Airport baggage handling system project.
The healthcare.gov website launch in 2014 failed due to an overly aggressive schedule that did not allow time to meet customer needs or properly test the site's capacity. The site crashed upon launch due to being overwhelmed by high traffic. The Denver airport baggage system project in the 1990s was plagued by dysfunctional decision making, unrealistic timelines, and lack of expertise to manage such a complex automated system. The project went over budget, delayed the airport's opening by over a year, and never functioned properly despite 10 additional years of work. Both projects failed due to multiple issues including poor planning
Archibald di filippo_comprehensive_plc_model_finalsansharmajs
This document discusses comprehensive project life cycle models that include additional phases beyond the typical starting, organizing, executing, and closing phases. It proposes that projects should be viewed as having an incubation/feasibility phase before starting and a post-project evaluation phase after closing. The document asserts that recognizing these additional phases allows for a more holistic systems perspective when managing projects. It also discusses the importance of tailoring life cycle models to specific project categories and providing detailed definitions of phases and decision points within each model. Adopting comprehensive, category-specific models can help organizations better plan, execute, and evaluate their projects.
This document provides an overview of case study research. It defines a case study as an in-depth analysis of a specific situation or phenomenon. Case studies allow for an exploration of complex issues through reports of past studies. They provide a holistic and in-depth understanding by including both qualitative and quantitative data. The document discusses different types of case study designs, such as single case, multiple case, exploratory, descriptive, and explanatory case studies. It also outlines common characteristics of case study research such as using multiple sources of evidence and studying the case within its real-life context.
Focus group discussions are a type of qualitative research where a small group of people are asked questions in an interactive group setting about their perceptions, opinions, beliefs and attitudes towards a product, service, concept, advertisement or idea. They typically involve 8-12 participants and last 1-2 hours. Focus groups are used to explore complex behaviors and motivations, find consensus on topics, and gain insights in a friendly manner. They provide real-life data in a social environment quickly and cost-effectively, but require skilled facilitation and data is more difficult to analyze than quantitative data. Proper planning and facilitation is important to get useful results and deal with potential issues that may arise.
5 Examples of Plan B Strategic ThinkingStephen Bush
A SlideShare presentation including five illustrations of Plan B strategies: human to human sales processes, negotiating, Zombie banks, business development and recurring difficulties (also known as Zombie business problems). Produced by Stephen Bush.
Pairwise testing is a technique that tests all possible combinations of each pair of input parameters to achieve high test coverage with fewer tests. It works by testing interactions between variables instead of all combinations. An example shows how to apply pairwise testing to test a car ordering application involving multiple variables, reducing thousands of combinations to just 8 test cases. Pairwise testing is effective but has limitations if variables or interactions are not well understood. Tools can generate pairwise test cases.
While Web 2.0 technologies provide benefits to academic libraries and their users, there is no empirical data on their actual impact within libraries. To improve the use of these technologies and library services, more needs to be understood about librarians' perceptions of Web 2.0 technologies. Additionally, many academic libraries have incorporated Web 2.0 features into their websites to involve users and solicit feedback, but little research has explored the extent and purpose of adopting such features. Examining the practices of top academic institutions could provide guidance to other libraries on optimizing the benefits of these technologies.
This chapter discusses the importance of taking a systems view of project management and understanding how projects fit within the larger organizational context. It describes the four frames used to understand organizations, including structural, human resources, political, and symbolic frames. Organizational culture and structure can have significant impacts on projects. The chapter also covers project life cycles and phases, and notes that IT projects have some unique attributes compared to other types of projects.
This document summarizes two major project failures: the healthcare.gov website launch and the Denver International Airport baggage handling system project.
The healthcare.gov website launch in 2014 failed due to an overly aggressive schedule that did not allow time to meet customer needs or properly test the site's capacity. The site crashed upon launch due to being overwhelmed by high traffic. The Denver airport baggage system project in the 1990s was plagued by dysfunctional decision making, unrealistic timelines, and lack of expertise to manage such a complex automated system. The project went over budget, delayed the airport's opening by over a year, and never functioned properly despite 10 additional years of work. Both projects failed due to multiple issues including poor planning
Archibald di filippo_comprehensive_plc_model_finalsansharmajs
This document discusses comprehensive project life cycle models that include additional phases beyond the typical starting, organizing, executing, and closing phases. It proposes that projects should be viewed as having an incubation/feasibility phase before starting and a post-project evaluation phase after closing. The document asserts that recognizing these additional phases allows for a more holistic systems perspective when managing projects. It also discusses the importance of tailoring life cycle models to specific project categories and providing detailed definitions of phases and decision points within each model. Adopting comprehensive, category-specific models can help organizations better plan, execute, and evaluate their projects.
Project Management Msc. 7Pjmn009W Project Management Project.Renee Jones
Project success can be defined in different ways and depends on meeting objectives. Key factors that contribute to project success include having clear objectives, managing scope, schedule and budget, effective communication and stakeholder management, competent project team, and support from senior management. A project manager can help ensure success by focusing on these critical success factors throughout the project life cycle from planning to execution to closure.
The Milestone Driven Agile Execution (MDAX) framework. MDAX is hybrid development approach, in which the just-in-time planning of tasks and the empirical control of the agile methods are retained, but the prioritization of the backlog is done according to a milestone plan that drives the execution of the project. Selecting work items from the backlog according to a plan, instead of the weekly or biweekly, sometimes haphazard, concerns of the team or the product owner, adds visibility, predictability, and structure to the work of the team while preserving the adaptive advantages of current agile methods. MDAX takes a collaborative and visual approach to planning which promotes participation, communication and buy-in into the plan. It uses large canvasses and the direct manipulation of planning artifacts to generate engagement .
In this presentation we will talk about effective ways, overview and concept of “Managing IT Projects”.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit:
http://www.welingkaronline.org/distance-learning/online-mba.html
Success in information technology (IT) projects remains elusive even after decades of efforts to improve it. Most of these efforts have focused on variations of the traditional project management paradigm as promulgated by Project Management Body of Knowledge (PMBOK). We suspected that a potential cause of high IT project failure is with the paradigm, which focuses on the project itself and on meeting time and cost targets. A new paradigm called Value-Driven Change Leadership (VDCL) originated from discussions of a panel of project management experts. This paper briefly describes the principles of that new paradigm. It also reports the results from a survey of four project managers on the association between project success and management principles from VDCL and PMBOK.
Project Management, Perspective, Planning And ImplementationCamella Taylor
Project planning is key to a project's success. It involves defining the project, developing a work breakdown structure that outlines all tasks and subtasks, and creating schedules, budgets, and quality plans. Effective project planning requires identifying roles and responsibilities, establishing communication plans, and considering risks and constraints. Careful planning helps ensure projects are completed on time, on budget, and to a high quality.
Understanding Alternative Approaches for System DevelopmentTameez Ansari
Software development methodologies have been in existence for a long time and as the business and technology landscape changes, it’s not surprising to see something new comes around to makes waves. Waterfall software development methodology was first adopted in the 1980s and it became a standard at the US DoD. While it provided for a structured approach to software development and delivering the product, it also was faulted for high project failure rates.
This paper was presented at the Hawaii International Conference on Systems Sciences in Waikoloa, Hawaii, Jan. 5-8, 2009. It describes a proposal for empirical research into project management practices that determine success or failure of I.T.-intensive projects.
This chapter introduces project management concepts. It defines a project, explains the triple constraint of scope, time and cost, and describes the growing project management framework including knowledge areas, tools, and importance of the project manager's leadership. It outlines skills needed for project managers and discusses the growth of the project management profession through certification and tools.
This document introduces key concepts in project management. It defines a project, provides examples of IT projects, and describes the triple constraint of scope, time and cost that projects aim to balance. It outlines the project management framework including knowledge areas, tools/techniques, and success factors. The role of the project manager is discussed, along with important skills. A brief history is given of the field and how the profession continues to grow through organizations, certification, and software tools.
The purpose of this article is to conceptualize and identify troubled projects and allow their evaluation and possible recovery, minimizing the impact of the negative effects in the event of a total failure. The word recovery, as used here, has a meaning that is different than usual. It does not mean leading the project to the intended success from the planning phase but to minimize total failure.
Re-engineering the design phase of appreciative inquiry_WAIC2015_workshop pap...Jan De Winter
This document proposes innovations to the design phase of Appreciative Inquiry (AI) workshops based on the author's research combining AI with enterprise engineering methods. It finds that many large-scale change projects, especially those involving information technology, fail due to poor preparation. The design phase is critical for success but can be improved using techniques from conceptual modeling, iterative design, and system engineering to reduce complexity and better align stakeholders. The paper presents these innovations as reusable design propositions explaining the problem, intervention, mechanism, and expected outcome.
Importance Of Iterative Process Groups On Healthcare...Joanna Paulsen
The document discusses the importance of iterative process groups in project management according to the Project Management Institute (PMI). It explains that projects involve five process groups: initiating, planning, executing, monitoring and controlling, and closing. Failing to iterate these processes can negatively impact healthcare improvement projects. The paper demonstrates how a healthcare IT project incorporated doctors' advice into plans through repeated consultation cycles to arrive at the desired results. Iterating the project management process groups helped optimize procedures and maintain balance in the project.
CHAPTER 2 Strategic Management and Project SelectionMore and m.docxcravennichole326
CHAPTER 2
Strategic Management and Project Selection
More and more, the accomplishment of important tasks and goals in organizations today is being achieved through the use of projects. The phrases we hear and read about daily at our work and in conversations with our colleagues, such as “management by projects” and “project management maturity,” reflect this increasing trend in our society. The explosively rapid adoption of such a powerful tool as project management to help organizations achieve their goals and objectives is certainly awesome. In addition to project management’s great utility when correctly used, however, its utility has also led to many misapplications. As frequently noted by both consultants and industry project experts, there are many projects that:
• fall outside the organization’s stated mission,
• are completely unrelated to the strategy and goals of the organization, or
• have excessive funding levels relative to their expected benefits.
In addition to the growth in the number of organizations adopting project management, there is also accelerating growth in the number of multiple, simultaneous, and often interrelated projects in organizations. Thus, the issue naturally arises as to how one manages all these projects. Are they all really projects? (It has been suggested that perhaps up to 80 percent of all “projects” are not actually projects at all, since they do not include the three project requirements for scope, budget, and due date.) Should we be undertaking all of them? Among those we should implement, what should be their priorities?
It is not unusual these days for organizations to be wrestling with hundreds of new projects. With so many ongoing projects it becomes difficult for smaller projects to get adequate support, or even the attention of senior management. Three particularly common problems in organizations trying to manage multiple projects are:
1. Delays in one project cause delays in other projects because of common resource needs or technological dependencies.
2. The inefficient use of corporate resources results in peaks and valleys of resource utilization.
3. Bottlenecks in resource availability or lack of required technological inputs result in project delays that depend on those scarce resources or technology.
As might be expected, the report card on organizational success with management by projects is not stellar. For example, an early research study (Thomas et al., 2001) found that 30 percent of all projects were canceled midstream, and over half of completed projects were up to 190 percent over budget and 220 percent late. This same study found that the primary motivation of organizations to improve and expand their project management processes was due to major troubled or failed projects, new upcoming mega-projects, or to meet competition or maintain their market share. Those firms that “bought” project management skills from consultants tended to see it as a “commodity.” These fi ...
Java programming presentations By Daroko blog
Do not just read java as a programmer, find projects and start making some Money, at DAROKO BLOG,WE Guide you through what you have learned in the classroom to a real business Environment, find java applications to a real business Environment, find also all IT Solutions and How you can apply them, find the best companies where you can get the IT jobs worldwide, Find java contract, Complete and start making some cash, find clients within your Country, refer and get paid when you complete the work.
Not Just a contact, at daroko Blog (www.professionalbloggertricks.com/),you are also being taught how you can apply all IT related field in real world.
Simply Google, Daroko Blog or visit (www.professionalbloggertricks.com/) to Know More about all these service now.
Do not just learn and go, apply them in real world.
Project Management: A Critical Examination of the PPARS ProjectOlivia Moran
This document explores the different aspects of Project Management and critically examines
the management of the recent PPARS project. This was a project which involved the development of a personnel and recruitment system for the HSE in Ireland.
It will also highlight the traps and obstacles
associated with the management of this project.
The document is the agenda for a project management class covering various topics including: defining project management terms and characteristics, discussing project management life cycles and roles, and having group activities on agile, risk, and procurement management issues. The instructor will cover traditional project management, levels of project management, project management life cycles, and roles and responsibilities of team members. Groups will discuss challenges in agile, risk, and procurement management as they relate to their own organizations.
The document discusses project feasibility analysis which aims to objectively evaluate the strengths, weaknesses, opportunities, and threats of a proposed project. It covers five key factors in feasibility analysis: technological feasibility to determine if the required technology is available; economic feasibility through cost-benefit analysis to determine if the benefits outweigh the costs; operational feasibility to evaluate if the project fits with organizational goals and structure; schedule feasibility to assess if the project can be completed on time; and legal feasibility to ensure the project complies with relevant laws and regulations. Conducting a thorough feasibility analysis is important for evaluating the viability of a proposed project before significant resources are committed.
This lecture provides a short review of postmortem analysis. The core responsibility of software project manager. Postmortem analysis describes reasons of software project failure or success.
This document provides an overview of the BUS 517 Project Management CompleteCourse from HW Minute. It outlines the course content, including assignments, exams, and activities for each of the 10 weeks. Key topics covered include the project life cycle, project selection, project charters, scope management, scheduling, risk management, and project closure. The course uses a textbook and video lessons to teach principles of project management and have students apply them to real-world case studies and examples.
Management of time uncertainty in agileijseajournal
Agile software development represents a major departure from traditional methods of software
engineering. It had huge impact on how software is developed worldwide. Agile software development
solutions are targeted at enhancing work at project level. But it may encounter some uncertainties in its
working. One of the key measures of the resilience of a project is its ability to reach completion, on time
and on budget, regardless of the turbulent and uncertain environment it may operate within. Uncertainty of
time is the problem which can lead to other uncertainties too. In uncertainty of time the main issue is that
the how much delay will be caused by the uncertain environment and if the project manager comes to know
about this delay before, then he can ask for that extra time from customer. So this paper tries to know about
that extra time and calculate it.
This document describes four methods for carrying forward budget balances from one fiscal year to the next: 1) encumbrances only, 2) encumbrances and encumbered budget, 3) funds available, and 4) a combination of methods 2 and 3. It provides screenshots and explanations of how balances are treated under each method at year-end and displayed in the subsequent year. It also addresses some common questions about the carry forward process, flexibility of rules, and impact of additional transactions.
The document provides test specifications for system testing the payables process integration with an application system. It includes 16 test sequences covering processes like opening payable periods, defining banks, invoice entry for POs and non-POs, payments, refunds, recurring invoices, and month/period-end processing. Each sequence has detailed steps, expected results, and status tracking. It also specifies requirements for century date compliance in all customizations and interfaces.
Project Management Msc. 7Pjmn009W Project Management Project.Renee Jones
Project success can be defined in different ways and depends on meeting objectives. Key factors that contribute to project success include having clear objectives, managing scope, schedule and budget, effective communication and stakeholder management, competent project team, and support from senior management. A project manager can help ensure success by focusing on these critical success factors throughout the project life cycle from planning to execution to closure.
The Milestone Driven Agile Execution (MDAX) framework. MDAX is hybrid development approach, in which the just-in-time planning of tasks and the empirical control of the agile methods are retained, but the prioritization of the backlog is done according to a milestone plan that drives the execution of the project. Selecting work items from the backlog according to a plan, instead of the weekly or biweekly, sometimes haphazard, concerns of the team or the product owner, adds visibility, predictability, and structure to the work of the team while preserving the adaptive advantages of current agile methods. MDAX takes a collaborative and visual approach to planning which promotes participation, communication and buy-in into the plan. It uses large canvasses and the direct manipulation of planning artifacts to generate engagement .
In this presentation we will talk about effective ways, overview and concept of “Managing IT Projects”.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit:
http://www.welingkaronline.org/distance-learning/online-mba.html
Success in information technology (IT) projects remains elusive even after decades of efforts to improve it. Most of these efforts have focused on variations of the traditional project management paradigm as promulgated by Project Management Body of Knowledge (PMBOK). We suspected that a potential cause of high IT project failure is with the paradigm, which focuses on the project itself and on meeting time and cost targets. A new paradigm called Value-Driven Change Leadership (VDCL) originated from discussions of a panel of project management experts. This paper briefly describes the principles of that new paradigm. It also reports the results from a survey of four project managers on the association between project success and management principles from VDCL and PMBOK.
Project Management, Perspective, Planning And ImplementationCamella Taylor
Project planning is key to a project's success. It involves defining the project, developing a work breakdown structure that outlines all tasks and subtasks, and creating schedules, budgets, and quality plans. Effective project planning requires identifying roles and responsibilities, establishing communication plans, and considering risks and constraints. Careful planning helps ensure projects are completed on time, on budget, and to a high quality.
Understanding Alternative Approaches for System DevelopmentTameez Ansari
Software development methodologies have been in existence for a long time and as the business and technology landscape changes, it’s not surprising to see something new comes around to makes waves. Waterfall software development methodology was first adopted in the 1980s and it became a standard at the US DoD. While it provided for a structured approach to software development and delivering the product, it also was faulted for high project failure rates.
This paper was presented at the Hawaii International Conference on Systems Sciences in Waikoloa, Hawaii, Jan. 5-8, 2009. It describes a proposal for empirical research into project management practices that determine success or failure of I.T.-intensive projects.
This chapter introduces project management concepts. It defines a project, explains the triple constraint of scope, time and cost, and describes the growing project management framework including knowledge areas, tools, and importance of the project manager's leadership. It outlines skills needed for project managers and discusses the growth of the project management profession through certification and tools.
This document introduces key concepts in project management. It defines a project, provides examples of IT projects, and describes the triple constraint of scope, time and cost that projects aim to balance. It outlines the project management framework including knowledge areas, tools/techniques, and success factors. The role of the project manager is discussed, along with important skills. A brief history is given of the field and how the profession continues to grow through organizations, certification, and software tools.
The purpose of this article is to conceptualize and identify troubled projects and allow their evaluation and possible recovery, minimizing the impact of the negative effects in the event of a total failure. The word recovery, as used here, has a meaning that is different than usual. It does not mean leading the project to the intended success from the planning phase but to minimize total failure.
Re-engineering the design phase of appreciative inquiry_WAIC2015_workshop pap...Jan De Winter
This document proposes innovations to the design phase of Appreciative Inquiry (AI) workshops based on the author's research combining AI with enterprise engineering methods. It finds that many large-scale change projects, especially those involving information technology, fail due to poor preparation. The design phase is critical for success but can be improved using techniques from conceptual modeling, iterative design, and system engineering to reduce complexity and better align stakeholders. The paper presents these innovations as reusable design propositions explaining the problem, intervention, mechanism, and expected outcome.
Importance Of Iterative Process Groups On Healthcare...Joanna Paulsen
The document discusses the importance of iterative process groups in project management according to the Project Management Institute (PMI). It explains that projects involve five process groups: initiating, planning, executing, monitoring and controlling, and closing. Failing to iterate these processes can negatively impact healthcare improvement projects. The paper demonstrates how a healthcare IT project incorporated doctors' advice into plans through repeated consultation cycles to arrive at the desired results. Iterating the project management process groups helped optimize procedures and maintain balance in the project.
CHAPTER 2 Strategic Management and Project SelectionMore and m.docxcravennichole326
CHAPTER 2
Strategic Management and Project Selection
More and more, the accomplishment of important tasks and goals in organizations today is being achieved through the use of projects. The phrases we hear and read about daily at our work and in conversations with our colleagues, such as “management by projects” and “project management maturity,” reflect this increasing trend in our society. The explosively rapid adoption of such a powerful tool as project management to help organizations achieve their goals and objectives is certainly awesome. In addition to project management’s great utility when correctly used, however, its utility has also led to many misapplications. As frequently noted by both consultants and industry project experts, there are many projects that:
• fall outside the organization’s stated mission,
• are completely unrelated to the strategy and goals of the organization, or
• have excessive funding levels relative to their expected benefits.
In addition to the growth in the number of organizations adopting project management, there is also accelerating growth in the number of multiple, simultaneous, and often interrelated projects in organizations. Thus, the issue naturally arises as to how one manages all these projects. Are they all really projects? (It has been suggested that perhaps up to 80 percent of all “projects” are not actually projects at all, since they do not include the three project requirements for scope, budget, and due date.) Should we be undertaking all of them? Among those we should implement, what should be their priorities?
It is not unusual these days for organizations to be wrestling with hundreds of new projects. With so many ongoing projects it becomes difficult for smaller projects to get adequate support, or even the attention of senior management. Three particularly common problems in organizations trying to manage multiple projects are:
1. Delays in one project cause delays in other projects because of common resource needs or technological dependencies.
2. The inefficient use of corporate resources results in peaks and valleys of resource utilization.
3. Bottlenecks in resource availability or lack of required technological inputs result in project delays that depend on those scarce resources or technology.
As might be expected, the report card on organizational success with management by projects is not stellar. For example, an early research study (Thomas et al., 2001) found that 30 percent of all projects were canceled midstream, and over half of completed projects were up to 190 percent over budget and 220 percent late. This same study found that the primary motivation of organizations to improve and expand their project management processes was due to major troubled or failed projects, new upcoming mega-projects, or to meet competition or maintain their market share. Those firms that “bought” project management skills from consultants tended to see it as a “commodity.” These fi ...
Java programming presentations By Daroko blog
Do not just read java as a programmer, find projects and start making some Money, at DAROKO BLOG,WE Guide you through what you have learned in the classroom to a real business Environment, find java applications to a real business Environment, find also all IT Solutions and How you can apply them, find the best companies where you can get the IT jobs worldwide, Find java contract, Complete and start making some cash, find clients within your Country, refer and get paid when you complete the work.
Not Just a contact, at daroko Blog (www.professionalbloggertricks.com/),you are also being taught how you can apply all IT related field in real world.
Simply Google, Daroko Blog or visit (www.professionalbloggertricks.com/) to Know More about all these service now.
Do not just learn and go, apply them in real world.
Project Management: A Critical Examination of the PPARS ProjectOlivia Moran
This document explores the different aspects of Project Management and critically examines
the management of the recent PPARS project. This was a project which involved the development of a personnel and recruitment system for the HSE in Ireland.
It will also highlight the traps and obstacles
associated with the management of this project.
The document is the agenda for a project management class covering various topics including: defining project management terms and characteristics, discussing project management life cycles and roles, and having group activities on agile, risk, and procurement management issues. The instructor will cover traditional project management, levels of project management, project management life cycles, and roles and responsibilities of team members. Groups will discuss challenges in agile, risk, and procurement management as they relate to their own organizations.
The document discusses project feasibility analysis which aims to objectively evaluate the strengths, weaknesses, opportunities, and threats of a proposed project. It covers five key factors in feasibility analysis: technological feasibility to determine if the required technology is available; economic feasibility through cost-benefit analysis to determine if the benefits outweigh the costs; operational feasibility to evaluate if the project fits with organizational goals and structure; schedule feasibility to assess if the project can be completed on time; and legal feasibility to ensure the project complies with relevant laws and regulations. Conducting a thorough feasibility analysis is important for evaluating the viability of a proposed project before significant resources are committed.
This lecture provides a short review of postmortem analysis. The core responsibility of software project manager. Postmortem analysis describes reasons of software project failure or success.
This document provides an overview of the BUS 517 Project Management CompleteCourse from HW Minute. It outlines the course content, including assignments, exams, and activities for each of the 10 weeks. Key topics covered include the project life cycle, project selection, project charters, scope management, scheduling, risk management, and project closure. The course uses a textbook and video lessons to teach principles of project management and have students apply them to real-world case studies and examples.
Management of time uncertainty in agileijseajournal
Agile software development represents a major departure from traditional methods of software
engineering. It had huge impact on how software is developed worldwide. Agile software development
solutions are targeted at enhancing work at project level. But it may encounter some uncertainties in its
working. One of the key measures of the resilience of a project is its ability to reach completion, on time
and on budget, regardless of the turbulent and uncertain environment it may operate within. Uncertainty of
time is the problem which can lead to other uncertainties too. In uncertainty of time the main issue is that
the how much delay will be caused by the uncertain environment and if the project manager comes to know
about this delay before, then he can ask for that extra time from customer. So this paper tries to know about
that extra time and calculate it.
This document describes four methods for carrying forward budget balances from one fiscal year to the next: 1) encumbrances only, 2) encumbrances and encumbered budget, 3) funds available, and 4) a combination of methods 2 and 3. It provides screenshots and explanations of how balances are treated under each method at year-end and displayed in the subsequent year. It also addresses some common questions about the carry forward process, flexibility of rules, and impact of additional transactions.
The document provides test specifications for system testing the payables process integration with an application system. It includes 16 test sequences covering processes like opening payable periods, defining banks, invoice entry for POs and non-POs, payments, refunds, recurring invoices, and month/period-end processing. Each sequence has detailed steps, expected results, and status tracking. It also specifies requirements for century date compliance in all customizations and interfaces.
This document is the Oracle Payables Reference Guide, Release 12. It provides reference material for Oracle Payables, including technical details about application use as well as general concepts. The guide is intended for use by anyone responsible for implementing or using Oracle Payables. It contains sections on expense reports and credit cards, payables open interface tables, purchase order matching database tables, and predefined setup for Oracle Subledger Accounting.
This document provides an overview of entering invoices in Oracle Payables in Release 12 (R12). It discusses the new ability to assign multiple organizations to a single payables responsibility. It also covers entering invoice headers, lines, and distributions. Invoice lines can now capture additional project or asset related information. The document provides examples of entering invoices at the line and distribution levels and the resulting accounting entries. It concludes with current enhancement requests for Payables in R12, such as adding fields to capture asset tag numbers and units from invoices.
The document provides setup instructions for Oracle Accounts Payable application version 12.1.3. It includes 28 setup steps to define configuration items like the accounting flexfield, payment terms, approval codes, payment programs, and payment formats. The setup is to be completed to implement the application for a company using accrual accounting.
This document provides a quick reference guide for creating a requisition in Oracle iProcurement. It outlines the 9 step process: 1) Log in and select procurement, 2) search for items and add them to your cart from internal or external sources, 3) create a non-catalog request if the item is not found, 4) enter delivery information, 5) enter billing information such as the PTAEO, 6) add any notes for approvers or attach documents, 7) review the approver list, 8) review the full requisition, and 9) submit the requisition for approval.
The document provides an overview and case study of Patni Computer Systems' implementation of Oracle iProcurement. Some key points:
- Patni implemented iProcurement over 6 months to streamline their procurement process and reduce cycle times.
- The implementation involved analyzing current and desired processes, customizing workflows, loading catalogs, testing, and training users.
- Results included reducing procurement cycle times from 20 days to just 3 hours, eliminating paper-based processes, and improving supplier relationships.
- Lessons learned included the importance of user involvement, change management processes, and getting catalog and category structures right for adoption.
Oracle iProcurement and Services Procurement enable self-service procurement and spending control. iProcurement allows employees to place orders from catalogs while enforcing spending policies. It streamlines ordering, controls spending, and reduces procurement costs. Services Procurement provides controls for services spending through master agreements, timecard approval, and invoice matching to eliminate overbilling and increase visibility into services spend. Both products are part of Oracle's Advanced Procurement suite for integrated procurement of goods and services.
This document provides guidance on using the Oracle iProcurement system for NHS Wales. It introduces iProcurement and explains how to log in. It describes the home page layout and sections. It provides instructions for creating catalogue and non-catalogue requisitions, approving requisitions, receiving goods, reviewing previous requisitions, and other reference information. The goal is to help users navigate iProcurement and understand the processes for ordering, approving, and receiving goods and services.
This document discusses leveraging Oracle iProcurement to increase cash flow by extending access to member or partner organizations. It would provide an additional revenue source and savings passed to others through combined spending power. To implement, a separate set of books and operating unit would be created with unlimited approval authority and restricted requisition views. Legal considerations around antitrust rules for consortium buying are also noted.
This document provides guidance on using iProcurement for procurement and non-procurement purchases. It discusses raising requisitions through smart forms or non-catalogue requisitions. Smart forms can be used to order certain goods and services, automatically creating a purchase order. Non-catalogue requisitions require approval from UK SBS procurement to ensure regulatory compliance. It also covers receipting goods, returns, and other iProcurement functions. The document contains step-by-step instructions and notes on navigation, approvals, and best practices for iProcurement.
The document discusses Oracle iProcurement, which aims to centralize purchasing controls while decentralizing purchasing execution through self-service. It allows enabling procurement policy-based purchasing, supporting requests for all goods and services through a single entry point. It provides a productive user interface for requesters with tools to streamline purchasing. It also discusses self-service receiving to improve payment accuracy through three-way matching.
This document provides an overview and instructions for using the iProcurement module in Oracle Financials version 11.5.10. It describes the iProcurement home page and preferences settings. The main sections covered include creating shopping carts, requisitions, and receipts. Details are provided on adding items from online catalogs or manually, saving incomplete requisitions, and charging items to accounts. Methods for splitting costs, adding notes, changing approvers, and finding requisitions are also summarized.
This document provides instructions for staff on using the upgraded version of Oracle E-Business Suite for procurement processes at CDU. It outlines how to log in, navigate to the iProcurement homepage, and raise requisitions. Specific steps covered include searching for item categories and suppliers, adding line items to the shopping cart, attaching documents, and submitting requisitions for approval. It also discusses receiving goods, returning items, and correcting receipt quantities.
This document provides an overview of the physical inventory process in Oracle Inventory, including defining a physical inventory, taking a snapshot of on-hand quantities, generating tags, entering counts, approving adjustments, and posting adjustments. Key steps include defining criteria for the inventory, generating tags to match physical items to the system, entering count quantities, and making approved adjustments to update inventory records. The process integrates with cost management and general ledger modules to update item costs and inventory values.
The document provides instructions on setting up inventory items in an organizational inventory management system. It discusses [1] creating items at the organizational level, [2] assigning stock locators, [3] changing stock locators, and [4] transferring items between subinventories through reservations. Most item attributes will default from a master template, but some like account centers and subinventories need to be manually assigned.
This document provides an overview of kanban replenishments in Oracle Inventory. It describes how kanban uses a pull-based system with cards to trigger replenishment requests when inventory is needed. It outlines the different kanban supply statuses and source types for replenishing inventory, including production, intra-organization transfers, inter-organization transfers, and external suppliers. It also provides details on how to set up kanban planned items, define kanban cards, and establish kanban pull sequences to support the replenishment process.
The document summarizes inventory transaction types in two character codes used by different source modules, including inventory adjustments (IA), inventory issues (II), inventory transfers (IT), inventory receipts (IR), legacy bill of lading receipts and transfers (LR and LT), and transactions from purchase orders and sales orders. It provides details on how each transaction type affects inventory quantities and costs, and which general ledger accounts they impact.
This document provides an overview of forecasting in Oracle Applications. It discusses loading forecast data through manual entry, import, and automatic generation. Focus forecasting generates forecasts by selecting the most accurate of five forecasting models based on historical demand data. Statistical forecasting uses an exponential smoothing function to average historical demand. The document also covers forecast consumption, technical details, reporting, and alerts related to forecasting.
This document discusses accounting entries for inventory transactions under average costing. It defines key inventory accounts like material, material overhead, and expense. It then provides examples of common inventory transactions and whether the average cost is recalculated for the receiving subinventory. For transactions like receipts, issues, transfers, the average cost is not changed. But for adjustments, completions or scrapping of work in process jobs, the average cost is recalculated based on the associated charges to the job.
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.
Understanding User Needs and Satisfying ThemAggregage
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
• Illustrate how customer journey maps capture activity-level and task-level goals
• Demonstrate the best approach to selection and prioritization of user-goals to address
• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
Industrial Tech SW: Category Renewal and CreationChristian Dahlen
Every industrial revolution has created a new set of categories and a new set of players.
Multiple new technologies have emerged, but Samsara and C3.ai are only two companies which have gone public so far.
Manufacturing startups constitute the largest pipeline share of unicorns and IPO candidates in the SF Bay Area, and software startups dominate in Germany.
Storytelling is an incredibly valuable tool to share data and information. To get the most impact from stories there are a number of key ingredients. These are based on science and human nature. Using these elements in a story you can deliver information impactfully, ensure action and drive change.
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
Top mailing list providers in the USA.pptxJeremyPeirce1
Discover the top mailing list providers in the USA, offering targeted lists, segmentation, and analytics to optimize your marketing campaigns and drive engagement.