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Free PMP Exam Sample Question
Here is our free PMP exam sample question of the week.
*Stop by at free.pm-exam-simulator.com/ and try the PM Exam Simulator free for 7 days.
PMP Exam Q & A
The document provides a sample question from the PMP exam along with the question prompt, multiple choice answers, and an explanation of the correct answer. Specifically:
- A project is behind schedule due to resistance from key stakeholders. The question asks what could have been done differently during planning.
- The correct answer is developing a stakeholder engagement assessment matrix, which is used during the Plan Stakeholder Engagement process to identify stakeholder engagement levels.
- Identifying resistant stakeholders early on would have allowed actions to address concerns and prevent delays, making a stakeholder matrix the best planning tool in this situation.
Workbook for Designing a Process Evaluation
Workbook
for
Designing
a Process
Evaluation
Produced for the
Georgia Department of Human
Resources
Division of Public Health
By
Melanie J. Bliss, M.A.
James G. Emshoff, Ph.D.
Department of Psychology
Georgia State University
July 2002
Evaluation Expert Session
July 16, 2002 Page 1
What is process evaluation?
Process evaluation uses empirical data to assess the delivery of
programs. In contrast to outcome evaluation, which assess the
impact of the program, process evaluation verifies what the
program is and whether it is being implemented as designed. Thus,
process evaluation asks "what," and outcome evaluation asks, "so
what?"
When conducting a process evaluation, keep in mind these three
questions:
1. What is the program intended to be?
2. What is delivered, in reality?
3. Where are the gaps between program design and delivery?
This workbook will serve as a guide for designing your own process
evaluation for a program of your choosing. There are many steps involved
in the implementation of a process evaluation, and this workbook will
attempt to direct you through some of the main stages. It will be helpful to
think of a delivery service program that you can use as your example as
you complete these activities.
Why is process evaluation important?
1. To determine the extent to which the program is being
implemented according to plan
2. To assess and document the degree of fidelity and variability in
program implementation, expected or unexpected, planned or
unplanned
3. To compare multiple sites with respect to fidelity
4. To provide validity for the relationship between the intervention
and the outcomes
5. To provide information on what components of the intervention
are responsible for outcomes
6. To understand the relationship between program context (i.e.,
setting characteristics) and program processes (i.e., levels of
implementation).
7. To provide managers feedback on the quality of implementation
8. To refine delivery components
9. To provide program accountability to sponsors, the public, clients,
and funders
10. To improve the quality of the program, as the act of evaluating is
an intervention.
Evaluation Expert Session
July 16, 2002 Page 2
Stages of Process Evaluation Page Number
1. Form Collaborative Relationships 3
2. Determine Program Components 4
3. Develop Logic Model*
4. Determine Evaluation Questions 6
5. Determine Methodology 11
6. Consider a Management Information System 25
7. Implement Data Collection and Analysis 28
8. Write Report**
Also included in this workbook:
a. Logic Model Template 30
b. Pitfalls to avoid ...
Workbook for Designing a Process Evaluation .docx
Workbook
for
Designing
a Process
Evaluation
Produced for the
Georgia Department of Human
Resources
Division of Public Health
By
Melanie J. Bliss, M.A.
James G. Emshoff, Ph.D.
Department of Psychology
Georgia State University
July 2002
Evaluation Expert Session
July 16, 2002 Page 1
What is process evaluation?
Process evaluation uses empirical data to assess the delivery of
programs. In contrast to outcome evaluation, which assess the
impact of the program, process evaluation verifies what the
program is and whether it is being implemented as designed. Thus,
process evaluation asks "what," and outcome evaluation asks, "so
what?"
When conducting a process evaluation, keep in mind these three
questions:
1. What is the program intended to be?
2. What is delivered, in reality?
3. Where are the gaps between program design and delivery?
This workbook will serve as a guide for designing your own process
evaluation for a program of your choosing. There are many steps involved
in the implementation of a process evaluation, and this workbook will
attempt to direct you through some of the main stages. It will be helpful to
think of a delivery service program that you can use as your example as
you complete these activities.
Why is process evaluation important?
1. To determine the extent to which the program is being
implemented according to plan
2. To assess and document the degree of fidelity and variability in
program implementation, expected or unexpected, planned or
unplanned
3. To compare multiple sites with respect to fidelity
4. To provide validity for the relationship between the intervention
and the outcomes
5. To provide information on what components of the intervention
are responsible for outcomes
6. To understand the relationship between program context (i.e.,
setting characteristics) and program processes (i.e., levels of
implementation).
7. To provide managers feedback on the quality of implementation
8. To refine delivery components
9. To provide program accountability to sponsors, the public, clients,
and funders
10. To improve the quality of the program, as the act of evaluating is
an intervention.
Evaluation Expert Session
July 16, 2002 Page 2
Stages of Process Evaluation Page Number
1. Form Collaborative Relationships 3
2. Determine Program Components 4
3. Develop Logic Model*
4. Determine Evaluation Questions 6
5. Determine Methodology 11
6. Consider a Management Information System 25
7. Implement Data Collection and Analysis 28
8. Write Report**
Also included in this workbook:
a. Logic Model Template 30
b. Pitfalls to avoid .
Workbook for Designing a Process Evaluation
Workbook
for
Designing
a Process
Evaluation
Produced for the
Georgia Department of Human
Resources
Division of Public Health
By
Melanie J. Bliss, M.A.
James G. Emshoff, Ph.D.
Department of Psychology
Georgia State University
July 2002
Evaluation Expert Session
July 16, 2002 Page 1
What is process evaluation?
Process evaluation uses empirical data to assess the delivery of
programs. In contrast to outcome evaluation, which assess the
impact of the program, process evaluation verifies what the
program is and whether it is being implemented as designed. Thus,
process evaluation asks "what," and outcome evaluation asks, "so
what?"
When conducting a process evaluation, keep in mind these three
questions:
1. What is the program intended to be?
2. What is delivered, in reality?
3. Where are the gaps between program design and delivery?
This workbook will serve as a guide for designing your own process
evaluation for a program of your choosing. There are many steps involved
in the implementation of a process evaluation, and this workbook will
attempt to direct you through some of the main stages. It will be helpful to
think of a delivery service program that you can use as your example as
you complete these activities.
Why is process evaluation important?
1. To determine the extent to which the program is being
implemented according to plan
2. To assess and document the degree of fidelity and variability in
program implementation, expected or unexpected, planned or
unplanned
3. To compare multiple sites with respect to fidelity
4. To provide validity for the relationship between the intervention
and the outcomes
5. To provide information on what components of the intervention
are responsible for outcomes
6. To understand the relationship between program context (i.e.,
setting characteristics) and program processes (i.e., levels of
implementation).
7. To provide managers feedback on the quality of implementation
8. To refine delivery components
9. To provide program accountability to sponsors, the public, clients,
and funders
10. To improve the quality of the program, as the act of evaluating is
an intervention.
Evaluation Expert Session
July 16, 2002 Page 2
Stages of Process Evaluation Page Number
1. Form Collaborative Relationships 3
2. Determine Program Components 4
3. Develop Logic Model*
4. Determine Evaluation Questions 6
5. Determine Methodology 11
6. Consider a Management Information System 25
7. Implement Data Collection and Analysis 28
8. Write Report**
Also included in this workbook:
a. Logic Model Template 30
b. Pitfalls to avoid ...
Presentation by dakshinamoorthi g
This document discusses implementing a "process way of life" culture within an organization. It involves three key steps:
1) Enabling people through fun and interactive training to increase process awareness. This helps ensure the right data enters systems.
2) Implementing common metrics and a single project management tool so internal and customer reporting is streamlined. This provides immediate feedback.
3) Recognizing and rewarding "process champions" and best practices to motivate adherence to processes and spread positive messages.
Benefits included more predictable project management, improved metrics, and effort/metrics being reported without reminders. The approach helped establish a consistent process culture.
Developing a Logical Framework Guide, Developmental Public Administration, De...
Developing a Logical Framework Guide, Developmental Public Administration, De...Comsats Institute of Information Technology Attock, Punjab Pakistan
Developing a Logical Framework Guide, Developmental Public Administration, Developing a Log Frame, Log Frame or Logical Framework, Curriculum monitoring
Curriculum monitoring involves periodically assessing curriculum implementation and making adjustments. It determines how well the curriculum is working and informs decisions about retaining, improving, or modifying aspects. The document outlines the definition, rationale, types, roles, process, and similarities and differences between monitoring and evaluation. An effective monitoring system is simple, provides timely feedback, is cost-effective, flexible, accurate, comprehensive, relevant, and leads to learning. It involves clarifying roles, identifying evidence, data collection tools, training monitors, preparing staff, conducting monitoring, analyzing and sharing results, and determining a plan of action.
Recommended
Free PMP Exam Sample Question
Here is our free PMP exam sample question of the week.
*Stop by at free.pm-exam-simulator.com/ and try the PM Exam Simulator free for 7 days.
PMP Exam Q & A
The document provides a sample question from the PMP exam along with the question prompt, multiple choice answers, and an explanation of the correct answer. Specifically:
- A project is behind schedule due to resistance from key stakeholders. The question asks what could have been done differently during planning.
- The correct answer is developing a stakeholder engagement assessment matrix, which is used during the Plan Stakeholder Engagement process to identify stakeholder engagement levels.
- Identifying resistant stakeholders early on would have allowed actions to address concerns and prevent delays, making a stakeholder matrix the best planning tool in this situation.
Workbook for Designing a Process Evaluation
Workbook
for
Designing
a Process
Evaluation
Produced for the
Georgia Department of Human
Resources
Division of Public Health
By
Melanie J. Bliss, M.A.
James G. Emshoff, Ph.D.
Department of Psychology
Georgia State University
July 2002
Evaluation Expert Session
July 16, 2002 Page 1
What is process evaluation?
Process evaluation uses empirical data to assess the delivery of
programs. In contrast to outcome evaluation, which assess the
impact of the program, process evaluation verifies what the
program is and whether it is being implemented as designed. Thus,
process evaluation asks "what," and outcome evaluation asks, "so
what?"
When conducting a process evaluation, keep in mind these three
questions:
1. What is the program intended to be?
2. What is delivered, in reality?
3. Where are the gaps between program design and delivery?
This workbook will serve as a guide for designing your own process
evaluation for a program of your choosing. There are many steps involved
in the implementation of a process evaluation, and this workbook will
attempt to direct you through some of the main stages. It will be helpful to
think of a delivery service program that you can use as your example as
you complete these activities.
Why is process evaluation important?
1. To determine the extent to which the program is being
implemented according to plan
2. To assess and document the degree of fidelity and variability in
program implementation, expected or unexpected, planned or
unplanned
3. To compare multiple sites with respect to fidelity
4. To provide validity for the relationship between the intervention
and the outcomes
5. To provide information on what components of the intervention
are responsible for outcomes
6. To understand the relationship between program context (i.e.,
setting characteristics) and program processes (i.e., levels of
implementation).
7. To provide managers feedback on the quality of implementation
8. To refine delivery components
9. To provide program accountability to sponsors, the public, clients,
and funders
10. To improve the quality of the program, as the act of evaluating is
an intervention.
Evaluation Expert Session
July 16, 2002 Page 2
Stages of Process Evaluation Page Number
1. Form Collaborative Relationships 3
2. Determine Program Components 4
3. Develop Logic Model*
4. Determine Evaluation Questions 6
5. Determine Methodology 11
6. Consider a Management Information System 25
7. Implement Data Collection and Analysis 28
8. Write Report**
Also included in this workbook:
a. Logic Model Template 30
b. Pitfalls to avoid ...
Workbook for Designing a Process Evaluation .docx
Workbook
for
Designing
a Process
Evaluation
Produced for the
Georgia Department of Human
Resources
Division of Public Health
By
Melanie J. Bliss, M.A.
James G. Emshoff, Ph.D.
Department of Psychology
Georgia State University
July 2002
Evaluation Expert Session
July 16, 2002 Page 1
What is process evaluation?
Process evaluation uses empirical data to assess the delivery of
programs. In contrast to outcome evaluation, which assess the
impact of the program, process evaluation verifies what the
program is and whether it is being implemented as designed. Thus,
process evaluation asks "what," and outcome evaluation asks, "so
what?"
When conducting a process evaluation, keep in mind these three
questions:
1. What is the program intended to be?
2. What is delivered, in reality?
3. Where are the gaps between program design and delivery?
This workbook will serve as a guide for designing your own process
evaluation for a program of your choosing. There are many steps involved
in the implementation of a process evaluation, and this workbook will
attempt to direct you through some of the main stages. It will be helpful to
think of a delivery service program that you can use as your example as
you complete these activities.
Why is process evaluation important?
1. To determine the extent to which the program is being
implemented according to plan
2. To assess and document the degree of fidelity and variability in
program implementation, expected or unexpected, planned or
unplanned
3. To compare multiple sites with respect to fidelity
4. To provide validity for the relationship between the intervention
and the outcomes
5. To provide information on what components of the intervention
are responsible for outcomes
6. To understand the relationship between program context (i.e.,
setting characteristics) and program processes (i.e., levels of
implementation).
7. To provide managers feedback on the quality of implementation
8. To refine delivery components
9. To provide program accountability to sponsors, the public, clients,
and funders
10. To improve the quality of the program, as the act of evaluating is
an intervention.
Evaluation Expert Session
July 16, 2002 Page 2
Stages of Process Evaluation Page Number
1. Form Collaborative Relationships 3
2. Determine Program Components 4
3. Develop Logic Model*
4. Determine Evaluation Questions 6
5. Determine Methodology 11
6. Consider a Management Information System 25
7. Implement Data Collection and Analysis 28
8. Write Report**
Also included in this workbook:
a. Logic Model Template 30
b. Pitfalls to avoid .
Workbook for Designing a Process Evaluation
Workbook
for
Designing
a Process
Evaluation
Produced for the
Georgia Department of Human
Resources
Division of Public Health
By
Melanie J. Bliss, M.A.
James G. Emshoff, Ph.D.
Department of Psychology
Georgia State University
July 2002
Evaluation Expert Session
July 16, 2002 Page 1
What is process evaluation?
Process evaluation uses empirical data to assess the delivery of
programs. In contrast to outcome evaluation, which assess the
impact of the program, process evaluation verifies what the
program is and whether it is being implemented as designed. Thus,
process evaluation asks "what," and outcome evaluation asks, "so
what?"
When conducting a process evaluation, keep in mind these three
questions:
1. What is the program intended to be?
2. What is delivered, in reality?
3. Where are the gaps between program design and delivery?
This workbook will serve as a guide for designing your own process
evaluation for a program of your choosing. There are many steps involved
in the implementation of a process evaluation, and this workbook will
attempt to direct you through some of the main stages. It will be helpful to
think of a delivery service program that you can use as your example as
you complete these activities.
Why is process evaluation important?
1. To determine the extent to which the program is being
implemented according to plan
2. To assess and document the degree of fidelity and variability in
program implementation, expected or unexpected, planned or
unplanned
3. To compare multiple sites with respect to fidelity
4. To provide validity for the relationship between the intervention
and the outcomes
5. To provide information on what components of the intervention
are responsible for outcomes
6. To understand the relationship between program context (i.e.,
setting characteristics) and program processes (i.e., levels of
implementation).
7. To provide managers feedback on the quality of implementation
8. To refine delivery components
9. To provide program accountability to sponsors, the public, clients,
and funders
10. To improve the quality of the program, as the act of evaluating is
an intervention.
Evaluation Expert Session
July 16, 2002 Page 2
Stages of Process Evaluation Page Number
1. Form Collaborative Relationships 3
2. Determine Program Components 4
3. Develop Logic Model*
4. Determine Evaluation Questions 6
5. Determine Methodology 11
6. Consider a Management Information System 25
7. Implement Data Collection and Analysis 28
8. Write Report**
Also included in this workbook:
a. Logic Model Template 30
b. Pitfalls to avoid ...
Presentation by dakshinamoorthi g
This document discusses implementing a "process way of life" culture within an organization. It involves three key steps:
1) Enabling people through fun and interactive training to increase process awareness. This helps ensure the right data enters systems.
2) Implementing common metrics and a single project management tool so internal and customer reporting is streamlined. This provides immediate feedback.
3) Recognizing and rewarding "process champions" and best practices to motivate adherence to processes and spread positive messages.
Benefits included more predictable project management, improved metrics, and effort/metrics being reported without reminders. The approach helped establish a consistent process culture.
Developing a Logical Framework Guide, Developmental Public Administration, De...
Developing a Logical Framework Guide, Developmental Public Administration, De...Comsats Institute of Information Technology Attock, Punjab Pakistan
Developing a Logical Framework Guide, Developmental Public Administration, Developing a Log Frame, Log Frame or Logical Framework, Curriculum monitoring
Curriculum monitoring involves periodically assessing curriculum implementation and making adjustments. It determines how well the curriculum is working and informs decisions about retaining, improving, or modifying aspects. The document outlines the definition, rationale, types, roles, process, and similarities and differences between monitoring and evaluation. An effective monitoring system is simple, provides timely feedback, is cost-effective, flexible, accurate, comprehensive, relevant, and leads to learning. It involves clarifying roles, identifying evidence, data collection tools, training monitors, preparing staff, conducting monitoring, analyzing and sharing results, and determining a plan of action.
Jayantobose prashantshrivastava-131008015757-phpapp01
This white paper discusses two approaches for more effective project management: 1) A framework for proactively identifying and preventing defects in processes to avoid schedule delays. It involves examining processes end-to-end and getting stakeholder input to find bottlenecks. 2) An approach called "Building Blocks" to systematically capture organizational process knowledge and lessons learned from past projects in an easy-to-access database, including common risks and mitigation strategies for standard project components. The goal is to help project managers complete projects on time by giving them readily available knowledge about past process issues.
Jayanto bose prashantshrivastava
This document discusses proactive process management and applying lessons learned to improve project management. It proposes two frameworks: 1) a framework for proactive defect prevention that identifies pain points and bottlenecks in processes through stakeholder input and 2) building blocks to systematically capture organizational knowledge, process issues and risks to help resolve issues and improve future project delivery. The frameworks aim to help project managers deliver projects on time by improving underlying processes.
Unit VIII Homework Conduct a phone or personal interview wi.docx
Unit VIII Homework
Conduct a phone or personal interview with a current or past manager. Ask this person to describe the role that training plays in the company and where he or she thinks the future of training is headed for the organization. Do you agree with the manager? Please justify your response.
Use Microsoft Word to create your response. The write up should be between three to five pages in length, and all sources used need to be cited according to APA format.
BHR 4680, Training and Development 1
Course Learning Outcomes for Unit VIII
Upon completion of this unit, students should be able to:
7. Compare and contrast internal and external validity.
7.1 Identify future trends that will affect training.
7.2 Explain how benchmarking can help determine if change is necessary.
7.3 Discuss the future skills and competencies of trainers.
10. Analyze the results of a training needs analysis (TNA) to determine the content, methods, and
instructional media necessary for a given training requirement.
10.1 Define re-engineering and explain the process.
10.2 Discuss the key issues in implementing change.
Reading Assignment
Chapter 11:
The Future of Training and Development
Unit Lesson
What are some of the future trends that might affect training?
Greater use of new technologies for training delivery
Increased demand for training for virtual work arrangements
Increased emphasis on speed in design, focus in content, and use of multiple delivery methods
Increased emphasis on capturing and sharing intellectual capital
Increased use of true performance support
Increased emphasis on performance analysis and learning for business enhancement
Increased use of training partnerships and outsourcing training
A change model perspective to training and development
There will be an increase in the use of new technologies for several reasons:
The cost of new technologies will decrease.
Technology will help employees to better serve customers and generate new business.
It can reduce training costs.
It allows trainers to build the desirable features of a learning environment into training.
Training can be delivered at any place and time.
Based on how quickly technology is growing, there is an increased demand for training in virtual work
arrangements. The location, organization structure, and employment relationships are not limiting factors in
virtual work arrangements. There are two major training challenges—companies must invest in training
delivery methods that facilitate digital collaboration, and teams and employees must be provided with tools
needed for finding knowledge.
There is an increased emphasis on the speed in the design, content, and use of multiple delivery methods.
Rapid instructional design (RID) is a group of techniques that allows training to be built more quickly and
efficiently. Although there are a number of principles that are ...
USER GUIDE M&E 2014 LENNY HIDAYAT
This document provides guidance on monitoring and evaluation for partnership-based programs. It discusses the importance of changing the mindset around M&E from merely justifying expenditures to a collaborative learning process. Donors are encouraged to make M&E a learning partnership rather than a performance test. Effective M&E requires a balanced mix of quantitative and qualitative methods. Numbers alone do not capture impact; seeking contributions to meaningful change is more important. Both donors and partner organizations must commit to supporting M&E throughout implementation and using findings to strengthen future work.
MBA 6931, Project Management Strategy and Tactics 1 C.docx
MBA 6931, Project Management Strategy and Tactics 1
Course Learning Outcomes for Unit III
Upon completion of this unit, students should be able to:
3. Characterize important project management issues.
3.1 Describe how a company should be reorganized for greater effectiveness.
3.2 Analyze the challenges associated with a new organizational structure related to its scope.
3.3 Explain how a new organizational structure would impact the Key Manager Incentive Plan
(KMIP) program.
4. Outline project activity and risk taking in the project management process.
4.1 Explain the risks associated with a new organizational structure and scope.
4.2 Describe how structure and scope impact the overall project management process.
Course/Unit
Learning Outcomes
Learning Activity
3.1
Unit III Lesson
Chapter 5, pp. 145-176
Unit III Case Study
3.2
Unit III Lesson
Chapter 5, pp. 145-176
Unit III Case Study
3.3
Chapter 5, pp. 145-176
Unit III Case Study
4.1
Unit III Lesson
Chapter 5, pp. 145-176
Unit III Case Study
4.2
Unit III Lesson
Chapter 5, pp. 145-176
Unit III Case Study
Reading Assignment
Chapter 5: The Project in the Organizational Structure, pp. 145-176
Unit Lesson
Organizational structure is how the organization is constructed. This can include management levels as well
as everyone who works toward maintaining the strategic mission of the organization with an eye on
development toward achieving the strategic vision. Companies can be organized in many different ways, and
the creativity in organizational structures continues to evolve.
One of the most common methods for organizational project structures is that of functionality, which is based
on functions within the organization such as marketing, accounting, finance, operations, human resources,
and more. This strategy is advantageous because of its specialization of functions within each operational
branch as well as its simplicity and general overall acceptance. This method provides a high level of staff
flexibility within each branch and represents a consistent path of advancement for individuals within each
function. The largest disadvantage with functional organizational structures is the fact that the client or
customer is not the primary focus. Instead, priority is placed on the tasks within each of the functions. Another
significant disadvantage of a functional approach within an organization is that the employees within each
function tend to have a narrow focus aligning with their particular function versus a more holistic viewpoint
UNIT III STUDY GUIDE
Organizational Structure
MBA 6931, Project Management Strategy and Tactics 2
UNIT x STUDY GUIDE
Title
encompassing all areas within the organization. This narrow focus can create conflict within the team instead
of a cohesively operating team atmosphere.
A project-oriented structure assumes that each of the functions described in the functional ...
Андрій Татчин “Будуючи ПМО з нуля”
The document discusses building a project management office (PMO) from scratch. It begins by defining what a PMO is and listing common PMO functions like portfolio management, strategic planning, and knowledge management. It then discusses how Cisco built its PMO by first identifying organizational needs like standardized processes, project prioritization, and communication. Goals and functions for the PMO were then defined to increase productivity through coordinated project management. The concept was a overseeing body that develops processes to support project managers. Finally, the document outlines keys to a vital PMO like having executive support, clarity of role, project alignment, supporting project managers, and continuous improvement.
KM Impact Challenge - Sharing findings of synthesis report
The document provides lessons learned from 47 case stories on monitoring and evaluation systems for knowledge management projects. It discusses keeping systems simple, being realistic about time requirements, developing systems as part of project planning, creating shared visions and expectations, focusing on relevant and actionable indicators, investing in facilitation skills, identifying appropriate data collection methods, managing and analyzing qualitative data, focusing on users, and selecting indicators that balance contextualization with aggregation.
White paper erp_training_kg
This document provides 10 helpful hints for planning and executing a successful training program for an ERP implementation project. The hints include: kicking off training at project launch; coordinating efforts between change management, training, and communications teams; basing the training team on client SMEs; hiring experienced training leads and augmenting with motivation; maximizing use of accelerated documentation tools; reducing review cycle times; understanding full lifecycle training needs and costs; investing in customized content; gaining midlevel management buy-in; and preparing end users for training delivery. Following these hints can help avoid common pitfalls and ensure the training program is effective in readying the organization for the ERP transition.
Program Rationale and Logic for Post Monitoring
1) Project monitoring is an integral part of project management that provides information to identify implementation problems and assess progress towards objectives. It determines relevance, efficiency, effectiveness, impact, and sustainability.
2) Monitoring collects and analyzes information regularly to track implementation and measure performance against expected results. It is a management tool that provides information to support decision making and adaptive management.
3) Participatory evaluation seeks to actively engage stakeholders in reflecting on and assessing project progress, achievement of results, and taking joint action from evaluation findings. It assesses efficiency, effectiveness, relevance, sustainability, and impact.
Managing Project Execution
This document discusses key aspects of managing project execution, including developing an execution plan, monitoring progress, managing changes, communication, and documentation. It outlines various tools and techniques for execution planning, monitoring methods like reports and meetings, and means of communication such as written reports, project management information systems, and electronic and web-based solutions. Proper documentation is also emphasized for tracking decisions, referencing past projects, and potential legal purposes.
Chap016-Oversight
The document discusses project oversight and its importance. Project oversight aims to ensure projects meet organizational standards and procedures while supporting project managers. Oversight activities include project selection, portfolio management, and assessing the maturity of the organization's project management system. Oversight functions provide support to project managers, influence performance measures, and determine the environment in which projects are managed. Current trends show an increase in the scope and strategic focus of project management through approaches like portfolio and phase gate methodologies.
Presentation Strategy Team
The document discusses updates to YCH's performance management program, which is part of the organization's talent management strategy. It provides an overview of the project goals and timeline, outlines key assumptions that will guide the program design, and shares best practices for performance management programs. Managers and staff will be consulted on their needs and feedback during the design and implementation process, with the final program aiming to enhance performance through coaching, learning, and setting measurable goals aligned with organizational strategy.
Presentation Strategy Team
The document discusses updates to YCH's performance management program, which is part of the organization's talent management strategy. It provides an overview of the project goals and timeline, outlines key assumptions that will guide the program design, and shares best practices for performance management programs. Managers and staff will be consulted on the new program to gather input and feedback, with the goals of enhancing performance, supporting learning, and linking performance to organizational strategy.
CIB8942.pdf
This document discusses the importance of monitoring and evaluation in ensuring successful project completion. It defines monitoring as assessing progress against plans and evaluation as analyzing project effects and impact. The document outlines key roles of monitoring and evaluation such as identifying issues, facilitating decision making, and assessing goals. It also discusses challenges like overreliance on external consultants and not incorporating lessons learned. The document emphasizes that monitoring and evaluation are important project management tools that should be applied appropriately to improve outcomes.
Project Management Framework
This document provides an overview of project management frameworks and concepts. It defines key terms like projects, operations, project life cycles, stakeholders, and organizational influences on project management. Some of the main points covered include:
- Projects are temporary endeavors with defined start and end dates, while operations involve ongoing or repetitive work.
- Project management involves following a systematic process comprising five process groups and nine knowledge areas.
- Project life cycles define the phases, deliverables, and approvals needed in a project from initiation to closure.
- Stakeholders are individuals or groups involved in or impacted by a project, such as the project manager, sponsor, team, and customer.
- Organizational
How Project Management Leads to Better Outcomes
Implementing project management practices can have
widespread benefits for an association. Here's a primer on
what effective project management looks like and how
associations might use it.
UCISA Project and Change Management Group Toolkits
The UCISA Project and Change Management Group (PCMG) is dedicated to improving project and change management practice across HE and FE. Effective project and change management will improve outcomes and increase benefits to students, staff and the wider community. In our first three years we have developed a range of toolkits to support project and change management professionals. These are public resources that can be used by anyone.
This presentation describes PCMG and provides an overview, with links, to our toolkits.
Projects
This document discusses the benefits of adopting a project management approach for organizations. It outlines strategic benefits like ensuring projects are tied to business goals and objectives. Tactical benefits for management include providing confidence that project objectives will be met through using plans, change control, and communication. For projects, the framework addresses elements needed for success. Benefits also include improving aspects of the organization's infrastructure like communication skills and procurement practices. Additionally, properly managed projects can create a positive working environment and boost employee satisfaction and morale.
Jennifer Whitt, PMP speaks to PMPs for PDUs on Achieving Success using the Pr...
Jennifer Whitt, PMP speaks to PMPs for PDUs on Achieving Success using the Project Management Approach!
For PDU credit, visit PDUs2Go.com to get this self-paced downloadable course. Compatible with mobile learning devices.
Project Manual
This document provides a project manual template for managing projects. It includes sections on communications, scope, scheduling, cost management, quality control, risk management, and other areas. The goal is to simplify project management processes for novice users. The manual explains key concepts and provides templates for documents like a project charter, work breakdown structure, schedule, and performance reports.
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Jayantobose prashantshrivastava-131008015757-phpapp01
This white paper discusses two approaches for more effective project management: 1) A framework for proactively identifying and preventing defects in processes to avoid schedule delays. It involves examining processes end-to-end and getting stakeholder input to find bottlenecks. 2) An approach called "Building Blocks" to systematically capture organizational process knowledge and lessons learned from past projects in an easy-to-access database, including common risks and mitigation strategies for standard project components. The goal is to help project managers complete projects on time by giving them readily available knowledge about past process issues.
Jayanto bose prashantshrivastava
This document discusses proactive process management and applying lessons learned to improve project management. It proposes two frameworks: 1) a framework for proactive defect prevention that identifies pain points and bottlenecks in processes through stakeholder input and 2) building blocks to systematically capture organizational knowledge, process issues and risks to help resolve issues and improve future project delivery. The frameworks aim to help project managers deliver projects on time by improving underlying processes.
Unit VIII Homework Conduct a phone or personal interview wi.docx
Unit VIII Homework
Conduct a phone or personal interview with a current or past manager. Ask this person to describe the role that training plays in the company and where he or she thinks the future of training is headed for the organization. Do you agree with the manager? Please justify your response.
Use Microsoft Word to create your response. The write up should be between three to five pages in length, and all sources used need to be cited according to APA format.
BHR 4680, Training and Development 1
Course Learning Outcomes for Unit VIII
Upon completion of this unit, students should be able to:
7. Compare and contrast internal and external validity.
7.1 Identify future trends that will affect training.
7.2 Explain how benchmarking can help determine if change is necessary.
7.3 Discuss the future skills and competencies of trainers.
10. Analyze the results of a training needs analysis (TNA) to determine the content, methods, and
instructional media necessary for a given training requirement.
10.1 Define re-engineering and explain the process.
10.2 Discuss the key issues in implementing change.
Reading Assignment
Chapter 11:
The Future of Training and Development
Unit Lesson
What are some of the future trends that might affect training?
Greater use of new technologies for training delivery
Increased demand for training for virtual work arrangements
Increased emphasis on speed in design, focus in content, and use of multiple delivery methods
Increased emphasis on capturing and sharing intellectual capital
Increased use of true performance support
Increased emphasis on performance analysis and learning for business enhancement
Increased use of training partnerships and outsourcing training
A change model perspective to training and development
There will be an increase in the use of new technologies for several reasons:
The cost of new technologies will decrease.
Technology will help employees to better serve customers and generate new business.
It can reduce training costs.
It allows trainers to build the desirable features of a learning environment into training.
Training can be delivered at any place and time.
Based on how quickly technology is growing, there is an increased demand for training in virtual work
arrangements. The location, organization structure, and employment relationships are not limiting factors in
virtual work arrangements. There are two major training challenges—companies must invest in training
delivery methods that facilitate digital collaboration, and teams and employees must be provided with tools
needed for finding knowledge.
There is an increased emphasis on the speed in the design, content, and use of multiple delivery methods.
Rapid instructional design (RID) is a group of techniques that allows training to be built more quickly and
efficiently. Although there are a number of principles that are ...
USER GUIDE M&E 2014 LENNY HIDAYAT
This document provides guidance on monitoring and evaluation for partnership-based programs. It discusses the importance of changing the mindset around M&E from merely justifying expenditures to a collaborative learning process. Donors are encouraged to make M&E a learning partnership rather than a performance test. Effective M&E requires a balanced mix of quantitative and qualitative methods. Numbers alone do not capture impact; seeking contributions to meaningful change is more important. Both donors and partner organizations must commit to supporting M&E throughout implementation and using findings to strengthen future work.
MBA 6931, Project Management Strategy and Tactics 1 C.docx
MBA 6931, Project Management Strategy and Tactics 1
Course Learning Outcomes for Unit III
Upon completion of this unit, students should be able to:
3. Characterize important project management issues.
3.1 Describe how a company should be reorganized for greater effectiveness.
3.2 Analyze the challenges associated with a new organizational structure related to its scope.
3.3 Explain how a new organizational structure would impact the Key Manager Incentive Plan
(KMIP) program.
4. Outline project activity and risk taking in the project management process.
4.1 Explain the risks associated with a new organizational structure and scope.
4.2 Describe how structure and scope impact the overall project management process.
Course/Unit
Learning Outcomes
Learning Activity
3.1
Unit III Lesson
Chapter 5, pp. 145-176
Unit III Case Study
3.2
Unit III Lesson
Chapter 5, pp. 145-176
Unit III Case Study
3.3
Chapter 5, pp. 145-176
Unit III Case Study
4.1
Unit III Lesson
Chapter 5, pp. 145-176
Unit III Case Study
4.2
Unit III Lesson
Chapter 5, pp. 145-176
Unit III Case Study
Reading Assignment
Chapter 5: The Project in the Organizational Structure, pp. 145-176
Unit Lesson
Organizational structure is how the organization is constructed. This can include management levels as well
as everyone who works toward maintaining the strategic mission of the organization with an eye on
development toward achieving the strategic vision. Companies can be organized in many different ways, and
the creativity in organizational structures continues to evolve.
One of the most common methods for organizational project structures is that of functionality, which is based
on functions within the organization such as marketing, accounting, finance, operations, human resources,
and more. This strategy is advantageous because of its specialization of functions within each operational
branch as well as its simplicity and general overall acceptance. This method provides a high level of staff
flexibility within each branch and represents a consistent path of advancement for individuals within each
function. The largest disadvantage with functional organizational structures is the fact that the client or
customer is not the primary focus. Instead, priority is placed on the tasks within each of the functions. Another
significant disadvantage of a functional approach within an organization is that the employees within each
function tend to have a narrow focus aligning with their particular function versus a more holistic viewpoint
UNIT III STUDY GUIDE
Organizational Structure
MBA 6931, Project Management Strategy and Tactics 2
UNIT x STUDY GUIDE
Title
encompassing all areas within the organization. This narrow focus can create conflict within the team instead
of a cohesively operating team atmosphere.
A project-oriented structure assumes that each of the functions described in the functional ...
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The document provides lessons learned from 47 case stories on monitoring and evaluation systems for knowledge management projects. It discusses keeping systems simple, being realistic about time requirements, developing systems as part of project planning, creating shared visions and expectations, focusing on relevant and actionable indicators, investing in facilitation skills, identifying appropriate data collection methods, managing and analyzing qualitative data, focusing on users, and selecting indicators that balance contextualization with aggregation.
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Program Rationale and Logic for Post Monitoring
1) Project monitoring is an integral part of project management that provides information to identify implementation problems and assess progress towards objectives. It determines relevance, efficiency, effectiveness, impact, and sustainability.
2) Monitoring collects and analyzes information regularly to track implementation and measure performance against expected results. It is a management tool that provides information to support decision making and adaptive management.
3) Participatory evaluation seeks to actively engage stakeholders in reflecting on and assessing project progress, achievement of results, and taking joint action from evaluation findings. It assesses efficiency, effectiveness, relevance, sustainability, and impact.
Managing Project Execution
This document discusses key aspects of managing project execution, including developing an execution plan, monitoring progress, managing changes, communication, and documentation. It outlines various tools and techniques for execution planning, monitoring methods like reports and meetings, and means of communication such as written reports, project management information systems, and electronic and web-based solutions. Proper documentation is also emphasized for tracking decisions, referencing past projects, and potential legal purposes.
Chap016-Oversight
The document discusses project oversight and its importance. Project oversight aims to ensure projects meet organizational standards and procedures while supporting project managers. Oversight activities include project selection, portfolio management, and assessing the maturity of the organization's project management system. Oversight functions provide support to project managers, influence performance measures, and determine the environment in which projects are managed. Current trends show an increase in the scope and strategic focus of project management through approaches like portfolio and phase gate methodologies.
Presentation Strategy Team
The document discusses updates to YCH's performance management program, which is part of the organization's talent management strategy. It provides an overview of the project goals and timeline, outlines key assumptions that will guide the program design, and shares best practices for performance management programs. Managers and staff will be consulted on their needs and feedback during the design and implementation process, with the final program aiming to enhance performance through coaching, learning, and setting measurable goals aligned with organizational strategy.
Presentation Strategy Team
The document discusses updates to YCH's performance management program, which is part of the organization's talent management strategy. It provides an overview of the project goals and timeline, outlines key assumptions that will guide the program design, and shares best practices for performance management programs. Managers and staff will be consulted on the new program to gather input and feedback, with the goals of enhancing performance, supporting learning, and linking performance to organizational strategy.
CIB8942.pdf
This document discusses the importance of monitoring and evaluation in ensuring successful project completion. It defines monitoring as assessing progress against plans and evaluation as analyzing project effects and impact. The document outlines key roles of monitoring and evaluation such as identifying issues, facilitating decision making, and assessing goals. It also discusses challenges like overreliance on external consultants and not incorporating lessons learned. The document emphasizes that monitoring and evaluation are important project management tools that should be applied appropriately to improve outcomes.
Project Management Framework
This document provides an overview of project management frameworks and concepts. It defines key terms like projects, operations, project life cycles, stakeholders, and organizational influences on project management. Some of the main points covered include:
- Projects are temporary endeavors with defined start and end dates, while operations involve ongoing or repetitive work.
- Project management involves following a systematic process comprising five process groups and nine knowledge areas.
- Project life cycles define the phases, deliverables, and approvals needed in a project from initiation to closure.
- Stakeholders are individuals or groups involved in or impacted by a project, such as the project manager, sponsor, team, and customer.
- Organizational
How Project Management Leads to Better Outcomes
Implementing project management practices can have
widespread benefits for an association. Here's a primer on
what effective project management looks like and how
associations might use it.
UCISA Project and Change Management Group Toolkits
The UCISA Project and Change Management Group (PCMG) is dedicated to improving project and change management practice across HE and FE. Effective project and change management will improve outcomes and increase benefits to students, staff and the wider community. In our first three years we have developed a range of toolkits to support project and change management professionals. These are public resources that can be used by anyone.
This presentation describes PCMG and provides an overview, with links, to our toolkits.
Projects
This document discusses the benefits of adopting a project management approach for organizations. It outlines strategic benefits like ensuring projects are tied to business goals and objectives. Tactical benefits for management include providing confidence that project objectives will be met through using plans, change control, and communication. For projects, the framework addresses elements needed for success. Benefits also include improving aspects of the organization's infrastructure like communication skills and procurement practices. Additionally, properly managed projects can create a positive working environment and boost employee satisfaction and morale.
Jennifer Whitt, PMP speaks to PMPs for PDUs on Achieving Success using the Pr...
Jennifer Whitt, PMP speaks to PMPs for PDUs on Achieving Success using the Project Management Approach!
For PDU credit, visit PDUs2Go.com to get this self-paced downloadable course. Compatible with mobile learning devices.
Project Manual
This document provides a project manual template for managing projects. It includes sections on communications, scope, scheduling, cost management, quality control, risk management, and other areas. The goal is to simplify project management processes for novice users. The manual explains key concepts and provides templates for documents like a project charter, work breakdown structure, schedule, and performance reports.
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Free PMP Exam Sample Question of the Week
- 1. PMP EXAM SAMPLE Q & A
- 2. You are in the process of establishing a knowledge management system for your project. Which of the following actions will be the least beneficial in this process? A. Reviewing the lesson learned register B. Monitoring stakeholder engagement C. Examining the resource breakdown structure D. Studying the project team assignments HINT: Which of the choices might be useful in the process of using existing knowledge and creating new knowledge to achieve the project's objectives? Remember, the question is asking to select the 'least' likely choice. Question
- 3. The correct answer is B. Central to knowledge management is having the right processes and people with the right knowledge. Having documents that identify the people and their capabilities are essential to identifying current knowledge and the gaps that may exist. Keep in mind that the question is asking for the action that will be 'least' beneficial in this process. Monitor Stakeholder Engagement is the process of monitoring stakeholder relationships and tailoring strategies for engaging stakeholders through the modification of engagement strategies and plans. This process helps maintain or increase the efficiency and effectiveness of stakeholder engagement activities as the project evolves and its environment changes. The Monitor Stakeholder Engagement process belongs to the Monitoring and Controlling Process Group, while according to the scenario, the project manager is carrying out the Manage Project knowledge process, which is part of the Executing Process Group. Answer
- 4. Monitoring stakeholder engagement does not help identify the people or processes needed to establish a knowledge management system for the project, whereas the other options, namely the lessons learned register, the resource breakdown structure, and project team assignments are useful in determining what is required for a knowledge management system. Therefore, of the available choices, monitoring stakeholder engagement would be the least beneficial for establishing a knowledge management system for the project and is, therefore, the best answer to the question asked. Answer
- 5. All our questions are updated to the latest A Guide to the Project Management Body of Knowledge (PMBOK® Guide) standard. Stop by at free.pm-exam-simulator.com/ and try the PM Exam Simulator free for 7 days. We are a trusted and experienced education provider.