Gopu Pm 200712 Slideshare
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The document discusses issues with traditional project management practices and the need for better models. It outlines key problems like lack of clear objectives, preparation, communication and controls. Better modeling is needed to understand resources, learn lessons, and improve results. The dimensions of project management include functions, stages and methodologies. Traditional models like waterfall are criticized as too complex, serial and risk-averse. A new model should reflect reality, be understandable and applicable, with an explicit structure.
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Project Management
Project management involves defining goals and resources for an undertaking with a clear beginning and end. It aims to complete projects on time, within budget, and to the required level of quality. Effective project management requires careful planning, risk analysis, stakeholder management, and monitoring progress towards milestones. Project managers are responsible for efficient resource use and keeping stakeholders informed to help ensure project success.
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Similar to Gopu Pm 200712 Slideshare
Project Management
Project management involves defining goals and resources for an undertaking with a clear beginning and end. It aims to complete projects on time, within budget, and to the required level of quality. Effective project management requires careful planning, risk analysis, stakeholder management, and monitoring progress towards milestones. Project managers are responsible for efficient resource use and keeping stakeholders informed to help ensure project success.
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- Projects are temporary endeavors with defined start and end dates, while operations involve ongoing or repetitive work.
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- Stakeholders are individuals or groups involved in or impacted by a project, such as the project manager, sponsor, team, and customer.
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Project Management Framework automation for Project and Portfolio Management ...
Lecture Outline
• Project Management Framework (PMF) and its applications
• Existing project and portfolio management tools
• Project Management Framework Automation: How to?
• The benefits and the challenges of PMF process automation
Lecture Objectives
To introduce the challenges of applying project management standards without any automation tool that can help facilitate the whole process. Applying Project Management standards along with using the right project management tools and Process Automation is key to success in the project management world. Without combining both, PM standards knowledge and Framework automation, applying project management processes by project and portfolio managers in any organization will be a big challenge.
Lecturer’s Biography
Dr. Mona ZOUGHAIB is the VP/Marketing Director of PMI Lebanon Chapter. Mona is currently the head of project management office and the advisor to the CIO at Middle East Airlines since more than two years. Before joining the aviation industry, Mona was a banker for more than 18 years from Arab Bank as section head / IT development unit to Fransabank as head of IT project management and later joined Byblos Bank as senior program manager.
Dr. Zoughaib has a Computer Science degree from LAU (1993), MBA from LAU (2005) and PhD in MIS from Paris Descartes – Paris V (2009), and she is PMP certified.
In addition to her long years of professional experience, Mona is a senior lecturer at AUB and an Associate Professor at the Lebanese university, HAIGAZIAN University and Rafic Hariri University
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This document outlines the business value of project management. It discusses how project management helps manage the triple constraints of time, cost, and scope. The document also lists advantages like efficiency and flexibility, and disadvantages like stress. Reasons for IT project failure and success are provided, with success attributed to factors like good planning and change management. Ways to measure the value of project management are presented, such as improved performance and return on investment. The presentation concludes with a question and answer session.
Project Management 101 Briefing
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Gaurav hazra pmi india 2010
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Project Management: More Caught Than Taught
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This presentation describes PCMG and provides an overview, with links, to our toolkits.
Project Management
The document outlines an agenda for a project management seminar. It will cover topics such as project governance, the project management knowledge areas, methodology, fundamentals, and introductions. The seminar leader has a background in information technology and project management. Breakout sessions are planned to discuss identifying potential projects, writing a project charter, and prioritizing projects. The seminar aims to provide an overview of key project management concepts.
Preparing project professionals for the role of project manager
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Project Reviews 20100414 1 0
Gavin Berry's post project review document summarizes the need for and benefits of conducting post project reviews. It discusses how past research has shown that the majority of projects do not achieve their intended benefits or are unsuccessful. While project management practices have improved over the past decades, measuring and achieving business benefits has lagged. Post project reviews are identified as a key missing element to help ensure projects deliver intended benefits. The document provides guidance on when reviews should occur, what inputs they should include, and how to conduct effective reviews. Case studies are also offered to demonstrate reviews from an organizational perspective.
It Project Management
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This document outlines an agenda for a project management course. The course covers key project management topics like the project life cycle, stakeholder identification, work breakdown structures, scheduling, and budgeting. The objectives are to understand core project management principles and how to apply the nine knowledge areas. Students will learn best practices for defining projects, planning, and execution to help ensure their projects are delivered on time, on budget and meet defined objectives.
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This document provides an introduction to project management. It defines a project, compares projects and operations, and outlines what makes a project successful or fail. It then defines project management and its key areas including scope, issue, cost, quality, communications, risk, and change management. The five phases of project management are also outlined. Finally, it discusses common project management tools and the role of the project manager.
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Project Management Framework automation for Project and Portfolio Management ...
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- 7. Bust practices in Project Management!
- 11. Projects become difficult as the key fundamentals are not supported! People Management Process Un Clear or not there Delegated selectively empowered Project Manager Authority Closed to scrutiny Formal & defensive Open to scrutiny Communication Arbitrary Force fit Comprehensive & effective Controls Cash cow syndrome – excesses controlled planned Funding & Budgets Counter productive involvement As customer demands Up to date Management Process Sink or swim Reference Manual Continuous Management Support Nobody Team All Trained Training Inactive Reactive Proactive
- 19. The Waterfall Model - Software Life Cycle
- 23. Basic VEE Project Model Understand requirements System Concept User Vallidations System Specification System Verification plan Design Documentation Build Documentation Verification procedures Fab & Assemble Build to Documents Assemble CI Verify CI CI – Design to sepcification Inspect Build to Documentation Validate System to User Decompose & Define Recompose & Develop