Results from the first round of HHS Ignite, the U.S. Department of Health and Human Services' internal incubator. Learn about the results from the 1st class of 13 projects.
The document discusses project management at the Green Bank Project. It defines what a project is, what project management entails, and why project management is needed. It then outlines how the Green Bank Project intends to implement project management through a balanced matrix organizational structure. Key aspects of the project management process covered include project planning, communication, and reviews.
The document discusses project management at the Green Bank Project. It defines what a project is, what project management entails, and why project management is needed. It then outlines how the Green Bank Project intends to implement project management through a balanced matrix organizational structure. Key aspects of the project management process covered include project planning, communication, and reviews.
The presentation summarizes a process for rapidly assessing and recovering troubled projects. It discusses applying and utilizing an assessment process to focus on completing plans, track progress, and adjust plans as needed. It also addresses managing people issues by understanding human behavior, ensuring clear communication and skills, motivating teams, and defining roles and responsibilities. The presentation provides information on people issues to address, such as requirements, technology, knowledge transfer, and work environment, as well as managed issues like involvement, conflicts, training, and evaluating maturity levels.
This document discusses project stakeholder management. It covers identifying stakeholders, planning stakeholder management, managing stakeholder engagement, and controlling stakeholder engagement. Stakeholders are identified using stakeholder analysis and expert judgement. A stakeholder register is created. The stakeholder management plan involves assessing current and desired engagement levels to identify gaps. Managing engagement involves communicating with stakeholders and working to meet their needs using various communication methods and interpersonal/management skills. Controlling engagement monitors relationships and makes adjustments to plans.
The document discusses key concepts in project management including the five process groups (initiating, planning, executing, monitoring and controlling, closing), project life cycles (predictive and adaptive), mapping process groups to knowledge areas, methodologies like PRINCE2 and Six Sigma, and agile project management concepts like Scrum. It emphasizes the importance of top management commitment to project success through providing resources, approving needs, encouraging cooperation, and developing organizational project management standards.
Research Report: Strategies for Project RecoveryPM Solutions
New research on "Strategies for Project Recovery," released in February 2011 by PM Solutions Research, shows that, despite a long history of doom and gloom around project failures, successful project recoveries are actually quite common.
Effective logframes for international developmentNIDOS
The document provides an agenda and overview for a 1-day training course on understanding and producing effective logframes. The training will cover the basics of logframes including terminology, examples, and building a logframe from problem analysis through completion. Attendees will learn to think through projects using a logical framework model and develop a logframe for a project working in small groups. Key aspects of logframes like assumptions, indicators, and ensuring the logframe is a useful planning tool are also discussed.
2014 Fire Rescue - Project Managment 101 trainingIan Robertson
This document provides an overview of project management and the framework used by the Community Services Department. It discusses key project management concepts like defining a project, different project roles, and reasons for project failure. It outlines the department's customized project management approach, which follows a five-stage process and utilizes various templates and tools. The framework is designed to help ensure reliable delivery of project results by providing guidance on project lifecycles, communications, and supporting projects through their various phases.
The document discusses project management at the Green Bank Project. It defines what a project is, what project management entails, and why project management is needed. It then outlines how the Green Bank Project intends to implement project management through a balanced matrix organizational structure. Key aspects of the project management process covered include project planning, communication, and reviews.
The document discusses project management at the Green Bank Project. It defines what a project is, what project management entails, and why project management is needed. It then outlines how the Green Bank Project intends to implement project management through a balanced matrix organizational structure. Key aspects of the project management process covered include project planning, communication, and reviews.
The presentation summarizes a process for rapidly assessing and recovering troubled projects. It discusses applying and utilizing an assessment process to focus on completing plans, track progress, and adjust plans as needed. It also addresses managing people issues by understanding human behavior, ensuring clear communication and skills, motivating teams, and defining roles and responsibilities. The presentation provides information on people issues to address, such as requirements, technology, knowledge transfer, and work environment, as well as managed issues like involvement, conflicts, training, and evaluating maturity levels.
This document discusses project stakeholder management. It covers identifying stakeholders, planning stakeholder management, managing stakeholder engagement, and controlling stakeholder engagement. Stakeholders are identified using stakeholder analysis and expert judgement. A stakeholder register is created. The stakeholder management plan involves assessing current and desired engagement levels to identify gaps. Managing engagement involves communicating with stakeholders and working to meet their needs using various communication methods and interpersonal/management skills. Controlling engagement monitors relationships and makes adjustments to plans.
The document discusses key concepts in project management including the five process groups (initiating, planning, executing, monitoring and controlling, closing), project life cycles (predictive and adaptive), mapping process groups to knowledge areas, methodologies like PRINCE2 and Six Sigma, and agile project management concepts like Scrum. It emphasizes the importance of top management commitment to project success through providing resources, approving needs, encouraging cooperation, and developing organizational project management standards.
Research Report: Strategies for Project RecoveryPM Solutions
New research on "Strategies for Project Recovery," released in February 2011 by PM Solutions Research, shows that, despite a long history of doom and gloom around project failures, successful project recoveries are actually quite common.
Effective logframes for international developmentNIDOS
The document provides an agenda and overview for a 1-day training course on understanding and producing effective logframes. The training will cover the basics of logframes including terminology, examples, and building a logframe from problem analysis through completion. Attendees will learn to think through projects using a logical framework model and develop a logframe for a project working in small groups. Key aspects of logframes like assumptions, indicators, and ensuring the logframe is a useful planning tool are also discussed.
2014 Fire Rescue - Project Managment 101 trainingIan Robertson
This document provides an overview of project management and the framework used by the Community Services Department. It discusses key project management concepts like defining a project, different project roles, and reasons for project failure. It outlines the department's customized project management approach, which follows a five-stage process and utilizes various templates and tools. The framework is designed to help ensure reliable delivery of project results by providing guidance on project lifecycles, communications, and supporting projects through their various phases.
The document describes a cloud-based project management tool called Unleash that allows for a hybrid approach to project management combining elements of agile and waterfall methodologies. Unleash allows teams to manage projects, programs, portfolios and products on the cloud. It also facilitates collaboration and creation of an environment where teams can emphasize faster product creation using a mix of agile and waterfall techniques as needed. The authors contend this approach allows for better results than using the traditional methods alone. It provides flexibility to use either approach and adjust the level of agility during a project as required.
Project Management Best Practices - Tips and TechniquesInvensis Learning
Did you know? For every Billion spent on projects globally, enterprises lose about 97 million dollars due to poor project performance.
Let's face it - we are all managing projects every day! They may be simple or more complicated, but undoubtedly you are managing projects within your role. You don't need to be a project manager to learn how to manage your projects effectively and efficiently. This interactive presentation will provide the basics of managing projects - regardless of their size or complexity. Webinar attendees will learn a variety of tools, techniques and best practices to enable them to more efficiently manage the projects they are assigned and the projects they want to undertake, including how to socialize initiatives to get buy-in from others. This webinar will provide you with a better understanding of how project management can assist you in performing your role in your organization.
Areas covered:
Project Scope Statements
Developing the business case for your projects
Identifying and managing stakeholders
Developing your Project Plan
Itemizing your Work Breakdown Structure and activity list
Enhancing your Communications Plan
Identifying, planning and managing project risks
Managing changes to the project
Reporting on status
Driving decisions from the team and key stakeholders
Click here to check upcoming webinar for project management https://goo.gl/M9v8oP
About Invensis Learning
Invensis Learning is a leading training and professional development solutions provider. We deliver globally-recognized training and certifications to individuals and enterprises to aid key business transformations and help to stay relevant by closing skill gaps and cultivate an environment that fosters continuous learning. We have trained 10000+ professionals over wide portfolio of training and certification courses. We are a trusted partner of many Fortune 500 companies for training and development
For more details please visit: https://www.invensislearning.com/
The document discusses satisfying customer expectations beyond contractual obligations in project management. It provides case studies where project managers went above the project scope to resolve issues and meet the true objectives. It argues that project managers should understand the overall goal, partner with the customer, leverage past experience to anticipate problems, and control budgets when additional needs arise. By taking these approaches, the customer's expectations can be met even if things weren't spelled out initially in contracts or statements of work.
The document provides an overview of the roles and qualifications of a project manager, describing the key responsibilities of a project manager in leading a large IT project, and the skills and experience needed to successfully manage projects, including strong communication, planning, and interpersonal skills.
SymEx 2015 - Troubled Project Recovery, The Story of Firefighter & HeroPMI Indonesia Chapter
Have you ever been assigned to lead a project that was already in trouble?
Can troubled projects be recovered, or are they doomed to fail?
How do we know whether we can still rescue it or we just have to terminate it?
With little time to hone the perfect approach, project managers need to be able to identify and address the major causes of their troubled projects. Then, by understanding the causes, they can effectively deal with the issues, mitigate major risks and manage stakeholder expectations.
However, sometimes, the project is simply a 100% outright disaster. In this case, project managers should prepare themselves to come up with choices. They should be able to stand up and escalate to senior management/project owners to gain their decisions on whether to proceed.
Whether a troubled project ultimately succeeds or fails depends on the effectiveness of the actions taken to recover the project. Before these actions can be taken, however, project managers need to be able to recognize problems and prepare to take appropriate corrective measures. All of these actions need to be carried out with speed, accuracy and focus.
Through this presentation you will learn practical processes and techniques to assess the status of a project, to determine whether you can rescue the project through recovery plans, then finally to turn the project around.
The document provides an overview of project management and outlines a 13-step process for managing a project from definition through implementation. It discusses defining requirements, planning activities, controlling resources, and ensuring success. The 13 steps include defining the project, developing objectives and work breakdown structure, scheduling and protecting the plan, implementing work, monitoring progress, and closing out the project. Key aspects are identifying resource needs, assigning responsibilities, sequencing and scheduling deliverables, and analyzing potential problems or opportunities.
This document outlines an agenda and roles for a project initiation meeting between a client and Saffron Interactive. The agenda includes introductions, defining the project, reviewing the project lifecycle and instructional design process, discussing timescales and risks, and the project team. Ground rules for the meeting are also defined.
The document provides an overview of the Logical Framework Approach (LFA), a 9-step planning process used to design, monitor, and evaluate development projects. It explains each step, including context and stakeholder analysis, problem analysis, objectives analysis, activity planning, resource planning, indicators, risk analysis, and assumptions. The purpose of LFA is to improve project relevance, feasibility, and sustainability. It advocates beginning with problem analysis before identifying objectives and activities. Workshops involving stakeholders are used to apply the LFA and create a matrix presenting the intervention logic.
This document provides an overview of Project Management Deliverable 4D, which is to develop a project management plan. It lists the primary and secondary tools used, including developing a communication plan, creating a project schedule in Excel or MS Project, establishing team consensus, and facilitating effective meetings. The goals are to identify team members, interface with stakeholders, and develop a project plan with milestones and timelines to effectively manage the project.
The document outlines a training workshop on project cycle management (PCM). The workshop objectives are to understand PCM methodology and apply it to analyze problems, identify strategies and draft an action plan. The document covers the definition and six steps of PCM, including participatory planning, monitoring and evaluation. It provides guidance on stakeholder analysis, problem analysis, objective analysis, project selection, formulation of the project design matrix and plan of operations, and monitoring and evaluation. The workshop aims to help participants draft the main components of an action plan applying PCM methodology.
The document discusses various topics related to software development including challenges, opportunities, and best practices. Some key points:
1. Software development involves many phases from requirements analysis to testing to maintenance. It is important to involve users, establish clear standards, and divide projects into well-defined phases and activities.
2. Developing software presents inherent challenges like changing requirements, managing frequent changes, and ensuring compatibility with existing systems. Adopting a problem-solving approach and justifying systems as investments can help address some challenges.
3. Opportunities in software development include making the process more cost-effective, improving quality, and capturing important domain knowledge. New approaches like model-driven development also offer benefits if properly
The document discusses key performance indicators (KPIs) in program governance and the value of a top-down alignment approach. It outlines a 4-step KPI process that begins with defining the client and organizational contexts to establish overarching goals and strategies. KPIs are then defined at the program level across four focus areas: delivery, client, people, and operations. With a top-down approach, KPIs align across all levels to ensure the program meets stakeholder needs while achieving schedule, budget, and value objectives.
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.
Step by Step Guide to Project ManagementBrendon Yip
Managing a project isn't easy and we have all been through that project spiraling out of control. But out of each project, there are key learning values to be had. We have compiled this guide to help you out in your project management, just like how it has helped us.
Software Project Management: ResearchColab- Budget (Document-12)
Presented in 4th year of Bachelor of Science in Software Engineering (BSSE) course at Institute of Information Technology, University of Dhaka (IIT, DU).
The document provides an overview of the Standard Customer Relationship Management Processes (SCRMP) project for HLR Inc. The project aims to consolidate HLR's incompatible customer relationship management systems into a single, standardized and secure database. The project charter outlines the background, goals, objectives, timeline, budget and approach. It also identifies the project team members and criteria for measuring success. A stakeholder analysis identifies the project sponsor, stakeholders and key customers, and discusses their roles, interests and influence levels. Potential barriers to success are also addressed. The project must be completed within 18 months for $500,000.
The document discusses the key aspects of project communications management based on the Project Management Body of Knowledge (PMBOK). It covers the three main processes: (1) plan communications management which involves developing an appropriate communications plan based on stakeholder needs, (2) manage communications which is creating, distributing and storing project information per the plan, and (3) control communications which monitors communications to ensure stakeholder needs are met. It provides details on various communication types, barriers, and tools used in project communications management.
AVENEW Indonesia is an organization in providing management consulting services that form the basic building blocks required for implementing the Enterprise Project Management.
At AVENEW Indonesia, we work closely with our valued customers to increase their readiness level to implement Enterprise Project Management. This includes training, methodology development, tools implementation, assessment, and other services. We also provide coaching model to deliver real results for our training services and project management consulting.
AVENEW Indonesia differentiation is in its focused business model and its specialized Management Consultancy service portfolio and after sales services that makes AVENEW Indonesia a unique, credible, unbiased service provider.
AVENEW Indonesia provides different services in the education and consultancy. Our basic services cover:
Consultation
1. Project Management
2. Project Performance Management
3. Risk Management
4. Feasibility Study
5. Infrastructure Development
6. Establishing Project Management Office
Training
1. Project Management
a. Project Management Fundamentals
b. Applied Project Management
c. IT Project Management
d. Construction Project Management
e. Project Management for EPC Project
f. Project Management for Property Industry
g. Project Management for Banking Industry
h. Project Management Feasibility Study
i. Global Project Management
2. Risk Management
a. Risk Management Essentials
b. Risk Management Workshop
3. PMI Credentials Exam Preparation
a. PMP Exam Preparation
b. CAPM Exam Preparation
c. PMI-RMP Exam Preparation
4. Project Management Software
a. Primavera P6
b. Microsoft Project
Get skilled and prove your knowledge with being certified! Visit our website at www.avenew.co.id or email us at info@avenew.co.id
The project aims to consolidate all customer relationship management processes (CRMPs) and databases across HLR Inc.'s divisions into a new standardized customer relationship management process (SCRMP) system. Key goals include identifying best CRMP practices, developing new unified SCRMP practices, building a secure worldwide SCRMP database, and implementing the new system within 18 months for $500,000. The project impacts HLR Inc.'s IT, sales, fulfillment, service, billing, and marketing departments, and relies on involvement from business unit managers and a contracted software vendor.
This document discusses the importance of project communications and provides tips and best practices. It notes that poor communication is the number one reason projects fail according to several surveys. The document introduces various communication planning tools, such as a circle of communications chart, communication requirements matrix, role report matrix, and project calendar. It also outlines some of the top project communication tools, such as responsibility matrices, work breakdown structures, project schedules, and risk matrices. The key message is that project managers must make communication a high priority in order to ensure project success.
This document summarizes the 2012 annual meeting of the Montrose Place Townhomes Owners' Association. It provides an agenda for the meeting that includes discussions on communication, limited common elements, capital improvement projects, finances, and the election of directors. Members are reminded that the meeting aims to benefit the association as a whole rather than resolve individual issues.
The document describes a cloud-based project management tool called Unleash that allows for a hybrid approach to project management combining elements of agile and waterfall methodologies. Unleash allows teams to manage projects, programs, portfolios and products on the cloud. It also facilitates collaboration and creation of an environment where teams can emphasize faster product creation using a mix of agile and waterfall techniques as needed. The authors contend this approach allows for better results than using the traditional methods alone. It provides flexibility to use either approach and adjust the level of agility during a project as required.
Project Management Best Practices - Tips and TechniquesInvensis Learning
Did you know? For every Billion spent on projects globally, enterprises lose about 97 million dollars due to poor project performance.
Let's face it - we are all managing projects every day! They may be simple or more complicated, but undoubtedly you are managing projects within your role. You don't need to be a project manager to learn how to manage your projects effectively and efficiently. This interactive presentation will provide the basics of managing projects - regardless of their size or complexity. Webinar attendees will learn a variety of tools, techniques and best practices to enable them to more efficiently manage the projects they are assigned and the projects they want to undertake, including how to socialize initiatives to get buy-in from others. This webinar will provide you with a better understanding of how project management can assist you in performing your role in your organization.
Areas covered:
Project Scope Statements
Developing the business case for your projects
Identifying and managing stakeholders
Developing your Project Plan
Itemizing your Work Breakdown Structure and activity list
Enhancing your Communications Plan
Identifying, planning and managing project risks
Managing changes to the project
Reporting on status
Driving decisions from the team and key stakeholders
Click here to check upcoming webinar for project management https://goo.gl/M9v8oP
About Invensis Learning
Invensis Learning is a leading training and professional development solutions provider. We deliver globally-recognized training and certifications to individuals and enterprises to aid key business transformations and help to stay relevant by closing skill gaps and cultivate an environment that fosters continuous learning. We have trained 10000+ professionals over wide portfolio of training and certification courses. We are a trusted partner of many Fortune 500 companies for training and development
For more details please visit: https://www.invensislearning.com/
The document discusses satisfying customer expectations beyond contractual obligations in project management. It provides case studies where project managers went above the project scope to resolve issues and meet the true objectives. It argues that project managers should understand the overall goal, partner with the customer, leverage past experience to anticipate problems, and control budgets when additional needs arise. By taking these approaches, the customer's expectations can be met even if things weren't spelled out initially in contracts or statements of work.
The document provides an overview of the roles and qualifications of a project manager, describing the key responsibilities of a project manager in leading a large IT project, and the skills and experience needed to successfully manage projects, including strong communication, planning, and interpersonal skills.
SymEx 2015 - Troubled Project Recovery, The Story of Firefighter & HeroPMI Indonesia Chapter
Have you ever been assigned to lead a project that was already in trouble?
Can troubled projects be recovered, or are they doomed to fail?
How do we know whether we can still rescue it or we just have to terminate it?
With little time to hone the perfect approach, project managers need to be able to identify and address the major causes of their troubled projects. Then, by understanding the causes, they can effectively deal with the issues, mitigate major risks and manage stakeholder expectations.
However, sometimes, the project is simply a 100% outright disaster. In this case, project managers should prepare themselves to come up with choices. They should be able to stand up and escalate to senior management/project owners to gain their decisions on whether to proceed.
Whether a troubled project ultimately succeeds or fails depends on the effectiveness of the actions taken to recover the project. Before these actions can be taken, however, project managers need to be able to recognize problems and prepare to take appropriate corrective measures. All of these actions need to be carried out with speed, accuracy and focus.
Through this presentation you will learn practical processes and techniques to assess the status of a project, to determine whether you can rescue the project through recovery plans, then finally to turn the project around.
The document provides an overview of project management and outlines a 13-step process for managing a project from definition through implementation. It discusses defining requirements, planning activities, controlling resources, and ensuring success. The 13 steps include defining the project, developing objectives and work breakdown structure, scheduling and protecting the plan, implementing work, monitoring progress, and closing out the project. Key aspects are identifying resource needs, assigning responsibilities, sequencing and scheduling deliverables, and analyzing potential problems or opportunities.
This document outlines an agenda and roles for a project initiation meeting between a client and Saffron Interactive. The agenda includes introductions, defining the project, reviewing the project lifecycle and instructional design process, discussing timescales and risks, and the project team. Ground rules for the meeting are also defined.
The document provides an overview of the Logical Framework Approach (LFA), a 9-step planning process used to design, monitor, and evaluate development projects. It explains each step, including context and stakeholder analysis, problem analysis, objectives analysis, activity planning, resource planning, indicators, risk analysis, and assumptions. The purpose of LFA is to improve project relevance, feasibility, and sustainability. It advocates beginning with problem analysis before identifying objectives and activities. Workshops involving stakeholders are used to apply the LFA and create a matrix presenting the intervention logic.
This document provides an overview of Project Management Deliverable 4D, which is to develop a project management plan. It lists the primary and secondary tools used, including developing a communication plan, creating a project schedule in Excel or MS Project, establishing team consensus, and facilitating effective meetings. The goals are to identify team members, interface with stakeholders, and develop a project plan with milestones and timelines to effectively manage the project.
The document outlines a training workshop on project cycle management (PCM). The workshop objectives are to understand PCM methodology and apply it to analyze problems, identify strategies and draft an action plan. The document covers the definition and six steps of PCM, including participatory planning, monitoring and evaluation. It provides guidance on stakeholder analysis, problem analysis, objective analysis, project selection, formulation of the project design matrix and plan of operations, and monitoring and evaluation. The workshop aims to help participants draft the main components of an action plan applying PCM methodology.
The document discusses various topics related to software development including challenges, opportunities, and best practices. Some key points:
1. Software development involves many phases from requirements analysis to testing to maintenance. It is important to involve users, establish clear standards, and divide projects into well-defined phases and activities.
2. Developing software presents inherent challenges like changing requirements, managing frequent changes, and ensuring compatibility with existing systems. Adopting a problem-solving approach and justifying systems as investments can help address some challenges.
3. Opportunities in software development include making the process more cost-effective, improving quality, and capturing important domain knowledge. New approaches like model-driven development also offer benefits if properly
The document discusses key performance indicators (KPIs) in program governance and the value of a top-down alignment approach. It outlines a 4-step KPI process that begins with defining the client and organizational contexts to establish overarching goals and strategies. KPIs are then defined at the program level across four focus areas: delivery, client, people, and operations. With a top-down approach, KPIs align across all levels to ensure the program meets stakeholder needs while achieving schedule, budget, and value objectives.
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.
Step by Step Guide to Project ManagementBrendon Yip
Managing a project isn't easy and we have all been through that project spiraling out of control. But out of each project, there are key learning values to be had. We have compiled this guide to help you out in your project management, just like how it has helped us.
Software Project Management: ResearchColab- Budget (Document-12)
Presented in 4th year of Bachelor of Science in Software Engineering (BSSE) course at Institute of Information Technology, University of Dhaka (IIT, DU).
The document provides an overview of the Standard Customer Relationship Management Processes (SCRMP) project for HLR Inc. The project aims to consolidate HLR's incompatible customer relationship management systems into a single, standardized and secure database. The project charter outlines the background, goals, objectives, timeline, budget and approach. It also identifies the project team members and criteria for measuring success. A stakeholder analysis identifies the project sponsor, stakeholders and key customers, and discusses their roles, interests and influence levels. Potential barriers to success are also addressed. The project must be completed within 18 months for $500,000.
The document discusses the key aspects of project communications management based on the Project Management Body of Knowledge (PMBOK). It covers the three main processes: (1) plan communications management which involves developing an appropriate communications plan based on stakeholder needs, (2) manage communications which is creating, distributing and storing project information per the plan, and (3) control communications which monitors communications to ensure stakeholder needs are met. It provides details on various communication types, barriers, and tools used in project communications management.
AVENEW Indonesia is an organization in providing management consulting services that form the basic building blocks required for implementing the Enterprise Project Management.
At AVENEW Indonesia, we work closely with our valued customers to increase their readiness level to implement Enterprise Project Management. This includes training, methodology development, tools implementation, assessment, and other services. We also provide coaching model to deliver real results for our training services and project management consulting.
AVENEW Indonesia differentiation is in its focused business model and its specialized Management Consultancy service portfolio and after sales services that makes AVENEW Indonesia a unique, credible, unbiased service provider.
AVENEW Indonesia provides different services in the education and consultancy. Our basic services cover:
Consultation
1. Project Management
2. Project Performance Management
3. Risk Management
4. Feasibility Study
5. Infrastructure Development
6. Establishing Project Management Office
Training
1. Project Management
a. Project Management Fundamentals
b. Applied Project Management
c. IT Project Management
d. Construction Project Management
e. Project Management for EPC Project
f. Project Management for Property Industry
g. Project Management for Banking Industry
h. Project Management Feasibility Study
i. Global Project Management
2. Risk Management
a. Risk Management Essentials
b. Risk Management Workshop
3. PMI Credentials Exam Preparation
a. PMP Exam Preparation
b. CAPM Exam Preparation
c. PMI-RMP Exam Preparation
4. Project Management Software
a. Primavera P6
b. Microsoft Project
Get skilled and prove your knowledge with being certified! Visit our website at www.avenew.co.id or email us at info@avenew.co.id
The project aims to consolidate all customer relationship management processes (CRMPs) and databases across HLR Inc.'s divisions into a new standardized customer relationship management process (SCRMP) system. Key goals include identifying best CRMP practices, developing new unified SCRMP practices, building a secure worldwide SCRMP database, and implementing the new system within 18 months for $500,000. The project impacts HLR Inc.'s IT, sales, fulfillment, service, billing, and marketing departments, and relies on involvement from business unit managers and a contracted software vendor.
This document discusses the importance of project communications and provides tips and best practices. It notes that poor communication is the number one reason projects fail according to several surveys. The document introduces various communication planning tools, such as a circle of communications chart, communication requirements matrix, role report matrix, and project calendar. It also outlines some of the top project communication tools, such as responsibility matrices, work breakdown structures, project schedules, and risk matrices. The key message is that project managers must make communication a high priority in order to ensure project success.
This document summarizes the 2012 annual meeting of the Montrose Place Townhomes Owners' Association. It provides an agenda for the meeting that includes discussions on communication, limited common elements, capital improvement projects, finances, and the election of directors. Members are reminded that the meeting aims to benefit the association as a whole rather than resolve individual issues.
The document is the agenda for the 2011 Annual Meeting of the Montrose Place Townhomes Owners' Association. It includes introductions of the board of directors and community manager. It provides information on communication methods, past and planned work on common elements, the current financial state, and holds an election of directors and question/answer session.
The report summarizes property issues at the Bonneville building, including an outdated lobby, worn carpet, noisy HVAC unit, and overgrown landscaping. It notes lease and tenancy issues such as month-to-month agreements and expired leases. Specific tenant concerns are outlined for Wells Fargo and the law office of Daniel Marks. Overall management and maintenance problems are identified relating to the lobby, landscaping, signage, and lack of property management presence on site.
This document provides training for becoming an academic peer tutor. It outlines expectations for tutors, including being professional, communicating well, committing sufficient time, and having a positive attitude. It describes appropriate roles and responsibilities, such as discussing course material and answering questions, but not doing homework. Tutors must follow the code of ethics around confidentiality and honor code. Resources for tutors and information on payment are also reviewed.
This document provides a guide to identifying and resolving problems that may be encountered in an unloaded WCDMA network. It describes various problems based on observations from AT&T Wireless' WCDMA trial network and Ericsson's experience. For each problem, symptoms are detailed and potential causes listed with proposed solutions. The guide aims to help RF engineers efficiently tune and troubleshoot the network but does not address all possible problems or solutions. Parameter settings should be referred to in the Key Parameters document. The methodology may evolve with ongoing product and standard development.
China Mingyu Holdings Group Co., Ltd. is an autoparts casting and forging company with over 300 employees and 600 production facilities covering over 40,000 square meters. It supplies parts for automotive, heavy machinery, engineering, agriculture, and other industries. The company focuses on sand casting, investment casting, forging, die casting, and CNC machining. It complies with ISO 9001 and TS16949 quality standards to ensure high quality management. China Mingyu aims to work together with customers for mutual benefit.
This document discusses different types of valorization strategies used in car advertising: practical valorization focuses on utilitarian values like handling and comfort; utopian valorization emphasizes existential values such as soul, life, and identity; ludic/aesthetic valorization promotes non-utilitarian values like fun and amusement; and critical valorization highlights non-existential values including fuel efficiency and cost. Examples are provided for different car brands exemplifying each type of valorization approach.
The document describes an opportunity for talented snow sports enthusiasts to join Outgoing Snow as Prospects. As a Prospect, individuals would gain experience in their specialist area such as filming, photography, DJing or riding at events in the UK and abroad. Prospects would produce content for Outgoing's website and social media and represent the company. Candidates are sought with skills in filming, photography, DJing, social media or riding abilities. As a Prospect, individuals would receive access to snow events, industry contacts and equipment discounts. To apply, candidates submit a portfolio or samples of their work and experience in their specialist area.
Social TV has transformed TV from a one-way communication system to an interactive dialogue where TV watchers play an important role in co-creating the viewership experience.
1. Down syndrome is a genetic condition caused by the presence of an extra chromosome 21.
2. It can be detected through various screening and diagnostic tests, including analyzing maternal serum markers, ultrasound findings, and molecular diagnostic techniques.
3. Individuals with Down syndrome may experience both physical and intellectual disabilities to varying degrees depending on genetic and environmental factors.
This document provides information about William Shakespeare and his play The Tempest. It notes that Shakespeare was a famous English playwright and poet born in 1564 who wrote famous comedies, histories, and tragedies. The Tempest is one of Shakespeare's late plays, and it features characters like Prospero, Miranda, Ariel, and Caliban.
Sample - Global Air Conditioner (AC) Market — Estimation & Forecast Through 2...Prasoon Shrivastava
This document provides an overview and market analysis of the global air conditioner market from 2015 to 2020. It focuses on types of air conditioners including geothermal and renewable, applications, and regions. The global AC market is expected to grow significantly due to factors like increasing global warming, population growth, urbanization, and new government regulations requiring more energy efficient and environmentally-friendly AC systems. The residential and commercial sectors will be major drivers of demand. Asia Pacific currently has the largest AC market share but the Americas is expected to see the fastest growth.
This document discusses tax aware investment management. It is an essential guide on this topic. The guide is divided into multiple pages that likely cover topics such as different types of investments, how to reduce taxes through investment choices, and strategies for tax efficient portfolio management. However, the full text is not available so the specific content cannot be determined.
Red Zuma Project RED ZUMA PROJECT- BucherRED ZUMA PROJ.docxdanas19
Red Zuma Project
RED ZUMA PROJECT- Bucher
RED ZUMA PROJECT
(PARTS 1 and 2)
Brian J. Bucher
Liberty University
BUSI-313-B02
June 5, 2017
Bachelors of Science in Business Administration: Leadership
APA Style
RED ZUMA PROJECT MEMO
1. When is the project estimated to be completed? How long will the project take?
The project is estimated to be completed on 1/11/16. The project will take 260 working days.
2. What is the critical path for the project?
The critical path is shown in red on the Gantt chart below. The tasks in the critical path are 1.1, 1.2, 1.4, 1.7, 1.8, 1.10, 1.11, 1.12, 1.14, 1.15, & 1.16.
3. Which activity has the greatest amount of slack?
The activity has the greatest amount of slack is task 1.5 Detailed Marketing Plan with a total of 179 days of slack.
4. How sensitive is this network?
The project is not sensitive because the activities that are not on the critical paths have a lot of slack and there is only one critical path.
5. Identify two sensible milestones and explain your choices.
Build Prototypes is most important milestones because based on that then worker know what to build.
Install Production Equipment is also important milestones because if they install something that is not supposed to be installed then project gets delay and it will be over budget.
GANTT CHART
NETWORK DIAGRAM (With Critical Path)
SCHEDULE TABLE WITH SLACK
PART 2A MEMO
1. Which if any of the resources are over allocated?
Marketing Specialist, Design Engineer and Industrial Engineer.
2. Assume that the project is time constrained and try to resolve any over allocation problems by leveling within slack. What happens?
When I leveled the slack it removed the over allocation off of the Detailed Marking Plan, but it did not resolve all over allocations. It also reduced the number of slack days on the Manufacturing study by 10 days to 0 days. It also reduced the 179 days of slack on the Details Marketing Plan to 134 days. The Manufacturing Process went from 55 days to 10 days and the Lab Test Prototypes went from 5 to 0 days. The Order Components task did not change and stayed at 27 days of slack.
3. What is the impact of leveling within slack on the sensitivity of the network?
(Include a Gantt chart with the schedule table after leveling within slack).
The Red Zuma project schedule changed with the leveling because it added in multiple paths as well as reducing the overall slack days.
GANTT CHART Leveling within Slack
GANTT CHART Free and Total Slack
4. Assume that the project is resource constrained and no additional personnel are available. How long will the project take given the resources assigned? (Hint: Undo leveling performed in Part A before answering this question.)
With no additional personnel added, the project timeline will need to increase to 310 days with a new finish date of 03/21/2016.
5. How does the new duration compare with the estimated completion date generated.
Red Zuma Project RED ZUMA PROJECT- BucherRED ZUMA PROJ.docxaudeleypearl
Red Zuma Project
RED ZUMA PROJECT- Bucher
RED ZUMA PROJECT
(PARTS 1 and 2)
Brian J. Bucher
Liberty University
BUSI-313-B02
June 5, 2017
Bachelors of Science in Business Administration: Leadership
APA Style
RED ZUMA PROJECT MEMO
1. When is the project estimated to be completed? How long will the project take?
The project is estimated to be completed on 1/11/16. The project will take 260 working days.
2. What is the critical path for the project?
The critical path is shown in red on the Gantt chart below. The tasks in the critical path are 1.1, 1.2, 1.4, 1.7, 1.8, 1.10, 1.11, 1.12, 1.14, 1.15, & 1.16.
3. Which activity has the greatest amount of slack?
The activity has the greatest amount of slack is task 1.5 Detailed Marketing Plan with a total of 179 days of slack.
4. How sensitive is this network?
The project is not sensitive because the activities that are not on the critical paths have a lot of slack and there is only one critical path.
5. Identify two sensible milestones and explain your choices.
Build Prototypes is most important milestones because based on that then worker know what to build.
Install Production Equipment is also important milestones because if they install something that is not supposed to be installed then project gets delay and it will be over budget.
GANTT CHART
NETWORK DIAGRAM (With Critical Path)
SCHEDULE TABLE WITH SLACK
PART 2A MEMO
1. Which if any of the resources are over allocated?
Marketing Specialist, Design Engineer and Industrial Engineer.
2. Assume that the project is time constrained and try to resolve any over allocation problems by leveling within slack. What happens?
When I leveled the slack it removed the over allocation off of the Detailed Marking Plan, but it did not resolve all over allocations. It also reduced the number of slack days on the Manufacturing study by 10 days to 0 days. It also reduced the 179 days of slack on the Details Marketing Plan to 134 days. The Manufacturing Process went from 55 days to 10 days and the Lab Test Prototypes went from 5 to 0 days. The Order Components task did not change and stayed at 27 days of slack.
3. What is the impact of leveling within slack on the sensitivity of the network?
(Include a Gantt chart with the schedule table after leveling within slack).
The Red Zuma project schedule changed with the leveling because it added in multiple paths as well as reducing the overall slack days.
GANTT CHART Leveling within Slack
GANTT CHART Free and Total Slack
4. Assume that the project is resource constrained and no additional personnel are available. How long will the project take given the resources assigned? (Hint: Undo leveling performed in Part A before answering this question.)
With no additional personnel added, the project timeline will need to increase to 310 days with a new finish date of 03/21/2016.
5. How does the new duration compare with the estimated completion date generated ...
This document provides an overview of key concepts and methods for evaluating programs, including:
1. SWOT analysis, the steps in program evaluation, milestone charts, Gantt charts, PERT, critical path method, Bennett's hierarchy of evaluation, and the logical framework approach.
2. It describes each method at a high level - for example, that SWOT analysis identifies strengths, weaknesses, opportunities, and threats, and that the critical path method uses mathematical calculations to schedule project activities.
3. Bennett's hierarchy presents a logic model for educational programs with 7 steps from inputs to end results, showing how the program causes changes in knowledge and practice.
Running Head DEFINING THE PROJECT SCOPE1DEFINING THE PRO.docxsusanschei
Running Head: DEFINING THE PROJECT SCOPE 1
DEFINING THE PROJECT SCOPE 6
Defining The Project Scope
Project case review
Trillo Apparel Company (TAC), an apparel design manufacturing company located in Albuquerque, New Mexico which is a profitable business for quite some time is planning on expanding a warehouse in District 4 ten miles away from the current storage in order to increase its profit margin by $1 million per year product revenues to meet the current demand due to the expanded production capacity. The company has a total 3000 workers in its four districts. This year the company has set the following priorities to make it move forward: Increase Sales and Distribution in the East, Improve Product quality, Improve Production in District 4, Increase Brand Recognition and Increase Revenues. District four warehouse expansion project is estimated to take four months; furthermore, bids were received from contractors to build the new office space and production floor along with signed contracts for work. Once both the county and city have passed new construction, work can begin. Building the product level work benches can occur at any time before the move occurs. These company production days are from Monday to Saturday.
Scope of the District 4 Production Warehouse Move project
Project scope is a combination of all that is required to complete the project successfully, and it has included project objective, goals, justification, product acceptance criteria, project constraint, assumptions, risk assessment and description (Tsai, Huang & Wann, 2014). The success a project should have SMART goals in that they are specific, measurable, agreed upon, realistic and timely. According to the Trillo Apparel Company project case provided the company project scope is inclusive of the following:
The company goal is to expand its warehouse in district four 10 miles away from the current one. This project has deliverables whereby after completion of this project the company will reap a profit of $1million per year. Some of the technical requirements of this project are that bid must be made by prospective contractors in time, the contractors will gain the necessary permits and schedule city and county inspections, but these tasks need to be identified separately due to the length of time it can take (Butler et al. 2015). The project milestone is that the new warehouse is ready with enough space and has a shipping department. District four warehouse project will have constraints such as the current warehouse requires renovation to accommodate the operations; the new warehouse is far with 10 miles from the current.
This project faces a risk of costing the company $250,000 in lost revenues In case of a week down time. Limits that this project face is that the time for completing it is four months only, the contractors will gain the necessary permits and schedule city and county inspections, but these tasks need to be identified separate ...
Agile software development is an iterative approach that values individuals and interactions, working software over documentation, customer collaboration over contract negotiation, and responding to change over following a plan. It promotes adaptive planning, evolutionary development, and delivery of working software frequently in short iterations to maximize flexibility and deliver value to customers.
Assignment 1 Team Project Part 1 Project Charter and Team Plan f.docxmaribethy2y
Assignment 1: Team Project Part 1: Project Charter and Team Plan for Collaboration
This week you begin working with a team to manage a fictional information technology project being implemented at the Casino Medical Center.
Work with your team members to create and submit a Project Charter and Team Plan for Collaboration based on the Team Project Scenario and the Team Project Overview document. Review the details about the Project Charter and Team Plan for Collaboration below:
Team Project Scenario
Casino Medical Center (CMC) in Las Vegas, a 600-bed hospital, has expanded significantly over the past 3 years. In an effort to respond to the increased workload of all hospital staff, the chief information officer (CIO) and the vice president of patient care services (VP-PCS) at CMC determined the need to analyze hospital processes throughout the organization.
The CMC organizational analysis revealed a number of areas that needed improvement. At the same time, broad changes in regulatory requirements required immediate adjustments in processes.
The organizational analysis was conducted across all departments and found the following organization-wide issues.
·
Quality reviews discovered a hospital-wide medication administration error rate of 20% with some tasks identified as redundanttasks.
·
Complying with new federal reporting requirements has increased the time needed to complete the medication administrationprocess.
CMC responded to the problem by purchasing an enterprise-wide health care information system from Topmost, one of the leading enterprise-software vendors in the country. The functionality of the system directly addresses the medication administration issues found in the organizational analysis. Several modules of an electronic health record system (EHRS) have already been implemented, as shown in the table below.
As employees of Topmost, you and your team are charged with implementing this medication administration system for CMC, the final phase of the EHRS project. This medication administration system includes an electronic medication administration record (eMAR), Barcode Medication Administration (BCMA), and physical administration of medication. Note: For the remainder of this scenario, this whole process will be referred to as the Medication Administration System (MAS).
Module Implementation Status
Module in the HIS System
Status of Module Implementation
Fully implemented
Partially implemented
In pilot
Not yet implemented
ADT (Accounting System)
X
Order Entry/Results Reporting OE/RR)
X
Billing and Financials
X
Ambulatory and Acute Care Clinical Documentation System
X
Module in the HIS System
Status of Module Implementation
Fully implemented
Partially implemented
In pilot
Not yet implemented
Laboratory
X
Medication Administration System (MAS)
X
Note that the Medication Administration System (MAS) module has not been implemented.
The CIO and VP-PCS relate that there are a number of challenges .
Implementing Change in the Capacity Planning GroupFrank Isham
The Capacity Planning Group at Kellogg was using outdated tools that would no longer work with an upgraded ERP system. A project was initiated to implement new planning tools and create standard processes. Key steps in the change process included establishing urgency around the need for new tools, creating a guiding coalition of leadership, developing and communicating a vision, empowering the team to take action, generating short-term wins, and maintaining momentum over the long term. The project successfully implemented new modeling tools and standard processes for the Capacity Planning Group.
Project Communications Management Case StudySeveral issues have a.pdfjillisacebi75827
Project Communications Management: Case Study
Several issues have arisen on the Recreation and Wellness Intranet Project. The person from the
HR department who was supporting the project left the company, and now the team needs more
support from that group. A member of the user group that supports the project is extremely vocal
and hard to work with, and other users can hardly get a word in at meetings. The project
manager, Tony, is getting weekly status reports from all of his team members, but many of them
do not address obvious challenges that people are facing. The team is having difficulty deciding
how to communicate various project reports and documents and where to store all of the
information being generated. Recall that the team members include you, a programmer/analyst
and aspiring project manager; Patrick, a network specialist; Nancy, a business analyst; and
Bonnie, another programmer/analyst.
Assignment – Project Communications Management: 3 Tasks
1. Prepare a partial communications management plan to address some of the challenges
mentioned in the previous paragraph.
2. Prepare a template and sample of a good weekly progress report that could be used for this
project. Include a list of tips to help team members provide information on these reports.
3. Write a one-page paper describing two suggested approaches to communicating with the hard-
to-work-with user.
Below I have provided the templates that I was given:
Communications Management Plan
Prepared by: Date:
1. Introduction
2. Collection and filing structure for gathering and storing project information
3. Distribution structure (what information goes to whom, when, and how)
4. Format, content, and level of detail of key project information
5. Production schedule and resources for producing key project information
6. Technologies, access methods, and frequency of communications
7. Method for updating the communications management plan
8. Escalation procedures
9. Stakeholder communications analysis
Stakeholders
Document Name
Document Format
Contact Person
Due Date
Comments:
10. Glossary of terms
Status/Progress Report
Project Name:
Team Member Name:
Date:
Reporting Period:
Work completed this reporting period:
Work to complete next reporting period:
What’s going well and why:
What’s not going well and why:
Suggestions/Issues:
Project changes
Stakeholders
Document Name
Document Format
Contact Person
Due Date
Comments:
Solution
1. Communications Management Plan
Prepared by: Joshua (me) Date: 3rd September 2015
This plan gives a detailed outline regarding communication and information exchange on the
Recreation and Wellness Intranet Project.
For collection and filing of information, all data will be stored on the intranet of the company, in
a seperate folder named Recreation and Wellness. Only members of the project and business
managers will have access to the folder.
Distribution structure - there should be a free and transparent flow of information amongst the
project members. .
Agile software development is an iterative approach that promotes adaptive planning, evolutionary development, rapid response to change, and close collaboration. It values individuals and interactions, working software, customer collaboration, and responding to change over processes, documentation, contract negotiation, and following a plan. The Agile Manifesto introduced these values in 2001 to provide an alternative to failure-prone processes. Agile methods help teams deliver working software frequently in short iterations to better satisfy customer needs.
Agile software development is an iterative approach to development that promotes adaptive planning, evolutionary development, rapid response to change, and close collaboration. It focuses on individuals and interactions, working software over documentation, customer collaboration over contract negotiation, and responding to change over following a plan. The key principles are satisfying customers through early and continuous delivery, welcoming changing requirements even late in development, frequent delivery of working software, close daily cooperation between business and development, face-to-face communication, and adapting to change through self-organizing teams.
Running Head PROJECT 1PROJECT 6PROJECTI.docxjeanettehully
Running Head: PROJECT 1
PROJECT 6
PROJECT
Institution Affiliation
Student Name
Date
Introduction
Companies vary in the way in which they identify projects. The process of identifying a project can be performed by the top-level management, such as the Chief Executive Officer. A committee composed of the manager and other interested parties. The user department, senior information system manager, and the development group can decide on which project to submit. Each identification technique has its strengths as well as weaknesses. For instance, it protects that are identified by the top management have a strategic management focus. Projects that are identified by departments have a tactic focus.
Project cost, complexity, risk as well as duration influence the individuals who identify a project. Most of the project sources are identified by the steering committee as well as the top-level management. Most of the projects reflect on the broad needs of the organization. This group has a better understanding of the goals and objectives of the organization. Projects that are identified by the functional major, information system development group, and business unit are often designed for a particular business need. Moreover, it may not reflect the overall objective of the business. There are also not considered as broad organizational issues.
Projects that are identified by business units, development groups, and managers are known as bottom-up sources. It is essential to provide support to people who are carrying out this type of project. The top-level management should also be involved in the early life cycle of the project. Managers should be aware of the information needs and the reasons for carrying out the project. This description is essential, especially when selecting the project that will be approved to move into the project initiation and planning phase. Projects can be identified by both bottom-up and top and down. The procedure of identifying and selecting a project is different depending on the organization due to the limited resources.
It is essential to identify the advantage and disadvantages of the project. Project classifying, identification is ranking of the project can be performed by the top-level management, information system group, business unit, or the steering committee. The method that is used to access the merits of a particular project can vary based on the size of the company. In any given company, one or several methods can be used during the ranking or classification process. For instance, a company may use a committee, (Kaiser, et al., 2015). They can choose to meet every month or quarterly in order to discuss the progress of the project and areas that need to be improved. During the meeting, new project requests are reviewed related to the project that has already been identified. In addition, ongoing projects are also monitored.
In the project identification and selection, the final phase i ...
Case Study - Rescuing a Troubled Project C.A. McCall-Peat Liberty Li.pdfsales88
Case Study - Rescuing a Troubled Project C.A. McCall-Peat Liberty Life, Johannesburg, South
Africa P.O. Box 10499, Johannesburg, 2000, South Africa, telephone +27 11 408-3687, fax +27
11 408-3650, email: c..t@liberty.co.za Summary This case study outlines a troubled project and
the issues faced by the project. The case study attendees are asked to analyze the project
information provided and to recommend courses of action to bring the project back on track.
Attendees are also asked to suggest actions that could be taken on future similar projects to
mitigate encountering similar problems. The key lessons learnt could be applied by other
organizations to avoid common pitfalls which result in projects going off track, as well as
knowing the telltale signs of troubled projects and actions to take to bring them back on track.
This is an interactive session, which utilizes group discussion to facilitate the adult learning
experience. Background A leading financial services company embarked on a new product
development project. The nature of the company's business is that it operates in an extremely
competitive environment that necessitates fast delivery to market so as to prevent competitor
companies from gaining dominant market share with similar competitive products. The key
success factors of the project were, therefore, time to market and quality. Cost of delivery was
not a major concern. Scope The scope of the project was to make a new investment product,
including the systems changes, the policy documents, marketing launch material, and the
administrative user training. The project was divided into sub-projects consisting of: Systems,
Marketing, Training, and Legal. A project manager was appointed, as well as sub-project co-
coordinators. Time Scales The launch date was set as 1 June 2002. The product had to be ready
for launch on this date, as all the marketing material would reflect this date and the launch had to
precede the launch of similar products from competitors. The project start date was 3 December
2001. The tasks that had been completed prior to 3 December were the Business Case
compilation and approval and the project team establishment. Technology The systems
development was to be done using the Java programming language and environment, which was
new to the development team. The developers were sent on Java programming training 2 weeks
prior to the project start. The developers were used to working in a COBOL programming
environment and had not worked with any object-oriented languages before. Case Study
Summary of Events Business Case Development The Product Development Department
developed the Business Case for the proposed new product, including projected cost/benefit
analysis based on previous similar products and current market share. The Business Case was
reviewed by Executive Management and approved. Requirements Definition The Product
Development Department developed the requirements specification for the new product. .
This document outlines scaling approaches and how to improve scaling performance. It discusses that scaling is about optimizing resources to reach more beneficiaries faster and more cost-efficiently. Traditional scaling approaches often fail due to unrealistic expectations and a lack of tailored strategies. The new approach involves making scaling an integral part of project design, using evidence to identify bottlenecks and strategies, and monitoring progress. This includes unpacking what is being scaled, such as technological, social or policy components. The scaling readiness framework provides a stepwise process to characterize innovations, diagnose bottlenecks, strategize solutions, agree on strategies with partners, and monitor impact. This approach can help projects, portfolios, and resource mobilization by improving scaling outcomes.
Case Study Continued – Week Five You have been perform.docxdrennanmicah
Case Study Continued – Week Five
You have been performing in the role of project manager in support of Ms. Jackson’s vision of creating a
strong and talented project management professional team leading to stronger project execution. Ms.
Jackson has just called you into her office with a few updates:
• ACME has been revisiting their strategy and decided that product development will become a
heavy focus for the organization over the next three years. Due to this product development
focus, she wants to also implement an Agile training program which will specifically focus on
Scrum techniques. Ms. Jackson has asked for you to add it to the scope of the current training
program which was approved when you submitted the business case. She is not familiar with
change management principles so you will have to create a change form and high level change
process that the team will follow. Ms. Jackson is willing to give you an additional $15,000 in
budget but would like this completed in the same timeframe as the initial project request. The
$15,000 is her budget but may not be based upon what the actual costs may be. According to
your research, adding Agile may cost an additional $20,000 and have to be done subsequent to
the initial training program which has already been scheduled.
• In addition, upon a recent review of your risk register with your team, a risk that was identified
as high impact is seemingly turning into an issue. This risk was related to the potential turnover
in training personnel. You have just learned that your top trainer may be leaving the project for
a new opportunity.
• The current forecast of the project indicates that your cost estimate may have been too low.
Current projections indicate that beginning in month five of the project, you may be exceeding
your budget by $10,000 per month.
• Other key indicators:
• Your actual month end scheduling data shows that you are currently performing
according to plan and all tasks are being completed on time.
• Your last staffing report shows very little project team attrition or turnover.
• Early surveys from participants in the training show a high degree of satisfaction.
Changes such as these are not uncommon in the project management profession. Determining
whether the request constitutes a change in scope, schedule, and budget is an integral component of
project management.
Using your business case, project charter and stakeholder analysis, determine how this new
information will impact your project. What type of change process will you be recommended be
implemented?
Assignment Overview:
For this assignment, you will be assessing a proposed change to the scope of the project, proposing an overview of a change management process, drafting a change request form, and discussing how the change will be communicated to the stakeholders inclusive of the sponsor.
Learning Connection:
This assignment.
PMP - Project Initiation Template for ProfessionalsDaniel_Mccrea
WHAT
--------------
A helpful guide for Project Management Professionals who are at the beginning of their projects in 'Project Initiation'.
FOR
--------------
Written in plain English for use in the real world (not just for study). If you're a professional who's rusty on Initiation or have fallen into bad habits - this guide will remind you what questions to ask,...and why!
BY
--------------
Daniel Mccrea a PRINCE2(R) and PMP(R) certified Project Manager specialising in online Software/ & Content Delivery.
Visit me here:
ie.linkedin.com/in/danielmccrea/
How to write an development project evaluation report. Format and principle guidelines for mid-term and for completed projects. This format can be used for any kind of development project.
This document provides guidance for developing a hybrid knowledge translation (KT) and project planning template for NeuroDevNet's Cycle II high impact research projects. It includes instructions for completing the template, which combines KT planning and project management. The template contains sections for describing the research project details, goals, deliverables, and timeline. It also includes tables to outline NeuroDevNet's network goals, the research project's goals, and the KT plan's goals in relation to the network and research project goals. The guidance document emphasizes integrating KT planning from the start of the project to maximize research impact and inform future progress reporting and evaluation.
Rotary's Programs of Scale provides $2 million grants to scale up impactful service projects. Applicants submit a concept note describing their proven project and plan to expand its reach. Selected applicants then submit a full proposal. The funded program must benefit many people over 3-5 years, be sustainable, promote learning, and engage Rotarians. Grantees regularly report on progress and results to share lessons with Rotary.
2 days agoShravani Kasturi DiscussionCOLLAPSETop of Form.docxherminaprocter
2 days ago
Shravani Kasturi
Discussion
COLLAPSE
Top of Form
The organization projects have a different strategical plan that can help in enterprise goals achievements. There are some of the projects that require some of the bulky of the activities that will help the business management to achieve the implemented goals and objectives using different ideas. There is a uniqueness of the project that can be detected to show some of the differences in the process and ensuring there is goals achievement in the completion of the project process. It is important to consider timelines when expecting the completion of the project.
The projects and daily activities have some of the differences since the projects take too long for its completion while daily activities take a short period. The implementation of the daily activities requires the business to have a continuous operation as deployed by business management. Moreover, the daily activities have no indicated date or schedule plans which are implemented in the project process to help in achieving the business goals.
The organization should create group management to help in making better decisions that will lead to effective practices that will increase the effectiveness of the project management by considering the team members' support and idea-sharing. The organization project should be recorded to make a comparison in some of the areas such as members' roles and responsibilities. Moreover, business management is recommended to focus on some of the areas where they consider the quality of the project's goals achievements. According to Jissink, Rohrbeck, & Schweitzer (2017), the implementation of the group or project team requires effective leadership skills to help in influencing the members for the project successful completion.
Ultimately, some of the challenges occur due to the use of information technology in some areas. The cybersecurity has been issued that interferes with most of the projects since there are some of the members that can leak the information to other business competitors thus exposing the business project planning. Moreover, the budget allocation can also be affected by the use of IT thus creating difficulties in project management, Papke-Shields, & Boyer-Wright (2017). The project's uniqueness should consider some of the needs in planning and having effective preparation for successful project completion.
Bottom of Form
22 hours ago
Nikesh Bantu
Discussion 7
COLLAPSE
Top of Form
The organization is progressively setting out for massive scope change projects to adjust to a continually changing business condition. An assortment of elements impacts the multifaceted nature of projects along these lines making their extension hard to characterize and oversee. For these projects to accomplish their key objectives, it can't be essential to break down their degree into controllable constituents, yet additionally to line the pieces back again into a durable entirety.
As ass.
Estimation of agile functionality in software developmentBashir Nasr Azadani
Estimation of Agile Functionality in Software Development - ISBN: 978-988-98671-8-8
Publication date: Mar 21, 2008 presented at International MultiConference of Engineers and Computer Scientists 2008 Vol I
Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
https://www.youtube.com/@jenniferschaus/videos
This report explores the significance of border towns and spaces for strengthening responses to young people on the move. In particular it explores the linkages of young people to local service centres with the aim of further developing service, protection, and support strategies for migrant children in border areas across the region. The report is based on a small-scale fieldwork study in the border towns of Chipata and Katete in Zambia conducted in July 2023. Border towns and spaces provide a rich source of information about issues related to the informal or irregular movement of young people across borders, including smuggling and trafficking. They can help build a picture of the nature and scope of the type of movement young migrants undertake and also the forms of protection available to them. Border towns and spaces also provide a lens through which we can better understand the vulnerabilities of young people on the move and, critically, the strategies they use to navigate challenges and access support.
The findings in this report highlight some of the key factors shaping the experiences and vulnerabilities of young people on the move – particularly their proximity to border spaces and how this affects the risks that they face. The report describes strategies that young people on the move employ to remain below the radar of visibility to state and non-state actors due to fear of arrest, detention, and deportation while also trying to keep themselves safe and access support in border towns. These strategies of (in)visibility provide a way to protect themselves yet at the same time also heighten some of the risks young people face as their vulnerabilities are not always recognised by those who could offer support.
In this report we show that the realities and challenges of life and migration in this region and in Zambia need to be better understood for support to be strengthened and tuned to meet the specific needs of young people on the move. This includes understanding the role of state and non-state stakeholders, the impact of laws and policies and, critically, the experiences of the young people themselves. We provide recommendations for immediate action, recommendations for programming to support young people on the move in the two towns that would reduce risk for young people in this area, and recommendations for longer term policy advocacy.
Donate to charity during this holiday seasonSERUDS INDIA
For people who have money and are philanthropic, there are infinite opportunities to gift a needy person or child a Merry Christmas. Even if you are living on a shoestring budget, you will be surprised at how much you can do.
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Preliminary findings _OECD field visits to ten regions in the TSI EU mining r...OECDregions
Preliminary findings from OECD field visits for the project: Enhancing EU Mining Regional Ecosystems to Support the Green Transition and Secure Mineral Raw Materials Supply.
Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
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Contributi dei parlamentari del PD - Contributi L. 3/2019Partito democratico
DI SEGUITO SONO PUBBLICATI, AI SENSI DELL'ART. 11 DELLA LEGGE N. 3/2019, GLI IMPORTI RICEVUTI DALL'ENTRATA IN VIGORE DELLA SUDDETTA NORMA (31/01/2019) E FINO AL MESE SOLARE ANTECEDENTE QUELLO DELLA PUBBLICAZIONE SUL PRESENTE SITO
About Potato, The scientific name of the plant is Solanum tuberosum (L).Christina Parmionova
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Synopsis (short abstract) In December 2023, the UN General Assembly proclaimed 30 May as the International Day of Potato.
About Potato, The scientific name of the plant is Solanum tuberosum (L).
HHS Ignite: Year One Results
1. Read G Holman
HHS Ignite:
Year 1 Observations &
A Proposed Year 2 Structure
Version Date Notes
1.0 10/21/2013 Initial Draft
1.1 10/22/2013 Delta Changed from 110k to 50k
1.2 10/23/2013 Fixed error in opening paragraph
2.0 11/04/2013 Incorporated R1 interview results
3.0 11/11/2013 Extended Background; Added new sections:
“Progress…” and “Proposed…”; Revised Key
Observations; Renamed the pathways
4.0 11/26/2013 Incorporated R2 interview results; Beta
changed from 3 to 4mo; Added criteria for
Ventures and the ‘Kick-Off Accelerator’
5.0 02/25/2014 For next year: Ignite Beta changed to simply
Ignite, Ignite Ventures changed to simply
Ventures. Updated Ventures eligibility
requirements. Updated timeline. Ignite
changed from 4mo back to 3.
5.1 05/22/2014 Cleaned up in prep for release (removed
“Draft” marks, fixed misspellings, etc.)
2. 2
Background
Building on the successes of the HHS Innovates Awards, a recognition ceremony
that celebrates innovative efforts from across the Department, the HHS Innovation
Council sought a complementary mechanism to spur new innovations, one that
provided support for the testing of new ideas.
In March of 2013, the Secretary announced HHS Ignite. Launched in “beta”, the
first year was to be a small-scale test of the larger hypothesis: That by directly
supporting HHS staff with potentially game-changing ideas, we can positively
impact ways in which the Department carries out its mission while broadly
cultivating a culture of experimentation.
A cross-departmental Implementation Team was brought together to shape the
details of the initiative. This team also conducted simple outreach through their
networks and over three structured mechanisms for prospective applicants that
included an open conference call presentation, one-on-one office hours, and a
“YamJam”.
At close of the application window, over 65 teams representing all OpDivs of the
Department submitted the two-page Ignite project proposal. Sixteen judges from
across HHS and 4 judges from outside of HHS (GSA, DARPA, VA, and NASA) scored
the proposals based on criteria provided to all applicants. These scores were
factored into a short list given to the Secretary who selected 13 teams for
participation.
These 13 teams represent eighty-six (86) people across eight (8) OpDivs. They are
supported by staff in the HHS IDEA Lab, the HHS network of innovators, and funds
of up to $10,000.
This document is a reflection on the beta year of Ignite. Included are observations
and direct comments from the Beta teams aggregated into actionable feedback. It
concludes with a recommendation to continue the Ignite effort but with
modifications that recognize these observations.
3. 3
Progress & Characteristics of Current Teams
The above chart plots the teams across two axes:
• Across the x-axis: Project Progress (How far along in their project are they?)
• Across the y-axis: Demonstrability of Results (How useful do we think their results
will be based upon their methodology and metrics being captured?)
Their placement is qualitative based upon meetings with the teams and their regular self-
reporting. While subjective, most teams have validated that they agree with their
placement.
The desired trajectory of the teams is towards the upper right which would indicate that
they’re far along in their project and are expected to and/or have already obtained very
actionable results.
4. 4
We can then find how each proposal was scored. It’s also useful to identify three clusters:
Numbers shown = Applications’ scores
Cluster 3
ave = 61.7
Cluster 2
ave = 66.9
Cluster 1
ave = 68.1
61.875.2
63.2
72.8
67.6
57.4
77.8
68.4
64.0
58.3
56.0
73.4
59.2
5. 5
Characteristics of Cluster 1:
Progress to-date: Those in Cluster 1 are the furthest along in their project
implementation and are expected to have quantitative and actionable results.
Average Application Score: 68.1
Scope of Application: The proposals of these team included problem statements
and project plans that have not have changed since launch. Our interaction with
them has been minimal beyond the regular check-ins. Two of the five have had very
technical and specific assistance overcoming an internal hindrance.
Team makeup: In each of these teams, the team-members are in the same OpDiv.
In four of the five teams, the team members are in the same office and already
worked closely together prior to Ignite.
Geography: No team-members in this cluster work in Regional Offices. All are in DC
and there is one CDC team in Atlanta.
Characteristics of Cluster 2:
Progress to-date: These projects are closest to the median in terms of project
progress and demonstrability of results.
Average Application Score: 66.9
Scope of Application: These projects came in with relatively defined project plans
that generally haven’t changed since launch. Their project plan perhaps has been
refined or they asked for early support to overcome technical questions or to explore
what exactly implementation of their test might look like, but initial conversations
were sufficient to ensure they got on the right path.
Team makeup: Two of the four teams are have members from multiple Agencies.
The other two are composed of individuals that reside in the same office.
Geography: One of these teams resides in a Regional Office.
Characteristics of Cluster 3:
Progress to-date: Those in Cluster 3 are currently earlier in their project progress
and have less demonstrable outcomes expected. Though it should be noted that this
is based on information from Week 11 (of 28). Also, three of the four have had
significant pivots in their project plan since launch.
Average Application Score: 61.7
Scope of Application: Of all the Beta projects, those in Cluster 1 came in with the
least defined plans of action. This was encouraged during Beta application process as
the “support” offered to Ignite teams included access to experts to help flesh out the
plan of action. These projects, you could say, were a greater test of the “incubator”
aspect of Ignite.
Team makeup: One of the four teams is cross-Agency.
Geography: Three of four are being led by individuals in Regional Offices across the
country.
6. 6
Key Observations from the Beta Year
As Ignite is a new approach to spurring innovation, there was uncertainty at launch as to
how to the best structure of the initiative, whether the operational structures were in place
to , and - at a more basic level - if the demand for this type of initiative even existed among
HHS staff.
Therefore, a key goal of the Beta year has been to learn. Six important observations have
emerged:
1. There is staff demand for this type of initiative. Much of the Implementation
Team’s outreach was targeted to specific “early adopter” personal networks over a
short period of time. Thus the expected number of project proposals submitted was
low (about 25). In the end, we received more than 65 proposals. We feel this
indicates pent-up demand.
2. The operations can support this type of initiative. This first year validated many
operational components required for Ignite including: Delegation of funds, Contract
mods, Obtaining supervisory support, Yammer as a collaboration platform, Agency
approvals, and others.
3. The scores of the Reviewers are predictors of early success. The scores of the
proposals generally trend up and to the right, though outliers exist. This serves as
early validation of our review and selection process.
4. Greater up-front communication of the commitment and goals is needed.
Many Beta teams are contributing more time than they anticipated. They average
percent time committed is 29% (range = 5%-60%) of total work hours. Further, a
few teams have indicated difficulty in putting their selected idea into the Ignite
framework, one meant to encourage multiple iterations and end-user engagement
towards a small project. Many are going beyond Proof-of-Concept and Prototyping
phases of product development.
5. The non-monetary support has been valued more than the monetary. The
selected teams have stated this near universally: Dollars are useful (and for most of
them, essential), but even more useful is the access to leadership, the “air-cover”,
and the opportunities that comes with being a Secretary-level project.
6. For the teams that relied on the “incubator” aspect of Beta, the support has
been insufficient. Ignite was launched as “part incubator”, and thus teams were
encouraged to apply without a proposed concrete solution to their problem. A few of
these teams were selected to be part of the Beta year. While we have provided some
access to experts and some exposure to new tools and methodologies, a much
deeper engagement was 1) expected by these teams; and 2) needed by the teams
for them to achieve their stated goals.
7. Teams want more interactions with the other teams. There hasn’t been a
strong sense of camaraderie among the individuals and teams involved. As we didn’t
include any structured interactions, this year has operated more as 13 separate
projects instead of 1 class.
7. 7
Proposed Changes for Year 2
The following is a list of recommended changes for the Innovation Council to consider in
planning Year 2 of HHS Ignite.
1. Better communicate the benefits and commitments of being selected
a. Emphasize the non-monetary support; de-emphasize the funds
b. More clearly communicate the concepts of prototyping and measurability
c. Provide indication of the time/effort commitment to be expected
2. Invest less in the project and more in the individuals
a. Decrease the monetary and increase the non-monetary support
b. Require applicants to spend more time describing the problem they’d like to
address and less on what they’d like to do
c. Require top applicants to “pitch” before being selected
3. Offer deeper support early before providing funds
a. Provide more direct training to teams on tools and methodologies
b. Provide access to tools that teams generally aren’t able to use (MailChimp,
Google Docs, SurveyMonkey, etc)
c. Have extended multi-hour deep dives very early with each team to explore and
better understand their problem statement and game plan.
4. Determine actual monetary award amount only after project gets solidified.
During the year, we awarded teams their requested amount based upon their initial
project plan. We then challenged that project plan, and many teams shifted to an
approach that used their funds differently. As a result, a number of teams either used
the funds inefficiently or ended up returning them.
5. Provide a competitive Phase II opportunity. A number of the Beta projects are
expected to project significant efficiencies and/or efficacies if scaled. A limited number of
“Phase II” opportunities with more time and funding should be offered to support this
scaling of proven concepts.
6. Develop procurement vehicles and in-house for teams to leverage. Significant
time and energy went into ensuring the funds were utilized. Delegating small amounts of
funds to an OpDiv may be inefficient. Further, teams were dependent up vehicles
available to them, and making modifications to their existing contracts for very small
amounts may be inefficient. Providing additional services (developers, designers, lean
experts) and procurement vehicles for products (white boards, web services, project-
specific products) would level the playing field and provide more flexibility in the types of
tools and resources that could be put toward a problem.
8. 8
Proposed Initiative Details
HHS Ignite
The first true year of HHS Ignite (the first year after the beta year) should support up to 10
early stage projects that can be completed in 3 months or less. Projects should be
exploratory in nature and intentionally small-scale. They may test an untested concept or to
develop a prototype for a proven concept. Each project should not exceed $5,000 in costs.
Period of Performance: June - September 2014
Eligibility. All HHS Staff members are eligible to apply for HHS Ignite Beta.
Additional Information:
● Ignite should be more “incubator” than “seed-fund”
● Emphasis should be on the notion of “experimentation” and “end-user engagement”,
either through prototyping, MVP, user-interviews, or other
● Final deliverables include those that “test a concept”. This could be a working
prototype, a minimally viable product, or a scientific paper, a report to be published,
or other means by which data-backed results are presented.
● Teams should be no larger than 5 individuals
● At least 2 members of selected teams should be required to attend a 3-day
Accelerator in-person
HHS Ventures
Ignite Ventures will support at least two “Phase II” projects that can be completed in 9
months, each project not to exceed $50,000 in costs.
Period of Performance: June 2014 - March 2015
Eligibility. Not everyone is eligible for Ignite Ventures. Only the projects are eligible to
apply:
1. Projects that have gone through HHS Ignite
2. Projects that have been awarded an HHS Innovates Award
3. Projects that have gone through HHS Entrepreneurs
4. Projects that come with the endorsement of an OpDiv head
Additional Information:
● Ventures should be more “seed-fund” than “incubator”
● Preferences should go to cross Agency teams and projects
● Ventures projects should go through multiple phased implementations or iterations
to yield full or close to full implementation of the effort
● Selected teams should be required to attend a 3-day Accelerator in-person
9. 9
Time line
Begin Promoting 12/15
Application window: 03/03-03/28
Judging / Ap Scoring: 03/31-04/14
Top 15 Pitches: 04/22-04/24
Teams notified: 05/06
Kick-off Accelerator: 06/09-06/12
Notes on the Kick-Off Accelerator :
06/09/2014 – 06/12/2014 | 10am - 5pm ET each day | Location TBD
Ignite Beta participants not in the DC area may attend remotely. Ignite Ventures
participants must attend in-person. HHS should cover travel and hotel costs if necessary.
There are three high-level goals:
1. Provide space for refining project plans that include their problem statement, project
scope, appropriate methodology, how funds should be used, and an elevator pitch.
Plans should emerge detailed, though pivots of course would be allowed /
encouraged after testing begins.
2. Build camaraderie among the team members and with IDEA Lab staff and the larger
network of innovators.
3. Facilitate administrative functions such as training on tools such as Yammer, Adobe
Connect, others.
To accomplish these goals, the Kick-Off Accelerator should include scheduled meetings,
open time for the teams to work, access to inside experts, and presentations / workshops
provided by outside experts.