You have just participated in an important meeting with your superior. How will you ensure that every part of the instructions you received will properly reach all subordinates, suppliers, and clients, located in different parts of the world?
This document is a project report for developing a conference management system. It includes an introduction describing the purpose and features of a conference management system. It outlines the system perspective and describes the users, operating environment, and design constraints. It then details several key features of the system including registration, login authentication, conference requests, periodic announcements, conference rooms, and supporting multiple conferences. It also covers external interfaces, non-functional requirements, software attributes, design considerations, and performance requirements. Diagrams and requirements for the system are provided in the appendices.
The document discusses conducting a post-mortem analysis after a project to learn lessons. It provides context on the benefits of leveraging past project experiences. It then discusses the key aspects of performing a post-mortem analysis including collecting data, facilitating discussions, focusing on issues not people, being factual and brief. An example post-mortem meeting for the Microsoft Word 6 development project is then summarized, noting scheduling was unrealistic, milestones were too long, and proposed features' problems were not obvious until development started.
Project Management as an Art Form (DrupalCon Chicago 2011)Phase2
From DrupalCon Chicago 2011, Nicole Lind joins Joel Sackett and colleagues from other top agencies to discuss approaches to managing enterprise-level Drupal projects.
Questions answered by this session
Question 1: How does PM involvement impact the various phases of a project and the organization... and should it?
Question 2: How do you say "No" to the wrong type of work and still keep a positive client relationship?
Question 3: How do you partner with clients to ensure the project needs are met?
Question 4: Are there differences in managing Drupal projects versus other technology projects?
Question 5: What are some shared tools to help navigate the questions being answered in this session?
Wr circle bap focus groups 5-minute qa 23-may-2019 smc ts (v2)Jaime Brown
The document outlines an agenda for focus group sessions with Waddell & Reed advisors to discuss key client onboarding and servicing processes. The goal is to understand current practices in order to design new solutions that meet objectives. Specific topics include prospecting, application processes, managing clients not in good order, and client maintenance. Feedback will help configure functionality and usability of new solutions to efficiently and effectively support advisors and their teams. The optimal audience includes advisors of varying experience levels and roles, and an informal small table discussion format is proposed.
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.
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.
This document provides guidance on planning effective departmental meetings according to the standards of ICR3A. It discusses preparing for meetings by establishing a clear purpose and agenda, identifying relevant participants, and assigning roles. The document recommends soliciting topics from participants in advance and estimating time allocations. It also provides templates for agendas and minutes. Department heads can use the guidance to standardize their meeting procedures while allowing flexibility within each department.
The document provides tips for engaging event participants through effective meeting design and presentation techniques. It recommends building a meeting design team, aligning the meeting with business priorities, leveraging technology, incorporating human touches, integrating messages, and using techniques like interview-style presentations, breakout sessions, and networking opportunities to encourage participation and feedback.
This document is a project report for developing a conference management system. It includes an introduction describing the purpose and features of a conference management system. It outlines the system perspective and describes the users, operating environment, and design constraints. It then details several key features of the system including registration, login authentication, conference requests, periodic announcements, conference rooms, and supporting multiple conferences. It also covers external interfaces, non-functional requirements, software attributes, design considerations, and performance requirements. Diagrams and requirements for the system are provided in the appendices.
The document discusses conducting a post-mortem analysis after a project to learn lessons. It provides context on the benefits of leveraging past project experiences. It then discusses the key aspects of performing a post-mortem analysis including collecting data, facilitating discussions, focusing on issues not people, being factual and brief. An example post-mortem meeting for the Microsoft Word 6 development project is then summarized, noting scheduling was unrealistic, milestones were too long, and proposed features' problems were not obvious until development started.
Project Management as an Art Form (DrupalCon Chicago 2011)Phase2
From DrupalCon Chicago 2011, Nicole Lind joins Joel Sackett and colleagues from other top agencies to discuss approaches to managing enterprise-level Drupal projects.
Questions answered by this session
Question 1: How does PM involvement impact the various phases of a project and the organization... and should it?
Question 2: How do you say "No" to the wrong type of work and still keep a positive client relationship?
Question 3: How do you partner with clients to ensure the project needs are met?
Question 4: Are there differences in managing Drupal projects versus other technology projects?
Question 5: What are some shared tools to help navigate the questions being answered in this session?
Wr circle bap focus groups 5-minute qa 23-may-2019 smc ts (v2)Jaime Brown
The document outlines an agenda for focus group sessions with Waddell & Reed advisors to discuss key client onboarding and servicing processes. The goal is to understand current practices in order to design new solutions that meet objectives. Specific topics include prospecting, application processes, managing clients not in good order, and client maintenance. Feedback will help configure functionality and usability of new solutions to efficiently and effectively support advisors and their teams. The optimal audience includes advisors of varying experience levels and roles, and an informal small table discussion format is proposed.
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.
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.
This document provides guidance on planning effective departmental meetings according to the standards of ICR3A. It discusses preparing for meetings by establishing a clear purpose and agenda, identifying relevant participants, and assigning roles. The document recommends soliciting topics from participants in advance and estimating time allocations. It also provides templates for agendas and minutes. Department heads can use the guidance to standardize their meeting procedures while allowing flexibility within each department.
The document provides tips for engaging event participants through effective meeting design and presentation techniques. It recommends building a meeting design team, aligning the meeting with business priorities, leveraging technology, incorporating human touches, integrating messages, and using techniques like interview-style presentations, breakout sessions, and networking opportunities to encourage participation and feedback.
The document provides tips for engaging event participants through effective meeting design and presentation techniques. It recommends building a meeting design team, aligning the meeting with business priorities, leveraging technology, incorporating human interaction, integrating key messages, and using techniques like interview-style presentations, breakout sessions, and networking opportunities. The goal is to educate, inspire, and motivate attendees through face-to-face interaction rather than one-way presentations.
This document provides details about the "Ready-Set-Go" proposal for Acme Automation's incentive plan review workshop. The proposal outlines the scope of work, including analyzing current payments and performance, surveying stakeholders, facilitating workshops, and documenting outcomes. The workshop aims to optimize stakeholders' time, ensure incremental plan changes, develop common language, and set clear program goals. The investment summary specifies consulting days and team members. Expected benefits include completing the review in less time and establishing a basis for improved documentation and communication.
Evaluation of 1st project meeting - Madeira Nov. 2015Joanna Soltysiak
The document summarizes an evaluation of the first project meeting held in Madeira, Portugal from November 9-13, 2015. Participants' expectations focused on sharing objectives to promote linguistic and cultural exchange, learning from partners, and defining project tasks. The meeting was found to be useful for establishing working relationships among partners and carrying out future project activities, though some felt it only partially met expectations. Suggested improvements included more working sessions and teacher meetings to fully discuss plans and budgets. Overall, partners were satisfied and aware of meeting goals to advance the project's progress.
From DrupalCon Chicago 2011, Treehouse SVP, Operations, Nicole Lind joins colleagues from other top agencies to discuss approaches to managing enterprise-level Drupal projects.
Questions answered by this session
Question 1: How does PM involvement impact the various phases of a project and the organization... and should it?
Question 2: How do you say "No" to the wrong type of work and still keep a positive client relationship?
Question 3: How do you partner with clients to ensure the project needs are met?
Question 4: Are there differences in managing Drupal projects versus other technology projects?
Question 5: What are some shared tools to help navigate the questions being answered in this session?
This document outlines best practices for conducting effective meetings. It recommends:
1. Organizing meeting logistics in advance such as location, date, equipment.
2. Distributing an agenda before the meeting to allow for feedback and preparation.
3. Starting and ending meetings on time.
4. Having members check-in at the beginning and establish ground rules for participation and behavior.
TMA World: A Guide to Leading Virtual MeetingsTMA World
Virtual meetings are an essential form of communication in the borderless workplace. However, poor discipline, such as an unclear purpose or structure, can make these interactions frustrating and a poor use of time.
This TMA World presentation offers advice, which will ensure that running an effective meeting becomes second nature.
For more information and advice on how you and your organization can thrive in the borderless workplace, contact us today: enquiries@tmaworld.com
Or, visit our website: www.tmaworld.com
F. You have just participated in an important meeting with your superior. How will you ensure that every part of the instructions you received will properly reach all subordinates, suppliers and clients, located in different parts of the world?
International MBA September 2016
Camunda Day New York 2019: Case Study. Organizing a Camunda Hackathon: Lesson...camunda services GmbH
Hackathons have become a popular way to get developers and other stakeholders together to learn to use new tools to solve problems. In this presentation John Fontaine from Capital One will discuss how they organized a two day Camunda-focused hackathon and the lessons they learned in the process.
Uniting Communities_Town Hall Videoconference Presentation.pptxHarriet Davis
Join us as we examine the significance of bringing communities together in a lively and educational Town Hall videoconference presentation. In this session, we'll look at several strategies for fostering community, advocating for inclusivity, and addressing the problems that our varied community faces. Our expert panel will discuss ideas, projects, and doable actions to fortify the ties that bind us. Don't pass up this chance to participate in the discussion and help create a more inclusive and harmonious community.
RUNNING HEAD Customer Care Website Implementation1Customer .docxjoellemurphey
RUNNING HEAD: Customer Care Website Implementation
1
Customer Care Website Implementation
27
Customer Care Website Implementation
Table of Contents
4Executive Summary
4Integration Management
4Project Scope Statement:
5Project Scope Justification:
5Project Success:
5Functional Area Interfaces
6Project Team Members and Roles:
6Project Team Reporting Structure:
7Project Deliverables:
7Project Closure Information
9Scope Management
9Scope Definition
9Work Breakdown Structure
9Time/Schedule Management
9Activity List
12Project Milestones:
12Project Cost Management
14Project Quality Management
14Project Deliverable Quality Requirements
14Project Deliverable Quality Monitoring
15Project Deliverable Quality Reporting
15Project Deliverable Quality Discrepancy Decisions
15Project Human Resource Management
15Resource Analysis
17Resource(s) Doing the Most Work
17Alternative Resource Assignments
17Resource Gap Analysis
17Optimization:
18Communications Management
18Project Team Communications
19Project Team Conflict Resolution
20Project Information to Monitor
20How to Collect Project Information
20Frequency for Project Information Collection
21Project Status Information and Recipients
21Plan and Take Adaptive Action
21Methods to Analyze the Impact of the Status Information
21Process/Procedures to Make Decisions that Affect the Project Schedule and Budget
22People Who Will Be Involved in Making Project Status Decisions
22Method to Communicate Project Status Decisions
23Project Risk Management
23Risk Management Plan:
25Procurement Management
25Conclusion
26References
Executive Summary
In this project we intend to streamline and enhance our customer’s user experience for his or her support related needs after or before a purchase have been made. Currently we only support a customer over the phone. At peak hours, this causes line congestion and long wait time for our customers resulting in dip in customer satisfaction level. The creation of a customer care website will allow our company to engage with the customer at multiple points including telephone which we already do. 90% of the calls we log are for general questions or are mostly order related which might not require a call in case a portal is available. This projects aims to create a customer care portal mentioned above for better customer satisfaction.
Over the last three years, our annual sales and revenues have almost tripled. While a phone support option was initially sufficient, peak hour service provision has become problematic. In case we want to go along with our existing support model, we would require to at least double our voice support specialist strength. This would result in additional recurring expenses for the company towards employee salary and equipment. The project should be able to address this issue as well and enable the company to achieve better operational excellence. Enhancement to the website will also be possible and will help us to align better with our customers.
Integrat ...
This document provides examples of how Microsoft Teams can be used for different business scenarios. It outlines five use cases: 1) Chat with groups of people from other countries, 2) Plan an event, 3) Manage projects, 4) Connect with partners, and 5) Facilitate communication between an executive and assistant. For each use case, it lists specific things that can be done in Teams like setting up teams and channels, sharing files, scheduling meetings, and using apps. The document aims to demonstrate how Teams enables collaboration across organizations.
This Slideshare presentation is a partial preview of the full business document. To view and download the full document, please go here:
http://flevy.com/browse/business-document/p01--project-kick-off-3289
DOCUMENT DESCRIPTION
This document provides guidelines and a sample agenda to plan and run a Project Kick-Off meeting.
This document is part of the p3mg PM Framework
418
Chapter 10
Running Case
Several issues have arisen on the Recreation and Wellness Intranet Project. The person
from the HR department supporting the project left the company, and the team really needs
more support from that group. One of the members of the user group supporting the project
is extremely vocal and hard to work with, and other users can hardly get a word in at meet-
ings. The project manager, Tony, is getting weekly status reports from all of his team mem-
bers, but many of them do not address challenges people are obviously facing. The team is
having difficulties 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.
1. Create a stakeholder management strategy for the project. Include at least four stake-
holders. Be creative in developing potential management strategies.
2. Prepare a partial communications management plan to address some of the challenges
mentioned in #1 .
3. 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.
4. Write a one-page paper describing two suggested approaches to managing the conflict
presented by the hard-to-work-with user.
Companion Web Site
Visit the companion Web site for this text (www.cengage.com/mis!schwa/be) to access:
References cited in the text and additional suggested readings for each chapter
Template tiles
Lecture notes
Interactive quizzes
Pod casts
Links to general project management Web sites
And more
See the Preface of this text for additional information on accessing the companion Web site.
Key Terms
blogs- easy to use journals on the Web that allow users to write entries, create links, and
upload pictures, while readers can post comments to journal entries
collaborating mode - a conflict-handling mode where decision makers incorporate different
viewpoints and insights to develop consensus and commitment
communications management pian - a document that guides project communications
compromise mode - using a give-and-take approach to resolving conflicts; bargaining and
searching for solutions that bring some degree of satisfaction to all the parties in a dispute
.
Tips for Managing a Mainframe Internal Recovery Projecticu812
Originally published in the Winter 2007 issue of the Disaster Recovery Journal, this article by Mike Smith offers suggestions for managing the implementation of an updated Data Center / Internal Recovery project.
The document discusses project management best practices for partnering with clients on Drupal projects. It addresses four key questions:
1) How PM involvement at different project phases impacts the project and organization. Early and ongoing PM involvement provides benefits like improved accountability, risk identification, and relationship building.
2) How to partner with clients to ensure project needs are met. This involves understanding business goals through documentation, meetings, establishing a shared vocabulary, and conducting discovery.
3) Ways to mitigate risk and maintain stakeholder relationships while declining work. It's important to say no when the risk is too high, such as projects that fall into the "software death march" pattern. Transparency about risks helps the relationship.
The document provides a detailed checklist for planning and conducting effective meetings. It outlines important steps for preparation, execution, and follow-up. Preparation includes setting goals, inviting attendees, preparing materials, and creating an agenda. Execution involves starting on time, distributing materials, keeping discussions on track, and summarizing outcomes. Follow-up consists of distributing minutes, providing recognition, and gathering feedback to improve future meetings. The checklist aims to help meetings be productive and accomplish their objectives.
Helping teams work. Team meetings making them good enough to get work doneMike Cardus
Following good meeting management procedures can have a highly positive effect:
People will be more willing to attend meetings that run smoothly.
The team will feel a sense of accomplishment that increases commitment and willingness to do the work.
IIBA Facilitation Skills for Business Analysis v3Rick Walters
This document provides an overview of facilitation skills for business analysis. It discusses the International Institute of Business Analysis's (IIBA) core purpose of uniting business analysis professionals. The Business Analysis Body of Knowledge (BABOK) Guide version 3 defines business analysis and identifies facilitation of stakeholder collaboration as an underlying competency. Six success factors for effective facilitation are outlined: defining objectives; preparation; aligning to business context; establishing meeting guidelines; eliciting dialogue; and building momentum. The document also discusses knowledge areas and tasks from the BABOK Guide that provide opportunities for facilitation, as well as facilitation techniques, skills development topics, and an example workshop design.
Presentation by Diana Budreau and Nicola Dickinson on February 4th, 2016.
Thinking of an upgrade? Expanding your solution? Adding new functionality? Moving to the Cloud? This presentation will cover the 8 simple steps you need to take to build a proposal to get your next technology project funded.
The document provides tips for engaging event participants through effective meeting design and presentation techniques. It recommends building a meeting design team, aligning the meeting with business priorities, leveraging technology, incorporating human interaction, integrating key messages, and using techniques like interview-style presentations, breakout sessions, and networking opportunities. The goal is to educate, inspire, and motivate attendees through face-to-face interaction rather than one-way presentations.
This document provides details about the "Ready-Set-Go" proposal for Acme Automation's incentive plan review workshop. The proposal outlines the scope of work, including analyzing current payments and performance, surveying stakeholders, facilitating workshops, and documenting outcomes. The workshop aims to optimize stakeholders' time, ensure incremental plan changes, develop common language, and set clear program goals. The investment summary specifies consulting days and team members. Expected benefits include completing the review in less time and establishing a basis for improved documentation and communication.
Evaluation of 1st project meeting - Madeira Nov. 2015Joanna Soltysiak
The document summarizes an evaluation of the first project meeting held in Madeira, Portugal from November 9-13, 2015. Participants' expectations focused on sharing objectives to promote linguistic and cultural exchange, learning from partners, and defining project tasks. The meeting was found to be useful for establishing working relationships among partners and carrying out future project activities, though some felt it only partially met expectations. Suggested improvements included more working sessions and teacher meetings to fully discuss plans and budgets. Overall, partners were satisfied and aware of meeting goals to advance the project's progress.
From DrupalCon Chicago 2011, Treehouse SVP, Operations, Nicole Lind joins colleagues from other top agencies to discuss approaches to managing enterprise-level Drupal projects.
Questions answered by this session
Question 1: How does PM involvement impact the various phases of a project and the organization... and should it?
Question 2: How do you say "No" to the wrong type of work and still keep a positive client relationship?
Question 3: How do you partner with clients to ensure the project needs are met?
Question 4: Are there differences in managing Drupal projects versus other technology projects?
Question 5: What are some shared tools to help navigate the questions being answered in this session?
This document outlines best practices for conducting effective meetings. It recommends:
1. Organizing meeting logistics in advance such as location, date, equipment.
2. Distributing an agenda before the meeting to allow for feedback and preparation.
3. Starting and ending meetings on time.
4. Having members check-in at the beginning and establish ground rules for participation and behavior.
TMA World: A Guide to Leading Virtual MeetingsTMA World
Virtual meetings are an essential form of communication in the borderless workplace. However, poor discipline, such as an unclear purpose or structure, can make these interactions frustrating and a poor use of time.
This TMA World presentation offers advice, which will ensure that running an effective meeting becomes second nature.
For more information and advice on how you and your organization can thrive in the borderless workplace, contact us today: enquiries@tmaworld.com
Or, visit our website: www.tmaworld.com
F. You have just participated in an important meeting with your superior. How will you ensure that every part of the instructions you received will properly reach all subordinates, suppliers and clients, located in different parts of the world?
International MBA September 2016
Camunda Day New York 2019: Case Study. Organizing a Camunda Hackathon: Lesson...camunda services GmbH
Hackathons have become a popular way to get developers and other stakeholders together to learn to use new tools to solve problems. In this presentation John Fontaine from Capital One will discuss how they organized a two day Camunda-focused hackathon and the lessons they learned in the process.
Uniting Communities_Town Hall Videoconference Presentation.pptxHarriet Davis
Join us as we examine the significance of bringing communities together in a lively and educational Town Hall videoconference presentation. In this session, we'll look at several strategies for fostering community, advocating for inclusivity, and addressing the problems that our varied community faces. Our expert panel will discuss ideas, projects, and doable actions to fortify the ties that bind us. Don't pass up this chance to participate in the discussion and help create a more inclusive and harmonious community.
RUNNING HEAD Customer Care Website Implementation1Customer .docxjoellemurphey
RUNNING HEAD: Customer Care Website Implementation
1
Customer Care Website Implementation
27
Customer Care Website Implementation
Table of Contents
4Executive Summary
4Integration Management
4Project Scope Statement:
5Project Scope Justification:
5Project Success:
5Functional Area Interfaces
6Project Team Members and Roles:
6Project Team Reporting Structure:
7Project Deliverables:
7Project Closure Information
9Scope Management
9Scope Definition
9Work Breakdown Structure
9Time/Schedule Management
9Activity List
12Project Milestones:
12Project Cost Management
14Project Quality Management
14Project Deliverable Quality Requirements
14Project Deliverable Quality Monitoring
15Project Deliverable Quality Reporting
15Project Deliverable Quality Discrepancy Decisions
15Project Human Resource Management
15Resource Analysis
17Resource(s) Doing the Most Work
17Alternative Resource Assignments
17Resource Gap Analysis
17Optimization:
18Communications Management
18Project Team Communications
19Project Team Conflict Resolution
20Project Information to Monitor
20How to Collect Project Information
20Frequency for Project Information Collection
21Project Status Information and Recipients
21Plan and Take Adaptive Action
21Methods to Analyze the Impact of the Status Information
21Process/Procedures to Make Decisions that Affect the Project Schedule and Budget
22People Who Will Be Involved in Making Project Status Decisions
22Method to Communicate Project Status Decisions
23Project Risk Management
23Risk Management Plan:
25Procurement Management
25Conclusion
26References
Executive Summary
In this project we intend to streamline and enhance our customer’s user experience for his or her support related needs after or before a purchase have been made. Currently we only support a customer over the phone. At peak hours, this causes line congestion and long wait time for our customers resulting in dip in customer satisfaction level. The creation of a customer care website will allow our company to engage with the customer at multiple points including telephone which we already do. 90% of the calls we log are for general questions or are mostly order related which might not require a call in case a portal is available. This projects aims to create a customer care portal mentioned above for better customer satisfaction.
Over the last three years, our annual sales and revenues have almost tripled. While a phone support option was initially sufficient, peak hour service provision has become problematic. In case we want to go along with our existing support model, we would require to at least double our voice support specialist strength. This would result in additional recurring expenses for the company towards employee salary and equipment. The project should be able to address this issue as well and enable the company to achieve better operational excellence. Enhancement to the website will also be possible and will help us to align better with our customers.
Integrat ...
This document provides examples of how Microsoft Teams can be used for different business scenarios. It outlines five use cases: 1) Chat with groups of people from other countries, 2) Plan an event, 3) Manage projects, 4) Connect with partners, and 5) Facilitate communication between an executive and assistant. For each use case, it lists specific things that can be done in Teams like setting up teams and channels, sharing files, scheduling meetings, and using apps. The document aims to demonstrate how Teams enables collaboration across organizations.
This Slideshare presentation is a partial preview of the full business document. To view and download the full document, please go here:
http://flevy.com/browse/business-document/p01--project-kick-off-3289
DOCUMENT DESCRIPTION
This document provides guidelines and a sample agenda to plan and run a Project Kick-Off meeting.
This document is part of the p3mg PM Framework
418
Chapter 10
Running Case
Several issues have arisen on the Recreation and Wellness Intranet Project. The person
from the HR department supporting the project left the company, and the team really needs
more support from that group. One of the members of the user group supporting the project
is extremely vocal and hard to work with, and other users can hardly get a word in at meet-
ings. The project manager, Tony, is getting weekly status reports from all of his team mem-
bers, but many of them do not address challenges people are obviously facing. The team is
having difficulties 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.
1. Create a stakeholder management strategy for the project. Include at least four stake-
holders. Be creative in developing potential management strategies.
2. Prepare a partial communications management plan to address some of the challenges
mentioned in #1 .
3. 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.
4. Write a one-page paper describing two suggested approaches to managing the conflict
presented by the hard-to-work-with user.
Companion Web Site
Visit the companion Web site for this text (www.cengage.com/mis!schwa/be) to access:
References cited in the text and additional suggested readings for each chapter
Template tiles
Lecture notes
Interactive quizzes
Pod casts
Links to general project management Web sites
And more
See the Preface of this text for additional information on accessing the companion Web site.
Key Terms
blogs- easy to use journals on the Web that allow users to write entries, create links, and
upload pictures, while readers can post comments to journal entries
collaborating mode - a conflict-handling mode where decision makers incorporate different
viewpoints and insights to develop consensus and commitment
communications management pian - a document that guides project communications
compromise mode - using a give-and-take approach to resolving conflicts; bargaining and
searching for solutions that bring some degree of satisfaction to all the parties in a dispute
.
Tips for Managing a Mainframe Internal Recovery Projecticu812
Originally published in the Winter 2007 issue of the Disaster Recovery Journal, this article by Mike Smith offers suggestions for managing the implementation of an updated Data Center / Internal Recovery project.
The document discusses project management best practices for partnering with clients on Drupal projects. It addresses four key questions:
1) How PM involvement at different project phases impacts the project and organization. Early and ongoing PM involvement provides benefits like improved accountability, risk identification, and relationship building.
2) How to partner with clients to ensure project needs are met. This involves understanding business goals through documentation, meetings, establishing a shared vocabulary, and conducting discovery.
3) Ways to mitigate risk and maintain stakeholder relationships while declining work. It's important to say no when the risk is too high, such as projects that fall into the "software death march" pattern. Transparency about risks helps the relationship.
The document provides a detailed checklist for planning and conducting effective meetings. It outlines important steps for preparation, execution, and follow-up. Preparation includes setting goals, inviting attendees, preparing materials, and creating an agenda. Execution involves starting on time, distributing materials, keeping discussions on track, and summarizing outcomes. Follow-up consists of distributing minutes, providing recognition, and gathering feedback to improve future meetings. The checklist aims to help meetings be productive and accomplish their objectives.
Helping teams work. Team meetings making them good enough to get work doneMike Cardus
Following good meeting management procedures can have a highly positive effect:
People will be more willing to attend meetings that run smoothly.
The team will feel a sense of accomplishment that increases commitment and willingness to do the work.
IIBA Facilitation Skills for Business Analysis v3Rick Walters
This document provides an overview of facilitation skills for business analysis. It discusses the International Institute of Business Analysis's (IIBA) core purpose of uniting business analysis professionals. The Business Analysis Body of Knowledge (BABOK) Guide version 3 defines business analysis and identifies facilitation of stakeholder collaboration as an underlying competency. Six success factors for effective facilitation are outlined: defining objectives; preparation; aligning to business context; establishing meeting guidelines; eliciting dialogue; and building momentum. The document also discusses knowledge areas and tasks from the BABOK Guide that provide opportunities for facilitation, as well as facilitation techniques, skills development topics, and an example workshop design.
Presentation by Diana Budreau and Nicola Dickinson on February 4th, 2016.
Thinking of an upgrade? Expanding your solution? Adding new functionality? Moving to the Cloud? This presentation will cover the 8 simple steps you need to take to build a proposal to get your next technology project funded.
How to Add Chatter in the odoo 17 ERP ModuleCeline George
In Odoo, the chatter is like a chat tool that helps you work together on records. You can leave notes and track things, making it easier to talk with your team and partners. Inside chatter, all communication history, activity, and changes will be displayed.
How to Fix the Import Error in the Odoo 17Celine George
An import error occurs when a program fails to import a module or library, disrupting its execution. In languages like Python, this issue arises when the specified module cannot be found or accessed, hindering the program's functionality. Resolving import errors is crucial for maintaining smooth software operation and uninterrupted development processes.
LAND USE LAND COVER AND NDVI OF MIRZAPUR DISTRICT, UPRAHUL
This Dissertation explores the particular circumstances of Mirzapur, a region located in the
core of India. Mirzapur, with its varied terrains and abundant biodiversity, offers an optimal
environment for investigating the changes in vegetation cover dynamics. Our study utilizes
advanced technologies such as GIS (Geographic Information Systems) and Remote sensing to
analyze the transformations that have taken place over the course of a decade.
The complex relationship between human activities and the environment has been the focus
of extensive research and worry. As the global community grapples with swift urbanization,
population expansion, and economic progress, the effects on natural ecosystems are becoming
more evident. A crucial element of this impact is the alteration of vegetation cover, which plays a
significant role in maintaining the ecological equilibrium of our planet.Land serves as the foundation for all human activities and provides the necessary materials for
these activities. As the most crucial natural resource, its utilization by humans results in different
'Land uses,' which are determined by both human activities and the physical characteristics of the
land.
The utilization of land is impacted by human needs and environmental factors. In countries
like India, rapid population growth and the emphasis on extensive resource exploitation can lead
to significant land degradation, adversely affecting the region's land cover.
Therefore, human intervention has significantly influenced land use patterns over many
centuries, evolving its structure over time and space. In the present era, these changes have
accelerated due to factors such as agriculture and urbanization. Information regarding land use and
cover is essential for various planning and management tasks related to the Earth's surface,
providing crucial environmental data for scientific, resource management, policy purposes, and
diverse human activities.
Accurate understanding of land use and cover is imperative for the development planning
of any area. Consequently, a wide range of professionals, including earth system scientists, land
and water managers, and urban planners, are interested in obtaining data on land use and cover
changes, conversion trends, and other related patterns. The spatial dimensions of land use and
cover support policymakers and scientists in making well-informed decisions, as alterations in
these patterns indicate shifts in economic and social conditions. Monitoring such changes with the
help of Advanced technologies like Remote Sensing and Geographic Information Systems is
crucial for coordinated efforts across different administrative levels. Advanced technologies like
Remote Sensing and Geographic Information Systems
9
Changes in vegetation cover refer to variations in the distribution, composition, and overall
structure of plant communities across different temporal and spatial scales. These changes can
occur natural.
How to Manage Your Lost Opportunities in Odoo 17 CRMCeline George
Odoo 17 CRM allows us to track why we lose sales opportunities with "Lost Reasons." This helps analyze our sales process and identify areas for improvement. Here's how to configure lost reasons in Odoo 17 CRM
বাংলাদেশের অর্থনৈতিক সমীক্ষা ২০২৪ [Bangladesh Economic Review 2024 Bangla.pdf] কম্পিউটার , ট্যাব ও স্মার্ট ফোন ভার্সন সহ সম্পূর্ণ বাংলা ই-বুক বা pdf বই " সুচিপত্র ...বুকমার্ক মেনু 🔖 ও হাইপার লিংক মেনু 📝👆 যুক্ত ..
আমাদের সবার জন্য খুব খুব গুরুত্বপূর্ণ একটি বই ..বিসিএস, ব্যাংক, ইউনিভার্সিটি ভর্তি ও যে কোন প্রতিযোগিতা মূলক পরীক্ষার জন্য এর খুব ইম্পরট্যান্ট একটি বিষয় ...তাছাড়া বাংলাদেশের সাম্প্রতিক যে কোন ডাটা বা তথ্য এই বইতে পাবেন ...
তাই একজন নাগরিক হিসাবে এই তথ্য গুলো আপনার জানা প্রয়োজন ...।
বিসিএস ও ব্যাংক এর লিখিত পরীক্ষা ...+এছাড়া মাধ্যমিক ও উচ্চমাধ্যমিকের স্টুডেন্টদের জন্য অনেক কাজে আসবে ...
How to Build a Module in Odoo 17 Using the Scaffold MethodCeline George
Odoo provides an option for creating a module by using a single line command. By using this command the user can make a whole structure of a module. It is very easy for a beginner to make a module. There is no need to make each file manually. This slide will show how to create a module using the scaffold method.
How to Make a Field Mandatory in Odoo 17Celine George
In Odoo, making a field required can be done through both Python code and XML views. When you set the required attribute to True in Python code, it makes the field required across all views where it's used. Conversely, when you set the required attribute in XML views, it makes the field required only in the context of that particular view.
A review of the growth of the Israel Genealogy Research Association Database Collection for the last 12 months. Our collection is now passed the 3 million mark and still growing. See which archives have contributed the most. See the different types of records we have, and which years have had records added. You can also see what we have for the future.
1. You have just participated in an important meeting
with your superior. How will you ensure that every
part of the instructions you received will properly reach
all subordinates, suppliers and clients, located in
different parts of the world?
Amit Kumar Sharma
2. Communication Workflow …1
Meeting
Invite
Apply Q&A approach and develop
meeting minutes
Run understanding with the
Superior & develop detailed
meeting minutes
Impromptu Meeting No
Yes
The meeting could be a planned one, with an invite shared in advance. In such case, I will spend
time researching about the topic before the discussion and will utilize the meeting hour(s)
running my understanding and capturing additional information from my superior.
In other case, I’ll apply the fundamental 5Ws and 1H approach to understand the context. The
discussion will be followed with Minutes of the Meetings.
3. Communication Workflow …2
Elaborate the meeting minutes into artifact such as
understanding document or presentation
Set-up a short call/discussion to review the artifact with
superior and take approval
Invite all stakeholders to a WebEx/Screen-share meeting
and provide a walk-through of the content
As the points from the meeting discussion must be shared with stakeholders, it is necessary to
convert the minutes into artifacts such as knowledge documents or presentations.
The artifact will capture the business scope in detail and post approval from superior will be
shared with stakeholders as part of meeting invite.
During the meeting invite stakeholders will be provided a walk-through of the document.
4. Communication Workflow …2
Follow-up sessions to clarify the open points
As the stakeholders are spread across the world, multiple
walk-through sessions may be required to meet the time
zone.
Provide time to stakeholders to revisit the content and
request for feedback and queries
Occasionally, stakeholders like to reach out to colleagues to gain a different perspective about the
content; hence follow-up discussions after a while help to develop better understanding amongst
everyone.
During the discussion, open points can be clarified and additional information can be shared. An
agreement can be reached to own the responsibilities.
*Minutes of the meetings sample slide included
Minutes of the meetings* to all stakeholders to share the
outcome of the discussion
5. Share RACI* matrix with the stakeholders
A regular follow-up session with the stakeholders to
capture the progress and address concerns
Communication Workflow …2
End
After the follow-up discussion, a RACI matrix will be shared with stakeholders to document the
responsibilities and ownership. It is essential to agree on individual delivery timeline, so that the
inter-dependency is addressed.
Regular follow-up sessions can be planned to discuss points which may come-up of the execution
of the tasks.
*Sample RACI matrix included
Expected timeline will be informed and individual delivery
schedule will be agreed to address dependency
6. RACI – RESPONSIBLE, ACCOUNTABLE CONSULTED, INFORMED
Task Sponsor Project
Manager
SDLC Team Operations Business
Analyst
Business
Identify Problem or
Opportunity
R A R C C R
Risk Identification R C R C R I
Feasibility study C R R C R I
Recommend Solution R I R C R R
Approve Business
Analysis Deliverables
R I I R R I
Analyze
Requirements
C I I C R I
Communicate
Requirements and
Design
R A C I R I
Assess solution
Performance
A A C I I I
In the below sample scenario of an information technology project, it is assumed that after an in-
depth discussion on a new requirement with all stakeholders, responsibilities are defined for a
planned delivery.
7. Sample of Minutes of Meetings
Objective: To develop a solution for account opening of customers through mobile application
Date : 29/May/2017, 11:00 AM CET, SharePoint path for the directory: https://ilovesports.com
Attendees:
– Rafael Nadal
– Roger Federer
– Andy Murray
– Amit Sharma
– Sachin Tendulkar
Apologies:
– Serena Williams
– Andrea Agassi
Points from the meeting:
• The knowledge document must be shared with respective team members for feedback – Action item on
team leaders
• Team leaders must come back with possible release timeline and cost estimation on 20th June’17 - Action
item on team leaders
• Supporting documents must be shared with stakeholder – Action item on Amit
• To coordinate with hardware vendor on delivery status
• A follow-up session on 20th June’17
8. Communication Platform
To make most out of the meetings and at the same time reduce carbon footprints, it is
recommended to use technology to conduct meetings. Following platforms can help
one to efficiently conduct a meeting, particularly with stakeholders spread across the
world:
WebEx to share screen for a demonstration
Video conference for face to face interaction
Telephone bridge for group interaction
OCS - Platform to have chat over internet with colleagues
Email to share minutes of the discussion
SharePoint to share document with teams