Integration Management involves planning, coordinating, and managing the processes in a project. It includes developing a project charter that authorizes the project and a project management plan that defines how the project will be executed, monitored, and controlled. It also involves directing the project work, implementing approved changes, monitoring progress, and closing the project or phase once complete.
For Details: https://www.mudassiriqbal.net/executing-process-group/
The executing process group from the Project Management Process Groups is all about action. Project Team under the guidance of Project manager or Project management Team delivers the Project Objectives as per the Project Plan. Any new scope identification will go through the change control board defined as part of the Initiation Knowledge Area
For Details: https://www.mudassiriqbal.net/executing-process-group/
The executing process group from the Project Management Process Groups is all about action. Project Team under the guidance of Project manager or Project management Team delivers the Project Objectives as per the Project Plan. Any new scope identification will go through the change control board defined as part of the Initiation Knowledge Area
I. Project management is all about calculating the pitfalls and creating outlets to avoid the consequences.
II. All the projects share a common aim – following ideas and activities to shape them into working realities.
III. Even if the project is well planned and carried still the possibility of encountering dangers exists.
This Presentation includes Introduction of Product and Operation Management, Terminologies which are commonly used in Product development, and Type of Operation Management, This presentation is good for BBA and MBA
Reference Book: Operations Management Seventh Edition, William J. Stevenson
Building a corporate wide organizational change management disciplineCarolyn Reid
This talks about building a Change Management discipline for your organization to help ensure success of your change initiatives. All organizations need this as the top performing organizations are agile and corporate wide Change Management aids the business in being agile.
Qualification:
9 kinds of PM Tools ; 30 Specific Steps
;25 years Project management experiences , includes Air force(10 years)and GE (9 years)
;Proven practices of the Project Management Institute
;Obtain 16 PDUs of PMP
Change Management - Seven key success factorsDr .E. J. Sarma
What are thee few simple essential steps for making organization change management efforts a huge success. Of all the change initiative steps the critical few are here,it is beyond the process steps you prescribe.model you adopt.
beyond CEO's wish
Factors that influence positively change
Beyond manager's established competencies
please say if you like it
I. Project management is all about calculating the pitfalls and creating outlets to avoid the consequences.
II. All the projects share a common aim – following ideas and activities to shape them into working realities.
III. Even if the project is well planned and carried still the possibility of encountering dangers exists.
This Presentation includes Introduction of Product and Operation Management, Terminologies which are commonly used in Product development, and Type of Operation Management, This presentation is good for BBA and MBA
Reference Book: Operations Management Seventh Edition, William J. Stevenson
Building a corporate wide organizational change management disciplineCarolyn Reid
This talks about building a Change Management discipline for your organization to help ensure success of your change initiatives. All organizations need this as the top performing organizations are agile and corporate wide Change Management aids the business in being agile.
Qualification:
9 kinds of PM Tools ; 30 Specific Steps
;25 years Project management experiences , includes Air force(10 years)and GE (9 years)
;Proven practices of the Project Management Institute
;Obtain 16 PDUs of PMP
Change Management - Seven key success factorsDr .E. J. Sarma
What are thee few simple essential steps for making organization change management efforts a huge success. Of all the change initiative steps the critical few are here,it is beyond the process steps you prescribe.model you adopt.
beyond CEO's wish
Factors that influence positively change
Beyond manager's established competencies
please say if you like it
The forming–storming–norming–performing model of group development was first proposed by Bruce Tuckman in 1965, who mentioned that these phases are all necessary and inevitable in order for the team to grow, to face up to challenges, to tackle problems, to find solutions, to plan work, and to deliver results. This model has become the basis for subsequent models.
The forming–storming–norming–performing model of group development was first proposed by Bruce Tuckman in 1965, who mentioned that these phases are all necessary and inevitable in order for the team to grow, to face up to challenges, to tackle problems, to find solutions, to plan work, and to deliver results. This model has become the basis for subsequent models.
Tuckman's group development (Introduction)Jeffrey Cheah
The forming–storming–norming–performing model of group development was first proposed by Bruce Tuckman in 1965, who mentioned that these phases are all necessary and inevitable in order for the team to grow, to face up to challenges, to tackle problems, to find solutions, to plan work, and to deliver results. This model has become the basis for subsequent models.
Project Management Body of Knowledge (Integration)Jeffrey Cheah
Integration Management Process in Project Management Body of Knowledge (PMBOK 5th Edition)
Project Management Professional (PMP) topics sourced from the Project Management Institute (PMI)
https://mloey.github.io/
We will discuss the following: Develop Project Charter, Develop Project Management Plan, Direct and Manage Project Work, Monitor and Control Project Work, Perform Integrated Change Control, Close Project or Phase.
Project Management Fundamentals Project Organization and Integration;
Key General Management Skills
Encompasses planning, organizing, executing and controlling operations of an ongoing enterprise
Provide foundation for building project management skills
Required general management skills for a PM
Leading
communicating
Negotiating
Problem solving
Influencing the organization
Project / Program / Portfolio Management and Processes GroupsAhmed Alageed
What are the differences between project, program, and portfolio management?
how the organization structure can affect projects?
what are the project management processes groups?
Project Management Body of Knowledge (Time)Jeffrey Cheah
Time Management Process in Project Management Body of Knowledge (PMBOK 5th Edition)
Project Management Professional (PMP) topics sourced from the Project Management Institute (PMI)
Project Management Body of Knowledge (Scope)Jeffrey Cheah
Scope Management Process in Project Management Body of Knowledge (PMBOK 5th Edition)
Project Management Professional (PMP) topics sourced from the Project Management Institute (PMI)
Project Management Body of Knowledge (Introduction)Jeffrey Cheah
Introduction to Project Management Body of Knowledge (PMBOK 5th Edition)
Project Management Professional (PMP) topics sourced from the Project Management Institute (PMI)
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
3. 3Integration Management
Project Integration Management includes the processes and activities to identify, define, combine, unify, and
coordinate the various processes and project management activities within the Project Management Process
Groups.
Key Concepts
Project Charter to initiate
Projects
Project Management Plan to
plan, execute, monitor &
control, and close Projects
Change Requests to update
Projects
4. 4
4.1 Develop Project Charter—The process of developing a document
that formally authorizes the existence of a project and provides the
project manager with the authority to apply organizational resources to
project activities.
4.2 Develop Project Management Plan—The process of defining,
preparing, and coordinating all subsidiary plans and integrating them into
a comprehensive project management plan. The project’s integrated
baselines and subsidiary plans may be included within the project
management plan.
4.3 Direct and Manage Project Work—The process of leading and
performing the work defined in the project management plan and
implementing approved changes to achieve the project’s objectives.
4.4 Monitor and Control Project Work—The process of tracking,
reviewing, and reporting project progress against the performance
objectives defined in the project management plan.
4.5 Perform Integrated Change Control—The process of reviewing all
change requests; approving changes and managing changes to
deliverables, organizational process assets, project documents,
and the project management plan; and communicating their disposition.
4.6 Close Project or Phase—The process of finalizing all activities
across all of the Project Management Process Groups to formally
complete the phase or project.
Integration Management
6. 6Project Charter
The Project Charter is a document that formally
authorizes the existence of a project and
provides the project manager the authority to
apply organizational resources to project
activities. The key benefit of this document is it
creates a formal record of the project and a
direct way for senior management to formally
accept and commit to the project.
8. 8Project Management Plan
The Project Management Plan (PMP) is a formal, approved
document used to manage project execution. The PMP documents
the actions necessary to define, prepare, integrate and coordinate
the various planning activities. The PMP defines how the project is
executed, monitored and controlled, and closed. It is progressively
elaborated by updates throughout the course of the project. The
PMP is also a communication vehicle for ensuring key stakeholders
share an understanding of the project. The PMP is NOT a project
schedule. A project schedule lists planned dates for performing
tasks and activities to meet milestones identified in the project plan.
10. 10Project Management Information System
The Project Management Information System (PMIS) provides
access to tools such as scheduling tool, work authorization
system, configuration management system, information collection
and distribution system and other automated systems.
Automated gathering and reporting on key performance
indicators (KPI) can be part of the PMIS.
13. 13Change Request
A Change Request is a formal proposal to modify any document,
deliverable or baseline. When issues are found while project work
is being performed, change requests are submitted which may
modify project policies or procedures, project scope, project
budget, project schedule or project quality. Change requests may
include:
• Corrective Action
• Preventive Action
• Defect Repair
• Updates
15. 15Closure Documents
Project or phase closure documents, consisting of
formal documentation that indicates completion of the
project or phase and the transfer of the completed
deliverables to others.
During project closure, the project manager reviews prior
phase documentation, customer acceptance
documentation and exit criteria to ensure that all project
requirements are completed prior to finalizing the closure
of the project. It is then followed by handing over the
completed project or phase for business as usual (BAU)
activities.
16. 16Lessons Learned
Lessons Learned information are transferred to the lessons learned
knowledge base for use by future projects or phases. This can
include information on issues and risks as well as techniques that
worked well applying to future projects.