A project is defined as a temporary endeavor undertaken to create a unique product or service, with defined start and end dates, resources, and goals. It involves interconnected activities to achieve a specific objective within certain constraints like time, budget, and scope. Project management is the application of knowledge, skills, tools, and techniques to meet project requirements by balancing constraints, identifying stakeholder needs, and correcting errors. The five key stages of project management are initiation, planning, execution, monitoring, and closeout. Program management involves coordinating related projects to achieve strategic benefits and objectives that individual projects cannot, while portfolio management coordinates an organization's resources to prioritize project opportunities.
Project Relationship Management (PRM) is the active development, cultivation and maintenance of project associated relationships. This presentation will address the seven relationships common to all projects, why each is important, and what we must do to successfully manage them.
Project Relationship Management (PRM) is the active development, cultivation and maintenance of project associated relationships. This presentation will address the seven relationships common to all projects, why each is important, and what we must do to successfully manage them.
The Paradigm Consulting Group (PCGI) is an internationally accredited consulting organization specializing in project management and business analysis.
This presentation is the second in a series that will provide an overview to project management concepts and internationally accepted best practices in the field project management. This presentation focuses on Programme management concepts.
From project to portfolio management - how to successfully bridge the gap webinar
Wednesday 22 January 2020
presented by:
Gillian Austin-King
The link to the write up page and resources of this webinar:
https://www.apm.org.uk/news/from-project-to-portfolio-management-how-to-successfully-bridge-the-gap-webinar/
As the large effort of a program, issues of conflict resolution, communication, benefit and change management are some of the main reasons program and project fails to delivery their outcomes.
The program governance integrates with the benefits management domain to help ensure that the program is continuously aligned with organizational strategy and that the intended value can still be achieved by the delivery of program benefits.
Balancing the elements of a program – strategic alignment, governance, stakeholder and benefit management - is the program manager's job.
In this presentation the attendees will have the satisfaction to see a real case framework to approach a program management so as to improve the delivery of intended benefits by setting-up a Project governance, stakeholder management, benefit and change management through a framework within which project decisions are made to improve program and project performances.
Programme start up document - Optimised Programme Methodology Simon Misiewicz
Optimise-GB provides you with a free template for the programme start up document. This is the first phase of a three phased programme methodology. This document is based on MSP, Lean and Six Sigma programme methodologies. The key difference and unique perspective for this methodology is that the programme never closes down but focuses on continuous improvement. This document reduces the number of documents that can often lead to confusion as identified in a number of methodologies. The document sets the reason for the programme in regards to operational strategies, objectives and balanced scorecard reporting. As with most programme management methodologies, the document focuses on the now (Current state / as is) again the future (to be / future state). There are several inbuilt excel templates to boot including objectives weighting mechanisms, SIPOC flow diagrams and business cases. The programme start up phase leads into the Programme Improvement plan, which identifies a number of initiatives to be authorised within the project portfolio. The third and final document in this methodology is the programme delivery report, another template, that reports back on the progress made against the strategic goals. Please contact me should you have any questions on simon@optimise-gb.com and visit www.optimise-gb.com for more details. Many thanks Simon Misiewicz
Slides on background, concepts, instruments and procedures of managing the phases of the project cycle through proper identification, formulation, implementation, monitoring and evaluation.
This document comprises of topics based on The Project Management, the project manager and project lifecycle.
The concepts being tackled include:
-definition of project manager
-responsibilities of a project manager
-stages in the project management lifecycle
-organizational strategy
-Main functions of PMO
The Paradigm Consulting Group (PCGI) is an internationally accredited consulting organization specializing in project management and business analysis.
This presentation is the second in a series that will provide an overview to project management concepts and internationally accepted best practices in the field project management. This presentation focuses on Programme management concepts.
From project to portfolio management - how to successfully bridge the gap webinar
Wednesday 22 January 2020
presented by:
Gillian Austin-King
The link to the write up page and resources of this webinar:
https://www.apm.org.uk/news/from-project-to-portfolio-management-how-to-successfully-bridge-the-gap-webinar/
As the large effort of a program, issues of conflict resolution, communication, benefit and change management are some of the main reasons program and project fails to delivery their outcomes.
The program governance integrates with the benefits management domain to help ensure that the program is continuously aligned with organizational strategy and that the intended value can still be achieved by the delivery of program benefits.
Balancing the elements of a program – strategic alignment, governance, stakeholder and benefit management - is the program manager's job.
In this presentation the attendees will have the satisfaction to see a real case framework to approach a program management so as to improve the delivery of intended benefits by setting-up a Project governance, stakeholder management, benefit and change management through a framework within which project decisions are made to improve program and project performances.
Programme start up document - Optimised Programme Methodology Simon Misiewicz
Optimise-GB provides you with a free template for the programme start up document. This is the first phase of a three phased programme methodology. This document is based on MSP, Lean and Six Sigma programme methodologies. The key difference and unique perspective for this methodology is that the programme never closes down but focuses on continuous improvement. This document reduces the number of documents that can often lead to confusion as identified in a number of methodologies. The document sets the reason for the programme in regards to operational strategies, objectives and balanced scorecard reporting. As with most programme management methodologies, the document focuses on the now (Current state / as is) again the future (to be / future state). There are several inbuilt excel templates to boot including objectives weighting mechanisms, SIPOC flow diagrams and business cases. The programme start up phase leads into the Programme Improvement plan, which identifies a number of initiatives to be authorised within the project portfolio. The third and final document in this methodology is the programme delivery report, another template, that reports back on the progress made against the strategic goals. Please contact me should you have any questions on simon@optimise-gb.com and visit www.optimise-gb.com for more details. Many thanks Simon Misiewicz
Slides on background, concepts, instruments and procedures of managing the phases of the project cycle through proper identification, formulation, implementation, monitoring and evaluation.
This document comprises of topics based on The Project Management, the project manager and project lifecycle.
The concepts being tackled include:
-definition of project manager
-responsibilities of a project manager
-stages in the project management lifecycle
-organizational strategy
-Main functions of PMO
Training Slides of Construction Supervising Site Engineer - Duties & Responsibilities, discussing the importance of Construction Site.
Some Key-Points:
-The meaning and concept of project management
-The Role of the Project Manager
-The Architect as a Construction Project Manager
For further information regarding the course, please contact:
info@asia-masters.com
www.asia-masters.com
This presentation was delivered as part of the corporate training that i conduct.
The sessions were for the project managers & Sr project managers, who are aspiring to be the program managers.
You may have a great idea for a project, but without planning, your project will remain just that — an idea. Simply put, planning is the critical step to take a project from an intangible theory to a tangible result.
Project planning is part of project management, which relates to the use of schedules such as Gantt charts to plan and subsequently report progress within the project environment. Project planning can be done manually or by the use of project management software.
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1. Definition:
A project is a sequence of unique, complex and connected activities having one goal or purpose
that must be completed by a specific time, within budget and according to specification.
Characteristics of project:
Has definite start and end dates or duration
Has only one goal
Product or result is unique
One time effort
Has interrelated activities
Involves consumption of human and non-human resources
Involves a certain amount of risk
Project vs operation/process:
1. Projects are a one-time effort whereas processes occur on a daily basis or regularly
2. Projects usually require a unique or a new set of resources whereas operations work
with the already existing resources
What is project management?
Applying a set of skills, knowledge, tools and techniques to project activities to meet project
requirements.
It involves:
Ensuring and identifying the requirements of stakeholders are met as the project moves
forward
Balancing different constraints for optimum results e.g. money, time, specifications
Identifying errors and correcting them
5 stages or process groups of project management:
Initiation
Planning
Execution
Monitoring
Closeout
2. Triple constraints: (also called the proj. mgmt. triangle)
Time – budget – Scope
Project success is defined as project completion:
Within the allocated time period
Within the budgeted cost
At the proper performance or specification level
With acceptance by the customer/user
When you can use the customers name as a reference
With minimum or mutually agreed upon scope changes
Without disturbing the main workflow of the organization
Without changing the corporate culture
Program management:
A program is defined as a group of related projects managed in a coordinated way to obtain
benefits and control which cannot be achieved by managing them individually.
Program management is defined as the centralized coordinated management of a program to
achieve the program’s strategic objectives and benefits. Projects within a program are related
through the common outcome or collective capability.
Projects within a program may have different objectives but they share a common GOAL.
Programs Projects
Similarities:
Both have goals and objectives
Both have definite life spans
Both involve risk
Both incur costs
Both require proper management for success
Differences:
A program contains a set of projects
A program costs more than any of its component projects
A program continues to use the result of a finished project for a specified time
Projects have only one prime goal whereas programs can have more goals
A program is obviously more difficult to manage than its component projects
3. Portfolio consists of programs that may not have common objectives but serve specific goals of
an organization e.g. maximizing profits, gaining strategic benefits.
Portfolio mgmt. is the centralized and coordinated mgmt. of an organization’s resources to find
new project opportunities, gain knowledge about these opportunities and be able to rank these
opportunities according to a set of criteria such as risk, strategic importance, cost and returns
etc. It also involves monitoring of programs and projects, in different stages of development,
within the portfolio and adjusting their ranks on the priority scale according to a specific
criteria.
Proj. mgmt.. office or PMO is an organizational body which has been assigned responsibilities to
effectively manage projects within its domain.
PMO :
provides standards for performance check and quality control
provides communication channels between personnel on different projects
manages shared resources across different projects
Coaches and trains personnel
Sets management standards
Duties of PM:
Planning:
Scheduling, Giving an outline of how the project will proceed, estimations, establishment of
scope of work, establishment of communication channels between personnel, contingency
planning
Organizing:
Organize personnel or departments according to their responsibilities, Organize plans showing
the outline of the project, Develop a work breakdown structure.
Staffing:
Hiring personnel for different departments, Explaining their responsibilities to all personnel,
encourage personnel to express their views on proj. mgmt.
Directing:
Complimenting personnel on good work, work proactively to avoid problems, guide personnel
when needed, coordinate all aspects of the project
4. Controlling:
Keeping milestone chart, expenditure records, work records, records of meetings and
telephonic conversations, Keep everyone informed about the pace of the project.
Objectives must be:
Specific
Measurable
Attainable
Realistic
Time bound
Objectives are specific, measurable, tangible
Goals are generic, not necessarily measureable or tangible