This document discusses project teams and organizational structures for managing projects. It covers functional, projectized, and matrix organizational structures and their advantages and disadvantages. It also discusses informal organizations, stakeholder analysis, the differences between work groups and teams, learning cycles to facilitate knowledge management, and how to develop and assess high-performing project teams. The key aspects of developing project teams including defining roles, setting goals, creating accountability, and establishing a collaborative environment are addressed.
This document introduces the key concepts of project management. It discusses how project management has grown in importance with changes in technology and work environments. It defines what a project and program are, outlines the triple constraint of scope, time and cost, and describes the roles of project and program managers. It also summarizes nine knowledge areas, common tools and techniques, and factors that contribute to project success.
Information Technology Project Management, Fourth Edition Mostafa EweesMostafa Ewees
This document discusses human resource management for information technology projects. It covers key topics such as motivating project teams, developing interpersonal skills, planning and acquiring project resources, and managing virtual teams. Project managers are advised to treat people with consideration, understand what motivates them, and communicate effectively. Tools like the Myers-Briggs assessment and software can help with human resource planning and resource leveling, but managing project teams requires strong people skills.
This document introduces key concepts in project management. It defines a project, provides examples of IT projects, and describes the triple constraint of scope, time and cost that projects aim to balance. It outlines the project management framework including knowledge areas, tools/techniques, and success factors. The role of the project manager is discussed, along with important skills. A brief history is given of the field and how the profession continues to grow through organizations, certification, and software tools.
The document provides an overview of IT project management. It discusses how IT projects have evolved over time from the 1940s to the present. Key topics covered include why IT projects fail, factors that influence success and failure, and approaches to improving success rates. The document also describes the project life cycle and systems development life cycle, as well as frameworks for IT project management including the PMBOK and an example methodology.
Information Technology Project Management - part 02Rizwan Khurram
This document discusses key topics from the textbook "Information Technology Project Management, Seventh Edition" including: the systems view of project management and how it applies to IT projects; understanding organizations and their structures/cultures; the importance of stakeholder management and top management commitment; project phases and life cycles; attributes and diversity of IT projects; and recent trends like globalization, outsourcing, virtual teams, and agile project management.
Project management and information technology contextDhani Ahmad
This chapter discusses the context in which IT projects operate, including:
- A systems view of project management that considers organizational, technological, and business factors.
- Organizational structures like functional, project, and matrix that influence how projects are run.
- The importance of organizational culture and stakeholder management for a project's success.
- The concept of project phases and life cycles, and how development projects differ from product development.
- How standards, governance, and senior management commitment are critical to supporting IT projects.
Information Technology Project Management - part 01Rizwan Khurram
This document provides an overview of the 7th edition of the textbook "Information Technology Project Management". It discusses key topics covered in the textbook such as the history and growth of project management as a profession, the role of the project manager, challenges in IT project management, and best practices for project success. The textbook aims to explain fundamental concepts in project management and discuss their application to information technology projects.
This document introduces the key concepts of project management. It discusses how project management has grown in importance with changes in technology and work environments. It defines what a project and program are, outlines the triple constraint of scope, time and cost, and describes the roles of project and program managers. It also summarizes nine knowledge areas, common tools and techniques, and factors that contribute to project success.
Information Technology Project Management, Fourth Edition Mostafa EweesMostafa Ewees
This document discusses human resource management for information technology projects. It covers key topics such as motivating project teams, developing interpersonal skills, planning and acquiring project resources, and managing virtual teams. Project managers are advised to treat people with consideration, understand what motivates them, and communicate effectively. Tools like the Myers-Briggs assessment and software can help with human resource planning and resource leveling, but managing project teams requires strong people skills.
This document introduces key concepts in project management. It defines a project, provides examples of IT projects, and describes the triple constraint of scope, time and cost that projects aim to balance. It outlines the project management framework including knowledge areas, tools/techniques, and success factors. The role of the project manager is discussed, along with important skills. A brief history is given of the field and how the profession continues to grow through organizations, certification, and software tools.
The document provides an overview of IT project management. It discusses how IT projects have evolved over time from the 1940s to the present. Key topics covered include why IT projects fail, factors that influence success and failure, and approaches to improving success rates. The document also describes the project life cycle and systems development life cycle, as well as frameworks for IT project management including the PMBOK and an example methodology.
Information Technology Project Management - part 02Rizwan Khurram
This document discusses key topics from the textbook "Information Technology Project Management, Seventh Edition" including: the systems view of project management and how it applies to IT projects; understanding organizations and their structures/cultures; the importance of stakeholder management and top management commitment; project phases and life cycles; attributes and diversity of IT projects; and recent trends like globalization, outsourcing, virtual teams, and agile project management.
Project management and information technology contextDhani Ahmad
This chapter discusses the context in which IT projects operate, including:
- A systems view of project management that considers organizational, technological, and business factors.
- Organizational structures like functional, project, and matrix that influence how projects are run.
- The importance of organizational culture and stakeholder management for a project's success.
- The concept of project phases and life cycles, and how development projects differ from product development.
- How standards, governance, and senior management commitment are critical to supporting IT projects.
Information Technology Project Management - part 01Rizwan Khurram
This document provides an overview of the 7th edition of the textbook "Information Technology Project Management". It discusses key topics covered in the textbook such as the history and growth of project management as a profession, the role of the project manager, challenges in IT project management, and best practices for project success. The textbook aims to explain fundamental concepts in project management and discuss their application to information technology projects.
Information Technology Project Management - part 04Rizwan Khurram
This document provides an overview of the 7th edition of the textbook "Information Technology Project Management". It describes the following key points:
1. The textbook covers overall project integration management frameworks, strategic planning processes, project selection methods, developing project charters and management plans, project execution, monitoring and controlling projects, integrated change control processes, and closing projects.
2. It emphasizes that project managers must coordinate all knowledge areas throughout a project's life cycle to achieve integration.
3. Topics include developing project charters to formally initiate projects, creating comprehensive project management plans, and directing and managing project work according to plans.
Information Technology Project Management - part 07Rizwan Khurram
This document summarizes key points from the textbook "Information Technology Project Management, Seventh Edition". It discusses the importance of project cost management and describes the processes of planning cost management, estimating costs, determining budgets, and controlling costs. It emphasizes that IT projects often experience cost overruns and provides examples of government IT project failures that exceeded budgets by billions of dollars. The document also defines important cost management terms and outlines techniques for creating cost estimates and budgets.
Information Technology Project Management - part 09Rizwan Khurram
The document discusses human resource management for IT projects. It covers defining project human resource management and its processes. Some key topics include planning human resource management, acquiring and developing project teams, motivation theories, and tools for managing project teams. The document provides an overview of considering people and human resource management as critical factors for project success.
Explain what a project is, provide examples of IT projects, list various attributes of projects, and describe the triple constraint of project management
http://sif.uin-suska.ac.id/
http://fst.uin-suska.ac.id/
http://www.uin-suska.ac.id/
Architecture Project Management. The Open Group® conference, Paris 2016Architecture Center Ltd
Presentation about white paper - "Architecture Project Management. - How to Manage an Architecture Project using the TOGAF® Framework and Mainstream Project Management Methods."
This chapter introduces project management concepts. It defines a project, explains the triple constraint of scope, time and cost, and describes the growing project management framework including knowledge areas, tools, and importance of the project manager's leadership. It outlines skills needed for project managers and discusses the growth of the project management profession through certification and tools.
Information Technology Project Management - part 11Rizwan Khurram
This document discusses project risk management techniques. It covers planning risk management, identifying risks, performing qualitative and quantitative risk analysis, planning risk responses, and controlling risks. Qualitative techniques include probability/impact matrices and top ten risk tracking. Quantitative techniques include decision tree analysis, simulation, and sensitivity analysis. The goal of risk management is to minimize negative risks and maximize opportunities to help improve project success.
Information Technology Project Management - part 10Rizwan Khurram
The document discusses communications management for IT projects. It covers planning communications, managing communications through various technologies and media, controlling communications, and improving communications. Some key points include developing communication skills, running effective meetings, using templates to standardize communications, and how collaboration technologies can both help and hinder project communications if not used properly. The goal of project communications is to ensure stakeholders receive necessary information throughout the project life cycle.
Describe the systems view of project management and how it applies to information technology (IT) projects
http://sif.uin-suska.ac.id/
http://fst.uin-suska.ac.id/
http://www.uin-suska.ac.id/
Success in information technology (IT) projects remains elusive even after decades of efforts to improve it. Most of these efforts have focused on variations of the traditional project management paradigm as promulgated by Project Management Body of Knowledge (PMBOK). We suspected that a potential cause of high IT project failure is with the paradigm, which focuses on the project itself and on meeting time and cost targets. A new paradigm called Value-Driven Change Leadership (VDCL) originated from discussions of a panel of project management experts. This paper briefly describes the principles of that new paradigm. It also reports the results from a survey of four project managers on the association between project success and management principles from VDCL and PMBOK.
The document outlines the session agenda for a project management training session, including introductions, an overview of why project management is important, a project management framework, group exercises on stakeholders and risk, and a close. It also provides biographical details on the facilitator, including his professional experience managing projects and information systems, academic qualifications including an MBA and PhD research, and his company LearningTalk which provides management training and consultancy.
Presented at the Health Informatics and Health Information Technology Course, Doctor of Philosophy and Master of Science Programs in Data Science for Health Care (International Program), Faculty of Medicine Ramathibodi Hospital, Mahidol University on October 19, 2017
Information Technology Project Management - part 05Rizwan Khurram
This document provides an overview of scope management for IT projects. It discusses planning scope management, collecting requirements, defining scope, creating a work breakdown structure (WBS), validating scope, and controlling scope. A WBS decomposes project deliverables into smaller components to aid in planning, scheduling, resource allocation, and change management. Maintaining a WBS dictionary with detailed descriptions of each item is important. Scope management aims to formally accept completed project deliverables and control any changes to the agreed-upon scope.
Information Technology Project Management - part 08Rizwan Khurram
This document provides an overview of key concepts in project quality management for information technology projects. It discusses defining and planning for quality, quality assurance and control processes, quality tools and techniques like the Seven Basic Tools of Quality and Six Sigma. It also covers quality standards, testing, and how quality relates to project success and failures. The document is from the 7th edition of the textbook "Information Technology Project Management".
The third way running effective projectsRune Aresvik
An article outlining how "anyone" can manage complex projects successfully by using the tools and methodologies developed by leading management consultants
Chapter 3:The Project Management Process Groups: A Case StudyShahid Riaz
The document discusses the five project management process groups - initiating, planning, executing, monitoring and controlling, and closing. It provides examples of key outputs and activities for each process group using a case study about developing a project management intranet site. Overall, the document outlines the typical processes, documentation, and flow of activities involved in managing a project according to the PMBOK framework.
This document provides an overview of the textbook "Information Technology Project Management, Sixth Edition". It discusses key topics that will be covered in the textbook, including understanding the need for IT project management, defining what a project is, describing the project management framework and knowledge areas, explaining the relationship between project, program, and portfolio management, and factors that contribute to project success. The document also provides examples of IT projects and lists attributes of projects.
Describe the five project management process groups, the typical level of activity for each, and the interactions among them
http://sif.uin-suska.ac.id/
http://fst.uin-suska.ac.id/
http://www.uin-suska.ac.id/
This keynote presentation is intended for those executives who do not recognize that project, program, and portfolio management is a vital core competence for every enterprise today.
The document discusses key aspects of managing IT projects according to a three-sphere model dealing with business, organizational, and technological issues. It notes that projects should address business goals and lists examples of relevant business, organizational, and technological questions. The document also outlines the project life cycle and systems development life cycle, and discusses challenges of globalization, outsourcing, and virtual teams in IT project management.
This document discusses perception and perceptual processes. It defines perception as how people select, organize, interpret and respond to information from their environment. It outlines the key stages of perception: attention and selection, organization, interpretation, and retrieval from memory. It also discusses common perceptual distortions like stereotypes, halo effects, selective perception, and self-fulfilling prophecies. Finally, it examines attribution theory and how people explain events, as well as social learning theory and reinforcement, which includes concepts like classical and operant conditioning.
The document discusses how to create high performance teams. It describes characteristics of high performance teams such as setting clear goals and obtaining feedback. It also discusses team building approaches like formal retreats and continuous improvement. Additional topics covered include team roles, norms, decision making processes, and techniques for generating ideas like brainstorming and nominal group technique. The overall document provides guidance on developing effective team processes, communications, and decisions.
Information Technology Project Management - part 04Rizwan Khurram
This document provides an overview of the 7th edition of the textbook "Information Technology Project Management". It describes the following key points:
1. The textbook covers overall project integration management frameworks, strategic planning processes, project selection methods, developing project charters and management plans, project execution, monitoring and controlling projects, integrated change control processes, and closing projects.
2. It emphasizes that project managers must coordinate all knowledge areas throughout a project's life cycle to achieve integration.
3. Topics include developing project charters to formally initiate projects, creating comprehensive project management plans, and directing and managing project work according to plans.
Information Technology Project Management - part 07Rizwan Khurram
This document summarizes key points from the textbook "Information Technology Project Management, Seventh Edition". It discusses the importance of project cost management and describes the processes of planning cost management, estimating costs, determining budgets, and controlling costs. It emphasizes that IT projects often experience cost overruns and provides examples of government IT project failures that exceeded budgets by billions of dollars. The document also defines important cost management terms and outlines techniques for creating cost estimates and budgets.
Information Technology Project Management - part 09Rizwan Khurram
The document discusses human resource management for IT projects. It covers defining project human resource management and its processes. Some key topics include planning human resource management, acquiring and developing project teams, motivation theories, and tools for managing project teams. The document provides an overview of considering people and human resource management as critical factors for project success.
Explain what a project is, provide examples of IT projects, list various attributes of projects, and describe the triple constraint of project management
http://sif.uin-suska.ac.id/
http://fst.uin-suska.ac.id/
http://www.uin-suska.ac.id/
Architecture Project Management. The Open Group® conference, Paris 2016Architecture Center Ltd
Presentation about white paper - "Architecture Project Management. - How to Manage an Architecture Project using the TOGAF® Framework and Mainstream Project Management Methods."
This chapter introduces project management concepts. It defines a project, explains the triple constraint of scope, time and cost, and describes the growing project management framework including knowledge areas, tools, and importance of the project manager's leadership. It outlines skills needed for project managers and discusses the growth of the project management profession through certification and tools.
Information Technology Project Management - part 11Rizwan Khurram
This document discusses project risk management techniques. It covers planning risk management, identifying risks, performing qualitative and quantitative risk analysis, planning risk responses, and controlling risks. Qualitative techniques include probability/impact matrices and top ten risk tracking. Quantitative techniques include decision tree analysis, simulation, and sensitivity analysis. The goal of risk management is to minimize negative risks and maximize opportunities to help improve project success.
Information Technology Project Management - part 10Rizwan Khurram
The document discusses communications management for IT projects. It covers planning communications, managing communications through various technologies and media, controlling communications, and improving communications. Some key points include developing communication skills, running effective meetings, using templates to standardize communications, and how collaboration technologies can both help and hinder project communications if not used properly. The goal of project communications is to ensure stakeholders receive necessary information throughout the project life cycle.
Describe the systems view of project management and how it applies to information technology (IT) projects
http://sif.uin-suska.ac.id/
http://fst.uin-suska.ac.id/
http://www.uin-suska.ac.id/
Success in information technology (IT) projects remains elusive even after decades of efforts to improve it. Most of these efforts have focused on variations of the traditional project management paradigm as promulgated by Project Management Body of Knowledge (PMBOK). We suspected that a potential cause of high IT project failure is with the paradigm, which focuses on the project itself and on meeting time and cost targets. A new paradigm called Value-Driven Change Leadership (VDCL) originated from discussions of a panel of project management experts. This paper briefly describes the principles of that new paradigm. It also reports the results from a survey of four project managers on the association between project success and management principles from VDCL and PMBOK.
The document outlines the session agenda for a project management training session, including introductions, an overview of why project management is important, a project management framework, group exercises on stakeholders and risk, and a close. It also provides biographical details on the facilitator, including his professional experience managing projects and information systems, academic qualifications including an MBA and PhD research, and his company LearningTalk which provides management training and consultancy.
Presented at the Health Informatics and Health Information Technology Course, Doctor of Philosophy and Master of Science Programs in Data Science for Health Care (International Program), Faculty of Medicine Ramathibodi Hospital, Mahidol University on October 19, 2017
Information Technology Project Management - part 05Rizwan Khurram
This document provides an overview of scope management for IT projects. It discusses planning scope management, collecting requirements, defining scope, creating a work breakdown structure (WBS), validating scope, and controlling scope. A WBS decomposes project deliverables into smaller components to aid in planning, scheduling, resource allocation, and change management. Maintaining a WBS dictionary with detailed descriptions of each item is important. Scope management aims to formally accept completed project deliverables and control any changes to the agreed-upon scope.
Information Technology Project Management - part 08Rizwan Khurram
This document provides an overview of key concepts in project quality management for information technology projects. It discusses defining and planning for quality, quality assurance and control processes, quality tools and techniques like the Seven Basic Tools of Quality and Six Sigma. It also covers quality standards, testing, and how quality relates to project success and failures. The document is from the 7th edition of the textbook "Information Technology Project Management".
The third way running effective projectsRune Aresvik
An article outlining how "anyone" can manage complex projects successfully by using the tools and methodologies developed by leading management consultants
Chapter 3:The Project Management Process Groups: A Case StudyShahid Riaz
The document discusses the five project management process groups - initiating, planning, executing, monitoring and controlling, and closing. It provides examples of key outputs and activities for each process group using a case study about developing a project management intranet site. Overall, the document outlines the typical processes, documentation, and flow of activities involved in managing a project according to the PMBOK framework.
This document provides an overview of the textbook "Information Technology Project Management, Sixth Edition". It discusses key topics that will be covered in the textbook, including understanding the need for IT project management, defining what a project is, describing the project management framework and knowledge areas, explaining the relationship between project, program, and portfolio management, and factors that contribute to project success. The document also provides examples of IT projects and lists attributes of projects.
Describe the five project management process groups, the typical level of activity for each, and the interactions among them
http://sif.uin-suska.ac.id/
http://fst.uin-suska.ac.id/
http://www.uin-suska.ac.id/
This keynote presentation is intended for those executives who do not recognize that project, program, and portfolio management is a vital core competence for every enterprise today.
The document discusses key aspects of managing IT projects according to a three-sphere model dealing with business, organizational, and technological issues. It notes that projects should address business goals and lists examples of relevant business, organizational, and technological questions. The document also outlines the project life cycle and systems development life cycle, and discusses challenges of globalization, outsourcing, and virtual teams in IT project management.
This document discusses perception and perceptual processes. It defines perception as how people select, organize, interpret and respond to information from their environment. It outlines the key stages of perception: attention and selection, organization, interpretation, and retrieval from memory. It also discusses common perceptual distortions like stereotypes, halo effects, selective perception, and self-fulfilling prophecies. Finally, it examines attribution theory and how people explain events, as well as social learning theory and reinforcement, which includes concepts like classical and operant conditioning.
The document discusses how to create high performance teams. It describes characteristics of high performance teams such as setting clear goals and obtaining feedback. It also discusses team building approaches like formal retreats and continuous improvement. Additional topics covered include team roles, norms, decision making processes, and techniques for generating ideas like brainstorming and nominal group technique. The overall document provides guidance on developing effective team processes, communications, and decisions.
Teams are important in organizations because they allow a group of people with complementary skills to work together towards a common goal. There are various types of teams, including formal teams created by the organization, informal groups that emerge within the structure, cross-functional teams to improve integration, and problem-solving teams to address specific issues. For a team to be effective it must achieve high performance, member satisfaction, and viability over time. There are typically five stages of team development: forming, storming, norming, performing, and adjourning. A team's effectiveness depends on inputs like the nature of the task, team size and composition, and dynamics within the group.
This document provides an overview of organizational behavior and related concepts. It discusses how organizational behavior uses scientific methods like field studies, meta-analyses, and case studies to understand individual and group dynamics in workplace settings. Key topics covered include organizational culture and climate, open systems theory, stakeholders, workforce diversity, the management process of planning, organizing, leading and controlling, and the importance of learning and developing skills like emotional intelligence over a career.
Organization Structure - stake holder -human resources management during proj...Serdar Temiz
This document discusses key aspects of project organization structures, stakeholder management, and human resource management for IT projects. It covers:
- The three main organizational structures for projects - functional, projectized, and matrix - outlining their advantages and disadvantages.
- The importance of stakeholder identification and management, including tools like stakeholder analysis and power/interest grids.
- Human resource processes including developing plans, acquiring teams, developing teams, and managing teams over the project life cycle.
- Motivation theories from thinkers like Maslow, Taylor, McGregor, and Herzberg that can influence project team performance.
- The differences between work groups and real project teams, and factors that influence
The document provides an overview of organizational behavior and key concepts in the field. It discusses how organizational behavior studies what people think, feel, and do in organizations. Organizations are defined as groups of people working interdependently toward common objectives. The document outlines reasons for studying organizational behavior, such as making sense of the workplace, influencing others to get work done, and improving financial performance. It also summarizes perspectives on organizational effectiveness including open systems perspective, high performance work practices, organizational learning, and stakeholder perspectives. Contemporary challenges for organizations discussed include effects of globalization, increasing workforce diversity, and changing employment relationships with virtual work and work-life balance issues.
Four Future Trends in Leadership Developmentnickpetrie
The environment that leaders operate in is changing so fast that the methods being used to develop them is not keeping pace. This session is based on a one year research project at Harvard focused on the question, 'What will the future of leadership development look like?'
In this session your organization will learn how to design and deliver leadership programs that equip leaders with the skills they need for an increasingly complex world. Topics to be addressed include:
- The emerging challenges for leaders in the workplace
- The skills and capacities needed by leaders to meet these challenges
- The four trends shaping the future of leadership development
- They key principals for the design of future leadership programs
This document discusses power, influence, and organizational politics. It defines power as the ability to get someone to do something or make things happen as desired. Influence is others' response to the exercise of power. There are two primary sources of power - position power, which derives from one's formal role, and personal power, which resides in the individual independently of position. Various types of both position and personal power are described. The document also covers empowerment, organizational politics, and theories related to agency, resource dependencies, and governance.
A Wall Street Journal article postulates that innovation comes from inside a company through networks—not lone individuals. The authors offers strategies to cultivate innovation, such as making efforts to break down the walls between company departments, rapidly testing and refining ideas, and figure out whether there are people in the chain of command who are hard to work with.
But for most large organizations, this “formula” for innovation is difficult to implement. Change, especially innovative change, is often is met with organizational resistance. Conversely, the culture of the organization often expresses collective frustrations with the limitations of business processes and underlying technologies to support business needs.
Doug Jackson, senior director of the Business Analysis Practice for Robbins Gioia (http://www.robbinsgioia.com), and Paula Pierce, CEO and principal transformation strategist, Peridona Strategies LLC (http://www.periodonastrategies.com), conduct an interactive session on integrating business analysis and organizational change management to create an environment for innovation and successful change. They will examine problems that prevent establishing successful innovation networks and provide an approach using best practices from both disciplines to help organizations harvest and test innovative ideas. They will show you how to:
• Identify the root of change resistance in our organizations
• Identify and capitalize on existing networks
• Apply BA and OCM best practices to create an environment for innovation.
With all the acquisitions by FedEx, it adopted a multi-divisional structure to manage its growing operations. The structure delegates significant authority to specialized divisions like FedEx Express, FedEx Ground, and FedEx Freight, while corporate provides strategic direction and consolidated financial reporting. This allows each division to manage its own network of services. The document discusses how organizational structure and culture impact how employees interact and behave within an organization. It provides examples of how different companies structure themselves based on factors like strategy, environment, and technology.
The document discusses action learning and its use in community leadership development programs. It defines action learning as a process involving a small group solving real problems while focusing on learning and how that benefits members and organizations. Critical factors for success include a relevant project, diverse team, commitment to action and learning, reflection, and a facilitator. Programs have utilized action learning projects but face challenges with resources, support, and evaluation.
This document summarizes a presentation on next generation learning trends and the evolution of learning strategies. It discusses how learning organizations are shifting from traditional training approaches to focus on continuous learning, informal learning opportunities, and cultivating a culture of learning. It also emphasizes the need for learning and development (L&D) organizations to master measurement in order to demonstrate accountability and business impact.
Collaboration and leveraging Digital technology to enhance collaboration is a critical capability that must be built in organisations that must deal with the current VUCA environment. It supports improved performance, innovation and agility. Collaboration is a human dynamic in the first instance and often requires a change in culture. Here are the top 10 critical success factors that enable improved collaboration and enable more successful adoption and value from Digital Collaboration Platforms. http://bit.ly/2TbcAxv
The Processes Of Organization and Management82541223
The document discusses David Garvin's background and interests. It then summarizes three types of processes in organizations: work processes that create outputs for customers, administrative processes that support business operations, and behavioral/change processes related to decision making, communication, and organizational learning. Finally, it discusses the importance of managerial processes in getting work done through coordinating activities and engaging others.
The document discusses several topics related to leadership, including authentic leadership, which involves owning one's experiences and acting in accordance with one's values and beliefs. Leader traits like self-efficacy, optimism, hope and resilience can influence followers. Spiritual leadership focuses on intrinsic motivation through calling and membership. Servant leadership prioritizes serving others and communities. Shared leadership involves dynamic influence within teams. The GLOBE study identified culturally endorsed leadership styles and dimensions of effectiveness across cultures. Contexts for leadership include stability, crisis, dynamic equilibrium and transition zones. Planned change involves specific efforts led by change agents to address performance gaps. Approaches to dealing with resistance to change include education, participation, facilitation, negotiation, manipulation and
This document discusses social learning and defines it as learning that is social by nature because humans are inherently social beings. Social learning aims to empower practitioners to form learning partnerships to create personal and organizational value. It can take the form of collaborative or informal learning. The document notes that social learning is not just a technical solution or communications channel, but a set of behaviors. While not entirely new, social media now enables social learning to occur across networks and a changing work environment. Success requires focusing on business needs, embedding social learning in workflows, identifying communities of interest, and cultivating trust through openness and transparency.
Physiology and chemistry of skin and pigmentation, hairs, scalp, lips and nail, Cleansing cream, Lotions, Face powders, Face packs, Lipsticks, Bath products, soaps and baby product,
Preparation and standardization of the following : Tonic, Bleaches, Dentifrices and Mouth washes & Tooth Pastes, Cosmetics for Nails.
Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
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 ...
Main Java[All of the Base Concepts}.docxadhitya5119
This is part 1 of my Java Learning Journey. This Contains Custom methods, classes, constructors, packages, multithreading , try- catch block, finally block and more.
A workshop hosted by the South African Journal of Science aimed at postgraduate students and early career researchers with little or no experience in writing and publishing journal articles.
it describes the bony anatomy including the femoral head , acetabulum, labrum . also discusses the capsule , ligaments . muscle that act on the hip joint and the range of motion are outlined. factors affecting hip joint stability and weight transmission through the joint are summarized.
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.
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ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
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Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
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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
RPMS TEMPLATE FOR SCHOOL YEAR 2023-2024 FOR TEACHER 1 TO TEACHER 3
IT project management
1. Information Technology Project
Management – Fourth Edition
By Jack T. Marchewka
Northern Illinois University
Power Point Slides by Gerald DeHondt
Grand Valley State University
Copyright 2012 John Wiley & Sons, Inc.4-1
3. Learning Objectives
Describe the three major types of formal
organizational structures: functional, pure project, and
matrix.
Discuss the advantages and disadvantages of the
functional, pure project, and matrix organizational
structures.
Describe the informal organization.
Develop a stakeholder analysis.
Describe the difference between a work group and a
team.
Describe and apply the concept of learning cycles and
lessons learned as a basis for knowledge
management.
Copyright 2012 John Wiley & Sons, Inc.4-3
4. PMBOK®
Area – Project Human
Resources Management
Develop Human Resource Plan
Creating a staff management plan that identifies and documents the
reporting relationships as well as each team member’s role,
responsibility, and required skills
Acquire Project Team
Confirms that specific human resources will be available to work on the
project
Develop Project Team
The processes to improve the competencies of the project team, their
interactions, and the overall team environment
Manage the Project Team
The tracking of the project team’s performance, providing feedback,
resolving interpersonal issues, and managing organizational change
Copyright 2012 John Wiley & Sons, Inc.4-4
5. The Formal Organization
Formal groupings & specializations
Published Lines of
Authority
Responsibilities
Reporting Relationships
Communication
Decision-Making
Copyright 2012 John Wiley & Sons, Inc.4-5
6. Organization and Project Planning
Organizational Structure
Figure 4.1
Copyright 2012 John Wiley & Sons, Inc.4-6
12. The Matrix Organization
Advantages
High Level of
Integration
Improved
Communication
Increased Project Focus
Disadvantages
Potential for conflict
Unity of Command can
be violated
Poor Response Time
Copyright 2012 John Wiley & Sons, Inc.4-12
13. While the formal organizational
structure tells us how individuals
or groups within an organization
should relate to one another, it
does not tell us how they actually
relate.
Copyright 2012 John Wiley & Sons, Inc.4-13
14. The Informal Organization
Bypasses formal lines of communication & authority
Power is determined by how well one is connected
in the informal network – i.e., the “grapevine”
Can be more complex than the formal organization
because relationships are established from positive
and negative relationships over time
Copyright 2012 John Wiley & Sons, Inc.4-14
15. Stakeholders
Individuals, groups, or even
organizations that have a “stake”
or claim in the project’s (successful
or unsuccessful) outcome
Copyright 2012 John Wiley & Sons, Inc.4-15
16. Stakeholder Analysis Process
1. Develop a list of stakeholders who have an
interest in the successful or unsuccessful
outcome of the project
2. Identify the stakeholder’s interest in the project
“+1” for positive interest
“0” for neutral
“-1” for negative interest
Copyright 2012 John Wiley & Sons, Inc.4-16
17. Stakeholder Analysis
1. Determine the degree of influence each
stakeholder has on a scale of 0 (no influence) to 10
(can terminate the project)
2. Define a role for each stakeholder – e.g., champion,
consultant, decision maker, ally, rival, foe, etc.
Copyright 2012 John Wiley & Sons, Inc.4-17
18. Stakeholder Analysis
1. Identify an objective for each stakeholder – e.g.,
provide resources, guidance, expertise, acceptance,
approval, etc.
2. Identify a strategy for each stakeholder – e.g., build,
maintain, improve, re-establish the relationship
Copyright 2012 John Wiley & Sons, Inc.4-18
19. Stakeholder Interest Influence Potential
Conflicts
Role Objective Strategy
Hirem N. Firem +1 5 Competition for resources
with other functional
managers
Project Sponsor
and Champion
Provide
resources,
approvals,
and public
support for
the project
To maintain
open
communication
so that political
landmines can b
avoided
Dee Manitger +1 3 Resources not made available
as promised by functional
managers
Project Manager Lead and
manage the
project so
that it
achieves its
MOV
Work closely
with project
stakeholders an
project team
Project Team +1 2 This project will change a
number business processes.
Affected users may resist
change by withholding
information
Steve Turner –
Network
Administrator
Shedelle Bivits –
Systems Analyst
Corean Jenkins –
Programmer/DBA
Myra Dickens –
Inventory Analyst
Provide
expertise to
complete the
project work
Support project
team with
adequate
resources while
minimizing
distractions
I. Will Sellit -1 4 As the marketing manager,
Sellit is not pleased that this
project was chosen over his
proposed project. May
withhold promised resources
Foe Build and
maintain best
possible
relationship
to minimize
attempts to
divert
resources
Maintain open
communication.
Use project
sponsor’s
influence as
necessary
Copyright 2012 John Wiley & Sons, Inc.4-19
20. The Project Team
The Roles of the Project Manager
Managerial role
Leadership role
Attributes of a successful project manager
ability to communicate with people
ability to deal with people
ability to create and sustain relationships
ability to organize
Copyright 2012 John Wiley & Sons, Inc.4-20
21. The Wisdom of Teams - Jon R. Katzenbach
Douglas K. Smith
Work Groups
Pseudo Teams
Potential Teams
Real Teams
High Performance Teams
Copyright 2010 John Wiley & Sons, Inc.4-21
22. Work Groups
Members interact to share information, best
practices, or ideas
No shared performance goals (individual
performance)
No joint work-products
No mutual accountability
Viable in many situations
E.g., study group
Copyright 2012 John Wiley & Sons, Inc.4-22
23. Teams
Bring complementary skills & experience
Jointly defined clear goals & approaches improve
communication
Improve decision-making
Have more fun
Copyright 2012 John Wiley & Sons, Inc.4-23
24. Real Teams
1. Small number of people
2. Complementary skills
3. Committed to a common purpose
4. Common goals
5. Common approach
6. Hold themselves accountable
Copyright 2012 John Wiley & Sons, Inc.4-24
25. Pseudo Teams
Weakest of all groups
Not focused on collective performance (& not trying
to achieve it)
No interest in shaping a common purpose
Confusion & dysfunctional behaviours
Copyright 2012 John Wiley & Sons, Inc.4-25
26. Potential Teams
Significant performance potential
Requires more clarity about purpose, goals, work-
products, and common approach
Copyright 2012 John Wiley & Sons, Inc.4-26
27. High Performance Teams
Meet all the conditions of a real team
PLUS:
Members are deeply committed
Perform above all reasonable expectations
Copyright 2012 John Wiley & Sons, Inc.4-27
28. Vital Signs for Evaluation
6 Project Team Basics
Themes & Identity
Enthusiasm & Energy Level
Event-Driven Histories
Personal Commitment
Earned Membership
Copyright 2012 John Wiley & Sons, Inc.4-28
29. Team Leader (Project Manager)
Acts To:
Clarify purpose & goals
Build commitment & self confidence
Strengthen team’s collective skills
Remove external obstacles
Create opportunities for others
Creates the Project Environment
Work space
Team culture and values
Project administration
Ethical Conduct
Copyright 2012 John Wiley & Sons, Inc.4-29
30. A Learning Cycle Approach to
Project Management
An Agile Project Management Approach
Copyright 2012 John Wiley & Sons, Inc.4-30
31. Learning Cycles
Derived from
educator/philosopher John
Dewey (1938)
Used to describe how
people learn (Kolb, 1984;
Honey & Mumford, 1994)
Can be applied to project
teams (Jeris, 1997; Redding,
2000).
Copyright 2012 John Wiley & Sons,
Inc.4-31
32. Traditional Teams
Accept background information at “face-value”
Approach projects in logical, linear fashion
Provide run-of-the-mill solutions
Solutions remain within the original “frame” or how the
problem was originally presented to them
Copyright 2012 John Wiley & Sons, Inc.4-32
33. Radical Teams
Do not accept issues & tasks at their “face value”
The way the problem is defined may very well be the
problem
Unquestioned assumptions are surfaced & challenged
Only by digging below the surface can we get to the
“root” so that a meaningful solution can emerge
Copyright 2012 John Wiley & Sons, Inc.4-33
35. What we know
(Facts)
What we think we know
(Assumptions)
What we don’t know
(Questions to be
Answered)
Company has too much
inventory on hand
It may be an efficiency
problem
Why are inventory levels so
high?
Cost of maintaining current
inventory is becoming
prohibitive
Management believes an
new information system will
improve efficiency and
therefore lower inventory
levels
What are the current levels
of inventory?
Inventory turnover needs to
be increased
What is the desired level of
inventory?
Figure 4.7
Example of a Team Learning Record
Copyright 2012 John Wiley & Sons, Inc.4-35
36. Who? Does What? By When?
Shedelle and Steve Interview sales team to
understand past, current, and
future trends for the company’s
product.
Tuesday
Myra Provide a detailed count of the
current physical inventory on
hand.
Thursday
Corean Research potential inventory
management system commercial
packages
Thursday
Steve Research average inventory
levels for the industry
Wednesday
Figure 4.8
An Example of an Action Plan for Team
Learning
Copyright 2012 John Wiley & Sons, Inc.4-36
37. Team Learning Cycles over the Project
Life Cycle
Figure 4.9
Each cycle provides
the opportunity to
challenge framing assumptions,
create new understanding &
find radical solutions
Copyright 2012 John Wiley & Sons, Inc.4-37
39. The Project Environment
A place to call home
Technology
Office supplies
Culture
What is expected from
each team member?
What role will each
team member play?
How will conflicts be
resolved?
Copyright 2012 John Wiley & Sons, Inc.4-39
40. Example of a Project Team Charter
Figure 4.10
Copyright 2012 John Wiley & Sons, Inc.4-40
41. Copyright 2012 John Wiley & Sons, Inc.
All rights reserved. Reproduction or translation of this work beyond that
permitted in section 117 of the 1976 United States Copyright Act without
express permission of the copyright owner is unlawful. Request for further
information should be addressed to the Permissions Department, John Wiley
& Sons, Inc. The purchaser may make back-up copies for his/her own use
only and not for distribution or resale. The Publisher assumes no
responsibility for errors, omissions, or damages caused by the use of these
programs or from the use of the information herein.
Copyright 2012 John Wiley & Sons, Inc.4-41