This document discusses assessing project alternatives through trade-off analysis in a strategic project management environment. It describes how trade-off analysis provides a tool for project managers to balance project constraints while shortening project length. It advocates for a systematic approach to strategic planning and trade-off analysis that involves comprehensive upfront planning, defining customer expectations, quantifying deliverables, and establishing guidelines to facilitate decision making during project implementation.
The document provides an overview of several frameworks related to project management, process improvement, strategy development, and enterprise architecture. It summarizes frameworks for the project management process groups, Six Sigma DMAIC methodology, the "Strategy Fish" diagram, a strategic planning framework, an implementation playbook structure, a learning framework, the SDLC, a communication framework, organization design principles, and models for enterprise architecture and management framework interoperability.
The document summarizes a presentation on software process methodology and findings from related research. It discusses common misconceptions about software processes, questions about process and practice, and the research methodology used. The methodology included questionnaires, user stories, and a Plus/Minus/Interesting analysis of project management practices. Key findings included a need for improved estimation, scheduling, and risk tracking. Salient suggestions for success focused on life cycle selection, estimation, monitoring, measurement, knowledge sharing, and ensuring domain expertise. The overall goal was to identify basic process improvements that could help small to medium organizations.
Agile Importance in Pharmaceutical IndustryVijay Brzee
The document discusses how pharmaceutical companies can adapt to an increasingly agile environment. It faces pressures like expiring patents, fewer drug approvals, and increased generics. Agile practices can help accelerate innovation, design for supply chain needs, and rapidly commercialize products. The document outlines areas where agile works well and describes agile principles, benefits, tools, and knowledge/skills needed. It also discusses PMI agile domains of practice and questions if an organization is ready to adopt agile approaches.
Flevy.com - Pricing a Consulting ProjectDavid Tracy
This is a partial preview of the document found here:
https://flevy.com/browse/business-document/pricing-a-consulting-project-94
Description:
This presentation discusses the basic principles behind designing and pricing a management consulting type project.
I am Continuously seeking to improve my competencies and skills to provide first class professional Project Management training courses; and develop my scope experience in Project Management functions.
I am confident that my innovative and results-focused approach would make significant contribution to the continued success of your organization.
this is the first presentations uploaded to Slide Share,
For more information do not hesitate to contact me.
Ahmad H. Maharma - PMP®
Ramallah, Palestine
Phone: + (972) (2) 2968644
Mobile: + (972) (599) 001155E-Mail: ahmad.maharma@gmail.com
This 5-day training course titled "Project Management for Results" provides 35 PDUs and 30 CPE credits. It will take place from April 19-23, 2010 in Atlanta, GA and teach project managers the latest methodologies according to PMBOK to define, plan, track, and complete projects on time, within budget and to customer expectations. The training will cover key phases and techniques including project initiation, organization, defining requirements and charters, estimating costs using work breakdown structures, developing schedules and budgets, and managing project progress and plans.
This presentation discusses analyses conducted by NASA's Strategic Investments Division to support agency management and decision making. It provides examples of performance analyses of projects, analyses for key decision points, budget decision analyses, and strategic investment analyses. The presentation emphasizes that objective, complete analyses from multiple sources and perspectives are critical to informing complex management decisions at NASA.
Project Management Case Studies Terry Hall, Project ManagerTerry Hall, PMP
The document discusses three case studies of project management at different companies. It describes the situation, solution, and results for projects at Company 1, Company 2, and Company 3. It also discusses the Capability Maturity Model Integration framework which has five levels from Initial to Optimizing that organizations can use to improve their project management processes.
The document provides an overview of several frameworks related to project management, process improvement, strategy development, and enterprise architecture. It summarizes frameworks for the project management process groups, Six Sigma DMAIC methodology, the "Strategy Fish" diagram, a strategic planning framework, an implementation playbook structure, a learning framework, the SDLC, a communication framework, organization design principles, and models for enterprise architecture and management framework interoperability.
The document summarizes a presentation on software process methodology and findings from related research. It discusses common misconceptions about software processes, questions about process and practice, and the research methodology used. The methodology included questionnaires, user stories, and a Plus/Minus/Interesting analysis of project management practices. Key findings included a need for improved estimation, scheduling, and risk tracking. Salient suggestions for success focused on life cycle selection, estimation, monitoring, measurement, knowledge sharing, and ensuring domain expertise. The overall goal was to identify basic process improvements that could help small to medium organizations.
Agile Importance in Pharmaceutical IndustryVijay Brzee
The document discusses how pharmaceutical companies can adapt to an increasingly agile environment. It faces pressures like expiring patents, fewer drug approvals, and increased generics. Agile practices can help accelerate innovation, design for supply chain needs, and rapidly commercialize products. The document outlines areas where agile works well and describes agile principles, benefits, tools, and knowledge/skills needed. It also discusses PMI agile domains of practice and questions if an organization is ready to adopt agile approaches.
Flevy.com - Pricing a Consulting ProjectDavid Tracy
This is a partial preview of the document found here:
https://flevy.com/browse/business-document/pricing-a-consulting-project-94
Description:
This presentation discusses the basic principles behind designing and pricing a management consulting type project.
I am Continuously seeking to improve my competencies and skills to provide first class professional Project Management training courses; and develop my scope experience in Project Management functions.
I am confident that my innovative and results-focused approach would make significant contribution to the continued success of your organization.
this is the first presentations uploaded to Slide Share,
For more information do not hesitate to contact me.
Ahmad H. Maharma - PMP®
Ramallah, Palestine
Phone: + (972) (2) 2968644
Mobile: + (972) (599) 001155E-Mail: ahmad.maharma@gmail.com
This 5-day training course titled "Project Management for Results" provides 35 PDUs and 30 CPE credits. It will take place from April 19-23, 2010 in Atlanta, GA and teach project managers the latest methodologies according to PMBOK to define, plan, track, and complete projects on time, within budget and to customer expectations. The training will cover key phases and techniques including project initiation, organization, defining requirements and charters, estimating costs using work breakdown structures, developing schedules and budgets, and managing project progress and plans.
This presentation discusses analyses conducted by NASA's Strategic Investments Division to support agency management and decision making. It provides examples of performance analyses of projects, analyses for key decision points, budget decision analyses, and strategic investment analyses. The presentation emphasizes that objective, complete analyses from multiple sources and perspectives are critical to informing complex management decisions at NASA.
Project Management Case Studies Terry Hall, Project ManagerTerry Hall, PMP
The document discusses three case studies of project management at different companies. It describes the situation, solution, and results for projects at Company 1, Company 2, and Company 3. It also discusses the Capability Maturity Model Integration framework which has five levels from Initial to Optimizing that organizations can use to improve their project management processes.
The document summarizes the key points from a presentation on NASA's challenges in meeting cost, schedule, and performance goals for projects. It identifies five overarching challenges: an overly optimistic culture, unstable funding, technical complexity of projects, incomplete measures of project success, and limited opportunities for project manager development. The presentation calls for coordinated leadership across all levels to implement meaningful changes to address these challenges.
These slides provide the basis for a workshop that teaches the key points of the Strategic and Implementation Planning Model created by Ethan Sanders and me.
George Jucan: Using PMCDF to Advance One's CareerPMI SWOC
George Jucan
George Jucan is a well known in the project management community as a successful IT project management consultant, speaker at public events, trainer and author of high-impact project management articles.
George is an experienced Project Manager Professional (PMP) with 20 years of technical and management experience in complex environments, both in public and private sector. He provides consulting services in methodology definition and capability assessment, business reengineering and organizational restructuring, projects audit and recovery, as well as hands-on management of projects.
George Jucan is currently a member of the Core Team for the upcoming PMBOK® Guide 5th Edition.
Moreover, George is currently the Vice-Chair of the Canadian Advisory Committee for the upcoming ISO 21500 project management standard. He is also the Chair of PMI Information Systems SIG, as well as a Board member of PMI Southern Ontario Chapter.
Performance based management in a nut shell (austin pmi)(notes)Glen Alleman
Performance Based Management provides 5 process areas and 11 practices that increase the probability of project success. It focuses on defining needed capabilities, technical requirements, and measurable outcomes to establish a performance measurement baseline. Regularly tracking performance against this baseline through the project rhythm allows issues to be identified and addressed early.
The document provides information about a 5-day training course titled "Project Management for Results" taking place from February 22-26, 2010 in Arlington, VA. The training will cover key project management methodologies and techniques based on the Project Management Body of Knowledge. Attendees can earn up to 35 PDUs and learn how to define and plan projects, track project progress, manage budgets and scope, and close out projects successfully. The course agenda outlines the daily sessions and topics to be covered such as developing project estimates, creating work breakdown structures, and risk management.
The document discusses synchronization and a focused approach as key to managing complex projects. It describes three precepts of critical chain project management: pipelining to limit work streams, buffering by using aggregate buffers rather than individual task schedules, and buffer management by prioritizing tasks consuming buffers the fastest. An oil and gas project in India applied these concepts successfully by prioritizing critical shutdown tasks to complete the project on time despite initial delays. Synchronization and focus are seen as critical success factors for complex projects.
This document provides an overview of Microsoft's Project 2007 Server with Project Web Access. It discusses the key components of the Enterprise Project Management system including Project Server 2007, Project Professional 2007, and Project Web Access. It also summarizes Jacobs' customization of the system with templates and views tailored for NASA projects. Project Web Access is highlighted as providing specialized views and reports to facilitate collaboration among project stakeholders.
Strivent Service Offerings Differentiators Web 2 9John Streit
The document discusses establishing foundations for repeatable project delivery through best practice models, methodologies, knowledge management, standards, templates and metrics to improve information flow and collaboration between upper management, IT management, project offices, and project teams. It also outlines goals for project delivery optimization including ensuring projects deliver value, working on the right initiatives, doing work efficiently, and knowing project status.
Agile Project Management for elearning developmentDon Bolen
Deck used in eLearning Guild DevLearn 11 presentation. See more links, resources at http://marginallycompetent.wordpress.com/2011/10/31/resources-for-elg-agile-pm-for-elearning-development/
This document provides a case study of a successful project delivery by Tata Consultancy Services (TCS) as the System Integrator for a telecom company. The project involved developing systems to launch new fixed mobile convergence services within an aggressive 12 week timeline. TCS faced challenges with the tight schedule, evolving requirements, and dependencies on multiple vendors. To overcome these, TCS adopted an agile approach with MoSCoW prioritization, time-boxed delivery waves, robust governance of vendors, and active stakeholder management. These practices helped TCS deliver the project on budget and meet the client's timelines, demonstrating effective project management.
This document discusses project management (PM) and its relevance for students at the School of Public Policy (SPP). It defines PM as the allocation and utilization of resources to achieve objectives within a specified time period. The document outlines key PM knowledge areas like integration, scope, time, cost, quality, human resources, and communications management. It argues that PM skills are valuable for SPP students due to the interdisciplinary nature of fields like sustainability and green technology. Mastering PM prepares students to participate in and analyze interdisciplinary project teams.
How Project Portfolio Management Ties Leadership, Strategic IQ, and Organizat...Tim Washington
Given at the 2012 Boeing Project Management Conference in Mulkiteo, Washington. This presentation focuses on how project portfolio management is a critical piece for tying leadership, strategic IQ, and organizational health together.
This presentation was originally given at the Boeing Project Management conference in Mulkiteo, Washington in October of 2012.
The document outlines an architecture for a cost analytics process that includes capturing cost data in a database from various project phases and cost types, iterating the data through multiple estimation events, and using the stored data and associated schedule information to perform cost analytics and reporting across the project lifecycle. It details the types of fundamental cost and schedule data to be collected, how the data will be iterated through estimation events, and tools that can be used to analyze and report on the stored cost data.
The document provides an overview of the roles and qualifications of a project manager, describing the key responsibilities of a project manager in leading a large IT project, and the skills and experience needed to successfully manage projects, including strong communication, planning, and interpersonal skills.
Fundamentals of program, project portfolio managementRobert Twiddy
Here are 5 types of portfolio metrics with key questions and sample metrics for each:
1. Portfolio Mix
- What is the breakdown of projects by type, market, etc.?
- % of portfolio by project type, customer, business unit
2. Portfolio Health
- How healthy is the portfolio?
- % of projects on time, on budget, meeting goals
3. Financial Management
- How is the portfolio performing financially?
- ROI, NPV, IRR, cash flow, cost savings
4. Value Delivery
- Is the portfolio delivering value to the organization?
- % of portfolio linked to strategy, value of benefits realized
5. Demand and Cap
Follow a defined process to develop the baseline schedule through iterative planning. Rushing the process can result in an inaccurate baseline schedule.
Spinnaker Consulting Group provides project initiation and setup services for SAP implementations to help clients manage risks. They assist with creating a project charter, scope, roadmap, and governance structure. This includes defining roles, processes, tools for project management and stakeholder communication. Spinnaker also helps with partner selection, software evaluation, and ensuring business readiness through testing, training, and transition support. Their goal is to set clients up for a smooth project cycle and successful launch of their new SAP system.
I am Continuously seeking to improve my competencies and skills to provide first class professional Project Management training courses; and develop my scope experience in Project Management functions.
I am confident that my innovative and results-focused approach would make significant contribution to the continued success of your organization.
this is the first presentations uploaded to Slide Share,
For more information do not hesitate to contact me.
Ahmad H. Maharma - PMP®
Ramallah, Palestine
Phone: + (972) (2) 2968644
Mobile: + (972) (599) 001155
E-Mail: ahmad.maharma@gmail.com
This document discusses strategies for developing IT systems that people can and will use. It notes high failure rates of government IT projects and common pitfalls like unclear requirements, poor usability, and lack of focus on business processes. Success strategies include using a project methodology, managing risks, clearly defining outcomes, understanding the environment, involving customers, and communicating frequently. The key is focusing on the customer perspective and engaging people in the process.
This document discusses reliability engineering and how it fits within the system engineering lifecycle. It provides an overview of reliability engineering processes and tools used to optimize risk for projects. Some key points made include:
- Reliability engineering exists to help design out failure modes and reduce operational risk through a partnership with system engineering teams.
- Reliability processes are applied throughout the project lifecycle from requirements development through operations and disposal. Tools include FMEA, FTA, simulation, testing and data analysis.
- The goal is for engineers to think about both success space (how things work) and failure space (how things can fail) to design out failures and ensure mission success.
The document discusses four approaches to distributive justice in science and technology (S&T) policy: libertarian, utilitarian, contractarian (Rawlsian), and communitarian. The libertarian view focuses on equal rights and a limited role for government. The utilitarian view aims to maximize total happiness even if wealth is unequally distributed. The contractarian view (based on Rawls) proposes a system people would agree to without knowing their position. The communitarian view argues for reducing inequality and focusing S&T on poverty reduction through participatory and capacity building approaches.
The document summarizes the key points from a presentation on NASA's challenges in meeting cost, schedule, and performance goals for projects. It identifies five overarching challenges: an overly optimistic culture, unstable funding, technical complexity of projects, incomplete measures of project success, and limited opportunities for project manager development. The presentation calls for coordinated leadership across all levels to implement meaningful changes to address these challenges.
These slides provide the basis for a workshop that teaches the key points of the Strategic and Implementation Planning Model created by Ethan Sanders and me.
George Jucan: Using PMCDF to Advance One's CareerPMI SWOC
George Jucan
George Jucan is a well known in the project management community as a successful IT project management consultant, speaker at public events, trainer and author of high-impact project management articles.
George is an experienced Project Manager Professional (PMP) with 20 years of technical and management experience in complex environments, both in public and private sector. He provides consulting services in methodology definition and capability assessment, business reengineering and organizational restructuring, projects audit and recovery, as well as hands-on management of projects.
George Jucan is currently a member of the Core Team for the upcoming PMBOK® Guide 5th Edition.
Moreover, George is currently the Vice-Chair of the Canadian Advisory Committee for the upcoming ISO 21500 project management standard. He is also the Chair of PMI Information Systems SIG, as well as a Board member of PMI Southern Ontario Chapter.
Performance based management in a nut shell (austin pmi)(notes)Glen Alleman
Performance Based Management provides 5 process areas and 11 practices that increase the probability of project success. It focuses on defining needed capabilities, technical requirements, and measurable outcomes to establish a performance measurement baseline. Regularly tracking performance against this baseline through the project rhythm allows issues to be identified and addressed early.
The document provides information about a 5-day training course titled "Project Management for Results" taking place from February 22-26, 2010 in Arlington, VA. The training will cover key project management methodologies and techniques based on the Project Management Body of Knowledge. Attendees can earn up to 35 PDUs and learn how to define and plan projects, track project progress, manage budgets and scope, and close out projects successfully. The course agenda outlines the daily sessions and topics to be covered such as developing project estimates, creating work breakdown structures, and risk management.
The document discusses synchronization and a focused approach as key to managing complex projects. It describes three precepts of critical chain project management: pipelining to limit work streams, buffering by using aggregate buffers rather than individual task schedules, and buffer management by prioritizing tasks consuming buffers the fastest. An oil and gas project in India applied these concepts successfully by prioritizing critical shutdown tasks to complete the project on time despite initial delays. Synchronization and focus are seen as critical success factors for complex projects.
This document provides an overview of Microsoft's Project 2007 Server with Project Web Access. It discusses the key components of the Enterprise Project Management system including Project Server 2007, Project Professional 2007, and Project Web Access. It also summarizes Jacobs' customization of the system with templates and views tailored for NASA projects. Project Web Access is highlighted as providing specialized views and reports to facilitate collaboration among project stakeholders.
Strivent Service Offerings Differentiators Web 2 9John Streit
The document discusses establishing foundations for repeatable project delivery through best practice models, methodologies, knowledge management, standards, templates and metrics to improve information flow and collaboration between upper management, IT management, project offices, and project teams. It also outlines goals for project delivery optimization including ensuring projects deliver value, working on the right initiatives, doing work efficiently, and knowing project status.
Agile Project Management for elearning developmentDon Bolen
Deck used in eLearning Guild DevLearn 11 presentation. See more links, resources at http://marginallycompetent.wordpress.com/2011/10/31/resources-for-elg-agile-pm-for-elearning-development/
This document provides a case study of a successful project delivery by Tata Consultancy Services (TCS) as the System Integrator for a telecom company. The project involved developing systems to launch new fixed mobile convergence services within an aggressive 12 week timeline. TCS faced challenges with the tight schedule, evolving requirements, and dependencies on multiple vendors. To overcome these, TCS adopted an agile approach with MoSCoW prioritization, time-boxed delivery waves, robust governance of vendors, and active stakeholder management. These practices helped TCS deliver the project on budget and meet the client's timelines, demonstrating effective project management.
This document discusses project management (PM) and its relevance for students at the School of Public Policy (SPP). It defines PM as the allocation and utilization of resources to achieve objectives within a specified time period. The document outlines key PM knowledge areas like integration, scope, time, cost, quality, human resources, and communications management. It argues that PM skills are valuable for SPP students due to the interdisciplinary nature of fields like sustainability and green technology. Mastering PM prepares students to participate in and analyze interdisciplinary project teams.
How Project Portfolio Management Ties Leadership, Strategic IQ, and Organizat...Tim Washington
Given at the 2012 Boeing Project Management Conference in Mulkiteo, Washington. This presentation focuses on how project portfolio management is a critical piece for tying leadership, strategic IQ, and organizational health together.
This presentation was originally given at the Boeing Project Management conference in Mulkiteo, Washington in October of 2012.
The document outlines an architecture for a cost analytics process that includes capturing cost data in a database from various project phases and cost types, iterating the data through multiple estimation events, and using the stored data and associated schedule information to perform cost analytics and reporting across the project lifecycle. It details the types of fundamental cost and schedule data to be collected, how the data will be iterated through estimation events, and tools that can be used to analyze and report on the stored cost data.
The document provides an overview of the roles and qualifications of a project manager, describing the key responsibilities of a project manager in leading a large IT project, and the skills and experience needed to successfully manage projects, including strong communication, planning, and interpersonal skills.
Fundamentals of program, project portfolio managementRobert Twiddy
Here are 5 types of portfolio metrics with key questions and sample metrics for each:
1. Portfolio Mix
- What is the breakdown of projects by type, market, etc.?
- % of portfolio by project type, customer, business unit
2. Portfolio Health
- How healthy is the portfolio?
- % of projects on time, on budget, meeting goals
3. Financial Management
- How is the portfolio performing financially?
- ROI, NPV, IRR, cash flow, cost savings
4. Value Delivery
- Is the portfolio delivering value to the organization?
- % of portfolio linked to strategy, value of benefits realized
5. Demand and Cap
Follow a defined process to develop the baseline schedule through iterative planning. Rushing the process can result in an inaccurate baseline schedule.
Spinnaker Consulting Group provides project initiation and setup services for SAP implementations to help clients manage risks. They assist with creating a project charter, scope, roadmap, and governance structure. This includes defining roles, processes, tools for project management and stakeholder communication. Spinnaker also helps with partner selection, software evaluation, and ensuring business readiness through testing, training, and transition support. Their goal is to set clients up for a smooth project cycle and successful launch of their new SAP system.
I am Continuously seeking to improve my competencies and skills to provide first class professional Project Management training courses; and develop my scope experience in Project Management functions.
I am confident that my innovative and results-focused approach would make significant contribution to the continued success of your organization.
this is the first presentations uploaded to Slide Share,
For more information do not hesitate to contact me.
Ahmad H. Maharma - PMP®
Ramallah, Palestine
Phone: + (972) (2) 2968644
Mobile: + (972) (599) 001155
E-Mail: ahmad.maharma@gmail.com
This document discusses strategies for developing IT systems that people can and will use. It notes high failure rates of government IT projects and common pitfalls like unclear requirements, poor usability, and lack of focus on business processes. Success strategies include using a project methodology, managing risks, clearly defining outcomes, understanding the environment, involving customers, and communicating frequently. The key is focusing on the customer perspective and engaging people in the process.
This document discusses reliability engineering and how it fits within the system engineering lifecycle. It provides an overview of reliability engineering processes and tools used to optimize risk for projects. Some key points made include:
- Reliability engineering exists to help design out failure modes and reduce operational risk through a partnership with system engineering teams.
- Reliability processes are applied throughout the project lifecycle from requirements development through operations and disposal. Tools include FMEA, FTA, simulation, testing and data analysis.
- The goal is for engineers to think about both success space (how things work) and failure space (how things can fail) to design out failures and ensure mission success.
The document discusses four approaches to distributive justice in science and technology (S&T) policy: libertarian, utilitarian, contractarian (Rawlsian), and communitarian. The libertarian view focuses on equal rights and a limited role for government. The utilitarian view aims to maximize total happiness even if wealth is unequally distributed. The contractarian view (based on Rawls) proposes a system people would agree to without knowing their position. The communitarian view argues for reducing inequality and focusing S&T on poverty reduction through participatory and capacity building approaches.
Social Media: Delivering for Project Management?Trevor Roberts
Presentation given to Projekt Management Austria conference, PMA Focus, on 18th October 2012.
<br />
Abstract:
Social media offers us new ways of communicating and new ways of connecting with people. An important part of project management is effective communication, so at first glance social media should be able to help us deliver our projects. But is this really the case? Do the methods of social media, and the ethos behind it, really assist us in bringing in projects on time, on budget, at the required quality? Can tweets really help deliver a project?
At first glance, the worlds of project management and social media would appear to be very far apart. The ethos of each can seem to be in direct opposition to the other, leading to strong questions as to how they can ever hope to be used together.
For example, project management is traditionally formal and defined - it deals with the assignment of work, monitoring and control of that work, and rigid reporting routes. Social media, by contrast, is designed to allow conversations, information sharing, and collaboration with self-selecting groups.
The truth is, while project management can have its formal structures, it is also at its heart about effective communication. In the past we have used strict methods of delivering this communication to ensure it is timely, accurate, and effective - but couldn't the tools of social media, which is all about communication - allow us to improve on this?
This talk will look at the new possibilities provided by social media, and try to understand how, and if, they can be brought together with project management to provide effective tools. We will look at the different technologies that exist under the social media banner, such as blogs, Twitter, and business networking like LinkedIn, and try to define if they are really offering improvements to the way we currently work, or if they instead present revolutionary changes that require a wholesale re-evaluation of how we manage our projects.
By the end of this talk, I hope to enable you to make sensible judgements about which social media tools you can start using right now to improve your project management, and to answer the important question: is social media really delivering what project management needs?
The document discusses various project management methodologies. It explains that different methodologies are suited for different types of projects. Traditional methodologies follow a linear sequence of stages, while modern approaches do not focus on linear processes and provide more flexibility. Some examples of modern methodologies discussed are Agile, PRINCE2, Critical Path Method (CPM), Lean, Critical Chain Project Management (CCPM), Scrum, and Six Sigma. The document emphasizes that the most suitable methodology depends on the specific project requirements.
Framework for Analyzing Public Investment Managementicgfmconference
This document presents a framework for analyzing public investment management. It outlines eight core features that a well-functioning public investment system should have: 1) investment guidance and screening, 2) formal project appraisal, 3) independent review of appraisals, 4) project selection and budgeting, 5) project implementation, 6) project adjustment, 7) facility operation, and 8) ex-post evaluation. It then provides diagnostic indicators to assess where a country's actual public investment system performs well or poorly compared to the desirable features. The framework aims to inform reforms by identifying performance gaps between desired features and reality.
This document provides information about a 5-day project management training course taking place June 7-11, 2010 in Arlington, VA. The training will teach participants the latest project management methodologies to help define and plan projects, track projects accurately, define goals and requirements, stay on scope, and manage project data. Participants will learn techniques for project initiation, organization, developing estimates using a work breakdown structure, scheduling, budgeting, and managing project progress. Attendees include project managers, program managers, procurement staff, and others seeking PMP certification.
This document provides an overview and agenda for a five-day project management training course titled "Project Management for Results" held in Atlanta, GA from April 19-23, 2010. The course will teach project managers methods and tools to define and plan projects, track project progress, manage budgets and schedules, and successfully complete projects on time and within budget. Participants will learn key project initiation, planning, execution and closing techniques based on the Project Management Body of Knowledge (PMBOK). The agenda outlines topics to be covered each day, including developing project charters and estimates, creating work breakdown structures and network diagrams, and integrating Gantt charts to manage project progress.
Affinion Group is implementing HP Project and Portfolio Management Center (PPM) across all of its business units to improve visibility and standardize processes. It has implemented PPM in phases, starting with one business unit. Phase I focused on demand management and centralized project prioritization and approval processes. Phase II will leverage the existing configuration and implement resource, project, and program management capabilities across all business units. This will improve project delivery, standardize processes, and provide increased visibility across the organization.
Affinion Group is implementing HP Project and Portfolio Management Center (PPM) across all of its business units to improve visibility and standardize processes. It is taking a phased approach, first implementing PPM in the Affinion Loyalty Group. Phase I focused on centralizing and standardizing proposal processes. Phase II will leverage the existing PPM configuration and implement project, program, and portfolio management capabilities across all business units. This will improve resource management, provide a single source of project information, and deliver self-service reporting capabilities.
The Proven Path to Supply Chain Cost Savingsjimmybear
This document outlines a three-stage proven path to cost savings through a team-based process improvement program. Stage I establishes a collaborative architecture and strategic framework. Stage II provides a process improvement framework to guide initiatives. Stage III offers process improvement enablement through extended enterprise project teams. An example is given of an aerospace company that achieved over $200 million in cost savings over 5 years using this approach across four project teams.
The document discusses project management best practices. It recommends:
1) Following standard procedures like planning, requirements management, and change control to improve chances of success.
2) Building a best practices library of methods from past projects and using tools to store and reuse artifacts and plans.
3) Referring to standards like PMBOK as guides but tailoring procedures based on each project's needs.
This document provides information about a 5-day training event on project management titled "Project Management for Results". The training will take place from April 19-23, 2010 in Atlanta, GA and offers 35 PDUs and 30 CPE credits. Attendees will learn project management methodologies from the PMBOK to help define and plan projects, track projects, define goals and requirements, and manage project data and performance. The training will cover topics like project initiation, organization, creating charters, estimating, scheduling, managing risks and changes, and closing projects.
This document provides an overview and agenda for a 5-day project management training course titled "Project Management for Results". The course will be held April 19-23, 2010 in Atlanta, GA and will provide 35 PDUs and 30 CPE credits. Participants will learn project methodologies from the PMBOK to help define and plan projects, track projects for accuracy, define goals and requirements, manage scope, and close projects successfully. The agenda outlines the daily sessions which will cover topics like project initiation, planning, estimating, scheduling, budgeting and progress monitoring. The course is designed for project managers, program managers, procurement managers, and others seeking to enhance their project skills.
Project management in pharmaceutical generic industry basics and standardsJayesh Khatri
Project management involves coordinating activities to meet objectives within constraints like time, cost and quality. It involves planning, tracking progress, and controlling a project. Key aspects include defining requirements, creating a schedule and assigning resources. Tools like Gantt charts help plan and monitor the project. Benefits-centered project management focuses on achieving business benefits in addition to project execution. Prioritization techniques like MoSCoW help determine requirement importance. Effective strategies include empowered decision making, clear roles, and collaboration across functions.
Planning for and assessing an itsm programTroy DuMoulin
This document discusses planning for and assessing IT service management (ITSM) programs. It begins by noting that many IT projects fail to deliver promised value. ITSM projects in particular falter due to high dependency on organizational change. The document provides a checklist for evaluating ITSM programs, covering project governance, people plans, process plans, and technology plans. It stresses that ITSM projects require significant cultural and behavioral changes. Risk management is also important, as the greatest risks to ITSM projects stem from people and governance issues rather than technical or budgetary factors. The document aims to help readers develop successful ITSM programs by properly planning for organizational change and risk management.
The document provides information on conducting a value management study for Techwatt Corporation. It outlines:
1) The aim is to apply value management during project briefing to scope the project and develop the brief.
2) A workshop is proposed with stakeholders like the client, project manager, designers, etc. to analyze strategic and project briefing stages.
3) During the workshop, issues like organizational needs, costs, site selection, and user requirements will be evaluated using value management tools like FAST diagrams.
The document discusses project portfolio management (PPM) as a holistic approach to strategically manage initiatives through balancing risk and value, aligning projects to strategy, and using a defined multi-stage life cycle from scoping to realization. PPM aims to select the optimal mix of projects based on cost, return, risk, and other factors to maximize portfolio value while balancing resources across the project portfolio.
1. Project Cycle Management (PCM) is an approach adopted by the European Commission in 1992 to design and manage projects based on the Logical Framework Approach.
2. The project cycle includes identification, formulation, preparation and appraisal, commitment, implementation, and evaluation and audit phases.
3. During the identification and formulation phase, project ideas are developed and feasibility is assessed to determine if a formal proposal should be prepared.
I Process Framework Private Equity Portfolio CoRamesh_Krish123
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Jpunch 02-16-2012
1. Assessing Project Alternatives through Trade-off Analysis
In
A Strategic Project Management Environment
Johnnetta Punch, PMP
1
2. Introduction
The current federal-deficit crisis is requiring agencies to achieve their mission under
constrained flat-line budgets, thereby making cost reduction a priority for the customer. This
economic condition presents a particular problem for project managers within the space
flight program. Assessing project alternatives through trade-off analysis is a risk control
methodology that provides the project manager a tool from which to balance project
constraints while shortening the length of the project.
For high risk (high liability) projects, this task examines from a strategic project
management perspective, a systems approach for assessing project alternatives through
trade-off analysis. The focus of this task is trade-offs during the project implementation
phase. However, it should be emphasized that this analytical technique is done often and
continuously throughout the lifecycle of NASA projects.
The current project environment is difficult and requires that we adapt a systematic
approach for strategic planning and tradeoff analysis. The opportunity exists for improved
up-front planning that facilitates decision making inherent in the trade-off analysis
methodology as opposed to relying on a process based on history.
2
3. Assessing Project Alternatives through Trade-off Analysis
In
A Strategic Project Management Environment
The focus of this session is to examine a systematic approach to strategic planning and
project trade-off analysis. A systematic approach is a proactive decision making methodology
that:
– Promotes setting project goals
– Ensures a methodical, organized effort in which to carry out decisions
– Requires detailed up-front planning that usually necessitates increased effort by the
project management team.
3
4. Strategic Project Project Management Model
Strategic project management combines comprehensive up-front
planning with detailed downstream planning to ensure that
strategic and tactical issues are addressed early in the project.
1. Defining customer expectations and priorities early in the
Risks
project lifecycle
Obtain a comprehensive, exact understanding of the
customer’s requirements Technical
Performance
Understand the nuances of assignments
*Strategic Project Management Model
3. Delivering the Project Scope and Metrics
Establish an integrated project baseline
1. Defining
Customer
5. Conducting a Situational Review and Assessment Expectations and
Answer questions: What’s happening now? What 8. Tactical Deliverables 2. Establishing
Project Guidelines
happened in the past? What is likely to happen in the Execution
future?
Strategic 3. Delivering
7. Decision and the Project
Project
Utilize strategic/concurrent systems engineering as a Alternative
Analysis Planning Scope and
Total Quality Management Tool Metrics
• Improve communication while breaking down
functional silos, parochial thinking and hidden 6. Problem and 4. Organizing
Opportunity the Project
agendas Analysis Team
5. Situational
• Reduce total project cycle time Review and
Assessment
7. Decision Making and Alternative Analysis
Identify those alternatives necessary to achieve project * Strategic Project Management 4
objectives Michael J. Termini
5. Strategic Project Management
Risks
A method for clarifying customer expectations
Technical
Customer Performance
Fails to indentify and prioritize customer Ask
requirements
Confirm Listen
Makes unfounded assumptions instead of
Project Manager
obtaining the facts
Requirements
Project Team
Fails to quantify and prioritize deliverables or Expectations
project expectations Document Specifications Repeat
Schedules
Relies generally on blind faith in the Costs/budget
expertise and directions of those above them Contingencies
Metrics
Listen
Confirm
Repeat
Suppliers
*Strategic Project Management
5
Michael Termini
6. Delivering the Project Scope and Metrics
Tie the project budget and schedule to project expectations and scope
Generally, the project scope is difficult to define and requires:
• Fundamental project control systems for technical, cost and schedule to
mitigate unplanned changes
Once the project deliverables and scope have been clearly defined,
everything must be in writing, preferably in a single document.
• Project scope and deliverables Risks
• All performance specifications
Technical
Performance
• Estimated project schedules and budget
• Projected project costs and returns
• Expected resource requirements and the timing of their use or
consumption
• Project metrics and their associated data support systems
• Decision and corrective action procedures
• The assigned level of empowerment and all project approval
6
requirements
7. Tactical Project Management Model
Scheduling techniques used to control and monitor
the project, assess performance against established *Tactical Project Management Model
project objectives, and initiate corrective actions Development of
the Work
Work Breakdown Breakdown
• Breaks the project down into major sub level activities Trade-off Structure Activity Listing
Analysis Detail
Activity listing detail
• Must be sequenced with associated dependencies
Dependency Analysis Tactical Project Dependency
Gant Chart Execution
Development Analysis
• Dependencies can be serial or resource sensitive
• Personnel, funding, information, data, or materials
Cycle Time Calculation
PERT Critical
• Total consumed time from the beginning of the activity Path and Slack Cycle Time
Calculation
to completion Time Analysis
Calendar Time
Calendar Time Conversion Conversion
• Projects are planned on calendar time
PERT Critical Path and Slack Time Analysis Gant Chart Development
• Utilizes computer models to calculate critical path and • Illustrates timeline for all project activities,
slack time within the project schedule and value is predicated upon the accuracy
of the data and the planning
Trade-Off Analysis
*Project Management
A systems approach to planning, scheduling and controlling by
• Decision making based on a systems
Harold Kerzner approach for assessing project alternatives
7
8. Trade-off Analysis
When unforeseen problems throw the project off schedule or
create an over budget condition, the Project Manager must
bring the project back in control by :
Focusing on the customer’s priorities
Balancing project constraints with the delivery priorities
Making compromises without sacrificing project success in the eyes Risks
of the customer
Technical
Executing trade-off analyses in strict accordance to customer Performance
Renegotiating, if necessary, with the customer to bring the
remaining variables (either cost, time or performance) in as
planned
8
9. Categories of Project Constraints
In reality, every project has latitude for some compromise to be made
without sacrificing success in the eyes of the customer.
Example Scenarios
Most Research and Development projects
*Categories of Project Constraints portray situation A-3.
• The performance of a R&D project is
usually well defined, and it is cost and
time that may be allowed to vary.
Capital equipment projects fall into
situation A-1 or B-2, where time is of the
essence.
• The sooner the piece of equipment
gets into production, the sooner the
return of investment can realized
Non process-type equipment necessary to
comply with regulatory requirements
develops a scenario around situation B-3.
• Performance is fixed
*Project Management
• Commercially off-the-shelf (COTS)
A systems approach to planning, scheduling and controlling by
Harold Kerzner
The professional consulting firm operates
primarily under situation B-1. 9
10. Assessing Project Alternatives through Trade-off Analysis
A systems approach for decision making when performing trade-off analysis is
considered proactive management
Recognizes that the smallest change in the project or system could easily affect all the organization’s
system, i.e., business systems
Incorporates a six step process for decision making relating to managing project time, cost, and
performance trade-offs. Steps include:
1. Recognizing and understanding the basis for project conflicts
2. Reviewing project objectives
3. Analyzing the project environment and status
4. Listing and analyzing alternative course of actions
5. Revising the project plan
6. Obtaining management approval and re-planning the project
The alternative to systematic planning is decision-making based on history.
– Generally results in reactive management leading to crisis management, conflict management, and fire
fighting
10
11. Step 1: Recognizing and Understanding the Basis for Project Conflicts
Project conflicts may include:
• Uncertain /Unexpected Problems
• Too many concurrent projects
An outdated project management cost and control
system • Labor contract expiration
• Compares actual versus planned cost • Change in project leadership
• Possibility of project cancellation
• Provides early warning cost data, not • Overcommitted company resources
necessarily tested or validated through • Conflicting project priorities
information intelligence • Cash flow problems
• Labor contact disputes
Human errors/failures • Delay in material shipment
• Impossible schedule commitments, due to lack • “Fast-track” people having been promoted off
of resources and/or available skill the project
• Poor control of design changes • “Temporary” employees having to be returned
• Poor project cost accounting to their home base
• Machine failures • Inaccurate original forecast
• Failure to receive a critical input • Change in market conditions
• Failure to receive anticipated approvals • New standards having been developed
11
12. Step 2: Review Project Objectives
Look for the inflexibilities within the project objectives
Reviewing project documentation to understand the degree of inflexibility
imposed by the customer requires the project team to:
• Complete a review of project objectives
• Integrate project and sponsor’s objectives
• Review the statement of work to:
• Ensure adequacy of content with project and functional
specialists
• Review schedule, cost, and technical performance specifications
• Assess resources consumed and projected
12
13. Step 3: Analyzing the Project Environment and Status
Identify problems through a comprehensive review and status of each
project work package with functional managers.
Assessing the Project Metrics
• Time-to-complete
• Cost- to- complete
• Work –to- complete
Assessing quickly the significance of a particular variance
• Inadequate planning
• A lack of detailed plans or technical, cost and schedule changes
• Scope changes
• Changes that are permitted without formal incorporation in the project plan or increase in the
resources authorized for the project
• Poor performance
• Poor performance by one team member may quickly undermine the performance of the entire
team
• Excess performance
• An overzealous team member will unintentionally distort the planned balance between cost,
schedule, and performance on the project
• Environmental restraints
• Third party approval, or dependency on outside resources projects
13
14. Step 4: List and Analyze Project Alternative Course of
Actions
Quantify and plot the result of the analysis in order to determine the crashing cost
for shortening the length of a project.
Time
• Will the time delay change the completion date for other To use this graphical technique, the customer
projects and other customers? drives which of the three project constraints to
• What is the cause for the time delay? hold fixed.
• Can resources be committed to meet the schedule?
• What will be the cost for the new schedule? Plot graphically Scenarios 1-3
• Will the increase schedule give us added value? 1. Trade-off cost with technical
• Will an extension of this project cause a delay on other projects
hours performance held fixed
Cost
• What is causing the cost overrun? 2. Trade-off technical performance with
• What can be done to reduce the remaining cost? cost held fixed
• Should we absorb the extra cost ?
• Can we renegotiate time or performance standards to stay 3. Trade-off cost with time held fixed.
within cost? Completing the project on schedule can
• Will there be any net value gained for the increase in funding ? be extremely important in certain cases
• Is this the only way to satisfy Performance?
Technical Performance
• Can the original specification be met
• Are the specification negotiable
• Are we increasing or decreasing performance
• Will the customer accept a change
• Will the change in specifications cause a redistribution of
project resources
14
15. Step 4 List and Analyze Project Alternative Course of
Actions Continues….
Fixed Performance - Identify available alternatives and plot the results to
determine the crashing costs for shortening the length of the project
Scenario 1: Trade-off with fixed performance
If the critical project constraint most important to the
customer is technical performance, consider the *Cost is expressed as a function of time
following alternatives actions
• Adding additional resources or capital to the
project , if required
• Applying other technological, processes or
methodologies available to the team
• Redefining the scope or deleting
• Minimizing cost growth through the use overtime
(salaried personnel)
*Project Management
A systems approach to planning, scheduling and controlling by
Harold Kerzner
15
16. Step 4 Developing an Alternative Actions continue…….
Fixed Cost - Identify available alternatives and plot the results to determine the
crashing costs for shortening the length of the project * Cost is held Fixed
If the critical project constraint most important to the Scenario 2: Trade-off with Fixed Cost
customer is fixed cost, consider the following alternatives Performance is expressed as a function of time
actions.
• Allocate unused or excess funds from other
activities within the projects to offset current or
projected overruns
• Allocate activities to lower level personnel where
Technical
risks of failure is minimal
• Outsource where control and risk management
dictate a low probability of failure
• Re-engineer process for a reduction in activity or
process costs or overhead costs – some activities may
be eliminated all together, thus saving cost.
• Eat the cost overrun rather than pass it along to
the customer
*Project Management
A systems approach to planning, scheduling and controlling by 16
Harold Kerzner
17. Step 4 Developing an Alternative Actions continues……..
Fixed Time - Identify available alternatives and plot the results to determine the
crashing costs for shortening the length of the project
If the critical project constraint most important to the customer is
fixed time, consider the following alternatives actions:
*Scenario 3: Trade-off with fixed time
• Reallocate resources not on the critical path (slack time
activities) to activities on the critical path that have shown Cost varies with performance
some slippage.
• Reprioritize or eliminate one or more noncritical path
activities
• Apply additional resources
• Employ other compression techniques like concurrency
• Utilize overtime
• Assign some of the remaining noncritical project activities to
either administrative or clerical personnel
Technical
• Re-engineering to assess the critical path activities in
descending cycle times sequence to determine which activity
can be re-engineered
*Project Management
A systems approach to planning, scheduling and controlling by
Harold Kerzner 17
18. Step 5: Analyzing and Selecting Feasible Alternatives
Decision Analysis – Choosing the solution that minimizes the overall impact on
project objectives in the eyes of the customer
Analytical techniques involves: Decision Matrix
Objective
• Comparing and ranking alternatives in the order of perceived Meet
importance Specified Meet Meet Cost Increase Maximize
Delverable Schedule Requirements Business Profits Total
• Identifying relevant factor to evaluate Applied Weights 0.20 0.50 0.25 0.025 0.025 1
Alternative:
• Constructing a decision tree or matrix to aid managers in Request Extension 100% 0% 95% 50% 100% 48
choosing a solution that minimizes the overall impact Absorb added cost 90% 85% 100% 75% 0% 87
Miss delivery 95% 0% 80% 100% 90% 42
• Selecting the appropriate completion strategy, and beginning Add Resoruces 95% 95% 50% 90% 0% 81
implementation with management approval Reduce Quality 0% 85% 85% 15% 0% 66
Decision Tree
• Preparing a formal project update report including alternative
work scopes, schedules, and cost to achieve
• Minimum cost and schedule overruns
• Conformance to project objectives
• Presenting to internal and external project management the
alternatives along with an estimate of success probability
• Providing corrective actions for time, cost & performance
18
19. Step 5: Analyzing and Selecting Feasible Alternatives
continues….
Some other viable alternatives include:
Renegotiating the project technical performance criteria
Completing the project on schedule, to a minimum quality level
Controlling costs and technical performance, but permitting the schedule to slide
could result in a dissatisfied project sponsor
Maintaining schedule and cost performance by allowing quality to slip
Cancelling the project in an effort to limit exposure beyond that already
encountered
19
20. Step 6: Obtaining Management Approval and Re-Plan the
Project
The basis of decision-making for selecting alternatives
Top management usually make decisions based on:
• Policies on quality, integrity, and image
• Ability to develop a long-term client relationship
• Type of project (R&D, modernization, new product)
• Size and complexity of project
• Other projects on the way or planned
• Company’s cash flow
• Bottom line (ROI)
• Competitive risks
• Technical risks
• Impact on affiliated organizations
From the list of alternatives, management chooses a course of action that may require
• Detailed re-planning
• New schedules, PERT Charts
• Work Breakdown Structures and other key benchmarks
20
21. Summary
Throughout the lifecycle of a project it is important to:
• Focus on customer expectations and priorities
• Comprehensive up-front planning with detailed downstream planning
typically yields a significant return-on-investment in terms of benefits to the
project down stream
• Recognize the value of a proactive systems approach to planning and trade-
off analysis
21