The document discusses the establishment of the L&T Institute of Project Management (L&T IPM) by Larsen & Toubro to enhance project management knowledge. It outlines the vision, mission, charter and courses offered by L&T IPM across different levels (L0-L3) aimed at personnel with varying experience levels. Survey results indicate that the courses effectively improved participants' project management knowledge and abilities. However, the small sample size limits conclusions about long term impact on project performance. Overall, the document shows how L&T IPM aims to develop world-class project managers and make L&T a center of excellence in project management.
This document describes the development of an in-house project management training academy called L&T Institute of Project Management (L&T IPM) by Larsen & Toubro, an Indian engineering company. As 80% of L&T's revenue comes from projects, they recognized a need for formal PM training. L&T IPM was created to develop and deliver customized PM courses for L&T's project personnel. The curriculum was designed based on discussions with project managers to ensure relevance. Courses cover frameworks like PMI and PRINCE2 adapted to L&T's needs. Surveys found the courses effectively improved participants' PM knowledge and skills.
Itroduction to PMO مقدمة في مكاتب المحافظ والبرامج والمشاريع Mohamed Gouda
هذا الكورس هو كورس قصير لتعريف المهتمين بإدارة المشاريع بمكاتب المحافظ والبرامج والمشاريع PMO ووظائفها ومعرفة التنوع في أشكال ووظائف هذه المكاتب ، وتوفير الخطوة الأولى للمهتمين بدراسة هذا المجال وتعريفهم بأهم الشهادات الدولية التي تقدم في هذا المجال ، مع إلقاء الضوء علي شهادة P3O التي يقدمها معهد أكسليوس البريطاني .
The document provides an overview of a project management seminar presented by Hamza Qazi. The seminar introduces key project management concepts like the project life cycle, roles in project management, and certifications. It also describes courses offered in project management, business administration, and IT, including preparation courses for the PMP and CAPM certifications. The seminar aims to educate attendees on best practices in project scope, schedule, budget, and risk management.
Personally designed (content + graphics design), officially accredited P3O® Foundation courseware.
Portfolio, Programme and Project Offices (P3O®) is part of the AXELOS Global Best Practice Guidance.
Trademarks are properties of the holders, who are not affiliated with courseware author.
مهارات التواصل والقيادة عن مهارات هامة كان يجب أن نتعلمها وبعض المهارات الحديثة الهامة..
Topics:
-Communication.
-Negotiation.
-Leadership.
-Cultural Intelligence.
-Critical Thinking.
-Rights and Law Principles.
-Success!!
-Technology becoming Important.
-Modern Technologies.
Objective: To share how to shift focus on some of the human and psychological aspects of change, to balance the usual concentration on process that helped to setup, build & lead the APM PMO of the Year 2020 from the Government of Montserrat.
P3O (Portfolio, Programme and Project Offices) is a framework that provides principles, processes and techniques to help organizations successfully establish support structures to manage projects, programmes and portfolios. It offers models for portfolio, programme and project management offices, and defines roles and responsibilities. Implementing a P3O can provide benefits such as closer alignment of initiatives with strategic objectives, reduced costs from stopping non-beneficial initiatives, and fewer duplicative or conflicting projects. Maven Training is an accredited provider of P3O training and qualifications, with experienced trainers, high pass rates, and resources to help students effectively learn and apply the P3O framework.
This document contains the resume of Jamil Faraj Hassan, PMP. It summarizes his experience as a PMO Director, Senior Manager, Project Manager, and IT Manager. He has over 20 years of experience in project, program and portfolio management across various industries. He is a certified PMP and Agile Practitioner with a Master's degree in Computer Information Systems. Currently he is the PMO Director for Tatheer Media Production in Riyadh, where he manages projects, provides strategic guidance, and oversees the PMO.
This document describes the development of an in-house project management training academy called L&T Institute of Project Management (L&T IPM) by Larsen & Toubro, an Indian engineering company. As 80% of L&T's revenue comes from projects, they recognized a need for formal PM training. L&T IPM was created to develop and deliver customized PM courses for L&T's project personnel. The curriculum was designed based on discussions with project managers to ensure relevance. Courses cover frameworks like PMI and PRINCE2 adapted to L&T's needs. Surveys found the courses effectively improved participants' PM knowledge and skills.
Itroduction to PMO مقدمة في مكاتب المحافظ والبرامج والمشاريع Mohamed Gouda
هذا الكورس هو كورس قصير لتعريف المهتمين بإدارة المشاريع بمكاتب المحافظ والبرامج والمشاريع PMO ووظائفها ومعرفة التنوع في أشكال ووظائف هذه المكاتب ، وتوفير الخطوة الأولى للمهتمين بدراسة هذا المجال وتعريفهم بأهم الشهادات الدولية التي تقدم في هذا المجال ، مع إلقاء الضوء علي شهادة P3O التي يقدمها معهد أكسليوس البريطاني .
The document provides an overview of a project management seminar presented by Hamza Qazi. The seminar introduces key project management concepts like the project life cycle, roles in project management, and certifications. It also describes courses offered in project management, business administration, and IT, including preparation courses for the PMP and CAPM certifications. The seminar aims to educate attendees on best practices in project scope, schedule, budget, and risk management.
Personally designed (content + graphics design), officially accredited P3O® Foundation courseware.
Portfolio, Programme and Project Offices (P3O®) is part of the AXELOS Global Best Practice Guidance.
Trademarks are properties of the holders, who are not affiliated with courseware author.
مهارات التواصل والقيادة عن مهارات هامة كان يجب أن نتعلمها وبعض المهارات الحديثة الهامة..
Topics:
-Communication.
-Negotiation.
-Leadership.
-Cultural Intelligence.
-Critical Thinking.
-Rights and Law Principles.
-Success!!
-Technology becoming Important.
-Modern Technologies.
Objective: To share how to shift focus on some of the human and psychological aspects of change, to balance the usual concentration on process that helped to setup, build & lead the APM PMO of the Year 2020 from the Government of Montserrat.
P3O (Portfolio, Programme and Project Offices) is a framework that provides principles, processes and techniques to help organizations successfully establish support structures to manage projects, programmes and portfolios. It offers models for portfolio, programme and project management offices, and defines roles and responsibilities. Implementing a P3O can provide benefits such as closer alignment of initiatives with strategic objectives, reduced costs from stopping non-beneficial initiatives, and fewer duplicative or conflicting projects. Maven Training is an accredited provider of P3O training and qualifications, with experienced trainers, high pass rates, and resources to help students effectively learn and apply the P3O framework.
This document contains the resume of Jamil Faraj Hassan, PMP. It summarizes his experience as a PMO Director, Senior Manager, Project Manager, and IT Manager. He has over 20 years of experience in project, program and portfolio management across various industries. He is a certified PMP and Agile Practitioner with a Master's degree in Computer Information Systems. Currently he is the PMO Director for Tatheer Media Production in Riyadh, where he manages projects, provides strategic guidance, and oversees the PMO.
This document provides information about the Association for Project Management's (APM) Registered Project Professional (RPP) program. It outlines the benefits of becoming an RPP, which include enhanced professional status, competency benchmarking, and competitive advantages for individuals and organizations. The requirements to achieve RPP status include submitting a portfolio of evidence demonstrating experience and competency across APM's framework, as well as an in-person professional review. The presenter provides guidance on compiling the portfolio and preparing for the review.
This is the updated version of my PMP certification for 2020.
Jamil introduce a full PMP online course with discount 20% for a limited period.
https://www.udemy.com/ma_jf_pmp/?couponCode=Discount_20%25
Personally designed (content + graphics design), officially accredited PRINCE2® Foundation courseware.
PRINCE2® (Projects IN Controlled Environments) is part of the AXELOS Global Best Practice Guidance.
NLM is an international training consultancy that specializes in developing communication and management skills. It offers workshops, programs, and seminars on topics like business communication, presentation skills, meeting skills, logical and creative thinking, and negotiation skills. The document provides an overview of NLM's services, including its global business skills virtual learning platform, language coaching programs, and social media training. It also lists some of the average benefits companies achieve from NLM's acceleration business communication programs and provides details on NLM's company profile.
The Project Management Institute (PMI) is a nonprofit organization founded in 1969 in Philadelphia to support project management. It has over 420,000 members in 250 chapters across 70 countries. PMI publishes 12 global standards and its website is www.pmi.org. It publishes standards like the PMBOK Guide, as well as practice standards for areas like risk management, earned value management, and scheduling. These standards help define best practices for project management.
P3O und MoP – Kompetenzen zur Verbesserung der ProjektkontrolleDigicomp Academy AG
Sie erhalten einen Überblick über die beiden relativ neuen Standards P3O® und MoP™ des Cabinet Office (u.a. Entwickler von ITIL® und PRINCE2®) und erfahren, welchen Nutzen deren Erkenntnisse einem Unternehmen bringen kann.
This presentation was given by Nick Jones, one of APM's membership development managers, on 22nd October 2014. The audience was made up of students from Robert Gordon University, local APM membership in Aberdeen and also newcomers who are interested in getting involved with APM.
The document provides information about the Certificate in Quantitative Finance (CQF) program. The 6-month part-time program teaches practical quantitative finance techniques and consists of 6 modules with weekly exercises and exams. CQF alumni gain access to lifelong learning programs including additional lectures, a C++ course, and a trading simulator. The program is delivered globally through online lectures to provide flexible learning for finance professionals.
With the growing Project Economy, the PMO’s sphere of influence is no longer just the Project Community but entire organisations.
Find out how PMOs can be the engine driving project upskilling through digital learning.
Different certifications in project managementmahesh tawade
This document provides information on 14 different project management certifications. It describes the certifying body, price, and requirements for each certification. The certifications include the PMP, CAPM, CSM, Project+, PRINCE2, CPMP, APM, MPM, PPM, PMITS, Certified Project Director, IAPM Certified Project Manager. The document provides a brief overview of each certification focused on who offers it, cost, and prerequisites needed to obtain the certification.
Personally designed (content + graphics design), officially accredited MoP® Foundation courseware.
MoP® (Management of Portfolios) is part of the AXELOS Global Best Practice Guidance.
Trademarks are properties of the holders, who are not affiliated with courseware author.
Stepping up to manage programmes and portfolios by Mr Harold PetersenNUS-ISS
This document discusses project, program, and portfolio management. It begins by noting high failure rates of IT projects according to recent studies. It then discusses project management silos and the benefits of aligning, controlling, and optimizing a portfolio of initiatives using P3O (Portfolio, Programme, Project Office) and MSP (Managing Successful Programmes) frameworks. The rest of the document provides an overview of these frameworks, including definitions and examples of how they can be applied to manage initiatives and deliver benefits. It emphasizes that P3O and MSP aim to improve governance, transparency, delivery support, reusability, and traceability across an organization's portfolio of projects and programs.
This document provides an overview and table of contents for the PMI-RMP Credential Handbook. The handbook contains information for applicants seeking the PMI Risk Management Professional (PMI-RMP) credential, including the application and testing process, eligibility requirements, fees, and maintenance requirements. It covers topics such as the role delineation, examination information, policies for scheduling and taking the exam, as well as continuing certification requirements including professional development units. The handbook is intended to provide all necessary information to apply for and maintain the PMI-RMP credential.
Discover your organisation's Project, Programme, and Portfolio Management maturity. An assessment based on P3M3 developed by Profeo Ltd., Zurich, Switzerland.
This document provides guidance on becoming an APM Registered Project Professional (RPP). It discusses the RPP standard and assessment process, which involves submitting a portfolio of evidence demonstrating competence against 29 core competencies, as well as attending a professional review. Tips are provided on compiling the portfolio, including how to show evidence of leadership, managing others, and experience with complex projects. The presenter then shares their personal experience of achieving RPP status to encourage candidates.
Telenet is a telecommunications company based in Belgium that provides cable television, broadband internet, fixed and mobile telephone services. The document discusses Telenet's strategy to transition from a focus on growth through volume to sustainable growth through value. This includes developing 3-year strategic planning, improving cost control and investment analysis, streamlining budgeting processes, increasing cash management, and creating business insights through key performance indicators and value driver analysis to better monitor performance and facilitate decision making. The goal is for the finance department to proactively support the business by being ahead of the curve in responding to changing demands.
The document provides an agenda for a PMP refresher presentation. The agenda covers introductions, an overview of PMI, the CAPM certification, requirements and exam, details on the PMP certification including eligibility requirements, the application process, and exam format and passing score. It also discusses preparation strategies for the PMP exam such as forming a study group.
The webinar discusses three levels of a Project Management Office (PMO) and how they can support program and project management. Outi Nyström, the guest speaker, has over 20 years of experience in program and project management. She outlines the evolution of PMO services from basic to advanced levels. At basic levels, a PMO provides administrative support, while more advanced PMOs offer additional services like portfolio management, knowledge management, and strategic planning. Nyström also provides examples of how different organizations have structured their PMOs from centralized models to those with both central and regional units.
Jeff Furman Pmp.Presentationfor Astdny.Aug242010.Valueof Project Management C...Jeff Furman
Presentation I gave for the ASTD NYC Chapter in August 2010 as part of a panel discussion on "The Value of Certifications for Learning & Development Professionals"
This document provides information about the Association for Project Management's (APM) Registered Project Professional (RPP) program. It outlines the benefits of becoming an RPP, which include enhanced professional status, competency benchmarking, and competitive advantages for individuals and organizations. The requirements to achieve RPP status include submitting a portfolio of evidence demonstrating experience and competency across APM's framework, as well as an in-person professional review. The presenter provides guidance on compiling the portfolio and preparing for the review.
This is the updated version of my PMP certification for 2020.
Jamil introduce a full PMP online course with discount 20% for a limited period.
https://www.udemy.com/ma_jf_pmp/?couponCode=Discount_20%25
Personally designed (content + graphics design), officially accredited PRINCE2® Foundation courseware.
PRINCE2® (Projects IN Controlled Environments) is part of the AXELOS Global Best Practice Guidance.
NLM is an international training consultancy that specializes in developing communication and management skills. It offers workshops, programs, and seminars on topics like business communication, presentation skills, meeting skills, logical and creative thinking, and negotiation skills. The document provides an overview of NLM's services, including its global business skills virtual learning platform, language coaching programs, and social media training. It also lists some of the average benefits companies achieve from NLM's acceleration business communication programs and provides details on NLM's company profile.
The Project Management Institute (PMI) is a nonprofit organization founded in 1969 in Philadelphia to support project management. It has over 420,000 members in 250 chapters across 70 countries. PMI publishes 12 global standards and its website is www.pmi.org. It publishes standards like the PMBOK Guide, as well as practice standards for areas like risk management, earned value management, and scheduling. These standards help define best practices for project management.
P3O und MoP – Kompetenzen zur Verbesserung der ProjektkontrolleDigicomp Academy AG
Sie erhalten einen Überblick über die beiden relativ neuen Standards P3O® und MoP™ des Cabinet Office (u.a. Entwickler von ITIL® und PRINCE2®) und erfahren, welchen Nutzen deren Erkenntnisse einem Unternehmen bringen kann.
This presentation was given by Nick Jones, one of APM's membership development managers, on 22nd October 2014. The audience was made up of students from Robert Gordon University, local APM membership in Aberdeen and also newcomers who are interested in getting involved with APM.
The document provides information about the Certificate in Quantitative Finance (CQF) program. The 6-month part-time program teaches practical quantitative finance techniques and consists of 6 modules with weekly exercises and exams. CQF alumni gain access to lifelong learning programs including additional lectures, a C++ course, and a trading simulator. The program is delivered globally through online lectures to provide flexible learning for finance professionals.
With the growing Project Economy, the PMO’s sphere of influence is no longer just the Project Community but entire organisations.
Find out how PMOs can be the engine driving project upskilling through digital learning.
Different certifications in project managementmahesh tawade
This document provides information on 14 different project management certifications. It describes the certifying body, price, and requirements for each certification. The certifications include the PMP, CAPM, CSM, Project+, PRINCE2, CPMP, APM, MPM, PPM, PMITS, Certified Project Director, IAPM Certified Project Manager. The document provides a brief overview of each certification focused on who offers it, cost, and prerequisites needed to obtain the certification.
Personally designed (content + graphics design), officially accredited MoP® Foundation courseware.
MoP® (Management of Portfolios) is part of the AXELOS Global Best Practice Guidance.
Trademarks are properties of the holders, who are not affiliated with courseware author.
Stepping up to manage programmes and portfolios by Mr Harold PetersenNUS-ISS
This document discusses project, program, and portfolio management. It begins by noting high failure rates of IT projects according to recent studies. It then discusses project management silos and the benefits of aligning, controlling, and optimizing a portfolio of initiatives using P3O (Portfolio, Programme, Project Office) and MSP (Managing Successful Programmes) frameworks. The rest of the document provides an overview of these frameworks, including definitions and examples of how they can be applied to manage initiatives and deliver benefits. It emphasizes that P3O and MSP aim to improve governance, transparency, delivery support, reusability, and traceability across an organization's portfolio of projects and programs.
This document provides an overview and table of contents for the PMI-RMP Credential Handbook. The handbook contains information for applicants seeking the PMI Risk Management Professional (PMI-RMP) credential, including the application and testing process, eligibility requirements, fees, and maintenance requirements. It covers topics such as the role delineation, examination information, policies for scheduling and taking the exam, as well as continuing certification requirements including professional development units. The handbook is intended to provide all necessary information to apply for and maintain the PMI-RMP credential.
Discover your organisation's Project, Programme, and Portfolio Management maturity. An assessment based on P3M3 developed by Profeo Ltd., Zurich, Switzerland.
This document provides guidance on becoming an APM Registered Project Professional (RPP). It discusses the RPP standard and assessment process, which involves submitting a portfolio of evidence demonstrating competence against 29 core competencies, as well as attending a professional review. Tips are provided on compiling the portfolio, including how to show evidence of leadership, managing others, and experience with complex projects. The presenter then shares their personal experience of achieving RPP status to encourage candidates.
Telenet is a telecommunications company based in Belgium that provides cable television, broadband internet, fixed and mobile telephone services. The document discusses Telenet's strategy to transition from a focus on growth through volume to sustainable growth through value. This includes developing 3-year strategic planning, improving cost control and investment analysis, streamlining budgeting processes, increasing cash management, and creating business insights through key performance indicators and value driver analysis to better monitor performance and facilitate decision making. The goal is for the finance department to proactively support the business by being ahead of the curve in responding to changing demands.
The document provides an agenda for a PMP refresher presentation. The agenda covers introductions, an overview of PMI, the CAPM certification, requirements and exam, details on the PMP certification including eligibility requirements, the application process, and exam format and passing score. It also discusses preparation strategies for the PMP exam such as forming a study group.
The webinar discusses three levels of a Project Management Office (PMO) and how they can support program and project management. Outi Nyström, the guest speaker, has over 20 years of experience in program and project management. She outlines the evolution of PMO services from basic to advanced levels. At basic levels, a PMO provides administrative support, while more advanced PMOs offer additional services like portfolio management, knowledge management, and strategic planning. Nyström also provides examples of how different organizations have structured their PMOs from centralized models to those with both central and regional units.
Jeff Furman Pmp.Presentationfor Astdny.Aug242010.Valueof Project Management C...Jeff Furman
Presentation I gave for the ASTD NYC Chapter in August 2010 as part of a panel discussion on "The Value of Certifications for Learning & Development Professionals"
Jamil Faraj Hassan has over 20 years of experience in project management, IT consulting, and training. He currently works as the PMO Manager for the Ministry of Water and Electricity in Saudi Arabia, where he is responsible for establishing and developing the PMO to manage over 1,000 projects. Prior to this role, he held several project management and consulting positions in Saudi Arabia, the UAE, Iraq, and Jordan.
Project management in IBM EG - lecce_20140224Antonio Caforio
IBM developed an enterprise-wide approach to project management to address identified weaknesses and raise project management to a core competence. This included establishing a Project Management Center of Excellence, implementing a consistent project management methodology worldwide, qualifying project managers on significant projects, and establishing strong project performance measurements. As a result, IBM created a project-based enterprise with over 26,500 project managers managing projects globally using a common project management method.
This document provides information about the Association for Project Management's (APM) Registered Project Professional (RPP) program. It outlines the requirements and process for becoming an RPP, including demonstrating competence in core project management areas through qualifications, experience, and a portfolio of evidence. The portfolio is assessed initially, and if successful, candidates must pass a professional review interview. Becoming an RPP recognizes individuals able to manage complex projects and leads to benefits like enhanced professional status and use of post-nominal letters.
The Project Management Centre of Excellence (PMCOE) provides project management services, training, and resources to government agencies in British Columbia. The PMCOE team consists of 16 project managers who aim to increase project success rates and internal project management capacity across government. Key services include project support, assigning project managers, a community of practice for knowledge sharing, and training programs on project management methodology and certification. The overall goal is continuous improvement in project outcomes and maturity for the province.
This course is designed to help companies better identify, select, train and support both program and project managers as a core competency within the organisation. Building around proven academic research, we will explore the various competency models, including those of PMI, AIPM, IPMA and GAPPS, and using those as the basis; actually conduct competency assessments in the classes.
We will also explore how to modify competencies to fit your specific organisation or application. Lastly, this course will also demonstrate how to use the Kirkpatrick 4 Step Model to evaluate and measure the effectiveness of project and program management training programs.
www.trueventusnews.com
This document summarizes a presentation about project management offices (PMOs). It discusses the history and evolution of PMOs from the 1970s to present day. It describes the different types of PMOs and what they can provide to organizations, such as common methods, communication hubs, and benefits delivery. Case studies are presented on why organizations implement PMOs. The document outlines the process for setting up a new PMO and ensuring its longevity. It also profiles common roles within a PMO and discusses competencies. Finally, future research topics related to PMOs are presented.
The document discusses the strategy and roadmap for the ePMO (enterprise project management office) at MSC over fiscal year 2015. It outlines three pillars for the ePMO strategy: project competency, project excellence, and PMO best practices. For project competency, it discusses developing a project capability center (PCC) with career paths and competency assessments for project managers. For project excellence, it discusses achieving higher levels of portfolio/program/project maturity based on frameworks from Gartner and P3M3. For PMO best practices, it lists several practices around leadership, project and business acumen, reporting, and resource and risk management.
The document provides an overview of project management offices (PMOs) and Microsoft Project Online. It discusses what a PMO is, why organizations establish PMOs, and how to set up a PMO in 5 phases. It then provides examples of PMOs from different organizations and industries. Finally, it gives a high-level overview of Project Online, its target users, top 10 benefits, and key terms.
The Project Manager is responsible for everything that is required to make the project a success - whether directly or indirectly. It is not like a typical hierarchical line management role. The Project Manager is at the centre of everything relating to the project. Controlling the contributions of seniors and peers is just as important as managing the work of the team. Here we have an overview of what exaclty Project Management is.
The document outlines plans and concepts for establishing a project management office (PMO). It discusses establishing governance, defining the PMO's scope and services, developing a timeline and milestones, determining roles and team structure, and creating plans for performance management, communications, documentation, and maturing the PMO over time. The PMO aims to better align projects with strategy, implement consistent processes, facilitate collaboration, manage resources, and provide executive visibility into project status.
The document discusses a Project Management Diploma program offered by the American University of Beirut. The program aims to prepare project practitioners through applying best practices to improve organizational delivery capabilities. It is composed of 11 components divided into project management certification workshops and diploma courses focusing on areas like risk management, program management and engineering project controls. The program provides international certificates and is taught by experienced instructors and subject matter experts in project management.
This document discusses a 3-day project management simulation and consulting workshop. The workshop aims to help project teams, stakeholders, and managers develop and test project management strategies using real-world case studies. Participants will learn best practices from PMBOK and apply them to their project plans through simulations and exercises. At the end of the workshop, participants will have a workable project management implementation plan for their organization's projects. The workshop uses a 70% application approach where participants spend most of the time applying what they learn to their project plans.
Gain valuable insight into project management with a focus on managing IT projects. Acquire an understanding of how creating strategies and designing plans to deliver
IT projects can provide consistent value and increased profits; if you are preparing to take on IT project management responsibilities.
Gain valuable insight into project management with a focus on managing IT projects. Acquire an understanding of how creating strategies and designing plans to deliver IT projects can provide consistent value and increased profits; if you are preparing to take on IT project management responsibilities.
Spoclearn Offering PMP Certification in Indonesia accredited by PMI. By this Training you will understand the people, Process, Business Environment and helps you to enhance your Project Management skills, Team-Management Skills and Communication Skills etc..
Project Mng Basics Belarusian State University FinalТранслируем.бел
The document provides an overview of project management basics presented by Murat Erkan, a project manager with experience in various industries. It defines what a project is, outlines the benefits of project management, and discusses factors for successful projects. It also summarizes Erkan's background and agenda, which includes describing project manager skills, key processes, knowledge areas, and the evolution of project management as a profession.
Introduction
Meeting Objectives
Project Oriented Industries
Project Manager, Power and Authority
PM Discipline
Managing your Stake Holders
Talk the Talk and Walk the Walk
Communication
Project Closure
Similar to Krishna moorthy pmi template pmi presentation final (20)
This document summarizes an upcoming presentation on ethics versus business interests in project management. The presentation will use case studies and examples from professional forums to illustrate common ethical dilemmas project managers may face at different stages of a project's lifecycle. It will also discuss how ethical standards may vary in different regions and industries. The goal is for project managers to learn how to recognize and address potential ethical issues so they are prepared to handle similar situations in the future.
This document discusses achieving delivery excellence in projects. It defines delivery excellence as going beyond just quality to be "extremely good". It identifies critical success factors for delivery excellence like customer satisfaction, employee satisfaction, and business growth. It also discusses key metrics for measuring delivery excellence like revenue growth, customer satisfaction levels, and defect density. Finally, it recommends tools and techniques for organizations to achieve delivery excellence, such as innovation, automation, and competency development.
The document discusses a new project management trend called Globally Distributed Delivery Model (GDDM). GDDM involves managing projects with teams located across multiple locations, time zones, cultures and service providers. The key challenges of GDDM include effective communication, collaboration and cultural differences across distributed teams. Some strategies to overcome these challenges are establishing clear communication frequencies and methods, developing trust among team members, and understanding cultural differences. The document provides best practices for project managers to successfully execute GDDM projects.
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 proven practices for measuring learning impact. It explores eight initiatives for measuring learning that can demonstrate impact, including turning satisfaction surveys into predictive data, using the human capital approach to estimate performance change, and leveraging business impact templates. The challenges of demonstrating business impact, reducing "scrap learning", and measuring informal learning are also addressed.
The document discusses how emerging economies, the financial crisis, and Generation Y are changing the face of project management. It provides tips on how project managers can adapt to these changes, such as gaining knowledge of local business models in emerging economies and using agile approaches. It also presents a case study of how a project manager dealt with an existing project being opened to bidding due to the financial crisis. The document advocates that project managers embrace continuous improvement, generate peer pressure for accountability, and adopt an innovation framework to adapt to the changing project management landscape.
This document discusses bridging the gap between traditional project management and the expectations of the "Facebook generation". It proposes adapting a new management style focused on transparency, value creation, and flattening hierarchies. Specifically:
1) The "Mirror-Mirror" concept helps managers understand their starting point and focus areas for improvement to achieve goals.
2) Emphasis is placed on winning stakeholder confidence through transparency.
3) Managers think long-term and include more people in planning for transparency.
4) Multiple solutions are explored during execution to maximize value for all parties.
The document discusses the challenges of managing multi-country projects and proposes an approach using abstract and agile scheduling. It highlights difficulties like budget forecasting, resource management, and tracking across locations. The approach uses an abstract schedule for high-level planning and portfolio management, with agile detailed schedules managed quarterly by teams. Collaboration is enabled through a web tool for tasks, time tracking, documents and issues. This framework aims to provide simplicity and visibility while allowing flexibility.
This document discusses project dynamics, an emerging approach to understanding the complex dynamics of projects over time. It discusses how project dynamics can be applied to (1) understand features of projects like activities, phases and interdependencies, (2) model rework cycles and their compounding effects, and (3) evaluate the intended and unintended consequences of project control strategies. The document argues that applying a project dynamics approach can provide new insights to improve project management practices.
The document discusses delegating project management tasks from project managers to team members in order to improve organizational efficiency. Currently, project managers typically handle all project management tasks themselves. This leads to higher costs, lower team motivation, and missed opportunities. The document proposes a solution where project managers delegate appropriate project management tasks to team members. This would reduce costs by utilizing resources more efficiently. It would also increase team member motivation and involvement. The document addresses some concerns about this approach and provides recommendations for implementation at different organizational levels.
The document discusses sustainability in project management. It explores how sustainability relates to projects and project management. Key points include:
1) Sustainability involves balancing economic, social, and environmental factors over both the short and long term.
2) Project managers may have responsibility for sustainability aspects of projects and their outcomes.
3) Considering sustainability requires looking at a project's full lifecycle as well as the lifecycles of its outcomes and any associated products or assets.
The document discusses strategies for companies to achieve growth with existing resources through effective portfolio management. It finds that high growth companies expand sales channels while slower companies focus on cost reduction. Implementing portfolio management allows selecting the right projects and optimizing resource allocation. Benefits include increased effectiveness, reduced costs, and higher profits without additional investments. The key is to identify constraints, match capacity and pipeline, and select platforms that provide competitive advantage and accelerate innovation.
The document discusses the role of a Strategic Program Management Office (PMO) in managing organizational transformation. It describes what a Strategic PMO is and the framework it uses, including establishing a vision, mission, and work streams. It then discusses the structure of a Strategic PMO and its lifecycle. Finally, it provides examples of Strategic PMOs that were implemented to manage a merger integration, transition to a shared global delivery model, and drive innovation through centers of excellence.
This presentation discusses how project managers can incorporate social media tools like Twitter, Facebook, LinkedIn, and blogs into project communication and management. It explores how tools like these have changed communication from restricted exchanges to more open and collaborative interactions. The presentation also addresses challenges with social media like distraction and loss of productivity, and suggests ways for project managers to develop social media policies and guidelines for their teams.
This document discusses a business model for providing renewable energy to rural communities through partnerships between various stakeholders. The key stakeholders identified are village communities, NGOs, microfinance institutions, original equipment manufacturers, and government/state bodies. The model aims to improve rural livelihoods and alleviate poverty by providing energy access and creating new income opportunities through microloans to fund the installation of renewable energy technologies. Challenges and opportunities of this model are also analyzed.
This document provides an overview of how tools from psychology can be applied to improve project management. It discusses the Myers-Briggs Type Indicator (MBTI) personality assessment and describes two personality types: ENFP and ISTJ. It also summarizes Rational Emotive Behavior Therapy (REBT) and how modifying beliefs can impact consequences. The document suggests project managers would benefit from understanding these psychological tools to improve team dynamics and expectations management.
The document presents the Influential and Inspirational Powers (IIP) model, a new self-evaluation tool for project managers. The IIP model maps levels of influence and inspiration on a grid with four quadrants based on two situations: 1) how team members are influenced and inspired by the project manager, and 2) how the project manager is influenced and inspired by the team. The tool is meant to help project managers identify strengths, weaknesses, and ways to improve team motivation, productivity, and innovation. A survey of project stakeholders provided initial support for the model.
This document discusses strategies for managing everyday conflicts at work. It suggests that minor unresolved conflicts can lead to major losses in productivity, satisfaction and focus within teams. Conflict is inevitable in team environments but can be minimized through awareness and effective conflict resolution strategies. The document explores how individual personality traits and interpersonal skills influence conflicts, and provides models for resolving conflicts at different levels from individual to team to organizational.
This technical paper explores the importance of soft skills like leadership for project managers. It discusses how leadership is crucial for project success as it helps integrate team members and motivate them. The paper outlines different leadership styles and techniques for developing leadership skills, including coaching and mentoring. Effective coaching and mentoring through situational leadership can help individuals and teams achieve their goals while also benefiting the overall organization.
The document discusses the need to tap into the power of informal project management techniques. It proposes a methodology to identify exemplary historical informal projects in India and analyze them to develop a database of proven informal techniques. This would help bridge gaps in formal project management education. A survey found most essential project management skills can be developed through both informal and formal means.
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Frameworks/Models included:
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Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
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1. Krishna Moorthy 20-11-2010 L&T – Institute of Project Management(L&T I’PM)
2. Agenda “PM Knowledge enhancement through in house Academy” Larsen &Toubro Experiences PM Knowledge enhancement - L&T I’PM
3. Flow of the Presentation Genesis of establishment of L&T Institute of Project management (L&T Academy for Project Management) Vision, Mission and Charter Process of creation of courses Courses at IPM Competency matrix and Clusters(Knowledge Areas) Courses currently offered at IPM. Course Progression Chart and Equivalence Journey so far Proof of the Pudding…. Way forward for others to emulate and/ or Follow. PM Knowledge enhancement - L&T I’PM
5. “Experience is a comb which Nature gives to man after he is bald”. Thai proverb PM Knowledge enhancement - L&T I’PM
6. Why a center of Excellence in PM at L&T Project Management (PM) as an academic discipline is of limited access in academic institutions Graying PM community in the company without an adequate base of trained young project managers Experiential learning is more pronounced in PM compared to other disciplines .Need for case studies from work environment Need to propel L&T into a world class organization in project management Close to 80% of L&T’s turnover of $8.5 billion comes from Projects Need for global benchmarking in projects. Create one of a kind institution with -Industry+ Academic combination in project management PM Knowledge enhancement - L&T I’PM
7. Vision To develop a premier world class education center for creating global project management professionals thereby making L&T a Centre of Excellence in Project Management PM Knowledge enhancement - L&T I’PM
8. Mission To develop and deliver high quality education and research in project management in consonance with the vision of L&T by providing state-of-the-art infrastructure and learner friendly atmosphere with innovative pedagogy thereby creating a pool of world class and socially responsible project professionals PM Knowledge enhancement - L&T I’PM
12. Creation of the Architecture for the Courses PM Knowledge enhancement - L&T I’PM
13. Program design and learning objectives 1.The program designed should focus on the application of the project management processes and principles collectively to be classified as L&T body of knowledge and practices. 2.The Program should draw upon the positives of currently available frameworks namely : (a) Project Management Institute (PMI) frame work, (b) International Project Management Association (IPMA) framework (c) Projects in Controlled Environments (PRINCE 2) (d) Critical Chain Project Management (CCPM) (e)Theory of Constraints (TOC) (f) Any other relevant framework or PM methodology Cont…. PM Knowledge enhancement - L&T I’PM
14. 3.The program should be geared to increase L&T capability to consistently deliver successful capital projects across all the operating divisions. 4.The program should cater to all the streams of business disciplines and projects of L&T. The program should provide insights to support success and learning’s in challenging multi-regional business environments. 5.The program should have contact sessions at specified intervals to: (a) Expose the participants to the theoretical concepts. (b) Exchange of project concepts among heterogeneous group of project managers thereby encouraging peer group learning. 6.The Program should bring in project problems for classroom discussions and solutions to forge the relationship between faculty and practicing project managers for project related case development . PM Knowledge enhancement - L&T I’PM
23. Contact sessions: 6 days every quarter for two years. Total 48 days PM Knowledge enhancement - L&T I’PM
24. L-2 : Senior Executive Program For practicing project managers with 10 to 15 years experience. Contact Sessions: 6 days every quarter for one year. Total 24 days L- 3: Project Director Program For practicing project directors with 15+ years of experience. Contact sessions: 10 days in a year at an interval of 3 months.(India/USA) PM Knowledge enhancement - L&T I’PM
25. CEPs: Continuing Education Programs Stand alone, specific subject oriented 2 to 3 days short duration programs. PM Knowledge enhancement - L&T I’PM
30. Understand the complexities of project execution, develop insights into legal and commercial aspects of projects such as vendor and sub-contractor management, logistics management, contract and claims management, tax planning; and the likes.
31. Monitoring and post completion learning will be an important part of the Program content. PM Knowledge enhancement - L&T I’PM
35. The Program will therefore emphasize critical thinking, case analysis, experience sharing, role-plays, and substantial use of group activities PM Knowledge enhancement - L&T I’PM
47. Continuing Education Program (CEP’s) Learning Objectives Concepts Overview and interest kindling to serve as foundation for advanced courses. PM Knowledge enhancement - L&T I’PM
57. Progression Chart for Education and Certification L-3 Black Belt (2 Weeks Course) 8 Years Project Experience L-2 Blue Belt ( 1 Year Course) 5 years Project Experience L-1 Green Belt (2 Year Course) 1 Year Project Experience L-0 Course for all PM Knowledge enhancement - L&T I’PM
70. Archives of Study Materials and Project Reports Any specific requirement in terms of books/journal articles/case study etc.PM Knowledge enhancement - L&T I’PM
71.
72. EBESCO Database: The database covered all the areas and provide complete information and knowledge through various sub databases like Business Source Corporate, Regional Business News, etc. The Database covered 3000+ Full text Journals on various areas of business and management subjectsPM Knowledge enhancement - L&T I’PM
73. Picture Gallery L&T Institute of Project Management At Corporate Block, Knowledge City, Vadodara PM Knowledge enhancement - L&T I’PM
88. Key Learnings at L&T I’PM Assess project requirements and develop effective, concise RFPs. Match the appropriate resources to the needs of a project based on business goals. Adapt and shift planning strategies, staffing models and goal-setting during the lifecycle of a project. Identify milestones and recognize when projects are at risk — and manage them to successful completion. Provide results and performance reports to executive managers. Incorporate an international perspective in global projects. Work effectively within diverse organizations to resolve conflicts. Maintain ethical standards at all project stages. PM Knowledge enhancement - L&T I’PM
89. In the pipe line…. Accreditation of course through accrediting bodies Joint certification with certifying organization Extensive In house case development and publishing with L&T data. PM Knowledge enhancement - L&T I’PM
90. Proof of the Pudding….. How are we doing ? PM Knowledge enhancement - L&T I’PM
91. After one and a half year’s of conducting the program we did a survey on about 1200 personnel who completed various courses. PM Knowledge enhancement - L&T I’PM
92. L&T I’PM Survey Please return the questionnaire, after filling in, to:dean@lntipm.org. Name:__________________ PS No:________________ Course Attended at L&T IPM:_________________________________________ Questionnaire A. General Were objectives of the course clear to you? Yes No Were the objectives of the course realized? Yes No Will you recommend this course to your colleague? Yes No The Instructors encouraged interaction and were helpful? Yes No B. Course Utility & Value in Project Use ranking scale 1 to 5; 1-Low……..5-High The Course Content met with my expectations The Course/s added value in enhancing my knowledge The Course Exposed me to new knowledge areas & Practices I believe course enables me to carry out my functions in better way The Course offered was complete for which it was offered C. Recommendations / Suggestions 1.Please Comment on the strength of the courses and the way it was conducted. 2.Please Comment on the weakness of the courses and the way it was conducted. 3.Please give suggestions / recommendations for betterment of the Program and also suggestion of new courses that L&T IPM can offer. PM Knowledge enhancement - L&T I’PM
95. The survey was carried out just after one and a half years after the participants went through PM education. This period is too short for application of the knowledge and results on long duration projects.
96. The ideal way would be to create a control sample of participants who did not go through the program and compare their on-project performance with those of whom that underwent the program.PM Knowledge enhancement - L&T I’PM
97. PM education brings in value addition for the project personnel in : Understanding the project processes Financial aspects of projects The importance of Time, Scope and Cost in projects. PM Knowledge enhancement - L&T I’PM
98. PM education in industry: Advantages Assess project requirements and develop effective, concise RFPs. Match the appropriate resources to the needs of a project based on business goals. Adapt and shift planning strategies, staffing models and goal-setting during the lifecycle of a project. Identify milestones and recognize when projects are at risk — and manage them to successful completion. Provide results and performance reports to executive managers. Incorporate international perspectives in global projects. Work effectively within diverse organizations to resolve conflicts. Maintain ethical standards at all project stages and become successful project leaders. Creation of knowledge base for future project managers Develop a body of knowledge for adding to the repository of the science and art of project management PM Knowledge enhancement - L&T I’PM
99. Way Forward Educational Research has shown that practitioners can make significant advances in developing their knowledge and capabilities through experiential learning. PM Knowledge enhancement - L&T I’PM
100.
101. Creation of an academy like L&T I’PM, however, requires wholehearted commitment of management, finances and intellectual inputs. PM Knowledge enhancement - L&T I’PM
102. Final Conclusion Results emanating out of the efforts of similar academies would be enormous in terms of creation of excellent project practitioners, knowledge base leading to establishing PM as a disciplined science of engineering. PM Knowledge enhancement - L&T I’PM