This document outlines an introductory course on advanced project management. It introduces the instructor and provides an agenda that covers key project management topics like stakeholders, communication, and closure. The course objectives are to introduce students to fundamental PM concepts and practices used in real-world projects. The document describes the course structure, reference materials, and emphasizes the importance of planning, controlling, and managing projects using a disciplined approach.
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
Advanced Project Management Project Organization and Integration;
Project Proposal
Project Contract
Project Charter
Elicitation of Project Requirements and Specifications
Project Statement of Work
Project Scope Statement
Project Work Breakdown Structure
Scope Creep, Control and Verification
Project Change Management
Project Integration Management
PMP Lecture 1: Introduction to Project ManagementMohamed Loey
Ā
https://mloey.github.io/courses/pmp2017.html
https://www.youtube.com/watch?v=XUoEr6kee6k&list=PLKYmvyjH53q13_6aS4VwgXU0Nb_4sjwuf&index=1&t=2s
We will discuss the following: History of Project Management, Project Management, Program Management, Portfolio Management, Project Management Office, PMBOK, PMI.
A risk is defined as āan uncertain event or condition that, if it occurs, has a positive and negative effect on a projectās objectives.ā Risk is inherent with any project, and project managers should assess risk continually and develop plan to address them. The risk management plan contains an analysis of likely risks with both high and low impact, as well as mitigation strategies to help the project avoid being derailed should common problems arise. Risk management plans should be periodically reviewed by the project team in order to avoid having the analysis become stale and not reflective of actual potential project risks. Most critical, risk management plans include a risk strategy.
This module on Managing Risk discusses different type of risk that needs to be taken into account by the management while implementing a project. The other topics converged in this module include probability-impact matrix, Risk Quantification; Mitigating/Transferring risk; Risk audits/Review; Sample Risk plan and how to initiate Risk Management Planning.
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
Advanced Project Management Project Organization and Integration;
Project Proposal
Project Contract
Project Charter
Elicitation of Project Requirements and Specifications
Project Statement of Work
Project Scope Statement
Project Work Breakdown Structure
Scope Creep, Control and Verification
Project Change Management
Project Integration Management
PMP Lecture 1: Introduction to Project ManagementMohamed Loey
Ā
https://mloey.github.io/courses/pmp2017.html
https://www.youtube.com/watch?v=XUoEr6kee6k&list=PLKYmvyjH53q13_6aS4VwgXU0Nb_4sjwuf&index=1&t=2s
We will discuss the following: History of Project Management, Project Management, Program Management, Portfolio Management, Project Management Office, PMBOK, PMI.
A risk is defined as āan uncertain event or condition that, if it occurs, has a positive and negative effect on a projectās objectives.ā Risk is inherent with any project, and project managers should assess risk continually and develop plan to address them. The risk management plan contains an analysis of likely risks with both high and low impact, as well as mitigation strategies to help the project avoid being derailed should common problems arise. Risk management plans should be periodically reviewed by the project team in order to avoid having the analysis become stale and not reflective of actual potential project risks. Most critical, risk management plans include a risk strategy.
This module on Managing Risk discusses different type of risk that needs to be taken into account by the management while implementing a project. The other topics converged in this module include probability-impact matrix, Risk Quantification; Mitigating/Transferring risk; Risk audits/Review; Sample Risk plan and how to initiate Risk Management Planning.
Advanced Project Management PM Processes and Framework
PM Framework and Integration
Key Definitions
Accountability
Acceptance of success or failure
Responsibility
Assignment for completion of specific event or activity
Authority
Right of an individual to make necessary decisions required to achieve his objectives or responsibility
Power
Granted to an individual by the subordinates, peer and is a measure of their respect for the individual
Contents are sourced from different authors including PMBOK 5th Edition.
This is provided for free as part of our Continuing Practice in Project Management Professional Certification. You may download, share but please refrain from commercializing it or altering parts. Thanks.
For more on Innovations and Project Management, please visit www.facebook.com/SigmaProcessExcellence
The role and responsibilities of the project manager ProofHub
Ā
For aspiring project managers, this slide brings an insight to the roles and responsibilities that a manager needs to perform. So letās take a look at what it is about being a project manager:
Advanced Project Management PM Processes and Framework
PM Framework and Integration
Key Definitions
Accountability
Acceptance of success or failure
Responsibility
Assignment for completion of specific event or activity
Authority
Right of an individual to make necessary decisions required to achieve his objectives or responsibility
Power
Granted to an individual by the subordinates, peer and is a measure of their respect for the individual
Contents are sourced from different authors including PMBOK 5th Edition.
This is provided for free as part of our Continuing Practice in Project Management Professional Certification. You may download, share but please refrain from commercializing it or altering parts. Thanks.
For more on Innovations and Project Management, please visit www.facebook.com/SigmaProcessExcellence
The role and responsibilities of the project manager ProofHub
Ā
For aspiring project managers, this slide brings an insight to the roles and responsibilities that a manager needs to perform. So letās take a look at what it is about being a project manager:
This was a presentation given by Penny Hubbard-Brown and Stephen Wong of Mace to the APM Hong Kong branch membership and guests. The presentation was entitled 'What is proactive project management?'
A presentation by Andrew Langridge, made at the APM South Wales and West of England branch seminar 'Project Controls: A 1 day Seminar' on Wednesday, 2nd October 2013
ReSAKSS-AfricaLead Workshop on Strengthening Capacity for Strategic Agricultural Policy and Investment Planning and Implementation in Africa
Safari Park Hotel, Nairobi, June 25thā 26th 2012
From project to portfolio management - how to successfully bridge the gap webinar
Wednesday 22 January 2020
presented by:
Gillian Austin-King
The link to the write up page and resources of this webinar:
https://www.apm.org.uk/news/from-project-to-portfolio-management-how-to-successfully-bridge-the-gap-webinar/
Describe an overall framework for project integration management as
it relates to the other project management knowledge areas and the
project life cycle
For other Informa Webinars: http://www.informa-mea.com/webinars
To view recording: https://youtu.be/vyjlR6QJp9k or watch the video at end of the slide
The webinar will address how to:
ā¢ Comprehend the leaderās role throughout the project lifecycle
ā¢ Identify and address the issues that yield project successes and failures
ā¢ Build strong interpersonal relationships with project managers and stakeholders
ā¢ Support project managers through coaching, mentoring and rewarding
ā¢ Identify and institute the project management tools and techniques that will reap success for your organisation
About the Presenter:
Claude Maley is Managing Director of Mit Consultants, a consultancy and education practice servicing international clients in change management, and Chairman of a business solutions company. He started his career as a Systems Engineer with IBM, after reading estate management and building construction at the London School of Building. His functional management and consulting experience with major corporations such as Alcatel, BP, Cadbury Schweppes, Cartier, Caterpillar, Cisco, Ericsson, GE, Hewlett-Packard, IMS International, Motorola, Organon, Overseas Containers Limited, Pechiney, Renault Automobile, Siemens to name a few, has spanned more than 40 years in engineering, production and manufacturing, distribution, transportation and marketing services sectors.
Claude is a PMPĀ® and professional speaker, instructor and lecturer in topics ranging from general organisational, programme and project management to sales and marketing, leadership and motivation. Claude is the author of the book āProject Management - Concepts Methods, and Techniquesā.
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 presentation:
1. Introduces the concept and need of software project management.
2. Discusses the crucial role of project manager in the success and failure of a project.
3. Lays down the foundation for further training in project management area.
Project Management Fundamentals Project Organization and Integration;
Key General Management Skills
Encompasses planning, organizing, executing and controlling operations of an ongoing enterprise
Provide foundation for building project management skills
Required general management skills for a PM
Leading
communicating
Negotiating
Problem solving
Influencing the organization
Lecture 05:Advanced Project Management PM Processes and FrameworkFida Karim šµš°
Ā
Advanced Project Management PM Processes and Framework,
comprising a set of interrelated processes and tools, ranging from simple to complex, and is based on the accepted principles of management used for planning, estimating and controlling work activities with a view to developing specifically defined outputs that are to be delivered by a certain time, to a defined quality standard and with a given level of resources so that the project goal and outcomes/benefits are realized.
Effective project management is essential for the success of any project ā whether in the private or public sectors ā and irrespective of its category, size and complexity.
Project Management Discipline
Start and End date, allocated budget and available resources
Dedicated Stakeholders
Informed and Knowledgeable End user
Empowered Project Office personnel
Strict documentation
Change management and risk mitigating process
Estimation process for additional or in-scope deliverables
PLANNING, CONTROLLING AND MANAGING.
CONSOLIDATE THE RELEVANT HISTORICAL RECORD ANALYZE AND INTERPRET RELEVANT ...Fida Karim šµš°
Ā
REPORT ON
HISTORICAL PERSPECTIVE OF GILGIT-BALTISTAN
BY
COMMITTEE CONSTITUTED VIDE
CHIEF SECRETARY GILGIT BALTISTANāS OFFICE MEMORANDUM
21 NOVEMBER 2015
THE TERMS OF REFERRENCE
CONSOLIDATE THE RELEVANT HISTORICAL RECORD
ANALYZE AND INTERPRET RELEVANT TREATIES
DELIBERATE ON BOUNDRIES TILL NOVEMBER 1, 1947
i
COMPOSTION OF THE COMMITTEE
Brig. Hisamullah Beg SI[M], Blogger [Hunza Development Forum ā Convener http://hisamullahbeg.blogspot.com/, with many posts on this topic]. Mr. Usman Ali Professor (Retired), Historian and writer Member
Col. Imtiaz Ul Haq SI[M], Author of a Thesis on related topic Member
AIG. Muhammad Dil Pazeer (Retired), expert on GB Affairs Member
Mr. Sher Baz Ali Bercha, Historian, writer and researcher Member
Mr. Qasim Naseem, Journalist and writer Member
Mr. Israruddin Israr, columnist and Human Rights Activist Member
Presentation Training on Result Based Management (RBM) for M&E StaffFida Karim šµš°
Ā
Planning, Monitoring, Evaluation & Reporting together for developmental results: Results-based Management-RBM (RBM)?
Logical Framework Approach (LFA)
Planning for results
Monitoring for results
Evaluating for results
Enhancing the use of knowledge from monitoring and evaluation
The 2nd Quarterly Progress Report covers the activities carried out during the period April 1st to June 30th, 2014. These activities comprise of activities carried out by HGISF itself and its member organizations along with its multipurpose human development project named Jiwani Development Center in Karachi, Pakistan.
Project Proposal template-training on proposal writing and resource mobilization by fida karim (1)
training on proposal writing & resource mobilization ,
Sample Project Proposal Template by Fida Karim,
Sample Proposal Template by Fida Karim
Hunza Gilgit Ismaili Students Federation (HGISF) is a youth-led civil society initiative that is working on a
voluntary basis for the holistic development of youth from Hunza and Gilgit region living here in Karachi
besides respective villages and towns in Hunza and Gilgit region of Pakistan. HGISF is the federation of more
than eighteen youth-led Social Welfare and Academic Development Organizations comprising several
thousand members mainly based here in Karachi and other parts of Pakistan. It is a social entity registered
with namdar Regional Council for Karachi and Baluchistan, Pakistan.
Hunza Gilgit Ismaili Students Federation (HGISF) is a youth-led civil society initiative that is working on a
voluntary basis for the holistic development of youth from Hunza and Gilgit region living here in Karachi
besides respective villages and towns in Hunza and Gilgit region of Pakistan. HGISF is the federation of more
than eighteen youth-led Social Welfare and Academic Development Organizations comprising several
thousand members mainly based here in Karachi and other parts of Pakistan. It is a social entity registered
with namdar Regional Council for Karachi and Baluchistan, Pakistan.
The Roman Empire A Historical Colossus.pdfkaushalkr1407
Ā
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesarās dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empireās birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empireās society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
Embracing GenAI - A Strategic ImperativePeter Windle
Ā
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Instructions for Submissions thorugh G- Classroom.pptxJheel Barad
Ā
This presentation provides a briefing on how to upload submissions and documents in Google Classroom. It was prepared as part of an orientation for new Sainik School in-service teacher trainees. As a training officer, my goal is to ensure that you are comfortable and proficient with this essential tool for managing assignments and fostering student engagement.
Introduction to AI for Nonprofits with Tapp NetworkTechSoup
Ā
Dive into the world of AI! Experts Jon Hill and Tareq Monaur will guide you through AI's role in enhancing nonprofit websites and basic marketing strategies, making it easy to understand and apply.
The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
For more information, visit-www.vavaclasses.com
Model Attribute Check Company Auto PropertyCeline George
Ā
In Odoo, the multi-company feature allows you to manage multiple companies within a single Odoo database instance. Each company can have its own configurations while still sharing common resources such as products, customers, and suppliers.
June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...Levi Shapiro
Ā
Letter from the Congress of the United States regarding Anti-Semitism sent June 3rd to MIT President Sally Kornbluth, MIT Corp Chair, Mark Gorenberg
Dear Dr. Kornbluth and Mr. Gorenberg,
The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
This Congress will not stand idly by and allow an environment hostile to Jewish students to persist. The House believes that your institution is in violation of Title VI of the Civil Rights Act, and the inability or
unwillingness to rectify this violation through action requires accountability.
Postsecondary education is a unique opportunity for students to learn and have their ideas and beliefs challenged. However, universities receiving hundreds of millions of federal funds annually have denied
students that opportunity and have been hijacked to become venues for the promotion of terrorism, antisemitic harassment and intimidation, unlawful encampments, and in some cases, assaults and riots.
The House of Representatives will not countenance the use of federal funds to indoctrinate students into hateful, antisemitic, anti-American supporters of terrorism. Investigations into campus antisemitism by the Committee on Education and the Workforce and the Committee on Ways and Means have been expanded into a Congress-wide probe across all relevant jurisdictions to address this national crisis. The undersigned Committees will conduct oversight into the use of federal funds at MIT and its learning environment under authorities granted to each Committee.
ā¢ The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
ā¢ The Committee on Oversight and Accountability is investigating the sources of funding and other support flowing to groups espousing pro-Hamas propaganda and engaged in antisemitic harassment and intimidation of students. The Committee on Oversight and Accountability is the principal oversight committee of the US House of Representatives and has broad authority to investigate āany matterā at āany timeā under House Rule X.
ā¢ The Committee on Ways and Means has been investigating several universities since November 15, 2023, when the Committee held a hearing entitled From Ivory Towers to Dark Corners: Investigating the Nexus Between Antisemitism, Tax-Exempt Universities, and Terror Financing. The Committee followed the hearing with letters to those institutions on January 10, 202
Biological screening of herbal drugs: Introduction and Need for
Phyto-Pharmacological Screening, New Strategies for evaluating
Natural Products, In vitro evaluation techniques for Antioxidants, Antimicrobial and Anticancer drugs. In vivo evaluation techniques
for Anti-inflammatory, Antiulcer, Anticancer, Wound healing, Antidiabetic, Hepatoprotective, Cardio protective, Diuretics and
Antifertility, Toxicity studies as per OECD guidelines
2. Agenda
ā¢ Introduction
ā¢ Meeting Objectives
ā¢ Project Oriented Industries
ā¢ Project Manager, Power and Authority
ā¢ PM Discipline
ā¢ Managing your Stake Holders
ā¢ Talk the Talk and Walk the Walk
ā¢ Communication
ā¢ Project Closure
01/11/16 Project Management and overview 2
3. Meeting Objectives
ā¢ Introduce myself
ā¢ Share experiences and my personal
perspectives
ā¢ Project Management and your insight into
what its all aboutā¦
ā¢ Informal and Casual Q & A Session
01/11/16 Project Management and overview 3
4. Introduction
ā¢ BS in Computer Engineering
ā¢ MS in Electrical Engineering and Software
Management
ā¢ Certified Information Specialist, EDS/HP
ā¢ Certified Senior Project Manager, IBM Global
Services
ā¢ PMI Certified ā Project Management
Professional
01/11/16 Project Management and overview 4
5. 01/11/16 Project Management and overview 5
My Teamās āfood for thoughtā
Why did you
become a Project
Manager
Doesyour
projectteam
likeyouand why
Your expectations
from this class
6. Advanced PM Course Layout
ā¢ 16 lectures over the semester
ā¢ Announced midterm ā 25% of total grade
ā¢ Project Methodology assignment ā 25% of total
grade
ā Graded on communication (written) skills
ā Templates in MS word format.
ā¢ Announced Final ā 50% of total grade
ā MCQ, T and F, Short answers (essay type)
01/11/16 Project Management and overview 6
7. Open Door Policy
ā¢ Honest and open two way communication.
ā Instructor Students
01/11/16 Project Management and overview 7
Success
Project Management is a critical professional discipline
8. Advanced PM Course Material
ā¢ Reference Materials for Study
ā Study Notes and class discussions
ā A guide to the Project Management Body of
Knowledge (PMBOK)
ā Dr. Harold Kerznerās book
ā¢ Project Management-A Systems Approach To Planning,
Scheduling and Controlling
ā The Wisdom of teams, Katzenbach and Smith
ā The 7 Habits of Highly Effective People by Stephen R.
Covey
01/11/16 Project Management and overview 8
9. ā¢ To introduce MSPM students to Project Management Fundamentals
and how Project Management has evolved into strict professional
discipline over the past 3 decades.
ā¢ To encourage MSPM students to share their professional PM
experiences of how they are managing real life projects in Pakistan.
ā¢ To raise the bar of introductory PM education being offered in other
programs and universities. We are targeting experienced PM
Professionals.
01/11/16 Project Management and overview 9
Learning Objectives
10. ā¢ This course would introduce MSPM students with basic
knowledge of PM processes that would help them with PM
certification exams being offered by PMI or other PM
organizations.
ā¢ It only provides the basic knowledge of various project
management concepts. It gives the āwhat isā, the āhow to
implementā should be dealt with in other classes in detail.
01/11/16 Project Management and overview 10
Learning Objectives
11. Who should study Project Management?
ā¢ Anyone who is directly or indirectly involved in;
ā¢ initiating, planning, implementing, monitoring, evaluating
and/or controlling a project;
ā¢ in a position which involves a substantive level of
decision-making, responsibility, communication and
coordination,
ā¢ should be thoroughly familiar with all the subject areas,
methodology, processes and tools and techniques of
project management.
01/11/16 Project Management and overview 11
A good and common project management knowledge platform will increase the
likelihood of the project attaining its goal within time and budget.
12. Project Oriented Industries
ā¢ NASA and DOD (Department of Defense)
ā¢ Construction, architecture, new product
development
ā¢ Financial Institutions
ā Banks, Insurance, Telecommunication
ā¢ Manufacturing Units and Plantsā operation
01/11/16 Project Management and overview 12
13. Project Managerās Power and Authority
ā¢ Authority
ā Right of an individual to make necessary decisions
required to achieve his objectives or responsibility.
ā¢ Power
ā Granted to an individual by the subordinates and peers
over time and is a measure of their respect for the
individual.
ā Builds credibility and respect in the profession.
ā¢ Accountability
ā Acceptance of success or failure.
01/11/16 Project Management and overview 13
14. Talk the Talk and Walk the Walk
ā¢ Knowing and using industry specific LINGO ā
Terms and terminology.
ā¢ Award and Reward - Ensure every one
understands the benefit of project completion
on schedule and budget.
ā¢ Use cultural influences to your advantage.
01/11/16 Project Management and overview 14
15. What kind of Project Manager are you?
ā¢ Accidental Project Manager
ā Usually, this project manager comes up through the ranks. For instance, a
strong programmer becomes the project manager on a development
project. Or a strong network technician becomes the project manager on
a large network upgrade. These people understand the types of projects
that they are managing, they can build a work plan, and they can assign
work to other team members. However, they don't have a lot of project
management discipline.
ā¢ Good Project Manager
ā The second type of project manager understands that successful
project management requires you to manage issues, scope,
communication, risk, etc.
ā¢ Proactive Project Manager
ā the third type, is someone who has made the mental transition to
apply his or her discipline on a proactive and ongoing basis.
01/11/16 Project Management and overview 15
16. Project Management Discipline
01/11/16 Project Management and overview 16
Project
A temporary endeavor undertaken to create
a unique product or service
Project Management
The application of knowledge, skills, tools and
techniques to project activities in order
to meet or exceed stakeholder needs and
expectations
Program
A group of projects managed in a coordinated
way to obtain benefits not available
from managing them individually
ā¢Start and End date, allocated budget and available resources
ā¢Dedicated Stakeholders
ā¢Informed and Knowledgeable End user
ā¢Empowered Project Office personnel
ā¢ Strict documentation
ā¢Change management and risk mitigating process
ā¢Estimation process for additional or in-scope deliverables
ā¢PLANNING, CONTROLLING AND MANAGING.
17. Stake Holder Communication
01/11/16 Project Management and overview 17
Project
Manager
Top
Management
The
Customer
Regulators
Links -TBD
Project Team
Members
Line Managers
Other Projects
Vendors
18. Project Manager :a coach and mentor
01/11/16 Project Management and overview 18
The project managerās leadership style should be matched to the
developmental level of the project team and
hould move through successive steps of:
Directing,
Coaching,
Supporting, and
Delegating
19. Project Manager
ā¢ Project Manager not only leads and manages the
project but helps the team with attaining SMART
objectives for the project and the team.
ā¢ S : Specific
ā¢ M : Measurable
ā¢ A : Attainable
ā¢ R : Realistic
ā¢ T : Time bound
01/11/16 Project Management and overview 19
20. COMMUNICATION
ā¢ Communicate, Communicate and Record
01/11/16 Project Management and overview 20
Identify root
causes of
problems
Critical Path
Analysis
Earned
Value
Project
Reviews
Identify
significant
variances
Project
Meetings
Identify
significant
trends
Resource
Analysis
Trial
Solutions
Reports
Performance
Tests Results