Outline the required objectives and details the project structure to get the funding and support needed to accomplish your project. Include the overall budget, current and projected financing, a market analysis, and its marketing strategy approach via this project proposal. Show your clients the overall layout of your effective business strategies. When proposing, generate objectives and activities that can be accomplished with the use of the resources. Provide instructions for each step of your plan and its easy comprehension by your audience. Focus on key details such as objectives, measurements, timeline, and a budget overview. Fetch finance for your project by presenting a budget comprising of the anticipated costs of the project. Give your funders about the length of time to be allotted to the completion of the project. Include deadlines and set realistic expectations about when stakeholders should expect to see results. Break the proposal into clearly delineated sections, providing an organized layout that is easy-to-use and read. Customize the proposal to meet your project needs and company standards. You can edit the layout and add and remove icon wherever required. You can also format the color, size, and styles of the content. Use our professionally designed PPT template to streamline the process of integration of your proposal with your project. Incorporate this deck in your PowerPoint presentation to enhance the way it looks. Our designers at SlideTeam have specially designed this deck of PPT templates for your convenience. Add value to your presentation with this visually appealing yet comprehensive deck of slides. High quality and well-researched content used in this deck of slides will help make your proposal more effective and attractive.
Writing a proposal can be a daunting task for NGOs especially when they have to provide enormous information about their proposed project, their organization and the budget in a proper framework. Now, different donor agencies can have different proposal formats but the basic framework of any proposal remains the same. Here, we discuss a simple step-by-step guide on how to write proposals as per the basic framework requested by donor agencies around the world.
We will first find your project problem, and modify it for funding. hen we will cover some misconceptions before explaining main proposal parts. This explanation is general but is tailored for IREX HEP small grant program -per the guidelines of 2017.
This project charter guide covers everything you need to know about the project charter. It is based on the free template you can download here: http://project-charter-template.casual.pm/
Outline the required objectives and details the project structure to get the funding and support needed to accomplish your project. Include the overall budget, current and projected financing, a market analysis, and its marketing strategy approach via this project proposal. Show your clients the overall layout of your effective business strategies. When proposing, generate objectives and activities that can be accomplished with the use of the resources. Provide instructions for each step of your plan and its easy comprehension by your audience. Focus on key details such as objectives, measurements, timeline, and a budget overview. Fetch finance for your project by presenting a budget comprising of the anticipated costs of the project. Give your funders about the length of time to be allotted to the completion of the project. Include deadlines and set realistic expectations about when stakeholders should expect to see results. Break the proposal into clearly delineated sections, providing an organized layout that is easy-to-use and read. Customize the proposal to meet your project needs and company standards. You can edit the layout and add and remove icon wherever required. You can also format the color, size, and styles of the content. Use our professionally designed PPT template to streamline the process of integration of your proposal with your project. Incorporate this deck in your PowerPoint presentation to enhance the way it looks. Our designers at SlideTeam have specially designed this deck of PPT templates for your convenience. Add value to your presentation with this visually appealing yet comprehensive deck of slides. High quality and well-researched content used in this deck of slides will help make your proposal more effective and attractive.
Writing a proposal can be a daunting task for NGOs especially when they have to provide enormous information about their proposed project, their organization and the budget in a proper framework. Now, different donor agencies can have different proposal formats but the basic framework of any proposal remains the same. Here, we discuss a simple step-by-step guide on how to write proposals as per the basic framework requested by donor agencies around the world.
We will first find your project problem, and modify it for funding. hen we will cover some misconceptions before explaining main proposal parts. This explanation is general but is tailored for IREX HEP small grant program -per the guidelines of 2017.
This project charter guide covers everything you need to know about the project charter. It is based on the free template you can download here: http://project-charter-template.casual.pm/
Project Management Methodology & Step-by-Step Guide to Managing Successful Projects.
This manual was developed to guide project managers through corporate project management methodology. The project life cycle consists of four major phases: Initiation, Project Planning, Project Execution & Control, and Project Closeout. Documents and Templates supporting the project management process have been tailored to meet the need of having a âBasic Toolkitâ of pre-designed forms. Forms and sample reports are included in Appendix B and referenced throughout this manual. Hyperlinks are provided to take you directly to the tools if you are using an electronic copy of this manual.
Translating a Strategy into Action with Strategic Doing Ed Morrison
Â
Strategic doing is a flexible framework that provides a powerful way to translate a strategy into action. Here's an example.
The AIM2WIN region across Minnesota, Wisconsin and Iowa used strategic doing to help civic leaders launch their strategy. We designed the strategic doing workshop to translate their strategy documents -- developed through a series of reports -- into a set of pragmatic strategic action plans.
TLS Continuum How to Guide: Project Manifesto - the Project CharterDaniel Bloom
Â
The project charter serves as your project roadmap. This show to guide explains what should be included in every project roadmap that you construct. Is a vital part of every project effort
Non Profit Organization Project Proposal PowerPoint Presentation SlidesSlideTeam
Â
It is essential to have a good background understanding of the non-profit organization to write a winning proposal for it. Craft a well-organized, compelling, and complete grant proposal with the help of this completely editable Non-Profit Organization Project Proposal template. Here we present you with readymade professionally designed PPT slides to give you an idea as to how you can prepare a grant proposal for a non-profit organization. Introduce yourself and your proposal with the help of a well-structured cover letter to make it easy for funders to make crucial decisions. Explain your intention while asking for a project proposal for your non-profit organization. A mission statement is not just for insiders and funders, but are great branding tools as well. Lay out your goals for the project with the help of well-designed PPT slides that we offer you here. Give your audience an overview of your project and its objectives. Directly tie your goals to your statement of need. Focus on your capabilities and highlight the key activities. Model your program with explanations, visuals, and any other tools that might help. Enlist the expenses for the personnel, overhead and additional costs associated with your project. Assure your funders that your proposed program is both actionable and sustainable. Creating an organized and well-formatted budget will make it much easier for the grant program officer to judge the financial sustainability of your proposal. You can add images, videos and other graphics as per your suitability to appeal to your funders. With high quality and well-researched content used in this PPT template, capture and convince the donors to make a grant for your non-profit organization, effortlessly.
Presenting this set of slides with name - Project Launch Meeting Powerpoint Presentation Slides. This complete presentation has a set of twenty seven slides to show your mastery of the subject. Use this ready-made PowerPoint presentation to present before your internal teams or the audience. All presentation designs in this Project Launch Meeting Powerpoint Presentation Slides have been crafted by our team of expert PowerPoint designers using the best of PPT templates, images, data-driven graphs and vector icons. The biggest advantage of downloading this deck is that it is fully editable in PowerPoint. You can change the colors, font and text without any hassle to suit your business needs.
Project Charter Scoring GuideCRITERIA NON-PERFORMANCE BASI.docxstilliegeorgiana
Â
Project Charter Scoring Guide
CRITERIA NON-PERFORMANCE BASIC PROFICIENT DISTINGUISHED
Describe the
business
requirements for the
project.
Does not identify the
business
requirements for the
project.
Identifies but does
not describe the
business
requirements for the
project.
Describes the
business
requirements for the
project.
Analyzes in a detailed
and comprehensive
manner the business
requirements, including
the business need,
objectives, and approach
for the project.
Explain project
assumptions,
constraints, and
dependencies.
Does not identify
project assumptions,
constraints, and
dependencies.
Identifies but does
not explain project
assumptions,
constraints, and
dependencies.
Explains project
assumptions,
constraints, and
dependencies.
Analyzes in a detailed
and comprehensive
manner the project
assumptions,
constraints, and
dependencies, including
the relevancy to the
selected business case
or workplace example.
Analyze initial risk
factors to the
project.
Does not describe
initial risk factors to
the project.
Describes but does
not analyze initial risk
factors to the project.
Analyzes initial risk
factors to the project.
Evaluates initial risk
factors to the project,
including mitigating
strategies and
supporting resources to
substantiate evaluation.
Analyze the impact
of regulations and
costs to the project.
Does not describe
the impact of
regulations and costs
to the project.
Describes but does
not analyze the
impact of regulations
and costs to the
project.
Analyzes the impact
of regulations and
costs to the project.
Evaluates in a detailed
and comprehensive
manner the impact of
regulations and costs to
the project, including
resources to support
findings.
Explain who the
project stakeholders
are, their roles, and
their
responsibilities.
Does not identify
who the project
stakeholders are,
their roles, and their
responsibilities.
Identifies but does
not explain who the
project stakeholders
are, their roles, and
their responsibilities.
Explains who the
project stakeholders
are, their roles, and
their responsibilities.
Analyzes the project
stakeholder roles and
responsibilities, including
a comprehensive view of
each participant.
Communicate in a
manner that is
professional and
consistent with
expectations for
members of the
project management
profession.
Does not
communicate in a
manner that is
professional and
consistent with
expectations for
members of the
project management
profession.
Communicates in a
manner that is not
consistently
professional or not
consistent with
expectations for
members of the
project management
profession.
Communicates in a
manner that is
professional and
consistent with
expectations for
members of the
project management
profession.
Communicates in a
manner that is
professional and
consistent with
expectations for
members of the project
management ...
Project Management Methodology & Step-by-Step Guide to Managing Successful Projects.
This manual was developed to guide project managers through corporate project management methodology. The project life cycle consists of four major phases: Initiation, Project Planning, Project Execution & Control, and Project Closeout. Documents and Templates supporting the project management process have been tailored to meet the need of having a âBasic Toolkitâ of pre-designed forms. Forms and sample reports are included in Appendix B and referenced throughout this manual. Hyperlinks are provided to take you directly to the tools if you are using an electronic copy of this manual.
Translating a Strategy into Action with Strategic Doing Ed Morrison
Â
Strategic doing is a flexible framework that provides a powerful way to translate a strategy into action. Here's an example.
The AIM2WIN region across Minnesota, Wisconsin and Iowa used strategic doing to help civic leaders launch their strategy. We designed the strategic doing workshop to translate their strategy documents -- developed through a series of reports -- into a set of pragmatic strategic action plans.
TLS Continuum How to Guide: Project Manifesto - the Project CharterDaniel Bloom
Â
The project charter serves as your project roadmap. This show to guide explains what should be included in every project roadmap that you construct. Is a vital part of every project effort
Non Profit Organization Project Proposal PowerPoint Presentation SlidesSlideTeam
Â
It is essential to have a good background understanding of the non-profit organization to write a winning proposal for it. Craft a well-organized, compelling, and complete grant proposal with the help of this completely editable Non-Profit Organization Project Proposal template. Here we present you with readymade professionally designed PPT slides to give you an idea as to how you can prepare a grant proposal for a non-profit organization. Introduce yourself and your proposal with the help of a well-structured cover letter to make it easy for funders to make crucial decisions. Explain your intention while asking for a project proposal for your non-profit organization. A mission statement is not just for insiders and funders, but are great branding tools as well. Lay out your goals for the project with the help of well-designed PPT slides that we offer you here. Give your audience an overview of your project and its objectives. Directly tie your goals to your statement of need. Focus on your capabilities and highlight the key activities. Model your program with explanations, visuals, and any other tools that might help. Enlist the expenses for the personnel, overhead and additional costs associated with your project. Assure your funders that your proposed program is both actionable and sustainable. Creating an organized and well-formatted budget will make it much easier for the grant program officer to judge the financial sustainability of your proposal. You can add images, videos and other graphics as per your suitability to appeal to your funders. With high quality and well-researched content used in this PPT template, capture and convince the donors to make a grant for your non-profit organization, effortlessly.
Presenting this set of slides with name - Project Launch Meeting Powerpoint Presentation Slides. This complete presentation has a set of twenty seven slides to show your mastery of the subject. Use this ready-made PowerPoint presentation to present before your internal teams or the audience. All presentation designs in this Project Launch Meeting Powerpoint Presentation Slides have been crafted by our team of expert PowerPoint designers using the best of PPT templates, images, data-driven graphs and vector icons. The biggest advantage of downloading this deck is that it is fully editable in PowerPoint. You can change the colors, font and text without any hassle to suit your business needs.
Project Charter Scoring GuideCRITERIA NON-PERFORMANCE BASI.docxstilliegeorgiana
Â
Project Charter Scoring Guide
CRITERIA NON-PERFORMANCE BASIC PROFICIENT DISTINGUISHED
Describe the
business
requirements for the
project.
Does not identify the
business
requirements for the
project.
Identifies but does
not describe the
business
requirements for the
project.
Describes the
business
requirements for the
project.
Analyzes in a detailed
and comprehensive
manner the business
requirements, including
the business need,
objectives, and approach
for the project.
Explain project
assumptions,
constraints, and
dependencies.
Does not identify
project assumptions,
constraints, and
dependencies.
Identifies but does
not explain project
assumptions,
constraints, and
dependencies.
Explains project
assumptions,
constraints, and
dependencies.
Analyzes in a detailed
and comprehensive
manner the project
assumptions,
constraints, and
dependencies, including
the relevancy to the
selected business case
or workplace example.
Analyze initial risk
factors to the
project.
Does not describe
initial risk factors to
the project.
Describes but does
not analyze initial risk
factors to the project.
Analyzes initial risk
factors to the project.
Evaluates initial risk
factors to the project,
including mitigating
strategies and
supporting resources to
substantiate evaluation.
Analyze the impact
of regulations and
costs to the project.
Does not describe
the impact of
regulations and costs
to the project.
Describes but does
not analyze the
impact of regulations
and costs to the
project.
Analyzes the impact
of regulations and
costs to the project.
Evaluates in a detailed
and comprehensive
manner the impact of
regulations and costs to
the project, including
resources to support
findings.
Explain who the
project stakeholders
are, their roles, and
their
responsibilities.
Does not identify
who the project
stakeholders are,
their roles, and their
responsibilities.
Identifies but does
not explain who the
project stakeholders
are, their roles, and
their responsibilities.
Explains who the
project stakeholders
are, their roles, and
their responsibilities.
Analyzes the project
stakeholder roles and
responsibilities, including
a comprehensive view of
each participant.
Communicate in a
manner that is
professional and
consistent with
expectations for
members of the
project management
profession.
Does not
communicate in a
manner that is
professional and
consistent with
expectations for
members of the
project management
profession.
Communicates in a
manner that is not
consistently
professional or not
consistent with
expectations for
members of the
project management
profession.
Communicates in a
manner that is
professional and
consistent with
expectations for
members of the
project management
profession.
Communicates in a
manner that is
professional and
consistent with
expectations for
members of the project
management ...
Slides from the keynote presentation 'Busting Project Manager and Business Analyst Silo Mentality', as presented by Joe Newbert at PMI MENA Conference 2018.
Presentation abstract
Is the scope focussed to enable the right activities? Is the budget sufficient to reap the desired benefits? Is the schedule designed to cement the organisational change?
Delivering stakeholder quality by navigating through these constraints is an imperative for every business in this modern age â an age thatâs bringing ever-increasing customer expectations, business risks and project pressures.
This talk explores the relationship between project managers and business analysts, and considers how these leadership roles can better collaborate to provide the strategic and tactical expertise required by organisations today.
Key takeaways
What youâll learn:
Past, present and future narratives of industry and organisations
New definitions and considerations for business and project success
Current role dynamics and future collaboration opportunities
Actions to build strong working relationships and drive team cohesion
Whether youâre a project manager, business analyst or a hybrid of the two, this talk will unpack common challenges facing business change and spell-out the transformation needed to deliver project leadership through excellence and innovation.
Event details
What, when and where it happened:
PMI MENA (Middle East and North Africa) Conference
3-4 November 2018
Kuwait City, Kuwait and Manama, Bahrain
About the speaker
Joe Newbert is a trainer, writer, speaker and business consultant, with a focus on successful business change through performance improvement. He is the Managing Director at Business Change Academy and founder of Inter-View.Report.Â
For more than 20 years, Joe has been working and managing teams on over 100 projects, across five continents, helping organisations and individuals to leverage the benefits of business analysis, solution development and change management for enduring results. Newbertâs other projects include the creation of the hands-on business consulting toolset Sketchnalysis, and Pragnalysis, a resource hub that provides practical guidance for business analysts, project leaders and change managers.
When not enabling business change, you can usually find Joe out in the wilderness, running a trail somewhere.
This Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants after more than 3,000 hours of work. It shares our combined 100+ years of experience advising executive teams around the world. It includes all the Frameworks, Best Practices & Templates required to successfully implement an operating model and organization design initiative, and make your strategy happen.
[Insert project title, e.g. Cosmo Inc.â] Project Scope State.docxgerardkortney
Â
[Insert project title, e.g. âCosmo Inc.â]: Project Scope Statement[Insert learner name]Capella UniversityProject Scope Statement
Note: Any work not explicitly included in the Project Scope Statement is implicitly excluded from the project.
Project Name
Prepared By
Date
(MM/DD/YYYY)Version History (insert rows as needed):VersionDateComments
1.0
1. Executive Summary
Provide below a brief overview of this project (for example, project purpose and justification).
Note: In any instance where there is a discrepancy between the Project Charter and the Project Scope Statement, the latter is considered authoritative.2. Business Objectives2.1 Product Description (
Solution
)
2.2 Business Objectives
3. Project Description
For each area below, provide sufficient detail to define this project adequately.3.1 Project Scope
Includes (list deliverables):
Does not include:
3.2 Dependencies (External and Internal)
3.3 Assumptions
3.4 Constraints
4. Project MilestonesTarget Date
Project Start
Project Complete
5. Project Approach
Briefly describe how each of the following will be handled. Provide links to relevant documents as appropriate. 5.1 Change Management
5.2 Communication Management
5.3 Quality Management
5.4 Resource Management
5.5 Critical Success Factors
5.6 Risk Management
5.7 Project Organization
6. AuthorizationsThe Project Scope Statement is approved by the:
Project Sponsor
Project Manager
Project performance baseline changes will be approved by the:
Project Sponsor
Project Manager
Project deliverables will be approved and accepted by the:
Project Sponsor
Key Stakeholders
7. Project Scope Statement ApprovalProject Name
Project Manager
The purpose of this document is to provide a vehicle for documenting the initial planning efforts for the project. It is used to reach a satisfactory level of mutual agreement between the Project Manager and the Project Sponsors and Owners with respect to the objectives and scope of the project before significant resources are committed and expenses incurred.
I have reviewed the information contained in this Project Scope Statement and agree:NameRoleSignatureDate
The signatures above indicate an understanding of the purpose and content of this document by those signing it. By signing this document, they agree to this as the formal Project Scope Statement document.
References
2
PM5018 Business Case
PM5018 Business CaseCosmo, Inc.
Cosmo, Inc. is a leader in the development and distribution of wearable technology, including fitness coaching, nutritional coaching, and lifestyle advising products. The company holds a 33-percent market share in the wearable technology category. After doing marketing analysis, senior leadership realizes the onset of competition could negatively impact future earnings.
CEO and President Harold Living tells his leadership Cosmo, Inc. needs a new marketing strategy to not only increase market share but to maintain current le.
Presenting this set of slides with name - Project Management Kickoff Meeting Template Powerpoint Presentation Slides. This presentation comprises a total of 23 slides. Our team of PPT designers used the best of professional PowerPoint templates, images, icons and layouts. Also included are impressive, editable data visualization tools like charts, graphs and tables. When you download this presentation by clicking the Download button, you get the presentation in both standard and widescreen format. All slides are fully customizable. Change the colors, font, size, add and remove things as per your need and present before your audience.
Dear students get fully solved assignments
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MGT 6302, Project Management Strategy and Tactics 1 .docxpauline234567
Â
MGT 6302, Project Management Strategy and Tactics 1
:
1. Examine the relationship between project management and accomplishing organizational
strategic objectives.
1.1 Establish the difference between a project and a task.
1.2 Explain how projects are used to meet organizational goals.
5. Analyze the key tasks in the various phases of project management.
5.1 Determine the five phases of project management.
5.2 Discuss the key tasks that take place within a project and those responsible for the tasks.
Course/Unit
Learning Outcomes
Learning Activity
1.1
Unit Lesson
Part 1: Chapter 1
Part 1: Chapter 3
Article: âModeling Organizational Project Managementâ
Unit I Project
1.2
Unit Lesson
Part 1: Chapter 1
Part 1: Chapter 3
Article: âModeling Organizational Project Managementâ
Unit I Project
5.1
Unit Lesson
Part 1: Chapter 1
Part 1: Chapter 3
Article: âModeling Organizational Project Managementâ
Unit I Project
5.2
Unit Lesson
Part 1: Chapter 1
Part 1: Chapter 3
Article: âModeling Organizational Project Managementâ
Unit I Project
Required Unit Resources
Part 1: Chapter 1: Introduction
Part 1: Chapter 3: The Role of the Project Manager
In order to access the following resource, click the link below.
MĂźller, R., Drouin, N., & Sankaran, S. (2019). Modeling organizational project management. Project
Management Journal, 50(4), 499â513.
https://libraryresources.columbiasouthern.edu/login?url=https://search.ebscohost.com/login.aspx?dire
ct=true&db=bsu&AN=137619703&site=ehost-live&scope=site
UNIT I STUDY GUIDE
Project Management and
Strategic Objectives
https://libraryresources.columbiasouthern.edu/login?url=https://search.ebscohost.com/login.aspx?direct=true&db=bsu&AN=137619703&site=ehost-live&scope=site
MGT 6302, Project Management Strategy and Tactics 2
UNIT x STUDY GUIDE
Title
Unit Lesson
Introduction
Welcome to Unit I. This unit introduces project management and how project management is used to achieve
the organizationâs strategic objectives and goals. Project management is not new and has been around for
hundreds of years. However, in recent years, project management has become more defined and focused on
specific principles, processes, tools, and techniques. All of these areas became known as the body of
knowledge (BOK), which is now used for project management. These traditional practices, along with new
and innovative practices, have taken project management to new levels in terms of what the BOK is able to
produce for the organization. Before tackling how project management can be used to meet the organizationâs
goals, it is important to understand the difference between projects and tasks. Letâs get started.
Projects and Value Creation
Before any type of activity is started, it is essential for the organization to identify the activity as either a
project or a task. According to the Project Management Institute (PMI, 2017), a project is a temporary
endeavor und.
[To download this presentation, visit: https://www.oeconsulting.com.sg/training-presentations]
Organizations need strategic planning because the world changes constantly. It is foolhardy and unrealistic to assume that economic conditions, consumer needs and expectations, competition in the marketplace, or a host of other factors will remain the same for two, three or five years into the future.
Insights from strategy consultants such as McKinsey and Gartner have revealed that although strategic planning is a basic business practice, many organisations are struggling to make it work--the results often fail to meet expectations.
Moreover, our research and experience have found that most strategic planning processes are poorly conceptualised and poorly executed; the process is often not very creative, and it is tactical rather than strategic in nature; and the so-called strategic plan rarely impacts the day-to-day decisions made in the organization.
To be successful, a strategic planning process should provide a template against which all such decisions can be evaluated.
What this guide will focus is not so much on "strategy tools," but a step-by-step systematic approach to strategic planning. The strategic planning process presented consists of eight sequential steps to guide organizational leaders and key stakeholders to plan and create its future. The Eight Steps of Strategic Planning include:
- Step 1: Plan the Planning Process
- Step 2: Define Shared Values and Mission
- Step 3: Analyze the Current Organizational Profile
- Step 4: Create an Inspiring Vision
- Step 5: Compare Current to Envisioned Organization
- Step 6: Develop Strategies, Objectives and Plans
- Step 7: Execute Action Plans
- Step 8: Monitor Results and Make Improvements
This comprehensive Strategic Planning PPT training presentation provides a model for transforming organizations and contains seven ingredients that are necessary for such transformations; that is, the strategic planning:
- Is future focused
- Is leadership driven, not leader driven
- Provides for a high level of organizational involvement
- Produces a plan that is widely understood and accepted
- Produces a plan that is comprehensive and detailed
- Is a model that can be rigorously applied
- Provides the energizing force to drive the transformation
As a process guide, the steps presented offer a unique and powerful approach to strategic planning. The steps and/or sub-steps may be adapted to suit the specific needs and desires of the organization.
LEARNING OBJECTIVES
1. Acquire knowledge on the key concepts and principles of strategic planning
2. Describe the eight-step strategic planning process and the key frameworks and tools
3. Define the key factors for successful strategic planning
CONTENTS
1. Key Concepts and Principles of Strategic Planning
2. Strategic Planning Process: The Eight-step Strategic Planning Model
3. Key Strategy Frameworks and Tools
4. Strategic Planning Best Practices
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
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Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
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Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
Top mailing list providers in the USA.pptxJeremyPeirce1
Â
Discover the top mailing list providers in the USA, offering targeted lists, segmentation, and analytics to optimize your marketing campaigns and drive engagement.
Understanding User Needs and Satisfying ThemAggregage
Â
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
⢠Introduce a taxonomy for user goals with real world examples
⢠Present the Onion Diagram, a tool for contextualizing task-level goals
⢠Illustrate how customer journey maps capture activity-level and task-level goals
⢠Demonstrate the best approach to selection and prioritization of user-goals to address
⢠Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
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This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
Kseniya Leshchenko: Shared development support service model as the way to ma...Lviv Startup Club
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Kseniya Leshchenko: Shared development support service model as the way to make small projects with small budgets profitable for the company (UA)
Kyiv PMDay 2024 Summer
Website â www.pmday.org
Youtube â https://www.youtube.com/startuplviv
FB â https://www.facebook.com/pmdayconference
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
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Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.đ¤Ż
We will dig deeper into:
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Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challengesHolger Mueller
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Holger Mueller of Constellation Research shares his key takeaways from SAP's Sapphire confernece, held in Orlando, June 3rd till 5th 2024, in the Orange Convention Center.
Agency Managed Advisory Board As a Solution To Career Path Defining Business ...
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Lecture04 slides
1. Mgt 610 Strategic Perspectives on Project Management
(c) 2013, Thomas Lechler. All rights reserved.For academic use only. 1
MGT610
Lecture 4
Elements of the Project Value Scorecard
Dr. Thomas Lechler Phone: (201) 216-8174
Babbio Center 636 FAX: (201) 216-5385
email: tlechler@stevens.edu
2. Mgt 610 Strategic Perspectives on Project Management
(c) 2013, Thomas Lechler. All rights reserved.For academic use only. 2
Lecture 4: Topics and Objectives
Implementing a Project Value Strategy by Applying
Project Value Scorecard
â Defining project objectives with the SMART principle
â Applying the Principles of the Balanced Scorecard
â Translating Project Value Strategy⢠into a Project Value
Scorecardâ˘
â Defining the four project value perspectives
â Evaluating the strategic points of leverage to achieve the
projectâs comparative advantage
3. Mgt 610 Strategic Perspectives on Project Management
(c) 2013, Thomas Lechler. All rights reserved.For academic use only. 3
Definition of Project Strategy
The project perspective, direction, and guidelines on what to do
and how to do it, to achieve the highest competitive advantage
with the project results.
It is the creation and the management of the degrees of freedom in
a project to maximize the competitive advantage of a project.
A strategy stipulates what resources are required, why they are
required, when they are required, where they are required, and
how they will be used to accomplish ends. (Cleland, King, 1988,
p.168)
4. Mgt 610 Strategic Perspectives on Project Management
(c) 2013, Thomas Lechler. All rights reserved.For academic use only. 4
Defining Project Value Strategy
The Three Strategy-Making Tasks
1. Vision/Mission,
2. Objectives,
3. Strategic Choice
5. Mgt 610 Strategic Perspectives on Project Management
(c) 2013, Thomas Lechler. All rights reserved.For academic use only. 5
Project Value Strategy: Elements
6. Mgt 610 Strategic Perspectives on Project Management
(c) 2013, Thomas Lechler. All rights reserved.For academic use only. 6
Mission Statement: Functions
Functions of a Mission Statement (what is our project?)
â To establish a sense of direction within the project and to guide the
project management process by providing a basis for objectives and
strategies
â To influence decisions about resource allocation
â To help build and communicate
among team members a sense of
shared purpose
â To communicate an attractive and
compelling image to external
stakeholders
â To support the core values
of the organization
Key Questions
â What is our project?
â What do we want to become?
â Who are our stakeholders?
â What do our stakeholders
value?
7. Mgt 610 Strategic Perspectives on Project Management
(c) 2013, Thomas Lechler. All rights reserved.For academic use only. 7
Defining the Project Value Mission
A MISSION STATEMENT should
⢠Set project apart from others
⢠Arouse strong sense of organizational identity &
business purpose of the project
A well-crafted mission statement
⢠Must be narrow enough to specify real arena of interest
⢠Serves as boundary for what to do & not do
⢠Serves as beacon of where project manager intends to
take project
A MISSION STATEMENT includes
⢠Business Need
⢠Business Justification
8. Mgt 610 Strategic Perspectives on Project Management
(c) 2013, Thomas Lechler. All rights reserved.For academic use only. 8
Business Need
⢠Expressed as a goal or as a problem
derived from the corporate strategy.
â A goal is a measurable outcome that is desirable to
achieve.
⢠I want to travel to Denver.
⢠I want to become a Project Management Professional.
â A problem is stated as the gap between âthe desired
stateâ and âthe current state.â
⢠I will travel from Newark to Denver.
⢠I will obtain 4,500 hours of project-related work experience
and pass the certification exam to qualify for the Project
Management Professional credential.
9. Mgt 610 Strategic Perspectives on Project Management
(c) 2013, Thomas Lechler. All rights reserved.For academic use only. 9
Project Justification
⢠States the reason for undertaking the
project. Explains why business need
described in previous header should be solved.
â I want to visit my family in Denver.
â I plan to seek new employment opportunities.
â I plan to relocate to the Denver area.
â I plan to sightsee while in Denver.
⢠The justification should influence future
decisions about what to do in the project.
10. Mgt 610 Strategic Perspectives on Project Management
(c) 2013, Thomas Lechler. All rights reserved.For academic use only. 10
Mission Statement: Examples
⢠Mission Statements
â Otis Elevator: Our mission is to
provide any customer a means
of moving people and things
up, down, and sideways over
short distances with higher
reliability than any similar
enterprise in the world.
â American Red Cross: To
improve the quality of human
life; to enhance self-reliance
and concern for others; and to
help people avoid, prepare for,
and cope with emergencies.
Key Questions
â What is our project?
â What do we want to become?
â Who are our stakeholders?
â What do our stakeholders
value?
11. Mgt 610 Strategic Perspectives on Project Management
(c) 2013, Thomas Lechler. All rights reserved.For academic use only. 11
Project Vision
A Project Value Vision
⢠Identifies activities project intends
to pursue
⢠Sets fourth long-term project direction
⢠Provides big picture perspective of
Who WE are, what WE do, where WE are
headed
⢠Expressed by highlighting the most important
value perspective to be achieved to maximize
the project value
12. Mgt 610 Strategic Perspectives on Project Management
(c) 2013, Thomas Lechler. All rights reserved.For academic use only. 12
Vision Statement: Functions
⢠Functions of a Vision Statement (what do we want to become?)
â To articulate where the project hopes to be in the future. Can be
3-5 years out or beyond.
â Vision statements are intended to challenge and energize people
to achieve. They do not necessarily
have to be 100% realistic.
â Vision statements should also
be memorable so that people
keep it in mind when creating
and implementing strategy.
Strategic Key Questions
â What is our project?
â What do we want to become?
â Who are our stakeholders?
â What do our stakeholders
value?
13. Mgt 610 Strategic Perspectives on Project Management
(c) 2013, Thomas Lechler. All rights reserved.For academic use only. 13
Vision Statement: Examples
⢠Vision Statements
â McDonaldâs Corporation: McDonaldâs vision is to dominate the
global foodservice industry. Global dominance means setting
the performance standard for customer satisfaction while
increasing market share and profitability through our
Convenience, Value, and Execution Strategies.
â Microsoft Corp: One vision drives
everything we do: A computer on
every desk in every home using
great software as an empowering
tool.
Strategic Key Questions
â What is our project?
â What do we want to become?
â Who are our stakeholders?
â What do our stakeholders
value?
14. Mgt 610 Strategic Perspectives on Project Management
(c) 2013, Thomas Lechler. All rights reserved.For academic use only. 14
Outcome: Description
⢠Provides a brief narrative description of
the solution to the identified business need .
⢠If the product scope has already been defined, then an
appropriate reference to supporting details such as the
operational definition and/or contract should also be
indicated.
â Fly roundtrip to Denver and make arrangements to
stay for two weeks. Visit family. Refer to travel
itinerary for details.
â Fly roundtrip to Denver and make arrangements to
stay for two weeks. Meet with potential employers.
Refer to travel itinerary and meeting schedule for
details
15. Mgt 610 Strategic Perspectives on Project Management
(c) 2013, Thomas Lechler. All rights reserved.For academic use only. 15
Project Value Statement: Elements
Elements of Project Value Statement:
⢠Mission: Project justification and its business need
⢠Outcome: Description and project deliverables
⢠Vision: Value Focus
⢠Project Value Scorecard: Objectives to implement project value
strategy
⢠Shareholder Value
⢠Stakeholder Value
⢠Outcome Value
⢠Effort Value
⢠Constraints
⢠Assumptions
Shareholder
Value
Outcome
Value
Stakeholder
Value
Effort
Value
16. Mgt 610 Strategic Perspectives on Project Management
(c) 2013, Thomas Lechler. All rights reserved.For academic use only. 16
Outcome: Deliverables
⢠List the major, tangible components of the
solution (the major outputs) that must be
provided in order for project to be considered complete.
⢠Use bullet points to indicate each discrete deliverable.
â Roundtrip air transportation tickets
â Hotel reservation confirmation number
â Hotel room
â Rental car
â Three meals per day
⢠Listed deliverables will vary based upon product
description and the projectâs justification.
17. Mgt 610 Strategic Perspectives on Project Management
(c) 2013, Thomas Lechler. All rights reserved.For academic use only. 17
The Elements of a Project Strategy
Project Mission
â Why is this project undertaken, why does it exist?
â What is the major contribution of the project to the company?
Project Vision
â What is the competitive advantage the project should achieve?
â Clear picture of the project overall goal in a measurable statement.
Project Strategy
â How to achieve the project mission and vision?
â It is the decision framework guiding the implementation.
18. Mgt 610 Strategic Perspectives on Project Management
(c) 2013, Thomas Lechler. All rights reserved.For academic use only. 18
Strategy Implementation Problems
What you measure is what you get!
⢠Measurement affects the behavior of employees and
⢠managers.
Traditional project performance measurements âŚ
like Earned value status reports, critical path etc.
.. give misleading signals
No single measure can provide a clear performance target or
focus attention on the critical areas of the business.
19. Mgt 610 Strategic Perspectives on Project Management
(c) 2013, Thomas Lechler. All rights reserved.For academic use only. 19
Project Value Scorecard Functions
ď Project Value Scorecard forces managers to focus on the
handful of measures that are most critical to maximize project
value.
ď Project Value Scorecard forces managers to develop SMART
objectives.
ď Project Value Scorecard guards against sub optimization.
ď Project value scorecards measure the core competencies to
innovate, to efficiently deliver a specific value to the market,
which will lead to higher shareholder value.
20. Mgt 610 Strategic Perspectives on Project Management
(c) 2013, Thomas Lechler. All rights reserved.For academic use only. 20
Project Value Scorecard Functions
The Project Value Scorecard is a framework to define S.M.A.R.T
objectives:
â Specific â The objective tells exactly what, where, and how the
problem or need is to be addressed.
â Measurable â The objective tells exactly how much, how many,
and how well the problem/need will be resolved.
â Actionable - The objectives can be translated into a specific gap
that can be eliminated .
â Realistic â The objective can be achieved with the available
resources.
â Time â The objective includes a specific date for it's achievement.
21. Mgt 610 Strategic Perspectives on Project Management
(c) 2013, Thomas Lechler. All rights reserved.For academic use only. 21
Project Value Scorecard
Stakeholders EffortâTo satisfy our
shareholders
and stakeholders,
what project
processes must
we excel at?â
Outcome
âTo achieve our
vision, how
should we
develop the
outcome?â
ShareholderâTo succeed, how
could we
maximize the
project value for
our
shareholders?â
Vision
and
Strategy
âTo achieve our
project vision,
which needs of
the stakeholders
are to be
satisfied?â
22. Mgt 610 Strategic Perspectives on Project Management
(c) 2013, Thomas Lechler. All rights reserved.For academic use only. 22
Project Value Scorecard: Basic Structure
Stakeholder Value
âTo achieve our project vision, how should we appear to our
stakeholders?â
Objectives Measures Targets Initiatives
During the
project
Project
Close Out
Long term
23. Mgt 610 Strategic Perspectives on Project Management
(c) 2013, Thomas Lechler. All rights reserved.For academic use only. 23
Project Scorecard Element: Objectives
Definition:
An objective is a statement, derived from a project goal, that
describes a short-term, specific, verifiable condition that must
exist to fulfill the affiliated goal. It is a need expressed as a want or
as a gap.
Examples:
1. Business Shareholder: Positive ROI (Return on
Investment)
2. Project Stakeholder: High satisfaction of end users and/or
customers
3. Project Outcome: High product/ process functionality
4. Project Effort: Fast-to-market
24. Mgt 610 Strategic Perspectives on Project Management
(c) 2013, Thomas Lechler. All rights reserved.For academic use only. 24
Project Value Scorecard: Measures
Definition:
A project related measure or metrics is a count or a measurement
that can be economically observed and captured. It is a basis for
comparison; a reference point against which other things can be
evaluated; or units to quantify project performance.
Examples:
1. Business Shareholder: ROI
2. Project Stakeholder: #Complaints
3. Project Outcome: #Defects
4. Project Effort: Schedule, budget
25. Mgt 610 Strategic Perspectives on Project Management
(c) 2013, Thomas Lechler. All rights reserved.For academic use only. 25
Project Value Scorecard: Targets
Definition:
A project target is a reference point and is expressed in units of
the measurement or metrics. It is a specific indicator value to be
accomplished.
Acceptable uncertainty expressed as USL â LSL.
(Upper Specification Limit â Lower Specification Limit)
Target = (USL â LSL) / 2
Examples:
1. Business Shareholder: ROI of 10%
2. Project Stakeholder: 10 complaints
3. Project Outcome: 0 Defects
4. Project Effort: 10% Schedule or budget overrun
26. Mgt 610 Strategic Perspectives on Project Management
(c) 2013, Thomas Lechler. All rights reserved.For academic use only. 26
Project Value Scorecard: Initiatives
Definition:
A project specific strategic initiative is not visible in the
project network and expresses an exceptional not
standard activity which has to take place in a specific
project to maximize project value.
Examples:
1. Business Shareholder: Top-management presentations
2. Project Stakeholder: Customer relations
3. Project Outcome: Creativity processes
4. Project Effort: Communication structure
27. Mgt 610 Strategic Perspectives on Project Management
(c) 2013, Thomas Lechler. All rights reserved.For academic use only. 27
Project Value Scorecard: Shareholder Perspective
A shareholder is a person (individual or corporation) who owns
shares in the corporation.
Goal: Create the ârightâ values!
How could we maximize the shareholder value?
â All project activities are related and lead to financial results.
â Return on capital employed improves
â Share price increases
Two Basic Strategies
1. Revenue Growth Strategy
â Revenue from new sources
â Customer profitability increases
2. Productivity Strategy
â Reduce operating cost per unit produced
â Improve asset utilization
28. Mgt 610 Strategic Perspectives on Project Management
(c) 2013, Thomas Lechler. All rights reserved.For academic use only. 28
Generic Shareholder Measures
⢠Return of Investment (ROI)
⢠Profitability Index
⢠Pay back period
⢠Net Present Value (NPV)
⢠Free cash flow
⢠Economic Value added (Profit-Opportunity
costs)
29. Mgt 610 Strategic Perspectives on Project Management
(c) 2013, Thomas Lechler. All rights reserved.For academic use only. 29
Project Value Scorecard: Stakeholder Perspective
Any party that has an interest ("stake") in a project.
Goal: Satisfy the ârightâ needs!
Four Categories of Stakeholder (Customer) Concerns:
Time â Quality â Performance and Service â Cost
1. Cost â Product Price, TCOO
2. Time â Lead Time from order to delivery (existing products)
Time to market of new products
3. Quality â Defect level of returned products
On time delivery
4. Performance and Service â % new products
% proprietary products, on time delivery
30. Mgt 610 Strategic Perspectives on Project Management
(c) 2013, Thomas Lechler. All rights reserved.For academic use only. 30
Generic Stakeholder Measures
Overall stakeholder satisfaction with deliverables in terms of:
⢠Reliability, Defects, Usability, Response time, Ease of use
⢠Availability, Flexibility, Intuitiveness, Security
⢠Easy to understand user documentation
⢠Application response time (calculated by the system)
⢠Number of approved business requirements satisfied by the
project
Overall client satisfaction with the project team in terms of:
⢠Responsiveness, Competence, Accessibility, Courteous,
Communication
⢠Credibility, Business knowledge, Reliability/follow through,
Professionalism, Training,
⢠Turnaround time required to respond to client queries and
problems, Average time required to resolve issues
31. Mgt 610 Strategic Perspectives on Project Management
(c) 2013, Thomas Lechler. All rights reserved.For academic use only. 31
Project Value Scorecard: Outcome Perspective
Any tangible or intangible asset a project generates: Process,
product, system, etc.
Goal: Doing the ârightâ things
Innovativeness and technical performance of outcome is critical.
Can we continue to improve and create value?
How are the TCO affected?
Does the installed or followed process create an acceptable
outcome quality?
32. Mgt 610 Strategic Perspectives on Project Management
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Generic Outcome Measures
⢠Total support costs for x months after solution is complete
⢠Cost associated with building components for reuse
⢠Total cost per transaction
⢠Percentage of deliverables going through quality reviews
⢠Percentage of deliverable reviews resulting in acceptance the first time
⢠Number of defects discovered after initial acceptance
⢠Percentage of deliverables that comply with organization standards
⢠Number of hours or dollars saved from process improvements
⢠Number of hours of rework to previously completed deliverables
⢠Number of client change requests to revise scope
33. Mgt 610 Strategic Perspectives on Project Management
(c) 2013, Thomas Lechler. All rights reserved.For academic use only. 33
Project Value Scorecard: Effort Perspective
Goal: Doing the things ârightâ
What must the project do internally to meet its stakeholdersâ and
shareholdersâ expectation?
⢠Excellent performance for customers derived from processes,
decisions and actions occurring throughout an organization.
⢠Focus on those critical activities that enable them to satisfy
customer needs.
⢠Measures for those processes which have the greatest impact
on stakeholder and shareholder satisfaction.
⢠Identify and measure project core competencies
⢠Measures to develop and introduce the next generation of
existing products rapidly
34. Mgt 610 Strategic Perspectives on Project Management
(c) 2013, Thomas Lechler. All rights reserved.For academic use only. 34
Generic Effort Measures
â Total labor costs vs. non-labor (vs. budget)
â Total cost of employees vs. contract vs. consultant (vs. budget)
â Ideas for cost reductions implemented and cost savings realized
â Actual effort vs. budget (variance)
â Amount of project manager time vs. overall effort hours
â Actual duration vs. budget (variance)
â Effort hours per unit of work/function point
â Work units/function points produced per effort hour
â Effort hours reduced from standard project processes
â Effort hours saved through reuse of previous deliverables, models,
components
â Number of process improvement ideas implemented
â Number of best practices identified and applied on the project
35. Mgt 610 Strategic Perspectives on Project Management
(c) 2013, Thomas Lechler. All rights reserved.For academic use only. 35
Project Value Scorecard: Strategic Framework for Action
Clarifying and Translating
The Vision and Strategy
â˘Clarifying the vision
â˘Gaining Consensus
Communicating and
Linking
â˘Communicating and
Educating
â˘Setting Goals
â˘Linking rewards to
performance measures
Strategic Feedback and Learning
â˘Articulating the shared vision
â˘Supplying Strategic feedback
â˘Facilitating strategy review and
learning
Planning and Target Setting
â˘Setting Targets
â˘Aligning strategic initiatives
â˘Allocating resources
â˘Establishing milestones
Project Value
Scorecard
36. Mgt 610 Strategic Perspectives on Project Management
(c) 2013, Thomas Lechler. All rights reserved.For academic use only. 36
Planning a Project Strategy â Step 1
⢠Define your project and its objectives in support of:
⢠1. What are the value propositions of the business?
Are they the same like the customer?
⢠2. Who are the customers?
⢠What are the value propositions of the customer?
⢠3. How should the products/ processes look like?
What technologies are needed? What are the specifications?
⢠4. What resources are needed? What knowledge has to be
⢠developed? How will this contribute to future value?
37. Mgt 610 Strategic Perspectives on Project Management
(c) 2013, Thomas Lechler. All rights reserved.For academic use only. 37
Planning a Project Strategy â Step 2
Start with a status analysis of the project definition
What is the project mission, does it need clarification?
Define the project vision, what are the core values?
Assign the objectives to the four value perspectives
Which objectives are missing?
Which measures are missing?
What are the environmental issues?
Activate People
38. Mgt 610 Strategic Perspectives on Project Management
(c) 2013, Thomas Lechler. All rights reserved.For academic use only. 38
Project Value
Network
Perspective
Objective Measure Target Initiative
Effort On-time SV, SPI SV = 0d +/-
10ed
SPI = 1.0 +/-
0.05
Create bottom-
up schedule
using CPM
techniques
Outcome Authorized
work is fully
completed
Count of
deliverables
formally
accepted by
customer
Promised
deliverables =
formally
accepted
deliverables
Formal
acceptance
criteria
established in
scope
management
plan
Project Scorecard Basic Structure
39. Mgt 610 Strategic Perspectives on Project Management
(c) 2013, Thomas Lechler. All rights reserved.For academic use only. 39
Project Value
Network
Perspective
Objective Measure Target Initiative
Stakeholders Increase
satisfaction by
creating
quality
# Defects,
Response
time
Acceptable
quality
expressed as
USL â LSL.
Target = (USL â
LSL) / 2
Name of specific
quality activity
performed in the
project
Shareholders Increase
wealth by
receiving
stock
dividends
Free cash
flow
generated
from the
project
Payback
achieved in 12
months +/- 2
months
Establish PMIS
to track project
cashflows from
initiation until 6
months after
project
termination
Basic Scorecard Structure
40. Mgt 610 Strategic Perspectives on Project Management
(c) 2013, Thomas Lechler. All rights reserved.For academic use only. 40
Summary
⢠The Project Scorecard is a Planning Tool
⢠to implement a project strategy
⢠in form of a project metrics
⢠which covers all project value areas
41. Mgt 610 Strategic Perspectives on Project Management
(c) 2013, Thomas Lechler. All rights reserved.For academic use only. 41
Project Value Statement: Constraints
⢠Significant limitations to alternatives
that can be considered by the project
team in providing the solution to the
business need.
â Identifies the high-level limits (boundaries) that cannot be
crossed by the project team when providing the projectâs
solution.
⢠Use bullet points to indicate each constraint.
â Relocation to Denver is not financially possible unless hiring
employer pays for relocation expenses.
â Interview appointments cannot be missed (due to late arrival at
the interview site).
42. Mgt 610 Strategic Perspectives on Project Management
(c) 2013, Thomas Lechler. All rights reserved.For academic use only. 42
Project Value Statement: Assumptions
⢠Identify significant factors that for
planning purposes have been assumed to
be real and/or true.
â These high-level assumptions will be useful in making future
decisions about work being performed by the project.
⢠If one of these assumptions turns out to be false, then
â the business need would no longer be relevant, and/or
â the product description would no longer provide a feasible
solution to the business need.
⢠Use bullet points to indicate each assumption.
â Employers in Denver will pay relocation expenses for the type of
job I am seeking.
â Interviewers will comply with EOE/AA guidelines and not
discriminate against a protected class of potential applicants.
43. Mgt 610 Strategic Perspectives on Project Management
(c) 2013, Thomas Lechler. All rights reserved.For academic use only. 43
Project Value Statement: Process
1. Define Project Mission
⢠Assumption is mission is
somewhat given
⢠Assumption of project value is
often not clearly defined
2. Define Project Vision
3. Describe Project Outcome
â Outcome
â Deliverables
4. Quantify Project Value
â Stakeholder Value
â Shareholder Value
â Outcome Value
â Effort Value
5. Document Key Assumptions
and Constraints
1
2
3
4
5
Minimum of 2
review loops