This document discusses Critical Chain project management and its advantages over traditional Critical Path Method (CPM) scheduling. It provides an overview of Critical Chain, including its philosophical basis in the Theory of Constraints and its three-level approach addressing single projects, managing variation, and a systems perspective. Examples are given showing Critical Chain typically reduces project schedules by 15-40% and increases on-time delivery to over 90%, demonstrating better performance than CPM in managing uncertainty and resource conflicts across multiple projects.
The document discusses applying the critical chain method to multi-project management. It begins by outlining problems with traditional multi-project management like resource conflicts negatively impacting success. It then summarizes research showing critical chain improving on-time performance and case study results demonstrating critical chain increasing throughput, reducing schedules and backlogs. The document concludes by explaining the five steps to theoretically apply critical chain which include identifying, exploiting and elevating the system's constraint through an in-class simulation.
Stop multiplying by 4: Practical Software EstimationChuck Reeves
The document provides tips and techniques for estimating software development timelines. It recommends doubling the initial time estimate and rounding up to the next unit to account for uncertainties. Key aspects to define include requirements, parameters to validate, and historical data. Estimates should have confidence intervals rather than precise figures. Prioritization involves assessing features' relative benefits, costs and risks to determine priority. Communication and removing personal biases are also important.
No estimates - 10 new principles for testingVasco Duarte
This document outlines 10 principles for software development without estimates. It begins by discussing trusting or changing your process (Principle 1) and shortening feedback cycles (Principle 2). Data is presented showing estimates are often inaccurate, with 80% of projects being late or over budget. Principle 3 states to believe data over estimates. Alternatives to estimate-driven decision making are suggested in Principle 4. Principles 5-8 discuss testing for value, measuring progress with working software, and understanding predictable system outputs. Principle 9 advocates using methods with proven track records over hoping estimates will improve. The transformation begins with individuals, per Principle 10.
The document summarizes a usability study conducted on the social networking site Dash. 26 students participated in the study, which involved completing 12 tasks on the site like creating an account, adding photos to a dash, and searching for other users. The study measured efficiency by time on task, effectiveness by number of errors, and satisfaction using a technology acceptance model. Key findings were that setting contacts as contributors and searching for friends were inefficient. Overall, 34% of users reported satisfaction with Dash while 41% found adding contributors most frustrating. Researchers concluded the unique security controls were effective but interface improvements could enhance usability.
CYCLE TIME ANALYTICS: RELIABLE #NOESTIMATES FORECASTING USING DATA, TROY MAGE...Lean Kanban Central Europe
If you are struggling to forecast project delivery dates and cost, or you want to eliminate the story estimation process because you feel it is waste, or you need to build the business case for hiring more staff, then this session is relevant to you. All estimates have uncertainty, and understanding how multiple uncertain factors compound is the first step to improving project and team predictability. A major benefit of Lean is the low weight capture of cycle time metrics. This session looks at how to use historical cycle time data to answer questions of forecasting and staff skill balancing. This session compares the benefits of using cycle time for analysis over current planning techniques such as velocity, burn-down charts, and cumulative flow diagrams. This session takes you on a journey of what to do after capturing cycle time data or what to do if you have no history to rely upon. Reducing reliance on developer estimation (popularized by the twitter hashtag of #NoEstimates movement) is good general advice, having the tools to plan and manage teams and projects is still important to maintain support at the executive level. This session details the approaches to getting the numbers you need to have whilst minimizing un-necesary overhead and estimating ONLY this factors that matter most.
This document discusses key measurements for testers, including precision vs accuracy. It provides examples to illustrate the difference between precision and accuracy. The document also discusses goals for testing, including using the SMART framework. It introduces the GQM methodology for defining test goals and questions. Additional sections cover test planning and resources, defect tracking, defect prediction, and release criteria.
Estimates are often inaccurate and cause more problems than they solve. They can lead teams to game the system and focus on meeting estimates rather than delivering value. Instead of estimating, teams should focus on selecting high-value work, breaking it into small chunks, delivering iteratively, and observing outcomes to continuously improve their process. By focusing on delivery over plans and estimates, teams can build trust with customers and gain a stable, self-regulating development flow.
The document provides an overview of the Critical Chain/Buffer Management (CC/BM) project scheduling approach. It discusses six key steps: 1) using aggressive activity estimates, 2) constructing an as-late-as-possible schedule, 3) identifying the critical chain, 4) determining buffer positions, 5) determining buffer sizes, and 6) inserting buffers into the schedule. The approach aims to protect the project deadline by introducing buffers at different positions, including a project buffer, feeding buffers, and resource buffers.
The document discusses applying the critical chain method to multi-project management. It begins by outlining problems with traditional multi-project management like resource conflicts negatively impacting success. It then summarizes research showing critical chain improving on-time performance and case study results demonstrating critical chain increasing throughput, reducing schedules and backlogs. The document concludes by explaining the five steps to theoretically apply critical chain which include identifying, exploiting and elevating the system's constraint through an in-class simulation.
Stop multiplying by 4: Practical Software EstimationChuck Reeves
The document provides tips and techniques for estimating software development timelines. It recommends doubling the initial time estimate and rounding up to the next unit to account for uncertainties. Key aspects to define include requirements, parameters to validate, and historical data. Estimates should have confidence intervals rather than precise figures. Prioritization involves assessing features' relative benefits, costs and risks to determine priority. Communication and removing personal biases are also important.
No estimates - 10 new principles for testingVasco Duarte
This document outlines 10 principles for software development without estimates. It begins by discussing trusting or changing your process (Principle 1) and shortening feedback cycles (Principle 2). Data is presented showing estimates are often inaccurate, with 80% of projects being late or over budget. Principle 3 states to believe data over estimates. Alternatives to estimate-driven decision making are suggested in Principle 4. Principles 5-8 discuss testing for value, measuring progress with working software, and understanding predictable system outputs. Principle 9 advocates using methods with proven track records over hoping estimates will improve. The transformation begins with individuals, per Principle 10.
The document summarizes a usability study conducted on the social networking site Dash. 26 students participated in the study, which involved completing 12 tasks on the site like creating an account, adding photos to a dash, and searching for other users. The study measured efficiency by time on task, effectiveness by number of errors, and satisfaction using a technology acceptance model. Key findings were that setting contacts as contributors and searching for friends were inefficient. Overall, 34% of users reported satisfaction with Dash while 41% found adding contributors most frustrating. Researchers concluded the unique security controls were effective but interface improvements could enhance usability.
CYCLE TIME ANALYTICS: RELIABLE #NOESTIMATES FORECASTING USING DATA, TROY MAGE...Lean Kanban Central Europe
If you are struggling to forecast project delivery dates and cost, or you want to eliminate the story estimation process because you feel it is waste, or you need to build the business case for hiring more staff, then this session is relevant to you. All estimates have uncertainty, and understanding how multiple uncertain factors compound is the first step to improving project and team predictability. A major benefit of Lean is the low weight capture of cycle time metrics. This session looks at how to use historical cycle time data to answer questions of forecasting and staff skill balancing. This session compares the benefits of using cycle time for analysis over current planning techniques such as velocity, burn-down charts, and cumulative flow diagrams. This session takes you on a journey of what to do after capturing cycle time data or what to do if you have no history to rely upon. Reducing reliance on developer estimation (popularized by the twitter hashtag of #NoEstimates movement) is good general advice, having the tools to plan and manage teams and projects is still important to maintain support at the executive level. This session details the approaches to getting the numbers you need to have whilst minimizing un-necesary overhead and estimating ONLY this factors that matter most.
This document discusses key measurements for testers, including precision vs accuracy. It provides examples to illustrate the difference between precision and accuracy. The document also discusses goals for testing, including using the SMART framework. It introduces the GQM methodology for defining test goals and questions. Additional sections cover test planning and resources, defect tracking, defect prediction, and release criteria.
Estimates are often inaccurate and cause more problems than they solve. They can lead teams to game the system and focus on meeting estimates rather than delivering value. Instead of estimating, teams should focus on selecting high-value work, breaking it into small chunks, delivering iteratively, and observing outcomes to continuously improve their process. By focusing on delivery over plans and estimates, teams can build trust with customers and gain a stable, self-regulating development flow.
The document provides an overview of the Critical Chain/Buffer Management (CC/BM) project scheduling approach. It discusses six key steps: 1) using aggressive activity estimates, 2) constructing an as-late-as-possible schedule, 3) identifying the critical chain, 4) determining buffer positions, 5) determining buffer sizes, and 6) inserting buffers into the schedule. The approach aims to protect the project deadline by introducing buffers at different positions, including a project buffer, feeding buffers, and resource buffers.
The document discusses applying the critical chain method to manage multiple projects. It begins by outlining problems that occur in multi-project environments like resource conflicts negatively impacting success. Next, it reviews research showing critical chain improved on-time performance and case studies where critical chain increased throughput, reduced schedules and backlogs, and lowered costs. Finally, it presents the five steps of the theory of constraints - which focuses on identifying and exploiting constraints - as how to apply critical chain to multi-project management, concluding with an in-class simulation.
The document discusses applying the critical chain method to manage multiple projects. It begins by outlining problems that occur in multi-project environments like resource conflicts negatively impacting success. Next, it reviews research showing critical chain improves on-time performance and case studies demonstrating critical chain increased throughput, reduced schedules and backlogs, and lowered costs. Finally, it presents the five steps of the theory of constraints for implementing critical chain project management, which includes identifying, exploiting, and elevating the system's constraint through not letting inertia become a new constraint. An in-class simulation is proposed to demonstrate these concepts.
Critical Chain Project Management (CCPM) is a methodology that improves project management through 3 key principles: 1) Buffer time is placed on the longest project path to protect the due date. 2) Projects are released based on constraint availability to reduce multitasking. 3) Execution priorities are driven by relative buffer consumption to focus on projects needing attention. CCPM has been successfully implemented by many companies resulting in reduced time to market, higher on-time delivery, more projects completed, and improved resource planning.
The Future of Oilsands Projects – Productivity Improvement & the Role o...Nick Anderson
Mobilizing armies of skilled labor from diverse locations and cultures, moving large equipment into remote locations in harsh climatic conditions and managing to budgets while costs are escalating make oil sands projects among the most challenging ever undertaken. Perhaps the most critical success factor in managing such complex projects is establishing and developing productive relationships. This key factor is very difficult to measure yet is cited repeatedly as the
number one reason for project failure. Consistently, project managers’ expectations of, colleagues, teams, subcontractors, workers and project partners are substantially different from what they actually think is expected of them. Such misalignments result in expected tasks not being completed in the way required for project success, tasks being completed in a sub-optimal sequence or excessive time invested on “low return” tasks.
These misalignments cascade into scheduling conflicts, delays, cost overruns, personnel turnover, increased stress, safety and legal issues.
The take-away: New methods have been developed for the gathering and analysing of expectations from both the expectation originator’s and expectation receiver’s point of view. This enables the diagnosis of misalignments critical to project success, and facilitates the timely conversations required to align expectations and to keep projects on track before they become critical variables. Resource and competency gaps are exposed and addressed. High achieving managers can be identified. A culture of communication, alignment and accountability can be measured and developed.
This document discusses the Critical Chain Project Management (CCPM) concept, which was introduced by Dr. Eliyahu Goldratt in 1997 to help projects be completed on time and on budget. It summarizes the five steps of CCPM: 1) identify the system's constraints, 2) exploit the constraints, 3) subordinate everything else to the constraints, 4) elevate the constraints, and 5) don't allow inertia to become a new constraint. The document also discusses how CCPM addresses reasons for missed commitments like lack of safety buffers, the student syndrome effect, Parkinson's Law, and multitasking.
The document provides guidance on conceptualizing and communicating workplace health and safety aspects of a construction project. It recommends being involved early in the project planning phases to identify potential hazards and mitigate risks. A scoping template is presented to document hazards, consequences, stakeholders, responsibility and timing of duties of care. Key issues addressed include impacts to fire systems, hazardous exposures, plant and infrastructure risks, and psychosocial factors.
Planning & Scheduling of Commercial Building using Microsoft Project & Applic...IRJET Journal
This document discusses planning and scheduling of a commercial building construction project using Microsoft Project and applying principles of the Theory of Constraints to improve efficiency. It provides background on the Theory of Constraints and Critical Chain Project Management, which aims to identify and manage constraints. The document then summarizes how these principles were applied to the scheduling and buffer management of a commercial building project in Microsoft Project to help complete it on time by accounting for uncertainties and limiting impacts of changes. Key aspects included identifying the schedule as a core constraint, using Critical Chain Project Management to determine the critical path, and inserting different types of buffers (project, feeding, resource) into the schedule to protect against delays.
Green Wulf - Sustainable Gym on Campus / Project Management at SKEMA Business...Caroline Bilet
Business Case developed during Project Management course at SKEMA Business School
Create a gym that uses the energy produced by the users to power itself
Ibrahim Abubakari, Caroline Bilet, Arthur Lanos, Thomas Leportier, Amelie Meppiel, Kristin Torin, Medhi Thadi
The document discusses critical chain project management, which aims to improve project throughput and efficiency through eliminating multitasking, better managing variation and risk, and using drum-buffer-rope concepts from lean production. It provides an overview of critical chain methodology, which includes critical chain planning, synchronization of multiple projects, scheduling with critical chains and buffers, resource behavior changes, and buffer-based project control. The document also discusses causes of schedule risk from multitasking and how critical chain buffer management is used to monitor and control critical chain projects.
This document discusses why software projects are often late and provides recommendations to avoid delays. It notes that over 70% of projects are late according to surveys. Late projects are essentially failed projects that cost customers. Common reasons for delays include unrealistic time estimates set before requirements are clear, scope creep, and not accounting for risks and challenges. The document recommends following best practices such as clearly defining requirements with customers, using appropriate development models, avoiding early firm schedules, ensuring good communication, and allowing time for risks and unexpected issues.
This presentation discusses using Critical Chain Project Management (CCPM) to improve project performance. CCPM identifies the critical chain of dependent tasks and protects it with buffers to accommodate uncertainty. It requires focusing effort on critical chain tasks and subordinating all other work. Examples are given where CCPM has helped organizations increase throughput, reduce cycle times, and improve on-time delivery.
VeeShell is a strategic systems engineering firm that provides end-to-end system services across software, hardware, networks and processes. They focus on applying systems engineering concepts and tools to optimize time, resources and customer satisfaction. Systems engineering is important for ensuring projects are completed on time and on budget with all required features by helping identify issues earlier and improving chances of success. VeeShell offers a range of systems engineering services to help customers meet needs, enhance quality and avoid cost overruns.
The document contains interview questions and answers for planning engineers. It includes 18 questions related to scheduling topics like constraints in Primavera, critical path identification, float, schedule development, resource leveling, and the role of a planning engineer. The answers provide explanations of scheduling concepts and best practices.
If your projects involve other companies doing most of the work, then this presentation can open the door to faster, better and less expensive projects. You don't have to spend more to get your project sooner. Critical Chain Project Management (CCPM) has worked wonders in many industries..but has not had much impact in sectors such as construction. We think we know why. Take a look ad let us know what you think www.profitableprojects.org
SPE London 'Geomechanics: Quo Vadis?' Event Talk - 27Oct15 Glen Burridge
This document summarizes the results of interviews and questionnaires with 28 contributors from various disciplines within the oil and gas industry regarding the current and future state of geomechanics. Key findings include:
1) Geomechanics is not fully integrated into exploration, planning, and assurance workflows.
2) Barriers to adoption include lack of standards, siloed teams, and perceptions of geomechanics as reactive rather than proactive.
3) Widespread knowledge sharing of case studies and establishing geomechanics strategies within companies is needed for it to realize its full potential in areas like drillability and reservoir performance.
SPE London - 'Geomechanics: Quo Vadis?' Event Talk - 27Oct15Glen Burridge
Introductory talk to frame event & present results of an industry survey forming basis of a “conversation” between both sides of the geomechanics business: The specialist experts in the consultancies and those subsurface staff working within E&P companies.... on where they think the discipline is and where it is going.
Spe london geomech quo vadis - 27 oct15 - externalRichard Lamb
This document summarizes the results of a survey of industry practitioners on the current state and future direction of geomechanics in the oil and gas industry. Key findings include: (1) geomechanics is not fully integrated into planning and operations at many companies; (2) better knowledge sharing of case studies and standards is needed; (3) demonstrating impacts on costs, risks, and value could help geomechanics gain more acceptance. The survey identifies opportunities for geomechanics to improve drilling, production, and reservoir management over the next 5-10 years through greater collaboration across disciplines and industries.
Team 4, Team PMP”IT Installation of the Adelphi V.docxmattinsonjanel
Team 4, “Team PMP”
IT Installation of the Adelphi Veterinary Clinic
IFSM 438: Project Management
ITP-1 Project Deliverables - Project Charter
Project Manager Cheryl Brown
Deputy Project Manager Jesse Holmes
Documentation Manager Terence Fletcher
Editor Michael McKnight
Configuration Manager Nhi Thach
Functional Project Manager Brian Sheridan
Clinic Manager Donna McKalip
IT Installation of the Adelphi Veterinary Clinic
Date Issued: June 28, 2015
Project Name: Adelphi Veterinary Clinic IT Installation Project Charter
Project Sponsor: President, University of Maryland - University College
Project Context & Background:
The clinic recently received a monetary grant from UMUC for its first computers and Internet connectivity. The veterinarian clinic is an organization that consists of ten vets, seven animal technicians, and five receptions. The clinic is housed in a single building with a second/adjacent building for animal boarding and long-term care. Each vet had his/her office, and there are eight examination rooms, 3 operating rooms, and three diagnostic rooms for x-rays and tests.
Project objectives:
Team PMP will work together to innovate and incorporate information technology for the Adelphi Veterinary Clinic at the University of Maryland University College. By utilizing Information Technology, the clinic will increase productivity and improve operational efficiency through:
a) Availability – A system that can be trusted to work when needed.
b) Reliability – A system that consistently performs to meet organizational needs.
c) Scalability – A system that will accommodate growth.
d) Supportability – A reasonably priced system that support the organization’s operational needs throughout its entire lifecycle.
e) Serviceability – A system that incorporates long-term preventive maintenance at an affordable cost. (Westland, 2010)
Project Scope:
Methodology/Approach - Team PMP will contact with Apple, Dell, and Gateway and perform price comparisons, thus maximizing the budget and determining who will give us the most quality IT products at an affordable price.
Includes - This will include desktops, laptops, and any other portable electronic devices for all staff members. Renovation of a large office and building for the installation of IT products for the clinic, developing comprehensive space for the network infrastructures (primarily for network connectivity)
Excludes - Project will retire once the IT system is completed, and training is provided. There will be no long-term installations and training provided unless negotiated.
Success Criteria - Achieving and exceeding customer satisfaction through the quality of work performed by Team PMP. From planning and execution, to follow up training, Team PMP wants to make this process the best renovation experience for the clinic staff and its patrons.
Key Stakeholders:
Client: Donna McKalip
Project Manager:Cheryl ...
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Reduce Release Cycle Time: Nine Months to a Week - Nice!TechWell
Picture this scene from three years ago: Employing the corporately mandated processes, a software engineering team is delivering system updates about once every nine months. When their senior user suddenly demands the next delivery in twenty-two weeks-half the current cycle duration-the team realize that they must quickly change development practices. Mathew Bissett describes how Her Majesty's Government did precisely that-and much, much more. First, they reduced delivery cycles from unpredictable dates every nine months to predictable releases every six weeks. Then, they cut releases cycle time to once every week. By identifying and mitigating risks early in the work intake process, enforcing quality gates, executing multiple test levels concurrently-and more-they dramatically increased throughput with the same or better quality. Today, these new processes provide their teams the best balance of structure versus agility. Join Mathew to see if what works for Her Majesty's Government might just work for you and your company.
Philippine Edukasyong Pantahanan at Pangkabuhayan (EPP) CurriculumMJDuyan
(𝐓𝐋𝐄 𝟏𝟎𝟎) (𝐋𝐞𝐬𝐬𝐨𝐧 𝟏)-𝐏𝐫𝐞𝐥𝐢𝐦𝐬
𝐃𝐢𝐬𝐜𝐮𝐬𝐬 𝐭𝐡𝐞 𝐄𝐏𝐏 𝐂𝐮𝐫𝐫𝐢𝐜𝐮𝐥𝐮𝐦 𝐢𝐧 𝐭𝐡𝐞 𝐏𝐡𝐢𝐥𝐢𝐩𝐩𝐢𝐧𝐞𝐬:
- Understand the goals and objectives of the Edukasyong Pantahanan at Pangkabuhayan (EPP) curriculum, recognizing its importance in fostering practical life skills and values among students. Students will also be able to identify the key components and subjects covered, such as agriculture, home economics, industrial arts, and information and communication technology.
𝐄𝐱𝐩𝐥𝐚𝐢𝐧 𝐭𝐡𝐞 𝐍𝐚𝐭𝐮𝐫𝐞 𝐚𝐧𝐝 𝐒𝐜𝐨𝐩𝐞 𝐨𝐟 𝐚𝐧 𝐄𝐧𝐭𝐫𝐞𝐩𝐫𝐞𝐧𝐞𝐮𝐫:
-Define entrepreneurship, distinguishing it from general business activities by emphasizing its focus on innovation, risk-taking, and value creation. Students will describe the characteristics and traits of successful entrepreneurs, including their roles and responsibilities, and discuss the broader economic and social impacts of entrepreneurial activities on both local and global scales.
A Free 200-Page eBook ~ Brain and Mind Exercise.pptxOH TEIK BIN
(A Free eBook comprising 3 Sets of Presentation of a selection of Puzzles, Brain Teasers and Thinking Problems to exercise both the mind and the Right and Left Brain. To help keep the mind and brain fit and healthy. Good for both the young and old alike.
Answers are given for all the puzzles and problems.)
With Metta,
Bro. Oh Teik Bin 🙏🤓🤔🥰
The document discusses applying the critical chain method to manage multiple projects. It begins by outlining problems that occur in multi-project environments like resource conflicts negatively impacting success. Next, it reviews research showing critical chain improved on-time performance and case studies where critical chain increased throughput, reduced schedules and backlogs, and lowered costs. Finally, it presents the five steps of the theory of constraints - which focuses on identifying and exploiting constraints - as how to apply critical chain to multi-project management, concluding with an in-class simulation.
The document discusses applying the critical chain method to manage multiple projects. It begins by outlining problems that occur in multi-project environments like resource conflicts negatively impacting success. Next, it reviews research showing critical chain improves on-time performance and case studies demonstrating critical chain increased throughput, reduced schedules and backlogs, and lowered costs. Finally, it presents the five steps of the theory of constraints for implementing critical chain project management, which includes identifying, exploiting, and elevating the system's constraint through not letting inertia become a new constraint. An in-class simulation is proposed to demonstrate these concepts.
Critical Chain Project Management (CCPM) is a methodology that improves project management through 3 key principles: 1) Buffer time is placed on the longest project path to protect the due date. 2) Projects are released based on constraint availability to reduce multitasking. 3) Execution priorities are driven by relative buffer consumption to focus on projects needing attention. CCPM has been successfully implemented by many companies resulting in reduced time to market, higher on-time delivery, more projects completed, and improved resource planning.
The Future of Oilsands Projects – Productivity Improvement & the Role o...Nick Anderson
Mobilizing armies of skilled labor from diverse locations and cultures, moving large equipment into remote locations in harsh climatic conditions and managing to budgets while costs are escalating make oil sands projects among the most challenging ever undertaken. Perhaps the most critical success factor in managing such complex projects is establishing and developing productive relationships. This key factor is very difficult to measure yet is cited repeatedly as the
number one reason for project failure. Consistently, project managers’ expectations of, colleagues, teams, subcontractors, workers and project partners are substantially different from what they actually think is expected of them. Such misalignments result in expected tasks not being completed in the way required for project success, tasks being completed in a sub-optimal sequence or excessive time invested on “low return” tasks.
These misalignments cascade into scheduling conflicts, delays, cost overruns, personnel turnover, increased stress, safety and legal issues.
The take-away: New methods have been developed for the gathering and analysing of expectations from both the expectation originator’s and expectation receiver’s point of view. This enables the diagnosis of misalignments critical to project success, and facilitates the timely conversations required to align expectations and to keep projects on track before they become critical variables. Resource and competency gaps are exposed and addressed. High achieving managers can be identified. A culture of communication, alignment and accountability can be measured and developed.
This document discusses the Critical Chain Project Management (CCPM) concept, which was introduced by Dr. Eliyahu Goldratt in 1997 to help projects be completed on time and on budget. It summarizes the five steps of CCPM: 1) identify the system's constraints, 2) exploit the constraints, 3) subordinate everything else to the constraints, 4) elevate the constraints, and 5) don't allow inertia to become a new constraint. The document also discusses how CCPM addresses reasons for missed commitments like lack of safety buffers, the student syndrome effect, Parkinson's Law, and multitasking.
The document provides guidance on conceptualizing and communicating workplace health and safety aspects of a construction project. It recommends being involved early in the project planning phases to identify potential hazards and mitigate risks. A scoping template is presented to document hazards, consequences, stakeholders, responsibility and timing of duties of care. Key issues addressed include impacts to fire systems, hazardous exposures, plant and infrastructure risks, and psychosocial factors.
Planning & Scheduling of Commercial Building using Microsoft Project & Applic...IRJET Journal
This document discusses planning and scheduling of a commercial building construction project using Microsoft Project and applying principles of the Theory of Constraints to improve efficiency. It provides background on the Theory of Constraints and Critical Chain Project Management, which aims to identify and manage constraints. The document then summarizes how these principles were applied to the scheduling and buffer management of a commercial building project in Microsoft Project to help complete it on time by accounting for uncertainties and limiting impacts of changes. Key aspects included identifying the schedule as a core constraint, using Critical Chain Project Management to determine the critical path, and inserting different types of buffers (project, feeding, resource) into the schedule to protect against delays.
Green Wulf - Sustainable Gym on Campus / Project Management at SKEMA Business...Caroline Bilet
Business Case developed during Project Management course at SKEMA Business School
Create a gym that uses the energy produced by the users to power itself
Ibrahim Abubakari, Caroline Bilet, Arthur Lanos, Thomas Leportier, Amelie Meppiel, Kristin Torin, Medhi Thadi
The document discusses critical chain project management, which aims to improve project throughput and efficiency through eliminating multitasking, better managing variation and risk, and using drum-buffer-rope concepts from lean production. It provides an overview of critical chain methodology, which includes critical chain planning, synchronization of multiple projects, scheduling with critical chains and buffers, resource behavior changes, and buffer-based project control. The document also discusses causes of schedule risk from multitasking and how critical chain buffer management is used to monitor and control critical chain projects.
This document discusses why software projects are often late and provides recommendations to avoid delays. It notes that over 70% of projects are late according to surveys. Late projects are essentially failed projects that cost customers. Common reasons for delays include unrealistic time estimates set before requirements are clear, scope creep, and not accounting for risks and challenges. The document recommends following best practices such as clearly defining requirements with customers, using appropriate development models, avoiding early firm schedules, ensuring good communication, and allowing time for risks and unexpected issues.
This presentation discusses using Critical Chain Project Management (CCPM) to improve project performance. CCPM identifies the critical chain of dependent tasks and protects it with buffers to accommodate uncertainty. It requires focusing effort on critical chain tasks and subordinating all other work. Examples are given where CCPM has helped organizations increase throughput, reduce cycle times, and improve on-time delivery.
VeeShell is a strategic systems engineering firm that provides end-to-end system services across software, hardware, networks and processes. They focus on applying systems engineering concepts and tools to optimize time, resources and customer satisfaction. Systems engineering is important for ensuring projects are completed on time and on budget with all required features by helping identify issues earlier and improving chances of success. VeeShell offers a range of systems engineering services to help customers meet needs, enhance quality and avoid cost overruns.
The document contains interview questions and answers for planning engineers. It includes 18 questions related to scheduling topics like constraints in Primavera, critical path identification, float, schedule development, resource leveling, and the role of a planning engineer. The answers provide explanations of scheduling concepts and best practices.
If your projects involve other companies doing most of the work, then this presentation can open the door to faster, better and less expensive projects. You don't have to spend more to get your project sooner. Critical Chain Project Management (CCPM) has worked wonders in many industries..but has not had much impact in sectors such as construction. We think we know why. Take a look ad let us know what you think www.profitableprojects.org
SPE London 'Geomechanics: Quo Vadis?' Event Talk - 27Oct15 Glen Burridge
This document summarizes the results of interviews and questionnaires with 28 contributors from various disciplines within the oil and gas industry regarding the current and future state of geomechanics. Key findings include:
1) Geomechanics is not fully integrated into exploration, planning, and assurance workflows.
2) Barriers to adoption include lack of standards, siloed teams, and perceptions of geomechanics as reactive rather than proactive.
3) Widespread knowledge sharing of case studies and establishing geomechanics strategies within companies is needed for it to realize its full potential in areas like drillability and reservoir performance.
SPE London - 'Geomechanics: Quo Vadis?' Event Talk - 27Oct15Glen Burridge
Introductory talk to frame event & present results of an industry survey forming basis of a “conversation” between both sides of the geomechanics business: The specialist experts in the consultancies and those subsurface staff working within E&P companies.... on where they think the discipline is and where it is going.
Spe london geomech quo vadis - 27 oct15 - externalRichard Lamb
This document summarizes the results of a survey of industry practitioners on the current state and future direction of geomechanics in the oil and gas industry. Key findings include: (1) geomechanics is not fully integrated into planning and operations at many companies; (2) better knowledge sharing of case studies and standards is needed; (3) demonstrating impacts on costs, risks, and value could help geomechanics gain more acceptance. The survey identifies opportunities for geomechanics to improve drilling, production, and reservoir management over the next 5-10 years through greater collaboration across disciplines and industries.
Team 4, Team PMP”IT Installation of the Adelphi V.docxmattinsonjanel
Team 4, “Team PMP”
IT Installation of the Adelphi Veterinary Clinic
IFSM 438: Project Management
ITP-1 Project Deliverables - Project Charter
Project Manager Cheryl Brown
Deputy Project Manager Jesse Holmes
Documentation Manager Terence Fletcher
Editor Michael McKnight
Configuration Manager Nhi Thach
Functional Project Manager Brian Sheridan
Clinic Manager Donna McKalip
IT Installation of the Adelphi Veterinary Clinic
Date Issued: June 28, 2015
Project Name: Adelphi Veterinary Clinic IT Installation Project Charter
Project Sponsor: President, University of Maryland - University College
Project Context & Background:
The clinic recently received a monetary grant from UMUC for its first computers and Internet connectivity. The veterinarian clinic is an organization that consists of ten vets, seven animal technicians, and five receptions. The clinic is housed in a single building with a second/adjacent building for animal boarding and long-term care. Each vet had his/her office, and there are eight examination rooms, 3 operating rooms, and three diagnostic rooms for x-rays and tests.
Project objectives:
Team PMP will work together to innovate and incorporate information technology for the Adelphi Veterinary Clinic at the University of Maryland University College. By utilizing Information Technology, the clinic will increase productivity and improve operational efficiency through:
a) Availability – A system that can be trusted to work when needed.
b) Reliability – A system that consistently performs to meet organizational needs.
c) Scalability – A system that will accommodate growth.
d) Supportability – A reasonably priced system that support the organization’s operational needs throughout its entire lifecycle.
e) Serviceability – A system that incorporates long-term preventive maintenance at an affordable cost. (Westland, 2010)
Project Scope:
Methodology/Approach - Team PMP will contact with Apple, Dell, and Gateway and perform price comparisons, thus maximizing the budget and determining who will give us the most quality IT products at an affordable price.
Includes - This will include desktops, laptops, and any other portable electronic devices for all staff members. Renovation of a large office and building for the installation of IT products for the clinic, developing comprehensive space for the network infrastructures (primarily for network connectivity)
Excludes - Project will retire once the IT system is completed, and training is provided. There will be no long-term installations and training provided unless negotiated.
Success Criteria - Achieving and exceeding customer satisfaction through the quality of work performed by Team PMP. From planning and execution, to follow up training, Team PMP wants to make this process the best renovation experience for the clinic staff and its patrons.
Key Stakeholders:
Client: Donna McKalip
Project Manager:Cheryl ...
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Reduce Release Cycle Time: Nine Months to a Week - Nice!TechWell
Picture this scene from three years ago: Employing the corporately mandated processes, a software engineering team is delivering system updates about once every nine months. When their senior user suddenly demands the next delivery in twenty-two weeks-half the current cycle duration-the team realize that they must quickly change development practices. Mathew Bissett describes how Her Majesty's Government did precisely that-and much, much more. First, they reduced delivery cycles from unpredictable dates every nine months to predictable releases every six weeks. Then, they cut releases cycle time to once every week. By identifying and mitigating risks early in the work intake process, enforcing quality gates, executing multiple test levels concurrently-and more-they dramatically increased throughput with the same or better quality. Today, these new processes provide their teams the best balance of structure versus agility. Join Mathew to see if what works for Her Majesty's Government might just work for you and your company.
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(𝐓𝐋𝐄 𝟏𝟎𝟎) (𝐋𝐞𝐬𝐬𝐨𝐧 𝟏)-𝐏𝐫𝐞𝐥𝐢𝐦𝐬
𝐃𝐢𝐬𝐜𝐮𝐬𝐬 𝐭𝐡𝐞 𝐄𝐏𝐏 𝐂𝐮𝐫𝐫𝐢𝐜𝐮𝐥𝐮𝐦 𝐢𝐧 𝐭𝐡𝐞 𝐏𝐡𝐢𝐥𝐢𝐩𝐩𝐢𝐧𝐞𝐬:
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𝐄𝐱𝐩𝐥𝐚𝐢𝐧 𝐭𝐡𝐞 𝐍𝐚𝐭𝐮𝐫𝐞 𝐚𝐧𝐝 𝐒𝐜𝐨𝐩𝐞 𝐨𝐟 𝐚𝐧 𝐄𝐧𝐭𝐫𝐞𝐩𝐫𝐞𝐧𝐞𝐮𝐫:
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Complications of wound healing like infection, hyperpigmentation of scar, contractures, and keloid formation.
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إضغ بين إيديكم من أقوى الملازم التي صممتها
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Custom modules offer the flexibility to extend Odoo's capabilities, address unique requirements, and optimize workflows to align seamlessly with your organization's processes. By leveraging custom modules, businesses can unlock greater efficiency, productivity, and innovation, empowering them to stay competitive in today's dynamic market landscape. In this tutorial, we'll guide you step by step on how to easily download and install modules from the Odoo App Store.
1. Date/reference/classification 1
Session 9
Critical Chain
Single-Project Management
Reducing Project Duration by 25%
& Increasing Due Date Performance
Without Changes of Resource Capacity
Dr. Thomas Lechler Phone: (201) 216-8174
Babbio Center 416 FAX: (201) 216-5385
email: tlechler@stevens.edu