This document discusses approaches to maturing project management practices at a national research and development laboratory. It outlines a flexible maturity model approach using industry standard tools and techniques from PMI. The key elements would include assessing current practices, developing a tailored maturation plan, providing training on PMI methodology, and establishing collaborative channels and templates to gradually improve processes over time with a focus on early successes and demonstrating value.
The document discusses the concept of innovation labs and proposes establishing one within PWGSC. It defines innovation labs as multi-disciplinary teams that collaborate to solve persistent issues that cannot be addressed in silos. The proposal recommends a phased approach to setting up the lab, beginning with a trial period and growing to involve more partners. It outlines the potential structure, including designating a steering committee and core staff, and presents initial cost estimates to establish and operate the lab.
This document provides information about project management for an assignment. It outlines the goals of forming groups, creating a website, documenting project work, and presenting the project. Key details include working in groups of 5, having 3 lectures totaling 6 hours, and expecting 30 hours of work per student. Project roles and continuous reporting of time are emphasized.
Marketing professionals often hear about the PMP certification, yet have difficulty understand what is it, why take it and what are the benefits to their profession and careers.
Here's a presentation to help demystify the Project Management Professional (PMP) certification for marketers / marketeers:
- what is Project Management and its body of knowledge
- the benefits and contexts in which it applies to Marketing
- how certified professionals make the most out of the PMP and translate that into a Marketing career
- BONUS: Project Management vs. Product Management comparison #ProdMgmt
~ Andre Piazza
Infographic - How a PMO/PPM tool like PM3 gives one version of the truth Bestoutcome
PM3, Bestoutcome's PPM tool, is designed by practitioners for practitioners. It provides a reporting hub that has one version of the truth for all your proojects and programnmes
Art of Project Management - Make Things Done On Timecalvinbiz0514
The document discusses project management techniques for completing projects on time and on budget. It recommends managing culture by creating consensus among stakeholders and incentives for teams. Key tasks include defining milestones, prioritizing work, setting timelines, tracking progress in meetings, and reporting status. Issues and risks should be logged and monitored. Expectations should be managed by communicating plans and providing regular updates. Costs, including development, overhead, and commissions, should be tracked against revenue to ensure profitability.
Introduction to Management & Project Management By Pravin MindePravin Minde
This document provides an introduction to project management and organization. It defines a project as a temporary endeavor with a unique purpose, definite start and end, and requires various resources. Project management is applying skills and techniques to meet project requirements. The document outlines the project life cycle phases of conception, definition, production, operation, and divestment. It also discusses the importance of organization, principles like responsibility and authority, and types of project organization structures like line, functional, and line and staff. Management is defined as forecasting, planning, organizing, staffing, directing, coordinating, controlling, and decision making. Henri Fayol's 14 principles of management are also summarized.
The document provides an introduction to project management. It discusses the broad context of projects, including portfolios and project management offices. It then covers the specifics of a project, including definitions, phases, and life cycles. It also introduces two common project management methodologies - PMBOK and PRINCE2. The goal is to give the reader an overview of how projects can be successfully managed using industry standards and best practices.
This document provides an overview of project management certification and accreditation. It discusses the history of project management as a discipline and how it has evolved over time. It also summarizes several project management approaches, standards, and certifications from the Project Management Institute (PMI), including the PMP certification. The benefits of PMI membership are highlighted.
The document discusses the concept of innovation labs and proposes establishing one within PWGSC. It defines innovation labs as multi-disciplinary teams that collaborate to solve persistent issues that cannot be addressed in silos. The proposal recommends a phased approach to setting up the lab, beginning with a trial period and growing to involve more partners. It outlines the potential structure, including designating a steering committee and core staff, and presents initial cost estimates to establish and operate the lab.
This document provides information about project management for an assignment. It outlines the goals of forming groups, creating a website, documenting project work, and presenting the project. Key details include working in groups of 5, having 3 lectures totaling 6 hours, and expecting 30 hours of work per student. Project roles and continuous reporting of time are emphasized.
Marketing professionals often hear about the PMP certification, yet have difficulty understand what is it, why take it and what are the benefits to their profession and careers.
Here's a presentation to help demystify the Project Management Professional (PMP) certification for marketers / marketeers:
- what is Project Management and its body of knowledge
- the benefits and contexts in which it applies to Marketing
- how certified professionals make the most out of the PMP and translate that into a Marketing career
- BONUS: Project Management vs. Product Management comparison #ProdMgmt
~ Andre Piazza
Infographic - How a PMO/PPM tool like PM3 gives one version of the truth Bestoutcome
PM3, Bestoutcome's PPM tool, is designed by practitioners for practitioners. It provides a reporting hub that has one version of the truth for all your proojects and programnmes
Art of Project Management - Make Things Done On Timecalvinbiz0514
The document discusses project management techniques for completing projects on time and on budget. It recommends managing culture by creating consensus among stakeholders and incentives for teams. Key tasks include defining milestones, prioritizing work, setting timelines, tracking progress in meetings, and reporting status. Issues and risks should be logged and monitored. Expectations should be managed by communicating plans and providing regular updates. Costs, including development, overhead, and commissions, should be tracked against revenue to ensure profitability.
Introduction to Management & Project Management By Pravin MindePravin Minde
This document provides an introduction to project management and organization. It defines a project as a temporary endeavor with a unique purpose, definite start and end, and requires various resources. Project management is applying skills and techniques to meet project requirements. The document outlines the project life cycle phases of conception, definition, production, operation, and divestment. It also discusses the importance of organization, principles like responsibility and authority, and types of project organization structures like line, functional, and line and staff. Management is defined as forecasting, planning, organizing, staffing, directing, coordinating, controlling, and decision making. Henri Fayol's 14 principles of management are also summarized.
The document provides an introduction to project management. It discusses the broad context of projects, including portfolios and project management offices. It then covers the specifics of a project, including definitions, phases, and life cycles. It also introduces two common project management methodologies - PMBOK and PRINCE2. The goal is to give the reader an overview of how projects can be successfully managed using industry standards and best practices.
This document provides an overview of project management certification and accreditation. It discusses the history of project management as a discipline and how it has evolved over time. It also summarizes several project management approaches, standards, and certifications from the Project Management Institute (PMI), including the PMP certification. The benefits of PMI membership are highlighted.
The document discusses establishing a project management office (PMO) and outlines several key points:
1. It describes different PMO models and maturity levels, noting that there is no "one size fits all" solution and a PMO must be tailored to an organization's needs.
2. Benefits of a PMO include completing more projects on time and on budget, improved access to project information, and greater organizational satisfaction.
3. Common reasons why PMO implementations fail include lack of buy-in, not demonstrating value, being seen as too authoritative, and not addressing required cultural changes.
4. To be successful, a new PMO must establish recognizable value quickly and avoid being perceived as
The document discusses how Program Management Offices (PMOs) are evolving organizations. It provides context on the functions of a PMO, challenges organizations face that PMOs can help address, and how PMOs are transitioning their roles. Specifically, it notes that PMOs are expanding their scope beyond just IT to take on corporate-wide responsibilities. PMOs are also shifting from purely supporting roles to becoming more service-oriented business partners. Additionally, PMOs are moving beyond just providing data reports to offering more strategic portfolio-level dashboards and next-generation metrics.
This three-day training course on project management for R&D projects will be held from October 31 to November 2, 2011 at the CII Innovation Center in Shanghai. It will be led by Ray Sheen, a veteran business leader and project management expert. The course will cover systematic methodologies for managing innovation projects, including identifying customer needs, developing project specifications, managing risks, and verifying final products. It is intended for those involved in project management, engineering, R&D, marketing, and strategic planning.
Symposium 2016 : Workshop 704 SYNERGY BETWEEN PROJECT MANAGEMENT AND PEOPLE C...PMI-Montréal
« Déployer et faire adopter des projets de nouvelles technologies, qui occasionnent des changements humains et culturels, sont des défis de taille!!! Pendant cette session, nous allons partager l’importance de la synergie entre les pratiques de Gestion de projets et de Gestion du changement pour optimiser le partage et la gestion des connaissances de même que la collaboration interne. Nous vous invitons à assister à notre session pour apprendre de « notre histoire et parcours », vécus à travers différentes unités d’affaires chez Bombardier, de la conception du projet en passant par le projet pilote, le retour d’expérience et le déploiement complet de l’outil de collaboration. »
BIOGRAPHIE
Mme Sapene détient un baccalauréat en Administration des affaires et une maîtrise en Système
d’intervention humaine de l’Université Concordia, un certificat en Responsabilité sociale corporative de l’Université de Toronto ainsi qu’un diplôme comme APMG CM Global Facilitateur. Durant les 25 dernières années, elle a cumulé de l’expérience en Gestion de projets et en Gestion du changement, particulièrement en analyse stratégique, en réorganisation, en processus et en déploiement de système. À titre de directrice du département de Gestion du changement – Gestion du cycle de vie du produit – Ingénierie chez Bombardier, Mme Sapene dirige une équipe à l’avant-garde de l’innovation dans un environnement d’affaires internationale, complexe et multiculturelle en perpétuel transformation. En partenariat avec Aéro Montréal, elle était aussi à la tête de la conceptualisation, du prototypage et du déploiement du programme « Passion pour l’aviation » destiné à inspirer les jeunes dans leur choix de carrière vers les sciences et les technologies. Ce programme est maintenant déployé dans plusieurs pays. En ce moment, elle est à la tête d’un projet majeur de gestion de changement en Gestion des connaissances – le déploiement de SharePoint chez Bombardier. Elle donne aussi fréquemment des conférences à des événements tant locaux qu’internationaux, incluant PMI, HEC, McGill, IT Chapter Montreal, Alia et autres. Merling enseigne la Gestion du changement au programme de Gestion de projet à l’Université McGill, et membre du conseil d’administration HPIC, sante et espoir, et IScoa.
The document discusses best practices for closing projects. It describes the key steps in project closing including finalizing all activities, archiving project information, ensuring work is complete, releasing resources, and conducting a final presentation and report. It emphasizes the importance of capturing lessons learned to improve future projects and conducting knowledge transfer to ensure smooth transitions.
The document discusses project management. It defines a project as a temporary endeavor undertaken to create a unique product, service or result. It has a definite beginning and end. Project management is the application of knowledge, skills and techniques to execute projects effectively and efficiently. It involves five process groups: initiation, planning, execution, monitoring and controlling, and closure. The role of the project manager is also discussed.
This document discusses factors that contribute to challenged or failed projects based on an analysis of project data. The key factors identified are:
1) Organizational factors related to culture, processes, stakeholder assessment, technical solutions, and human resourcing.
2) External environmental factors outside an organization's control.
3) Inaccurate estimation and scheduling, incorrect status reporting, unrealistic schedules, changing requirements during development, and inadequate quality control.
The document analyzes how each of these factors can negatively impact projects and cause challenges.
The document discusses the results of a survey about Project Portfolio Management (PPM) and Project Management Offices (PMOs). Key findings include:
1) Most organizations have PPM processes, methodologies and tools in place but still see room for improvement in governance, especially regarding risk management and decision making power.
2) While strategic goals guide PPM, portfolios are often defined by business lines rather than goals. Cost reduction is the most common strategic objective for projects.
3) Over 75% of respondents have a PMO to support PPM, most often set up by business line. PMOs' main responsibilities include support, administration and standards.
4) Governance works best for
This chapter introduces project management concepts. It discusses that the world spends $10 trillion annually on projects while over 16 million people are project managers. Formal project management provides benefits like improved control, quality and profitability. A project is a temporary endeavor to create a unique product or service. Attributes include a purpose, resources, customers, and uncertainty. Programs comprise groups of related projects. Portfolio management optimizes all organizational projects. Certification and software can help project managers succeed.
From PMO to OPM (Building and Sustaining the Organizational Project Management System)
Many organizations have invested into project management training, yet projects still fails, or provide less than optimal solutions. Other organizations have implemented project management offices (PMO), yet some of these PMO are failing, or not delivering the essential benefits, or not living up to executives' performance expectations. In other words, there are gaps. The gaps are in term of knowledge, expertise, practice, and perhaps are due to not implementing the right solution.
What is the solution? Is project management training enough? Is investing in certification training (such PMP, PRINCE2, or other certifications) enough? Are the certified individuals able to deliver benefits and improve organizational performance?
To achieve the strategic benefits of project management, it is CRUCIAL to close the gap between knowledge and practice, gaps that cannot be filled by training or certification only. Organizations must recognize the need to invest into their organizational project management as a system. A system approach will lead to implementing the governance, policies, processes, framework, and project management methodology for managing projects successfully.
This document provides an overview of a presentation on essential project management topics. The presentation covers 7 topics: 1) project management fundamentals, 2) time management, 3) cost management, 4) risk management, 5) integrated time and cost management, 6) contractual issues, and 7) additional tips. For each topic, it outlines key concepts and methods in project planning, scheduling, estimating, risk analysis, and performance tracking. It encourages taking a systematic approach to project management.
The document discusses a series of lectures on project management given at the Leiden Institute of Advanced Computer Science. It provides an overview of the topics to be covered, including the STEP WISE approach to project planning, selecting a software development approach, risk management, and managing stakeholders. A class schedule is given that lists the dates, times, and topics for each lecture.
The document discusses project management techniques including defining a project, the project lifecycle, components of projects, tools for managing projects, and reasons why projects fail. It provides an overview of key project management concepts such as the work breakdown structure, critical path, Gantt charts, and risk management. Examples are given of project management tools and documentation including status reports, requirements and schedule tracking charts, and lessons learned.
This document outlines the course objectives and units for a Project Management course. The course aims to teach students to plan, manage, and deliver successful software projects throughout the software development lifecycle. The first unit covers evaluating and planning projects, including importance of project management, methodologies, project categorization, setting objectives, risk evaluation, and stepwise project planning. Additional details are provided on project phases, stakeholders, management skills, and challenges with software projects.
Project management best practices ispi-fritschMichael Fritsch
Why do so many projects fail? How does the Project Management Office increase project success? What does a PMO do? How important is PMO maturity to project success? How can I accelerate the maturity of my PMO and project operations?
Understand the values of Project Managers and the art of delivery and process control, understand the tactics of how to be a good player sometimes in Chess, Puzzle and Domino.
Workshop outline:
-------------------------
- Adaptive is the only way for delivery!
- Management concepts: Planning, Controlling and Monitoring
- Why Agile methodologies is almost the Core delivery methodology
- Main Concepts of PMP methodologies
- Tools used that enhance process of delivery and ensure sustaining quality standards
Innovative Handling Of Overgrowing Debts - Debt Consolidation For Self EmployedScott Caile
Debt consolidation consolidates multiple debts like credit cards and loans into a single loan with lower monthly payments. It can provide relief for those struggling with bills, but requires commitment to correct spending habits. A debt consolidation loan should be paid off quickly within 3-5 years to be cost effective, rather than extending the term for lower monthly costs but higher total interest. Online debt consolidation can make debt more manageable if used correctly as a foundation to improve financial planning, rather than just a temporary solution.
@phpdoc is an adaptation of Javadoc for PHP documentation that allows developers to generate documentation from code comments. It provides documentation, relationships between code elements, diagrams, and autocomplete capabilities. @phpdoc comments called DocBlocks can be added in code to document pages, classes, methods, properties, variables, parameters, and returns. The DocBlock syntax starts with /** and supports HTML for descriptions.
The document discusses establishing a project management office (PMO) and outlines several key points:
1. It describes different PMO models and maturity levels, noting that there is no "one size fits all" solution and a PMO must be tailored to an organization's needs.
2. Benefits of a PMO include completing more projects on time and on budget, improved access to project information, and greater organizational satisfaction.
3. Common reasons why PMO implementations fail include lack of buy-in, not demonstrating value, being seen as too authoritative, and not addressing required cultural changes.
4. To be successful, a new PMO must establish recognizable value quickly and avoid being perceived as
The document discusses how Program Management Offices (PMOs) are evolving organizations. It provides context on the functions of a PMO, challenges organizations face that PMOs can help address, and how PMOs are transitioning their roles. Specifically, it notes that PMOs are expanding their scope beyond just IT to take on corporate-wide responsibilities. PMOs are also shifting from purely supporting roles to becoming more service-oriented business partners. Additionally, PMOs are moving beyond just providing data reports to offering more strategic portfolio-level dashboards and next-generation metrics.
This three-day training course on project management for R&D projects will be held from October 31 to November 2, 2011 at the CII Innovation Center in Shanghai. It will be led by Ray Sheen, a veteran business leader and project management expert. The course will cover systematic methodologies for managing innovation projects, including identifying customer needs, developing project specifications, managing risks, and verifying final products. It is intended for those involved in project management, engineering, R&D, marketing, and strategic planning.
Symposium 2016 : Workshop 704 SYNERGY BETWEEN PROJECT MANAGEMENT AND PEOPLE C...PMI-Montréal
« Déployer et faire adopter des projets de nouvelles technologies, qui occasionnent des changements humains et culturels, sont des défis de taille!!! Pendant cette session, nous allons partager l’importance de la synergie entre les pratiques de Gestion de projets et de Gestion du changement pour optimiser le partage et la gestion des connaissances de même que la collaboration interne. Nous vous invitons à assister à notre session pour apprendre de « notre histoire et parcours », vécus à travers différentes unités d’affaires chez Bombardier, de la conception du projet en passant par le projet pilote, le retour d’expérience et le déploiement complet de l’outil de collaboration. »
BIOGRAPHIE
Mme Sapene détient un baccalauréat en Administration des affaires et une maîtrise en Système
d’intervention humaine de l’Université Concordia, un certificat en Responsabilité sociale corporative de l’Université de Toronto ainsi qu’un diplôme comme APMG CM Global Facilitateur. Durant les 25 dernières années, elle a cumulé de l’expérience en Gestion de projets et en Gestion du changement, particulièrement en analyse stratégique, en réorganisation, en processus et en déploiement de système. À titre de directrice du département de Gestion du changement – Gestion du cycle de vie du produit – Ingénierie chez Bombardier, Mme Sapene dirige une équipe à l’avant-garde de l’innovation dans un environnement d’affaires internationale, complexe et multiculturelle en perpétuel transformation. En partenariat avec Aéro Montréal, elle était aussi à la tête de la conceptualisation, du prototypage et du déploiement du programme « Passion pour l’aviation » destiné à inspirer les jeunes dans leur choix de carrière vers les sciences et les technologies. Ce programme est maintenant déployé dans plusieurs pays. En ce moment, elle est à la tête d’un projet majeur de gestion de changement en Gestion des connaissances – le déploiement de SharePoint chez Bombardier. Elle donne aussi fréquemment des conférences à des événements tant locaux qu’internationaux, incluant PMI, HEC, McGill, IT Chapter Montreal, Alia et autres. Merling enseigne la Gestion du changement au programme de Gestion de projet à l’Université McGill, et membre du conseil d’administration HPIC, sante et espoir, et IScoa.
The document discusses best practices for closing projects. It describes the key steps in project closing including finalizing all activities, archiving project information, ensuring work is complete, releasing resources, and conducting a final presentation and report. It emphasizes the importance of capturing lessons learned to improve future projects and conducting knowledge transfer to ensure smooth transitions.
The document discusses project management. It defines a project as a temporary endeavor undertaken to create a unique product, service or result. It has a definite beginning and end. Project management is the application of knowledge, skills and techniques to execute projects effectively and efficiently. It involves five process groups: initiation, planning, execution, monitoring and controlling, and closure. The role of the project manager is also discussed.
This document discusses factors that contribute to challenged or failed projects based on an analysis of project data. The key factors identified are:
1) Organizational factors related to culture, processes, stakeholder assessment, technical solutions, and human resourcing.
2) External environmental factors outside an organization's control.
3) Inaccurate estimation and scheduling, incorrect status reporting, unrealistic schedules, changing requirements during development, and inadequate quality control.
The document analyzes how each of these factors can negatively impact projects and cause challenges.
The document discusses the results of a survey about Project Portfolio Management (PPM) and Project Management Offices (PMOs). Key findings include:
1) Most organizations have PPM processes, methodologies and tools in place but still see room for improvement in governance, especially regarding risk management and decision making power.
2) While strategic goals guide PPM, portfolios are often defined by business lines rather than goals. Cost reduction is the most common strategic objective for projects.
3) Over 75% of respondents have a PMO to support PPM, most often set up by business line. PMOs' main responsibilities include support, administration and standards.
4) Governance works best for
This chapter introduces project management concepts. It discusses that the world spends $10 trillion annually on projects while over 16 million people are project managers. Formal project management provides benefits like improved control, quality and profitability. A project is a temporary endeavor to create a unique product or service. Attributes include a purpose, resources, customers, and uncertainty. Programs comprise groups of related projects. Portfolio management optimizes all organizational projects. Certification and software can help project managers succeed.
From PMO to OPM (Building and Sustaining the Organizational Project Management System)
Many organizations have invested into project management training, yet projects still fails, or provide less than optimal solutions. Other organizations have implemented project management offices (PMO), yet some of these PMO are failing, or not delivering the essential benefits, or not living up to executives' performance expectations. In other words, there are gaps. The gaps are in term of knowledge, expertise, practice, and perhaps are due to not implementing the right solution.
What is the solution? Is project management training enough? Is investing in certification training (such PMP, PRINCE2, or other certifications) enough? Are the certified individuals able to deliver benefits and improve organizational performance?
To achieve the strategic benefits of project management, it is CRUCIAL to close the gap between knowledge and practice, gaps that cannot be filled by training or certification only. Organizations must recognize the need to invest into their organizational project management as a system. A system approach will lead to implementing the governance, policies, processes, framework, and project management methodology for managing projects successfully.
This document provides an overview of a presentation on essential project management topics. The presentation covers 7 topics: 1) project management fundamentals, 2) time management, 3) cost management, 4) risk management, 5) integrated time and cost management, 6) contractual issues, and 7) additional tips. For each topic, it outlines key concepts and methods in project planning, scheduling, estimating, risk analysis, and performance tracking. It encourages taking a systematic approach to project management.
The document discusses a series of lectures on project management given at the Leiden Institute of Advanced Computer Science. It provides an overview of the topics to be covered, including the STEP WISE approach to project planning, selecting a software development approach, risk management, and managing stakeholders. A class schedule is given that lists the dates, times, and topics for each lecture.
The document discusses project management techniques including defining a project, the project lifecycle, components of projects, tools for managing projects, and reasons why projects fail. It provides an overview of key project management concepts such as the work breakdown structure, critical path, Gantt charts, and risk management. Examples are given of project management tools and documentation including status reports, requirements and schedule tracking charts, and lessons learned.
This document outlines the course objectives and units for a Project Management course. The course aims to teach students to plan, manage, and deliver successful software projects throughout the software development lifecycle. The first unit covers evaluating and planning projects, including importance of project management, methodologies, project categorization, setting objectives, risk evaluation, and stepwise project planning. Additional details are provided on project phases, stakeholders, management skills, and challenges with software projects.
Project management best practices ispi-fritschMichael Fritsch
Why do so many projects fail? How does the Project Management Office increase project success? What does a PMO do? How important is PMO maturity to project success? How can I accelerate the maturity of my PMO and project operations?
Understand the values of Project Managers and the art of delivery and process control, understand the tactics of how to be a good player sometimes in Chess, Puzzle and Domino.
Workshop outline:
-------------------------
- Adaptive is the only way for delivery!
- Management concepts: Planning, Controlling and Monitoring
- Why Agile methodologies is almost the Core delivery methodology
- Main Concepts of PMP methodologies
- Tools used that enhance process of delivery and ensure sustaining quality standards
Innovative Handling Of Overgrowing Debts - Debt Consolidation For Self EmployedScott Caile
Debt consolidation consolidates multiple debts like credit cards and loans into a single loan with lower monthly payments. It can provide relief for those struggling with bills, but requires commitment to correct spending habits. A debt consolidation loan should be paid off quickly within 3-5 years to be cost effective, rather than extending the term for lower monthly costs but higher total interest. Online debt consolidation can make debt more manageable if used correctly as a foundation to improve financial planning, rather than just a temporary solution.
@phpdoc is an adaptation of Javadoc for PHP documentation that allows developers to generate documentation from code comments. It provides documentation, relationships between code elements, diagrams, and autocomplete capabilities. @phpdoc comments called DocBlocks can be added in code to document pages, classes, methods, properties, variables, parameters, and returns. The DocBlock syntax starts with /** and supports HTML for descriptions.
The document discusses business performance optimization and describes the services of AllBItech, a consulting firm that helps businesses achieve performance optimization. AllBItech provides consulting services, IT solutions, and best practices in areas like finance, human resources, procurement, and IT to help clients benchmark performance, identify areas for improvement, and implement best practices. They have experience helping medium and large businesses increase profits through strategies like cost optimization and process improvement.
The document provides specifications for various smart lighting products including rechargeable bulbs, downlights, tubes, lamps, and outdoor lights. Key details include voltage ranges, color temperatures, luminous flux levels, dimensions, materials, and certifications. Product models span rechargeable bulbs, dimmable bulbs, motion sensor lights, downlights, tubes, lamps, and outdoor options for gardens, lawns, and underwater use.
VISIT US : http://bizcravemarketing.com/
Vancouver SEO Services allows your site to get to the highest point of web crawlers records, and in particular stay there. The performance of your site's SEO is effected by continually changing search engine algorithms, from social impact to local search relevancy.
This document provides an overview of solving absolute value equations through examples of basic, intermediate, and advanced problems. It begins with definitions of absolute value and examples of basic absolute value equations. Intermediate examples show how to isolate the absolute value term and then solve the resulting simple equations. More complex advanced examples involve fractions, which are solved by clearing fractions to get a common denominator before isolating and solving the absolute value term. The goal is to build skill in solving various types of absolute value equations.
Este documento presenta varios ejemplos de funciones y pruebas de sus propiedades. Analiza si funciones específicas son inyectivas, sobreyectivas o biyectivas. Explica cómo probar si una función tiene inversa calculando la función inversa explícitamente. Finalmente, muestra un ejemplo donde la composición de dos funciones no es válida porque el dominio de una función no incluye el valor requerido.
НАУКА ВЫЖИВАНИЯ
ПРЕДСКАЗЫВАНИЕ ЧЕЛОВЕЧЕСКОГО ПОВЕДЕНИЯ
Л. РОН ХАББАРД
http://web-processing.org/scientology/blog/kniga-nauka-vyzhivaniya-l-ron-xabbard.hubbard
Можете ли Вы устранить препятствие с пути к свободе?
У человека никогда не было возможности справиться с последствиями совершенных им плохих поступков или сказать с уверенностью о том, какие решения обеспечат прекрасное будущие.
Но теперь эта возможность существует.
Вы можете изучить технологию этики, которая дается в этой книге, и уверенно идти по дороге к свободе.
То, что описано в этой книге, – это не что-то, что другой человека делает для вас. Это ваше личное дело. Внимательно изучите эти данные и применяйте их, чтобы быть своим собственным советчиком и оставаться верным своим собственным целям.
Мир может стать довольно диким, но, полностью понимая саентологическую этику и правосудие, вы будите точно знать. как внести порядок в свою жизнь и жизни окружающих вас людей.
Применяйте знания, содержащиеся в книге «Введение в саентологическую этику», - и вы всегда будите преуспевать.
http://web-processing.org/scientology/blog/kniga-vvedenie-v-saentologicheskuyu-etiku.hubbard
The process of recycling in Phoenix involves transforming waste materials into new products. Waste is collected from homes and industries and taken to recycling centers. There, items are dismantled and either reformed into their original shape or used as raw materials to make new products. It is a circular process where recycled materials are made into new items that people purchase and use. Recycling provides environmental benefits like reducing energy usage and greenhouse gas emissions. It also saves individuals and producers costs compared to using raw materials. Less pollution is created when recycled materials require less energy to process than raw materials. Consistency in recycling helps conserve vegetation in Phoenix.
Punctuation allows writing to be easily readable and understandable. There are various types of punctuation marks including periods, commas, colons, semicolons, question marks, exclamation points, quotation marks, parentheses, apostrophes, hyphens, and ellipses. Each punctuation mark has specific rules for its use, such as using periods at the end of sentences, commas to separate items in lists, question marks for direct questions, and quotation marks to denote direct quotes. Punctuation helps clarify meaning and ensure readers can understand the context.
Gaining Strategic Insight For Higher ProfitsScott Caile
The document discusses how managers can gain strategic insight into their business using three overlapping circles. The first circle focuses on customer needs. The second circle represents how customers view the business. Where the circles overlap shows how well the business meets customer needs. The third circle involves how competitors satisfy customers. Filling in the circles with information from questions can provide insights to improve products, services, and competitive advantage. Overall, the three circles are a simple tool to better understand customers and make strategic decisions that increase business profits.
Este documento explica qué es un plan de negocios y sus beneficios para las pymes en Venezuela. Un plan de negocios es un documento que define y evalúa los aspectos clave de una idea de negocio, ayudando al empresario a concretarla y convencer a posibles inversionistas. Un plan de negocios muestra escenarios futuros probables del negocio y facilita un análisis integral para presentar a partes interesadas. Ayuda a asegurar que un negocio tenga sentido financiero y operativo antes de iniciarse.
ДИАНЕТИКА 55! Руководство по эффективному общениюweb-processing
Какие препятствия существуют в общении и понимании?
Препятствия в общении могут стать причиной разрушения семьи, неудачи в супружеских или деловых отношения. Человек жив настолько, насколько он может общаться!
Дианетика — это наиболее эффективная технология работы с разумом, который обладает человек. В книге «Дианетика 55!» Л. Рон Хаббард делает шаг вперёд в развитии этой технологии, предлагая вам фундаментальные знания, которые вы можете использовать, чтобы достичь большего понимания жизни и увеличить свои способности.
«Дианетика 55!» включает в себя невероятные открытия Л. Рона Хаббарда, представляющие собой основные принципы общения. Откройте для себя, как вы можете использовать данные из этой книги, чтобы:
- Сделать своё общение легким для понимания другими людьми и обрести способность доносить до людей свои идеи.
- Овладеть секретами эффективного общения.
- Повысить свою способность и компетентность, чтобы жить более счастливо и успешно.
Дианетика даёт вам инструменты, необходимые для того, чтобы разрушить препятствия в общении и понимании, имеющиеся в вашей жизни, и полностью реализовать ваши истинные возможности.
This short document promotes creating presentations using Haiku Deck on SlideShare. It encourages the reader to get started making their own Haiku Deck presentation by providing a button to click to begin the process. The document is advertising the ability to easily create presentations on SlideShare using Haiku Deck.
Our objective is to offer same day delivery and we have a completely prepared work shop where we can impact immediate maintenance of all welding devices, and a cellular specialist for urgent on-site maintenance.
This two-day training event provides 14 PDUs and 12 CPE credits. The event teaches project, program, and portfolio management concepts and techniques specifically for the pharmaceutical industry. Day 1 focuses on project initiation, planning, execution, monitoring, and control. Day 2 focuses on program and portfolio management, including establishing infrastructure, executing and closing programs, and defining, structuring, and managing pharmaceutical portfolios on an ongoing basis. The event is accredited by PMI.
The document provides information about a two-day training event on project and portfolio management for pharmaceuticals. The event will be held on August 11-12, 2010 in Atlanta, GA and feature methodologies designed for the drug development process. Attendees can earn 14 PDUs and 12 CPE credits. The training will cover topics such as project initiation and planning, program management, portfolio management, and applying best practices to the regulated pharmaceutical environment.
Management : is the process of using organizational resources to achieve organizational goals through Planning, Organizing, Controlling and leading.
It is thus, a set of activities directed at an organization’s resources with the aim of achieving organizational goals in an efficient and effective manner.
Introduction to Project Management by Javid HamdardJavid Hamdard
This document provides an introduction to project management. It discusses key statistics about the project management industry and the benefits of qualified project managers. Common challenges that cause IT projects to fail are outlined, such as unclear objectives and unrealistic schedules. The five process groups of project management are introduced as well as typical project management methodologies like waterfall and agile. Popular project management software applications and certifications are also mentioned.
This document provides an agenda for an optional project management pre-conference and conference held on July 7-9, 2010 in Arlington, VA. The pre-conference workshops on July 7th focus on setting the stage for project management, defining and planning projects, and closing and executing projects. The two-day conference features sessions on using project management to improve efficiency, implementing process improvement strategies, managing projects on time and on budget, and creating a project management culture. Topics include project selection, performance measurement, managing risk and resources, and utilizing earned value management and virtual project management offices. The goal is for attendees to learn methods to better define, plan, track, and complete government projects.
Project management modernization why and how western moved from spreadsheet...p6academy
Western University implemented Primavera to manage its large portfolio of capital projects worth $150-300 million annually. It was managing 200-300 projects per year using spreadsheets, which lacked transparency, the ability to learn from past projects, and enterprise-level reporting. Primavera provides a common process, integrated budget and schedule controls, and the ability to track past projects. The implementation partnered an external firm to map best practices without customization. Change management focused on communication, training, and support to transition project managers and coordinators to the new system.
This document provides an overview of IT project management. It discusses why IT projects often fail, factors that influence success, and approaches to improve outcomes. Key aspects covered include the project life cycle, software development life cycle, project methodology, developing business cases, measuring value, scheduling, budgets, resources, and risk management. The goal is to explain how traditional project management can be combined with software engineering principles to increase the likelihood IT projects are completed on time, within budget, and deliver expected value.
Project Management Methodologies and Project GovernancePMIUKChapter
This document discusses project governance and methodologies. It begins by defining project governance and noting the minimal information provided in the PMBOK Guide. It then explores the differences between governance frameworks and methodologies, providing the examples of PMBOK as a framework and PRINCE2 as a methodology. The document also discusses how Agile is commonly misunderstood and emphasizes that Agile is focused on people over processes. It concludes by relating Agile to other approaches like Lean Six Sigma and Design Thinking.
The document provides an overview of a Project Management Centre of Excellence (PMCE). It defines a PMCE as an organizational resource that ensures better project performance through consistent processes, expertise, tools, and support. It then outlines the structure, objectives, roles and benefits of establishing a PMCE. Key points include establishing standard project management processes, providing training and coaching, tracking project metrics, and acting as an advocate for project management in the organization. Financial considerations around establishing a sustainable PMCE are also discussed.
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This document is a resume for Jessie Spencer-Cooke outlining her experience and skills in program management for medical device product development. She has over 30 years of experience managing global cross-functional teams and new product development from requirements through launch. Her background includes establishing program management processes and offices, managing large project portfolios and budgets, and ensuring regulatory compliance. She is a certified Project Management Professional with training in areas such as decision analysis, team leadership, and product development processes.
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The document summarizes talks given by Jez Cope at the Oxford Open Science meeting about technology training provided to postgraduate students at the University of Bath. It describes two projects Cope worked on: 1) Connected Researcher @ Bath which involved workshops to promote social media use among researchers, and 2) research data management workshops for postgraduate students to develop practical data management strategies. Feedback from students indicated high satisfaction with the courses but low levels of actual implementation of data management plans. The document concludes that postgraduate students are aware of technologies' potential but wary of risks, and are influenced by supervisors but also influence them.
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Similar to Maturing_Project_Mgmt_Practice_at_National_R&D Lab (20)
1. Some
Thoughts
on
“Maturing
Project
Management
at
a
Na6onal
R&D
Laboratory”
Keith
Motyl,
Ph.D.,
CQE,
PMP
Keith
Motyl,
Ph.D.,
CQE,
PMP
Maturing
Project
Mgmt
at
a
Nat’l
R&D
Lab
1
2. Today’s
Presenta6on
• Assump6ons,
Defini6ons,
Technical
Basis
• PMSO
Customer
Profile
–
R&D,
WFO,
TPA
• Project
Management
(PM)
Maturity
Model
• Maturing
Project
Management
–
An
Approach
• Features:
People,
Processes,
Values,
Tools,
Templates,
Collabora6on,
Prac6ce
• Sustaining
Innova6on
in
PM
Environment
Keith
Motyl,
Ph.D.,
CQE,
PMP
Maturing
Project
Mgmt
at
a
Nat’l
R&D
Lab
2
3. Basis
&
Assump6ons
• Maturing
suggests
growing,
standardizing,
cul6va6ng,
and
con6nuously
improving
• PM
for
WFO/TPA/R&D
projects
differs
from
CAPEX,
conven6onal
PM
–
exploratory
and
experimental
focus
• Variable
maturity
of
current
Lab
PM
processes
• DOE
Order
413;
Tailored
approach;
not
“one
size
fits
all”
• Recommend
plan
for
maturing
using
industry-‐
standard
tools
and
techniques
(e.g.,
PMI)
Keith
Motyl,
Ph.D.,
CQE,
PMP
Maturing
Project
Mgmt
at
a
Nat’l
R&D
Lab
3
4. Basis
&
Assump6ons
• Include
maturing
of
both
Project
and
mul6-‐
Project
(Porbolio)
Management
• Include
a
‘mentoring
and
support’
role
• Collabora6ve
(win-‐win)
approach
and
not
Dilber6an
dystopia
Keith
Motyl,
Ph.D.,
CQE,
PMP
Maturing
Project
Mgmt
at
a
Nat’l
R&D
Lab
4
5. Search
PMI
for
“Maturing
PM”
Keith
Motyl,
Ph.D.,
CQE,
PMP
Maturing
Project
Mgmt
at
a
Nat’l
R&D
Lab
5
N.b.,
Yields
21,000+
results
and
2000+
results
for
PMI.org
alone.
6. PM
Maturity
Model
-‐
Levels
–
Source:
projectsmart.co.uk/project-‐management-‐maturity-‐model.php
Keith
Motyl,
Ph.D.,
CQE,
PMP
Maturing
Project
Mgmt
at
a
Nat’l
R&D
Lab
6
7. PM
Office
Maturity
Cube
Keith
Motyl,
Ph.D.,
CQE,
PMP
Maturing
Project
Mgmt
at
a
Nat’l
R&D
Lab
7
–
A.
Pinto
et
al.,
“The
PMO
Maturity
Cube:
A
PMO
Maturity
Model,”
PMI
Research
and
Educ.
Congress
2010
8. Evalua6ng
PM
Maturity
Keith
Motyl,
Ph.D.,
CQE,
PMP
Maturing
Project
Mgmt
at
a
Nat’l
R&D
Lab
8
By
KNOWLEDGE
AREAS
(10)
and/or
by
PROCESSES:
Ini6ate,
Plan,
Execute,
Monitor
&
Control,
Closure
–
Source:
pmsolu6ons.com/images/uploads/PMMM_Graphic_2013.jpg
9. Current
PM
Prac6ces
• Periodic
status
reviews
• Conduc6ng
regular
evalua6ons
of
projects
• Developing
Lab-‐wide
policies,
procedures
and
tools
• Focus
on
high-‐risk,
high-‐impact
projects
• Process
and
system
improvements
being
developed
and
implemented
–
Inferred
from
the
Job
Descrip6on
for
PMSO
PM
M&S
Lead
Keith
Motyl,
Ph.D.,
CQE,
PMP
Maturing
Project
Mgmt
at
a
Nat’l
R&D
Lab
9
10. Lab
Projects
Environment
• Innova6on
–
Renewables,
Energy
Efficiency
• R&D
projects
–
Experimental
plans,
evolving
technology,
prototypes,
knowledge
work
• WFOs,
TPAs,
collabora6ons
• Working
with
Senior
Management
to
Priori6ze
• Uncertainty
and
Risk
Management
• EV,
CV,
and
SV
metrics
• Projects
Porbolio
Management
• Safety
and
Compliance
Keith
Motyl,
Ph.D.,
CQE,
PMP
Maturing
Project
Mgmt
at
a
Nat’l
R&D
Lab
10
11. Summary
Approach
to
Maturing
PM
• DMAIC:
What’s
working;
what’s
not
–
“gaps”
• Flexible
matura6on
plan
• Facilita6on:
PMI
tools
&
techniques
• Training
on
elements
of
PMI
Methodology
• Aim
for
early
successes,
buy-‐in
• Demonstrate
effec6veness,
value
• Changing,
evolving
toolkit
to
meet
challenges
Keith
Motyl,
Ph.D.,
CQE,
PMP
Maturing
Project
Mgmt
at
a
Nat’l
R&D
Lab
11
12. Elements
of
PM
Maturity
Method
–
A.
Ganatra,
“Maturing
Project
Management
with
the
Use
of
Methodology,”
PMI
Virtual
Library,
2011
Keith
Motyl,
Ph.D.,
CQE,
PMP
Maturing
Project
Mgmt
at
a
Nat’l
R&D
Lab
12
• Tools
• Structures/Roles
• Procedures
• Organiza6onal
Standards
• Collabora6ve
Channels
• Templates
&
Checklists
13. Examples
–
Maturing
PM
Prac6ces
• Safety,
Hazard
Analysis
tools;
FMEA
templates
• Managing
IP
and
patentable
informa6on
• Understanding
Contracts,
Agreements
• Sot
Skills:
Tools
for
Conflict
Mgmt,
Team
Bldg
• PM
tools
(XLS,
DOC)
for
execu6ng
–
monitoring
&
controlling
–
progress,
cost,
and
quality
mgmt
• Quick
starts;
PM
tools,
6ps
&
tricks
Keith
Motyl,
Ph.D.,
CQE,
PMP
Maturing
Project
Mgmt
at
a
Nat’l
R&D
Lab
13
One-‐Stop
Shop
14. Collabora6ng
to
Mature
PM
Prac6ces
• Inves6gators
and
PMs
may
be
innova6on
experts,
but
business
and
sot
skills?
• Individualized
mentoring
and
support
• PM
Help
Forum
for
recurring
PM
issues
affec6ng
Lab
Inves6gators
and
PMs
• Lab
PM
Discussion
Board
(online)
to
elicit
PM
problems
and
solicit
feedback
• PM
Roundtables
for
exchange
of
best
prac6ces
• Inter-‐Laboratory
exchange
of
Best
Prac6ces
Keith
Motyl,
Ph.D.,
CQE,
PMP
Maturing
Project
Mgmt
at
a
Nat’l
R&D
Lab
14
15. Ins6lling
PM
Prac6ces,
Culture
• Strategic
planning
tools
and
techniques
• Online
training
and
exchanges
to
‘sharpen
the
saw’
(Covey)
• Online
‘How-‐To’
resources
tailored
to
the
PMI
Process
and
Knowledge
Areas
• Resource
(people,
facili6es,
equipment)
planning
tools
for
innova6ve
projects
Keith
Motyl,
Ph.D.,
CQE,
PMP
Maturing
Project
Mgmt
at
a
Nat’l
R&D
Lab
15
16. Summary:
Maturing
PM
at
the
Lab
• Turning
technology
tools
and
prac6ces
into
PM
values
• Standardizing,
cascading
methodology
through
training
and
mentoring
• Conver6ng
PM
Prac6ces
&
Processes
-‐>
Values,
then
into
a
PM
Culture
• Leadership
support,
par6cipa6on
• Con6nuous
improvement
Keith
Motyl,
Ph.D.,
CQE,
PMP
Maturing
Project
Mgmt
at
a
Nat’l
R&D
Lab
16
17. Managing
Innova6on
Projects
• Establish
R&D
objec6ves
and
protocols
• Managing
experimental
plan,
direc6on
• Stakeholder
planning
and
management
• Managing
Project
Risks*
• Developing,
managing
agile
6melines
• Managing
the
Project
Budget*
• Managing
the
Project
Progress
• Maintaining
Innova6ve
Environment*
–
R.
Henderson,
“Research
Project
Management
–
Key
Concepts,”
white
paper
(2010)
Keith
Motyl,
Ph.D.,
CQE,
PMP
Maturing
Project
Mgmt
at
a
Nat’l
R&D
Lab
17
18. Exemplary
R&D
Project
Risks
• One
of
the
research
team
departs
mid
project
• Key
facili6es
become
unavailable,
equipment
failure
• Electronic
data
loss
or
collec6on
of
poor
quality
data
• Compe6tor
publishes
work
very
similar
to
yours.
Another
is
first
to
submit
patent
app.
Risk
Ranking;
Mi7ga7on
Plan
for
high
P*C
risks
–
R.
Henderson,
“Research
Project
Management
–
Key
Concepts,”
white
paper
(2010)
Keith
Motyl,
Ph.D.,
CQE,
PMP
Maturing
Project
Mgmt
at
a
Nat’l
R&D
Lab
18
19. Managing
the
Project
Budget
• Open
internal
communica6on
and
review
of
progress
on
experimental
plan
(EP)
• Review
evolving
EP
results;
recalibrate
team
• Regular
external
project
and
progress
reviews
• Regular
review
of
risk
and
mi6ga6on
plans
• Diligent
monitoring/controlling
of
spending
• Budgets
mazer
–
Reali6es
of
funding
• Mi6ga6ng
measures/correc6ve
ac6on
Keith
Motyl,
Ph.D.,
CQE,
PMP
Maturing
Project
Mgmt
at
a
Nat’l
R&D
Lab
19
20. Maintaining
Innova6ve
Environment
• Innova6ve
environment
oten
requires
tailored
PM
processes
–
explora6on
vs.
exploita6on
• Early
innova6on
depends
on
Key
People,
Resources,
not
established
processes
• Key
Innova6on
ac6vi6es:
interac6on,
coordina6on,
communica6on,
and
decision
making
• Benchmarking
similar
innova6ve
ventures
for
BMPs
Keith
Motyl,
Ph.D.,
CQE,
PMP
Maturing
Project
Mgmt
at
a
Nat’l
R&D
Lab
20
–
C.
M.
Christensen
and
M.
E.
Raynor,
“The
Innovator’s
Solu6on,”
ch.7
21. Maintaining
Innova6on
Environment
• Sustaining
capability
to
innovate
easier
when
converted
into
Processes
and
Values,
eventually,
becoming
Culture
• Incumbent
leaders
successful
in
sustaining
technology,
but
lose
bazle
for
disrup6ve
innova6on
• Focus
on
market
research,
financial
projec6ons,
planning
&
budge6ng
–
experience
with
‘strategic
planning’
process
–
C.
M.
Christensen
and
M.
E.
Raynor,
“The
Innovator’s
Solu6on,”
ch.7
Keith
Motyl,
Ph.D.,
CQE,
PMP
Maturing
Project
Mgmt
at
a
Nat’l
R&D
Lab
21
22. Mul6-‐Project
Porbolio?
How
to
maintain
an
innova6ve
environment
mul6-‐project
(Porbolio)
environment?
• Most
common
scenario
• Mul6-‐team
environment
(compe66on?)
• Resource
and
funding
limita6ons
• Alignment
with
corporate
(strategic)
goals
• Maximize
“bang
for
the
buck”
• Write
the
marke6ng
brochure
first?
–
M.
Tren6m,
“Secrets
to
Managing
an
Innova6on
Porbolio,”
Voices
on
Project
Mgmt,
August,
2013
Keith
Motyl,
Ph.D.,
CQE,
PMP
Maturing
Project
Mgmt
at
a
Nat’l
R&D
Lab
22
23. Innova6on
Porbolio
Sustainability:
steady
innova6on
flux
or
a
constant
pipeline
of
new
ideas.
Balancing
short-‐
and
long-‐
term
benefits
and
costs
of
the
following:
• Incremental
innova6on:
Developing
new
products,
processes
or
services
(improvement)
• Basis
innova6on:
Researching
low-‐maturity
technology
(sustaining)
• Radical
innova6on:
Suppor6ng
efforts
to
create
breakthrough
innova6on
(disrup6ve)
–
M.
Tren6m,
“Secrets
to
Managing
an
Innova6on
Porbolio,”
Voices
on
Project
Mgmt,
August,
2013
Keith
Motyl,
Ph.D.,
CQE,
PMP
Maturing
Project
Mgmt
at
a
Nat’l
R&D
Lab
23
24. Innova6on
Porbolio
Enterprise-‐wide
scale
for
grading
each
project's
poten6al
to
generate
innova6on:
• High:
There
are
many
poten6al
ways
and
areas
to
apply
this
innova6on
• Medium:
There
is
a
specific
use
for
this
innova6on;
we
are
somewhat
sure
about
market
demand
• Low:
We
are
not
sure
how
it
will
work
–
M.
Tren6m,
“Secrets
to
Managing
an
Innova6on
Porbolio,”
Voices
on
Project
Mgmt,
August,
2013
Keith
Motyl,
Ph.D.,
CQE,
PMP
Maturing
Project
Mgmt
at
a
Nat’l
R&D
Lab
24
25. Innova6on
Porbolio
Selec6on
consistent
with
a
long-‐term
"technology
roadmap”
-‐
different
selec6on
and
priori6za6on
criteria
• Strategic
alignment
• Poten6al
to
generate
innova6on
• Level
of
risk
• Technological
maturity
• Use
of
resources
• Degree
of
complexity
• Level
of
interdependence
with
other
projects
–
M.
Tren6m,
“Secrets
to
Managing
an
Innova6on
Porbolio,”
PMI
Voices
on
Project
Mgmt,
August,
2013
Keith
Motyl,
Ph.D.,
CQE,
PMP
Maturing
Project
Mgmt
at
a
Nat’l
R&D
Lab
25
26. Porbolio
Management
Porbolio
steering
decisions
consider:
• resource
availability
• impact
on
projects
• systems
integrity
implica6ons
• strategic
alignment
of
decisions,
and
• priori6es
against
other
alterna6ves
Keith
Motyl,
Ph.D.,
CQE,
PMP
Maturing
Project
Mgmt
at
a
Nat’l
R&D
Lab
26
–
M.
Tren6m,
“Secrets
to
Managing
an
Innova6on
Porbolio,”
Voices
on
Project
Mgmt,
August,
2013
27. PM
Tools
for
Porbolios
Mechanisms
commonly
observed
when
projects
are
managed
in
dynamic
environments:
• Environment
manipula6on:
Making
dynamic
sta6c
• Emergent
planning
approaches
• Scope
control
• Controlled
experimenta6on
–
Probing
the
future
Keith
Motyl,
Ph.D.,
CQE,
PMP
Maturing
Project
Mgmt
at
a
Nat’l
R&D
Lab
27
–
Y.
Pe6t
and
B.
Hobbs.,
“Project
Porbolios
in
Dynamic
Environments,”
PMI
Book
Services
2012,
p.198
28. PM
Tools
for
Porbolios
(cont’d)
Mechanisms
commonly
observed
when
projects
are
managed
in
dynamic
environments:
• Lifecycle
strategies
• Management
coordina6on
and
control
• Sot
approaches
(Leadership
styles,
communica6on)
• Planned
flexibility:
Flexibility
in
product
and
process
• Boundary-‐spanning
ac6vi6es
Keith
Motyl,
Ph.D.,
CQE,
PMP
Maturing
Project
Mgmt
at
a
Nat’l
R&D
Lab
28
–
Y.
Pe6t
and
B.
Hobbs.,
“Project
Porbolios
in
Dynamic
Environments,”
PMI
Book
Services
2012,
p.198
29. Porbolio
Funnel
–
R
M
Wideman,
“A
Management
Framework
for
Project,
Program
and
Porbolio
Integra6on
,”
2004,
p.169
Keith
Motyl,
Ph.D.,
CQE,
PMP
Maturing
Project
Mgmt
at
a
Nat’l
R&D
Lab
29
31. End
of
Presenta6on
Thank
you!
Keith
Motyl,
Ph.D.,
CQE,
PMP
Maturing
Project
Mgmt
at
a
Nat’l
R&D
Lab
31
32. Speaker’s
Assignments
Chemist
–
Process
Engineer
–
Quality
Engineer
–
Inventor
Environmental
Engineer
–
Engineering
Manager
Opera6ons
Manager
–
Facility
Manager
Compliance
Manager
Lean/Six
Sigma
Process
Improver
Business
Development
Manager
–
B2B
Sales
Manager
Product
Manager
–
Compliance
Assurance
Performance
Analyst
Construc6on
Project
Manager
Book
&
eBook
Publisher
&
Promoter
Keith
Motyl,
Ph.D.,
CQE,
PMP
Maturing
Project
Mgmt
at
a
Nat’l
R&D
Lab
32
33. Short
Speaker
Bio
• Academic
research:
models
for
catalysis,
molten
salt
electrochemistry,
semiconductor
chemical
vapor
deposi6on,
chemical
synthesis,
inorganic
laboratory,
teaching
• DOE
research:
surface
analysis
using
electron
spectroscopy,
invented
SCF
CO2
cleaning,
high-‐temp
electrochem
recovery
and
reprocessing
of
ac6nide
metals,
product
quality
analysis
• Environmental
projects:
emergency
water
treatment,
mobile
spill
treatment,
water
quality
monitoring,
earthen
dam
upgrades,
ac6nide
source
iden6fica6on,
soil
washing
treatment
study,
ac6nide
migra6on
study,
pollutant
control,
PM/group
leader
Keith
Motyl,
Ph.D.,
CQE,
PMP
Maturing
Project
Mgmt
at
a
Nat’l
R&D
Lab
33