The document discusses measuring project performance through key performance indicators (KPIs). It states that while tracking time, cost and scope seems straightforward, measuring performance is more complex. It is important to determine what exactly is being measured, such as a single project's success, overall project performance, or project management effectiveness. Common KPIs include schedule adherence, budget compliance, issues, changes, defects, and stakeholder satisfaction. Performance reports summarize work performance data and information to update stakeholders on project status and forecasts.
The document discusses managing changes through an effective change management process. It outlines a structured 5-step approach to identify changes, analyze their impacts, develop response strategies, communicate the strategies for endorsement, and implement and monitor the changes. Key aspects of the process include documenting the analysis, gaining stakeholder buy-in, and revising project plans and monitoring implementation. The document emphasizes that while change management uses processes and tools, successful implementation depends on people's involvement and contributions by proactively informing stakeholders of any scope or requirement trends.
This document discusses key performance indicators (KPIs) for a special projects manager position. It provides examples of KPIs, steps for creating KPIs for this role, and common mistakes to avoid, such as having too many KPIs not linked to key result areas. The document recommends KPIs be clearly linked to strategy and empower employees. It also lists different types of KPIs and provides a link to access additional KPI materials and resources.
The project execution plan (PEP) establishes how projects will be executed, monitored, and controlled. It communicates project objectives and how they will be achieved. The major elements of a PEP are scope definition, goal statements, quality/technical specifications, resource allocation, and project scheduling. Scope definition clearly defines the project goals. Goal statements list deliverables, milestones, and risks. Quality specifications use precise definitions and measurable standards. Resource allocation identifies needed staff, money, and time. Project scheduling divides work into chunks and sets time-bound milestones, accounting for risks and exceptions to plans.
This document provides an overview of project management. It defines a project as an endeavor that organizes human, material, and financial resources in a novel way to achieve beneficial change within time and cost constraints. Project management is defined as the process of completing a project satisfactorily by achieving its objectives through managing its scope, organization, quality, cost, and time. The document discusses the differences between projects and operations and outlines the typical stages in a project life cycle, from its start up phase through slow initial and final progress with rapid momentum in between.
The document outlines a process for developing key performance indicators (KPIs) to measure the success of design and construction projects at the SCA. It discusses establishing a task force to identify existing KPIs and develop new ones. A proposed framework includes identifying KPI sources, categories, and mapping KPIs to the project lifecycle. A timeline is proposed to explore KPIs in Phase 1, execute in Phase 2 by approving KPIs and identifying tools to track them, validate KPIs in Phase 3 through pilot projects, and deploy KPIs organization-wide in Phase 4. The document seeks input on the roadmap and discusses next steps to confirm the process and establish the project team.
The document provides a project plan for developing a new employer website for ABcorp Global Service Centre. The plan includes an overview of the organization, project objectives, roles and responsibilities, constraints, schedule and budget. It then outlines the work breakdown structure (WBS) with tasks for project initiation, UX design, UI design, development, testing, training and closure. Gantt charts and documents cover the project plan, communication plan, risks and mitigations. The goal is to complete the project within 45 days and on budget with support from stakeholders and mitigations for risks like the coronavirus impact and dependencies.
1. Project control through accurate progress reporting and monitoring is essential to identify issues early when corrective actions can be most effective. Overly optimistic reporting can mask delays until it is too late to remedy problems.
2. Data capture from project participants is key to monitoring progress. Structured reporting templates aligned with the project plan help ensure accurate and consistent information.
3. Effective project control involves setting performance targets with participants, documenting discussions, and using action lists to track and follow up on tasks. Regular communication and status updates are needed to keep the project on track.
The document discusses managing changes through an effective change management process. It outlines a structured 5-step approach to identify changes, analyze their impacts, develop response strategies, communicate the strategies for endorsement, and implement and monitor the changes. Key aspects of the process include documenting the analysis, gaining stakeholder buy-in, and revising project plans and monitoring implementation. The document emphasizes that while change management uses processes and tools, successful implementation depends on people's involvement and contributions by proactively informing stakeholders of any scope or requirement trends.
This document discusses key performance indicators (KPIs) for a special projects manager position. It provides examples of KPIs, steps for creating KPIs for this role, and common mistakes to avoid, such as having too many KPIs not linked to key result areas. The document recommends KPIs be clearly linked to strategy and empower employees. It also lists different types of KPIs and provides a link to access additional KPI materials and resources.
The project execution plan (PEP) establishes how projects will be executed, monitored, and controlled. It communicates project objectives and how they will be achieved. The major elements of a PEP are scope definition, goal statements, quality/technical specifications, resource allocation, and project scheduling. Scope definition clearly defines the project goals. Goal statements list deliverables, milestones, and risks. Quality specifications use precise definitions and measurable standards. Resource allocation identifies needed staff, money, and time. Project scheduling divides work into chunks and sets time-bound milestones, accounting for risks and exceptions to plans.
This document provides an overview of project management. It defines a project as an endeavor that organizes human, material, and financial resources in a novel way to achieve beneficial change within time and cost constraints. Project management is defined as the process of completing a project satisfactorily by achieving its objectives through managing its scope, organization, quality, cost, and time. The document discusses the differences between projects and operations and outlines the typical stages in a project life cycle, from its start up phase through slow initial and final progress with rapid momentum in between.
The document outlines a process for developing key performance indicators (KPIs) to measure the success of design and construction projects at the SCA. It discusses establishing a task force to identify existing KPIs and develop new ones. A proposed framework includes identifying KPI sources, categories, and mapping KPIs to the project lifecycle. A timeline is proposed to explore KPIs in Phase 1, execute in Phase 2 by approving KPIs and identifying tools to track them, validate KPIs in Phase 3 through pilot projects, and deploy KPIs organization-wide in Phase 4. The document seeks input on the roadmap and discusses next steps to confirm the process and establish the project team.
The document provides a project plan for developing a new employer website for ABcorp Global Service Centre. The plan includes an overview of the organization, project objectives, roles and responsibilities, constraints, schedule and budget. It then outlines the work breakdown structure (WBS) with tasks for project initiation, UX design, UI design, development, testing, training and closure. Gantt charts and documents cover the project plan, communication plan, risks and mitigations. The goal is to complete the project within 45 days and on budget with support from stakeholders and mitigations for risks like the coronavirus impact and dependencies.
1. Project control through accurate progress reporting and monitoring is essential to identify issues early when corrective actions can be most effective. Overly optimistic reporting can mask delays until it is too late to remedy problems.
2. Data capture from project participants is key to monitoring progress. Structured reporting templates aligned with the project plan help ensure accurate and consistent information.
3. Effective project control involves setting performance targets with participants, documenting discussions, and using action lists to track and follow up on tasks. Regular communication and status updates are needed to keep the project on track.
PMP - Project Initiation Template for ProfessionalsDaniel_Mccrea
WHAT
--------------
A helpful guide for Project Management Professionals who are at the beginning of their projects in 'Project Initiation'.
FOR
--------------
Written in plain English for use in the real world (not just for study). If you're a professional who's rusty on Initiation or have fallen into bad habits - this guide will remind you what questions to ask,...and why!
BY
--------------
Daniel Mccrea a PRINCE2(R) and PMP(R) certified Project Manager specialising in online Software/ & Content Delivery.
Visit me here:
ie.linkedin.com/in/danielmccrea/
The document discusses key performance indicators (KPIs) and key contribution areas that can be used to measure project managers beyond traditional metrics like time, budget and scope. It recommends measuring customer satisfaction, value of projects over time, quality plans, risk management, leadership skills, communication and scope management. The consulting firm DexterIT offers project management and controlling services to help clients meet business demands and deliver successful projects.
Project tracking and scope management are essential to successfully completing projects on time and on budget. The presentation discusses tracking actual project hours and costs against estimates, conducting regular status reviews to identify variances, and taking corrective actions like adding resources or fast tracking tasks when needed. It emphasizes the importance of managing scope changes through a formal process to assess the impact on schedule and costs before approving changes. Tracking projects and controlling scope help project managers maintain control over the project baseline.
The document provides guidance on creating a comprehensive project plan, outlining key components such as goals, scope, assumptions, quality management, roles and responsibilities, and change management. It recommends documenting project parameters, business objectives, deliverables, milestones, impacted areas, and attachments in detail to formalize agreements and manage expectations.
Once a project enters the execution phase, the project team focuses on carrying out the planned activities according to the baseline plan. Key project management elements during execution include tracking project progress against the plan, reviewing status, monitoring and mitigating risks, managing changes, and addressing any issues. Effective project control relies on collecting performance data and taking corrective actions as needed to ensure the project stays on schedule and within budget. Preventing problems through consistent information sharing and early action is preferable to fixing problems after they occur. Project control processes apply to all projects but should be tailored to the specific needs and context of each individual project.
This report summarizes the results of Milestone x of a project. It provides an overview of the project and its goals, reviews the deliverables and successes of the milestone, discusses risks and issues, and evaluates the scope, budget and schedule. It concludes by obtaining acceptance to move forward and outlines plans for the next milestone.
The document provides a checklist for ensuring a project is properly initiated. It includes key steps such as obtaining formal authorization, defining the project vision and goals in business terms, establishing timelines and deliverables, identifying roles and responsibilities, and gaining sign-off from stakeholders. Completing the checklist helps confirm the project is aligned with business strategy, scope and objectives are clearly defined, and there is agreement that the project is ready to begin.
How NYU Langone Med Center integrated Primavera Unifier and PeopleSoft to enh...p6academy
Referenced: www.p6academy.com
Source: http://coll15.mapyourshow.com
NYU Langone Medical Center went live with a systems upgrade in order to deploy capital more effectively. With over 1,000 beds, 6 million sq. feet and a multi-billion dollar capital plan the Medical Center needed to streamline their construction project management processes and enhance their integration between their project and financial systems for superior planning and execution across their entire portfolio. To achieve this objective they engaged with Enstoa to deploy Primavera Unifier, integrate PeopleSoft with Unifier, launch a change management program and execute an extensive end user adoption/ training program. The Medical Center went through a transformative process in order to produce substantial cost savings, improve their quality of service, and mitigate risks with project execution.
This document discusses key concepts in project management including:
1) It defines a project as a temporary endeavor undertaken to create a unique product or service. Projects have finite durations and are unique, whereas operations are ongoing and repetitive.
2) Project management involves applying knowledge, skills, tools, and techniques to meet project objectives by balancing scope, time, cost, quality and risk through processes like planning, executing, and closing.
3) Important project management steps include developing a project charter, work breakdown structure, logical sequencing of tasks, estimating activity durations, and creating a schedule using critical path methodology.
Change management and dispute resolutionAlex Iskandar
The document discusses best practices for managing changes and minimizing disputes on construction projects. It recommends clearly defining the project scope, risks, and change management process upfront in contracts. It also stresses the importance of properly documenting all changes, including their causes and impacts. Failure to do so can lead to disputes later on. The document also provides guidance on contractor selection, project execution, and contract closeout to help reduce disputes arising from changes throughout the project lifecycle.
This document provides a quality plan for a project. It outlines the project name, release type, date, and author. It details document history, revision history, approvals required, and distribution. An overview introduces the purpose of defining quality techniques, standards, and responsibilities. It lists the contents to be included such as customer expectations, acceptance criteria, responsibilities, standards, quality control processes, change management, configuration management, and quality tools.
This document discusses project auditing and closure. It describes the tasks of a project audit, which include evaluating stakeholder benefits and satisfaction, assessing successes and failures, and identifying improvements. The audit process involves initiation, data collection, analysis, and reporting. Project closure objectives are also outlined, such as determining termination reasons and describing closure tasks like getting acceptance, releasing resources, and evaluating performance. Lessons learned through retrospectives are emphasized as important for organizational improvement.
This resource document describes the Program Governance Road map for product development, deployment, and sustainment of products and services in compliance with CMS guidance, ITIL IT management, CMMI best practices, and other guidance to assure high quality software is deployed for sustained operational success in mission critical domains.
PROJECT AUDIT
A formal review of any aspect of a project.
An audit is a systematic, independent, documented assessment using standards and set criteria.
Project managers use Key Performance Indicators (KPIs) and dashboards to monitor and communicate the status of a project. KPIs should be measurable metrics that indicate if objectives are being met. Effective KPIs are specific, measurable, attainable, relevant and time-bound. KPIs can be quantitative or qualitative and should be selected to provide insights without overwhelming stakeholders with too much data. Dashboards consolidate multiple KPIs using visual widgets like charts, tables and gauges to give viewers a quick status update in an easy to understand format.
Effective Executive Status Reporting Webinar By KW3 ConsultingKirk Williams
PROGRAM SUMMARY
We have all been there and experienced it – trying to figure out the best way to communicate status to senior leadership. Complex initiatives are challenging enough as it is. Getting the right information and data points at the right level is critical so key decisions can be made to keep the initiative moving. Achieving the right level of communication can be a challenge. If not achieved, senior leadership alignment and support will be at risk. Join your fellow colleagues to discover:
• The different levels of status reporting
• Understand what executives really care about
• Effective communication techniques with executives
• Tips for effective executive status reporting
Topics covered:
Milestones are the key events in a project schedule (project plan). Milestones deliver the information related to project health and helps in communication to project stakeholders and sponsors.
Project Managers
The document discusses different types of project meetings, including kick-off meetings, planning meetings, and project review meetings. It provides descriptions of the purpose and processes for each type of meeting. Kick-off meetings introduce the project and build initial commitment. Planning meetings identify tasks, assign responsibilities, and schedule work. Project review meetings monitor progress and can include separate status update meetings and resolution meetings to address issues.
A Barcode Label Printing Image from QuickLabel SystemsQuickLabel Systems
The Infographic provided by www.quicklabel.co.uk demonstrates once more the depth of knowledge about label printing that is apparent with all QuickLabel Systems’ products.
The document discusses techniques for effective project cost control. It describes planning the project budget, keeping track of costs, effective time management, project change control, and using earned value as important techniques. Regularly reviewing budgets, trends, and reports and providing documents to auditors can help ensure costs do not overrun and problems are identified early. Project controls encompass planning, scheduling, reporting, earned value analysis, cost engineering, change management, risk assessment, and claims quantification to manage and mitigate cost, schedule, and risk issues impacting a project.
PMP - Project Initiation Template for ProfessionalsDaniel_Mccrea
WHAT
--------------
A helpful guide for Project Management Professionals who are at the beginning of their projects in 'Project Initiation'.
FOR
--------------
Written in plain English for use in the real world (not just for study). If you're a professional who's rusty on Initiation or have fallen into bad habits - this guide will remind you what questions to ask,...and why!
BY
--------------
Daniel Mccrea a PRINCE2(R) and PMP(R) certified Project Manager specialising in online Software/ & Content Delivery.
Visit me here:
ie.linkedin.com/in/danielmccrea/
The document discusses key performance indicators (KPIs) and key contribution areas that can be used to measure project managers beyond traditional metrics like time, budget and scope. It recommends measuring customer satisfaction, value of projects over time, quality plans, risk management, leadership skills, communication and scope management. The consulting firm DexterIT offers project management and controlling services to help clients meet business demands and deliver successful projects.
Project tracking and scope management are essential to successfully completing projects on time and on budget. The presentation discusses tracking actual project hours and costs against estimates, conducting regular status reviews to identify variances, and taking corrective actions like adding resources or fast tracking tasks when needed. It emphasizes the importance of managing scope changes through a formal process to assess the impact on schedule and costs before approving changes. Tracking projects and controlling scope help project managers maintain control over the project baseline.
The document provides guidance on creating a comprehensive project plan, outlining key components such as goals, scope, assumptions, quality management, roles and responsibilities, and change management. It recommends documenting project parameters, business objectives, deliverables, milestones, impacted areas, and attachments in detail to formalize agreements and manage expectations.
Once a project enters the execution phase, the project team focuses on carrying out the planned activities according to the baseline plan. Key project management elements during execution include tracking project progress against the plan, reviewing status, monitoring and mitigating risks, managing changes, and addressing any issues. Effective project control relies on collecting performance data and taking corrective actions as needed to ensure the project stays on schedule and within budget. Preventing problems through consistent information sharing and early action is preferable to fixing problems after they occur. Project control processes apply to all projects but should be tailored to the specific needs and context of each individual project.
This report summarizes the results of Milestone x of a project. It provides an overview of the project and its goals, reviews the deliverables and successes of the milestone, discusses risks and issues, and evaluates the scope, budget and schedule. It concludes by obtaining acceptance to move forward and outlines plans for the next milestone.
The document provides a checklist for ensuring a project is properly initiated. It includes key steps such as obtaining formal authorization, defining the project vision and goals in business terms, establishing timelines and deliverables, identifying roles and responsibilities, and gaining sign-off from stakeholders. Completing the checklist helps confirm the project is aligned with business strategy, scope and objectives are clearly defined, and there is agreement that the project is ready to begin.
How NYU Langone Med Center integrated Primavera Unifier and PeopleSoft to enh...p6academy
Referenced: www.p6academy.com
Source: http://coll15.mapyourshow.com
NYU Langone Medical Center went live with a systems upgrade in order to deploy capital more effectively. With over 1,000 beds, 6 million sq. feet and a multi-billion dollar capital plan the Medical Center needed to streamline their construction project management processes and enhance their integration between their project and financial systems for superior planning and execution across their entire portfolio. To achieve this objective they engaged with Enstoa to deploy Primavera Unifier, integrate PeopleSoft with Unifier, launch a change management program and execute an extensive end user adoption/ training program. The Medical Center went through a transformative process in order to produce substantial cost savings, improve their quality of service, and mitigate risks with project execution.
This document discusses key concepts in project management including:
1) It defines a project as a temporary endeavor undertaken to create a unique product or service. Projects have finite durations and are unique, whereas operations are ongoing and repetitive.
2) Project management involves applying knowledge, skills, tools, and techniques to meet project objectives by balancing scope, time, cost, quality and risk through processes like planning, executing, and closing.
3) Important project management steps include developing a project charter, work breakdown structure, logical sequencing of tasks, estimating activity durations, and creating a schedule using critical path methodology.
Change management and dispute resolutionAlex Iskandar
The document discusses best practices for managing changes and minimizing disputes on construction projects. It recommends clearly defining the project scope, risks, and change management process upfront in contracts. It also stresses the importance of properly documenting all changes, including their causes and impacts. Failure to do so can lead to disputes later on. The document also provides guidance on contractor selection, project execution, and contract closeout to help reduce disputes arising from changes throughout the project lifecycle.
This document provides a quality plan for a project. It outlines the project name, release type, date, and author. It details document history, revision history, approvals required, and distribution. An overview introduces the purpose of defining quality techniques, standards, and responsibilities. It lists the contents to be included such as customer expectations, acceptance criteria, responsibilities, standards, quality control processes, change management, configuration management, and quality tools.
This document discusses project auditing and closure. It describes the tasks of a project audit, which include evaluating stakeholder benefits and satisfaction, assessing successes and failures, and identifying improvements. The audit process involves initiation, data collection, analysis, and reporting. Project closure objectives are also outlined, such as determining termination reasons and describing closure tasks like getting acceptance, releasing resources, and evaluating performance. Lessons learned through retrospectives are emphasized as important for organizational improvement.
This resource document describes the Program Governance Road map for product development, deployment, and sustainment of products and services in compliance with CMS guidance, ITIL IT management, CMMI best practices, and other guidance to assure high quality software is deployed for sustained operational success in mission critical domains.
PROJECT AUDIT
A formal review of any aspect of a project.
An audit is a systematic, independent, documented assessment using standards and set criteria.
Project managers use Key Performance Indicators (KPIs) and dashboards to monitor and communicate the status of a project. KPIs should be measurable metrics that indicate if objectives are being met. Effective KPIs are specific, measurable, attainable, relevant and time-bound. KPIs can be quantitative or qualitative and should be selected to provide insights without overwhelming stakeholders with too much data. Dashboards consolidate multiple KPIs using visual widgets like charts, tables and gauges to give viewers a quick status update in an easy to understand format.
Effective Executive Status Reporting Webinar By KW3 ConsultingKirk Williams
PROGRAM SUMMARY
We have all been there and experienced it – trying to figure out the best way to communicate status to senior leadership. Complex initiatives are challenging enough as it is. Getting the right information and data points at the right level is critical so key decisions can be made to keep the initiative moving. Achieving the right level of communication can be a challenge. If not achieved, senior leadership alignment and support will be at risk. Join your fellow colleagues to discover:
• The different levels of status reporting
• Understand what executives really care about
• Effective communication techniques with executives
• Tips for effective executive status reporting
Topics covered:
Milestones are the key events in a project schedule (project plan). Milestones deliver the information related to project health and helps in communication to project stakeholders and sponsors.
Project Managers
The document discusses different types of project meetings, including kick-off meetings, planning meetings, and project review meetings. It provides descriptions of the purpose and processes for each type of meeting. Kick-off meetings introduce the project and build initial commitment. Planning meetings identify tasks, assign responsibilities, and schedule work. Project review meetings monitor progress and can include separate status update meetings and resolution meetings to address issues.
A Barcode Label Printing Image from QuickLabel SystemsQuickLabel Systems
The Infographic provided by www.quicklabel.co.uk demonstrates once more the depth of knowledge about label printing that is apparent with all QuickLabel Systems’ products.
The document discusses techniques for effective project cost control. It describes planning the project budget, keeping track of costs, effective time management, project change control, and using earned value as important techniques. Regularly reviewing budgets, trends, and reports and providing documents to auditors can help ensure costs do not overrun and problems are identified early. Project controls encompass planning, scheduling, reporting, earned value analysis, cost engineering, change management, risk assessment, and claims quantification to manage and mitigate cost, schedule, and risk issues impacting a project.
The document discusses measuring project performance through key performance indicators (KPIs). It states that while tracking time, cost and scope seems straightforward, measuring performance is more complex. It is important to determine what exactly is being measured, such as a single project's success, overall project performance, or project management effectiveness. Common KPIs include schedule adherence, budget compliance, issues, changes, defects and stakeholder satisfaction. Performance reports summarize work performance data and information to update stakeholders on project status and forecasts.
The document discusses techniques for effective project cost control, including planning the project budget, keeping track of costs, effective time management, project change control, and using earned value. It emphasizes adhering to the project budget, tracking actual costs against periodic targets, meeting deadlines to control costs, managing changes that impact costs, and regularly reviewing finances and reports to avoid overspending. Project controls encompass planning, scheduling, reporting, earned value analysis, cost engineering, estimating, change management, risk assessment, and claims quantification to manage and mitigate costs, schedule, and risks impacting a project.
A Project Management Information System (PMIS) is a framework that measures a project's success rate and provides information to monitor and control the project. A PMIS brings relevant information to management in a timely manner to aid decision making and ensure a project stays on track per its objectives. It must identify needed information and compare the current state to goals to enable corrective actions. Project management software provides tools to collaborate, share documents, manage costs and risks, and report on projects, but can also complicate simple projects and over-reliance on automated alerts. An organization must evaluate its needs and use cases to determine if software fits its requirements and provides more benefits than drawbacks.
Resource sharing among law libraries is important for legal research and the administration of justice in Nigeria. Law libraries have specialized collections that serve the research needs of their parent organizations. However, no single law library can meet all information needs on its own due to the vast amount of legal information published daily. Resource sharing allows law libraries to expand access to resources beyond their individual collections through activities like interlibrary loans. This helps promote legal research and a more equitable justice system. Law libraries in Nigeria should increase cooperation through formal agreements and the development of tools like union catalogs to facilitate resource sharing. Doing so can help address issues of limited funding for law libraries and expand access to legal information across the country.
The document discusses different types of project meetings: kick-off meetings, planning meetings, and project review meetings. It provides details on planning and conducting each type of meeting, as well as tips for effective project status meetings. Kick-off meetings introduce the project, planning meetings develop the project plan, and project review meetings monitor project progress through separate status and resolution meetings. Effective meeting planning involves setting objectives, preparing agendas, organizing documents, inviting the right attendees, and starting/ending on time.
This document outlines proposals for supporting agricultural biotechnology in the Sher-e-Kashmir University of Agricultural Sciences and Technology of Kashmir (SKUASTK) through funding from the Department of Biotechnology (DBT). It describes meetings held to formulate projects in areas like societal development, field crops, horticulture, and animal disease diagnosis. If funded, the proposals aim to address challenges to agriculture in Jammu and Kashmir like climate change, reduce chemical use, and improve livelihoods. Specific projects focus on developing biotech solutions for crops like saffron and rice, establishing a School of Biotechnology and disease diagnosis center, and strengthening rural livelihoods through livestock, poultry and flor
RubiQube is a reward – based advertising platform that drives engagement and monetization opportunities for online publishers, while delivering rewards to their end users and providing advertisers with engaged customers.
Personality and general cognitive ability describe fundamental individual differences, and finding a job that matches one's personality and abilities can increase motivation, reduce stress, and lead to greater success and job satisfaction. Good leadership and organizational communication aim to exploit diversity and meet the needs of employees with different personalities.
Este documento presenta una lista de instrumentos musicales tradicionales de diferentes regiones del mundo, incluyendo Europa (arpa céltica, trompa alpina, mandolina, balalaika, bouzoukis), América (banjo, charango, quena, flauta pan), el Caribe (claves, bongos, congas, steeldrum), Asia (gong, gamelán, koto, sitar, tabla), África (marimba africana, sanza, lira, djembé, darbuka), y Oceanía (didgeridoo). El documento
Diane Kong is seeking a new role utilizing her experience in equity research and treasury management. She has over 3 years of experience as a treasury officer, senior research analyst, and equity research analyst. Her experience includes handling branch treasury operations and training, conducting market research and data analysis, and ensuring the integrity of financial data. She is committed to providing quality service and has strong analytical, problem-solving, and communication skills.
Project control involves maintaining focus on meeting the agreed upon targets of a project, including schedule, cost, functionality, and quality. It requires monitoring where the project currently stands compared to the plan, considering future risks and variances, and evaluating the expected final outcome compared to the original targets. The primary goal of project control is to minimize any variance between the promised end result and the actual end result of the project.
The document discusses the differences between contract management and project management. It provides details on:
1) Project management focuses on managing a project to completion on time and on budget, while contract management focuses on managing agreements between parties to meet objectives.
2) Key differences include project management involving multiple entities working on one project, while contract management involves binding two or more separate entities.
3) Estimation techniques used in project management include effort estimation, cost estimation, and resource estimation to align project constraints like scope, time, cost, quality, resources, and risk.
Understand the Project Cycle Management & Its Phases IntroductionDivya Malik
By implementing project management, businesses can establish clear goals and objectives for their initiatives, develop comprehensive plans to achieve those goals, allocate resources effectively, and manage risks and uncertainties. With project management, businesses can also improve communication and collaboration among team members, streamline decision-making processes, and ensure that projects are completed within budget and on time.
Project initiation is the first step of starting a new project where the project manager establishes the purpose and expected business value to secure support from stakeholders. During project planning, the manager creates a project plan that maps out goals, resources, and schedule. In project execution, the team works to complete tasks and deliverables according to the plan using collaboration.
Session Five- DETERMINING PROJECT PROGRESS AND RESULTS .pptxyuduf1
This document discusses project progress and results, the balanced scorecard approach to project management, and its four perspectives - financial, customer, internal processes, and learning and growth. It provides examples of key performance indicators that can be used to measure project performance from each perspective, such as budget variance, customer satisfaction, time to market, and employee training. Developing a balanced scorecard aligned with these perspectives can help ensure projects support organizational strategy and identify areas for improvement.
This document discusses quality metrics in project management. It provides definitions and examples of commonly used quality metrics including:
1. Schedule and effort/cost variance which measure performance against baselines using earned value management.
2. Productivity and resource utilization which measure how efficiently resources are being used.
3. Change requests which should be tracked to monitor scope creep.
4. Quality and customer satisfaction metrics like defect density and resolution rates.
5. Gross margin which tracks overall project profitability.
Quality management tools like check sheets, control charts, Pareto charts, and scatter plots are also briefly introduced. The document emphasizes the importance of defining appropriate metrics and using metrics to drive continuous improvement.
The document discusses that measuring project success solely based on cost, quality, and time (the triple constraints) is inadequate. It proposes that project success should also consider ability, applicability, and sustainability at the business level. These factors are linked to business outcomes rather than just project outputs. Together, both the triple constraints and the three additional factors provide a more comprehensive measurement of true project success.
Navigating Project Success A Deep Dive into Planning, Tracking, and Mastering...RealcoderzSeo
Welcome to the world of effective project management! Every successful project is built on a solid foundation of well-defined milestones. These milestones serve as crucial checkpoints that help teams stay on track, monitor progress, and ensure successful project completion. However, planning and tracking project milestones can be a complex task, requiring careful attention to detail and systematic organization.
In this article, we will guide you through the process of planning and tracking project milestones, empowering you with the knowledge and tools necessary for better project management. Whether you are a seasoned project manager or a newcomer to the field, our step-by-step approach will equip you with the skills to set realistic project goals, break them down into manageable milestones, and effectively monitor their progress.
The document discusses project phases and management. It describes the typical 5 phases of a project - initiation, planning, execution, monitoring and control, and closure. It provides details on each phase, including developing a project charter and business case in initiation, creating a project plan and defining roles in planning, executing the project in the execution phase, monitoring and controlling the project, and closing the project. It also discusses the importance of project feasibility studies and setting goals using SMART and CLEAR frameworks to help define goals that cater to dynamic project environments.
Project Plan Development - A FlackVentures Training ExampleKate Pynn
Project planning is the construction of a dynamic agreement across diverse functional groups involved in a project. This agreement specifies:
Goals and deliverables of the project
What is being developed
Major activities that will be performed to achieve those goals
The assumptions that were made
Major risks, as they become known
This document provides an overview of a Project Management Office's (PMO) methodology for project delivery. It includes sections on PMO roles and responsibilities, phases of project delivery, key performance indicators, tools used by the PMO, and processes for activities like status reporting, risk management, and quality assurance. The goal of the PMO methodology is to ensure successful project delivery in terms of being on time, on budget, and meeting client and employee satisfaction objectives.
4 Project Goals, Scope, and CharterChaosDigital VisionGe.docxgilbertkpeters11344
4 Project Goals, Scope, and Charter
Chaos/Digital Vision/Getty Images
Learning Objectives
By the end of this chapter, you will be able to:
• Define important project management terms, including project goals, objectives, deliverables, and outcomes,
and understand how they fit into the project planning framework.
• Explain the purpose of strategic planning in linking organizational goals to programs and projects.
• Create project goals, objectives, and metrics.
• Write a project charter and scope of work.
• Discuss constraints and their role in project management.
• Identify aspects of project planning that can affect the success of a project.
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Introduction
Pretest
1. The goal of a project is to produce satisfactory deliverables on time and within budget.
a. True
b. False
2. Organizations do not always view projects that exceed their budgets as failures.
a. True
b. False
3. Organizations that avoid committing to long-term goals are more agile and therefore
more effective.
a. True
b. False
4. A statement of project goals describes top management’s expectations for a project.
a. True
b. False
5. Satisfying customers means meeting their service or product requirements.
a. True
b. False
6. The end users who purchase a product from a retail outlet are stakeholders in the
project process.
a. True
b. False
Answers can be found at the end of the chapter.
Introduction
You have probably been part of an organization or team activity that did not appear to have
direction, purpose, or goals. This kind of experience sometimes produces frustration, espe-
cially in organizations that are supposed to have a purpose, simply because people want to
know that they are part of something larger than themselves and that they can make a dif-
ference. Sometimes organizations have goals, but it seems like only top management knows
what they are. This chapter will explore the value of having organizational and project goals
and sharing them with the people charged with realizing them.
This chapter follows up on earlier chapters that dealt with the field of project management,
project phases in the cycle, and organizational design. The chapter will address how projects
are started, how they are aligned with the organization’s goals, and how individual project
goals and objectives are set to serve customers.
Once a project is selected and initiated in phase 1, phase 2 involves defining the project in a
project plan and preparing the project framework for execution. The next five chapters will
address the highlights and critical activities and tools used in this phase. This chapter discusses
important front-end planning activities such as setting project goals and objectives, linking the
H1
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Section 4.1 Project Goals and Objec.
Bsc how to fill initiatives templates-14 june10Ajoy Jauhar
The document provides guidance on how to effectively plan projects and initiatives using templates. It outlines key elements to include such as objectives, organizational structure, budgets, milestones, risks, communication plans, and metrics to measure performance. Templates are included to help capture this essential information to ensure projects are well-planned and deliver desired results.
Optimizing Organizational Performance by Managing Project BenefitsUMT
Too many organizations today still measure the success of a project based only on the traditional project management standards of delivering On Time, On Budget and On Scope. While these criteria are valid measures of successful project management, they are less suitable when assessing a project’s true success: its contribution to the overall organization's performance. Indeed, the ulti-mate success of a project – whether cost savings, revenue increases or customer satisfaction improvements – may not be known until years after it has been successfully delivered.
Identifying a project in trouble and re-planningmfarbstein
This document discusses identifying and re-planning troubled projects. It provides tips for determining when a project is in trouble based on variances from the triple constraints of time, cost, and scope. It also outlines steps for re-planning a project, including revising the work breakdown structure, schedule, budget, and earned value management metrics. Key indicators of troubled projects include missed deadlines, quality issues, low morale, and unresolved risks or issues.
The document provides tips for project managers on communicating project progress to stakeholders. It recommends including key metrics
like the percentage of budget spent, percentage of work completed, and upcoming milestones in executive summaries to keep sponsors
informed at a high level. Issues requiring management attention should also be highlighted. Regular reporting helps managers track
projects and budgets, and keeps all stakeholders aware of progress.
Measurement is essential for planning, executing, and evaluating software projects successfully. It helps set achievable targets and monitor progress to determine if corrective action is needed. Historical measurement data from past projects provides the basis for estimating targets and plans for new projects. During project execution, measurement allows managers to track actual performance against plans and identify issues requiring attention, such as ensuring quality targets will be met or focusing reviews on certain modules. Root cause analysis of measurement data also helps organizations understand problems and prioritize process improvements.
1. Measuring In-progress Project Performance
Measuring performance is a critical factor in optimizing performance. Optimal performance
is sustainably achieving multiple, often conflicting, objectives under changing conditions.
Project performance, on the surface, seems easy to measure; just track time, cost and scope
and it’s done. But when we look more deeply we find that it is not that simple.
First, we find that there is confusion about what we actually want to measure. Is it the success
of a single project, the success of project performance across many projects, or the success of
project management and a project office? If our objective is to measure the success of a
single project, are we looking at the project during its life or at the project after it has been
completed?
Once we determine what we really want to evaluate we can identify the key performance
indicators (KPIs) that will tell us whether we have been or are being successful or not and to
what degree. KPIs give managers the most important performance information to enable
them to assess the performance of a project or process. Generally we look for from two to
five or so indicators. One is not enough for any complex process and project performance is a
complex process. Too many KPIs make it difficult to see the big picture clearly. Too few
make it difficult to diagnose and correct the issues that get in the way of optimal
performance.
Projectand BusinessObjectives
Keep in mind that KPIs are not objectives. They are readings that enable a manager to assess
performance towards the achievement of objectives. On a personal level we use KPIs such as
weight, blood pressure, and cholesterol level to assess general health. The objective is general
health, the measures are indicators that can be used to determine if we are tracking towards
the objective, or not.
Project objectives are to deliver goods and services, within time, cost, quality and other
constraints, satisfying stakeholder expectations. Project deliverables are used to deliver
benefits to satisfy the needs of sponsors and clients.
Note the difference between project and business objectives. Projects deliver goods and
services that are generally used after the project has ended to achieve business objectives
such as reducing costs and risks, increasing revenues, etc. Projects are initiated to achieve
business objectives. Project objectives are a means to that end.
When measuring project success, particularly when the project is on-going, it is necessary to
focus on the project objectives and performance against schedule and budget estimates. In
most cases, we cannot measure a project’s success in achieving business objectives until well
after the project has ended. Further, there are factors that are outside of the control of the
project that influence benefits realization. For example, in product development the
performance of sales and marketing, market conditions, and other factors impact the degree
to which expected benefits are achieved.
2. ProjectPerformance– ScheduleandBudget
Performance measurement during a project is to know how things are going so that we can
have early warning of problems that might get in the way of achieving project objectives and
so that we can manage expectations. A secondary benefit is information that can be used to
improve the planning and performance of future projects.
Typical KPIs are schedule and budget compliance, number of scope changes, number of
issues and defects, and stakeholder satisfaction.
There is broad agreement that schedule and budget compliance during the course of the
project are essential indicators. Projects must end and completion time is often closely linked
to the business objectives that drove the project’s initiation. Tracking to a budget in dollars
and/or resource time is a key indicator because it gives us a sense of whether we are
performing as we have expected to perform. In most cases, project sponsors and clients are
cost conscious. They want to know how much they will spend on the project and they want to
know it before the project is over.
Assessing the degree to which the project is tracking to its schedule and budget provides an
indication of whether the team is going to meet stakeholder expectations (a critical objective
in any project). It highlights the need to look into the causes of variance. Causes may be poor
estimating, loss of resources, price changes, underperforming resources, too many changes,
errors, omissions and defects, etc. Once the causes are understood a course of action can be
decided, either accepting things as they are or making changes to remediate any problem that
has been identified.
As in earned value management we need to combine schedule and budget perspectives to get
a true sense of overall project health. Do not rely on these measures independent of one
another, a project can be under budget because it is behind schedule, because prices have
gone down, because performers have used clever means to get their work done less
expensively, or for other reasons. A stakeholder who is budget oriented can easily get the
wrong idea of project health by looking at stand alone budget data.
QualityDeliverables
To effectively measure performance it is necessary to plan so that tasks are defined in terms
of specific deliverables with clearly stated requirements. The availability of an accepted
deliverable is the only measure of the successful completion of a task. It is all too easy to
deliver something that doesn’t work or meet requirements.
Agile project approaches use Velocity as a KPI to measure the team’s rate of progress.
Velocity is the number of features (or use cases, components, deliverables, etc.) delivered
versus the number planned. This is clearly measuring against schedule but highlights the need
for linking tasks to concrete, useful deliverables. Whether or not you are using an Agile
approach, it is a best practice to ensure that task completion is defined as the delivery of a
specific and meaningful deliverable.
3. EffortandCost Tracking
Whether you use velocity or earned value you need to account for effort and the cost of other
resources to monitor budget compliance and to estimate to project completion based on
current performance.
Can you measure project performance without tracking effort and cost? Of course you can. It
is done all the time. However, without a sense of the effort/cost being expended, any
assessment of schedule compliance is overly subjective, it is a guess. Capturing and using
effort and cost data is often difficult, requiring appropriate tools and cultural change, but if
you want to manage your project effectively, do it.
ProjectPerformance– Other Indicators
Other indicators, aside from schedule and budget performance, monitor the number and types
of issues, changes, and/or defects and the degree to which they are quickly addressed.
Issues are questions, disputes or problems that arise during a project and that must be
addressed to satisfy stakeholders and ensure that the project is heading in the right direction.
Issues vary in priority, complexity and the amount of time and effort they require. Issues are
inevitable, plan for them and track the effort required to address them against your estimate.
Scope changes result from requests for change in requirements. Changes require analysis,
decision making and execution. Scope changes, particularly those that occur late in project
life, are disruptive. When planning the project it is best to estimate time, effort and cost to
create a fund for expected changes and then to monitor actuals against this fund.
Defects are discovered when testing is performed to validate deliverables. Defects require
effort to determine their cause and correct or accept them. Again, it is best to estimate defects
and their impact in duration and cost and to track against this estimate.
Each of these is a KPI. High instances of each indicate that there will be project schedule and
budget slippage. Issues, changes and defects should be tracked and aged to give management
a sense of what is happening outside of the schedule and budget.
One of the most important and underutilized project performance indicators is stakeholder
satisfaction. During the course of a project assess the degree to which clients, sponsors and
performers are satisfied with responsiveness to their issues, the sense that progress is being
made, the degree to which they are involved, the health of relationships and their general
feeling regarding the project’s performance.
Performance Reports inProject Management
By Fahad Usmani 14 Comments
4. I wrote this blog post on Performance Reports a few years back based on the fourth edition of
the PMBOK Guide. Now the fifth edition of the PMBOK Guide has arrived, and there are
many changes in this new version of the guide.
The concept of Performance Reports is also not untouched by these changes. Therefore, to
keep this blog post relevant, I am updating and aligning it with the current version of the
PMBOK Guide.
If you go through the fourth edition of the PMBOK Guide, you will see that in this edition
Report Performance was a process itself, and Performance Reports were an output of this
process.
If you dig further, you will find that the Report Performance process was input to the
following processes:
Manage ProjectTeam
Distribute Information
Monitorand Control ProjectWork
Monitorand Control Risks
Administrative Procurement
And now in the fifth edition of the PMBOK Guide, there is no more Report Performance
Process; Performance Reports are now an output of the Monitor & Control Project Work
process, and input to the following processes:
PerformIntegratedChange Control
Manage ProjectTeam
Manage Communication
Control Risks
Control Procurement
I hope you now understand the changes in Performance Reports between both editions of the
PMBOK Guide.
Okay, now we come to the topic.
5. However, before you start reading further, I strongly suggest you go through my other blog
post on Work Performance Data and Work Performance Information, because Performance
Reports are based on these two elements.
Visit: Work Performance Data and Work Performance Information
PerformanceReports
From the previous discussion you have seen that Performance Reports are an output of the
Monitor & Control Project Work process, and input to various managing and controlling
processes.
As the name suggests, Performance Reports have various information pertaining to project
parameters, and updates on the project’s progress.
The fifth edition of the PMBOK Guide defines the Performance Reports as follows:
“The physical or electronic representation of work performance information compiled in
project documents, intended to generate decision or raise issues, actions or awareness.”
In other words, you can say that the Performance Reports organize and summarize the
information collected through work performance data and work performance information,
and represent it to the stakeholders in such a way that they can understand the direction the
project is going.
Performance Reports show the stakeholders the current status of the project and its
performance against the planned baselines.
If the stakeholders see that the project is not progressing as planned, they may decide to take
any corrective action, such as if any extra funds or resources are required, or any time
extension is needed to complete the project, etc.
Performance Reports can be given to stakeholders in a format desired by them and decided in
the communication management plan. They can be a detailed report or just a summary.
The content of the Performance Reports includes, but is not limited to:
Percentage of the workcompletedduringthe reportingperiod
Balance of the workto be completed
Cost incurredduringthe reportingperiod
Balance of fundsavailable
Balance of time available
Major risksthat have occurred,or passedwithoutoccurring
Major remainingidentifiedrisks
Resultsof variance analysis:e.g.schedulevariance andcostvariance
Performance indexes:e.g.schedule performanceindex andcostperformance index
Forecastedfundrequiredtocompletethe remainingwork(if the projectcostisoverrunor
underrun)
Forecastedtime requiredtocomplete the remainingwork(if the projectisdelayedorahead
of schedule)
6. Summaryof majorapprovedchange requestsduringthe reportingperiodetc.
The format of the Performance Reports may be any combination of these formats:
BurndownChart
S-Curve
Bar Charts
Histograms
Tables
Run Charts.
With this information on hand, stakeholders are very well aware of the project health, and can
make a decision based on these objective data and analysis.
So you see how important the Performance Reports are to project management. This is a very
important communication tool for the project manager to keep all stakeholders on board.
Before I conclude this blog post, let’s summarize all the concepts for the last time.
Summary
Work performance data is a collection of raw information of the project’s status. On the other
hand, work performance information is a comparison of various performances, like cost and
schedule, etc. Work performance data and work performance information are the basis for the
Performance Reports.
The Performance Reports are the reports given to project stakeholders to make them aware of
the current status and the forecasted progress of the project.
The Performance Reports show stakeholders how the project is going, the forecast analysis of
what they should expect if the project is allowed to keep going in the same way, or what
additional funds or resources may be required to complete the project if there is any deviation
from any baselines (e.g. cost and schedule baselines).
What is Monitoring?
Monitoring is the regular observation and recording of activities taking place in a project or
programme. It is a process of routinely gathering information on all aspects of the project.
To monitor is to check on how project activities are progressing. It is observation; ─
systematic and purposeful observation.
Monitoring also involves giving feedback about the progress of the project to the donors,
implementors and beneficiaries of the project.
Reporting enables the gathered information to be used in making decisions for improving
project performance.
Purpose of Monitoring:
7. Monitoring is very important in project planning and implementation.
It is like watching where you are going while riding a bicycle; you can adjust as you go along
and ensure that you are on the right track.
Monitoring provides information that will be useful in:
Analysing the situation in the community and its project;
Determining whether the inputs in the project are well utilized;
Identifying problems facing the community or project and finding solutions;
Ensuring all activities are carried out properly by the right people and in time;
Using lessons from one project experience on to another; and
Determining whether the way the project was planned is the most appropriate way of
solving the problem at hand.