This document outlines the key elements of a project charter for developing a new product. It includes sections on the project overview with goals and objectives, authority and milestones, organization structure with roles and resources, points of contact, and appendices. The charter establishes the problem statement, scope, critical success factors, assumptions, and constraints for the project.
How the project Charter is the most important document to any Project manager. This presentation will guide you through the necessary sections and items to include in any Project Charter in order to be a powerful "one step / One site" tool for the entire project Team to use as reference to confirm on what project areas to accomplish or operate was agreed upon as a team - so there will not be any confusion or vagueness.
Project Management Plan details how a project will be executed, monitored, and controlled. In general, it should include at least:
1. Scope, Schedule, and Cost Baseline.
2. Subsidiary plans for each knowledge area.
3. Additional information on project nature and life cycle.
Here I describe the possible amount of information a project management plan may include.
The slides are an integral part of a post on Project Management Plan from Project Management Basics. Find the post here: http://pmbasics101.com
This document outlines the key elements to be defined in the first phase of a project cycle, including the end customer's needs, the project's value proposition and high level deliverables, major milestones, technical requirements, scope limitations and assumptions, stakeholders, and arrangements for deliverable reviews and reporting.
This document is a project charter template for a project. It includes sections for the project description, objectives, scope, assumptions, approach, team structure, communication plan, risk mitigation plan, change control plan, and appendices for additional review processes. The project description should be 1-2 concise sentences explaining what the project will accomplish and for whom. The objectives, scope, and assumptions help define the goals, deliverables, and presumptions of the project. The approach outlines the planned methodology and timeline. The team structure identifies roles and responsibilities. The communication plan establishes regular check-ins. The risk plan evaluates potential issues.
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.
This document provides an overview of the Cost Data Integrity Project, including its purpose, scope, team, timeline, approach, deliverables, status, and next steps. The project aims to address issues with capturing actual costs by improving the process for collecting timesheet, vendor invoice, and expense data from IT development projects. Using a Six Sigma DMAIC approach, the team will map the current process, collect baseline data, identify root causes of problems, develop solutions, and implement controls to improve performance. Upcoming next steps include finalizing the project plan and charter, initial data analysis, and establishing metrics.
The document discusses the process of managing project initiation. It explains that project initiation begins with identifying unmet needs or opportunities. Once a need is defined, a project manager is hired to help shape the project. The project manager then develops parameters to manage the project and calls for approving moving forward. The project concept is created and then validated and refined into a plan by the project manager and experts. The plan is approved by sponsors and managers before execution. Project initiation defines the business need and sets the purpose and direction of the project.
This document outlines the key elements of a project charter for developing a new product. It includes sections on the project overview with goals and objectives, authority and milestones, organization structure with roles and resources, points of contact, and appendices. The charter establishes the problem statement, scope, critical success factors, assumptions, and constraints for the project.
How the project Charter is the most important document to any Project manager. This presentation will guide you through the necessary sections and items to include in any Project Charter in order to be a powerful "one step / One site" tool for the entire project Team to use as reference to confirm on what project areas to accomplish or operate was agreed upon as a team - so there will not be any confusion or vagueness.
Project Management Plan details how a project will be executed, monitored, and controlled. In general, it should include at least:
1. Scope, Schedule, and Cost Baseline.
2. Subsidiary plans for each knowledge area.
3. Additional information on project nature and life cycle.
Here I describe the possible amount of information a project management plan may include.
The slides are an integral part of a post on Project Management Plan from Project Management Basics. Find the post here: http://pmbasics101.com
This document outlines the key elements to be defined in the first phase of a project cycle, including the end customer's needs, the project's value proposition and high level deliverables, major milestones, technical requirements, scope limitations and assumptions, stakeholders, and arrangements for deliverable reviews and reporting.
This document is a project charter template for a project. It includes sections for the project description, objectives, scope, assumptions, approach, team structure, communication plan, risk mitigation plan, change control plan, and appendices for additional review processes. The project description should be 1-2 concise sentences explaining what the project will accomplish and for whom. The objectives, scope, and assumptions help define the goals, deliverables, and presumptions of the project. The approach outlines the planned methodology and timeline. The team structure identifies roles and responsibilities. The communication plan establishes regular check-ins. The risk plan evaluates potential issues.
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.
This document provides an overview of the Cost Data Integrity Project, including its purpose, scope, team, timeline, approach, deliverables, status, and next steps. The project aims to address issues with capturing actual costs by improving the process for collecting timesheet, vendor invoice, and expense data from IT development projects. Using a Six Sigma DMAIC approach, the team will map the current process, collect baseline data, identify root causes of problems, develop solutions, and implement controls to improve performance. Upcoming next steps include finalizing the project plan and charter, initial data analysis, and establishing metrics.
The document discusses the process of managing project initiation. It explains that project initiation begins with identifying unmet needs or opportunities. Once a need is defined, a project manager is hired to help shape the project. The project manager then develops parameters to manage the project and calls for approving moving forward. The project concept is created and then validated and refined into a plan by the project manager and experts. The plan is approved by sponsors and managers before execution. Project initiation defines the business need and sets the purpose and direction of the project.
This document discusses project management and the project lifecycle. It describes the typical phases of a project which include conceptualization, feasibility, preliminary planning, detailed planning, execution, and testing. It emphasizes that project management is important for organizations to help ensure projects are completed on time, within budget, and meet performance goals. Project management involves both managing the project as well as monitoring progress. Following a standardized project lifecycle and using project management techniques can help organizations reduce the number of failed projects and have more success in accomplishing their goals.
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.
The project aims to improve the process quality of an associates team which has dropped below the 95% SLA to 92% over the last 4 months. The goal is to achieve over 95% monthly quality. Stakeholders include the Vice President as Champion, Assistant Vice President as Sponsor. The project will focus on associates in production from October 2010, and follow a DMAIC methodology from June 2010 to December 2010 to define, measure, analyze, improve and control the process.
Master schedule and milestone schedule are two terms from Project Schedule Management, that could pose a challenge of understanding to many Project Managers.
https://www.mudassiriqbal.net/master-schedule-and-milestone-schedule/
For Other PM Concepts, you may visit https://www.mudassiriqbal.net/project-management-terms-and-concepts
This document discusses development project planning and management. It covers key concepts like the project cycle, logical framework analysis, stakeholder analysis, monitoring and evaluation. The project cycle involves identification, appraisal, implementation, monitoring and evaluation. Logical framework analysis uses a matrix to define objectives, indicators, assumptions and risks. Stakeholder analysis identifies those impacted and how to engage them. Monitoring tracks inputs, outputs and outcomes against indicators. Evaluation assesses efficiency, effectiveness, impact and lessons learned to improve future projects. Thorough planning is important but too much can limit flexibility and involvement of intended beneficiaries.
The document discusses project planning and control. It explains that a project plan consists of a group of tasks to be completed within a defined schedule to meet objectives. It discusses how to create a project plan, including establishing objectives and scope, defining work, determining timing, and establishing budgets. It also covers how to control a project by tracking progress, comparing to the baseline plan, and recommending actions. Additional topics covered include building a schedule, using critical path methodology, progress reporting, forecasting, cost reporting, and change management.
The document outlines eight steps for successfully initiating a project through creating a thorough project charter:
1. Define the project purpose and business need.
2. Identify a sponsor and board to support the project.
3. Establish the project scope by defining what will and won't be delivered.
4. Determine the benefits and value created through tangible and intangible measures.
5. Establish specific, measurable success criteria and measures.
6. Identify potential constraints like resources, competing projects, and technology.
7. Document key assumptions to obtain feedback.
8. Get feedback from stakeholders and sign off on the project charter.
Project integration management involves coordinating all aspects of a project. It includes developing a project plan by combining other planning processes, executing the project plan, and managing integrated changes. A key part is developing a comprehensive project plan that guides execution and coordinates all planning documents. Effective project integration also requires managing stakeholder relationships, executing work as planned, and having processes to identify, evaluate, and approve or reject changes throughout the project lifecycle.
This presentation about project management tools... From this presentation you will know about different project management tool's features,benefit,good side and bad side .Hope this project will help you to select a good project management tools.
Thank You..
Scope refers to all the work involved in creating the products of the project and the processes used to create them. It defines what is or is not to be done
Project Planning Basics - Everything you need to start managing a projectKeely Killpack, PhD
This deck covers the basics of managing projects & project teams. Discusses scope, scheduling, issues/risks, templates, planning and recommended details. Everything is covered that would prepare the reader for effectively managing a project.
This document outlines the kick-off meeting for a new HR project. It includes the project goal of centralized HR data and processes, improved employee performance reviews, and using modern technology. The project scope and approach are not yet determined. The timeline shows project phases from February to August, including requirements, development, testing, and go-live. A core project team is identified including leadership, the development team, and stakeholders from key departments. Regular status reporting and review meetings are planned to coordinate the work.
This document summarizes the kick-off meeting for a project to deploy a payment engine for a client. The meeting covered introductions of team members, a message from the project sponsor about goals to increase sales, lessons from past projects, an overview of the project charter and scope, timelines across three phases, risks and constraints, and next steps including setting up test accounts and weekly check-in calls. The goal of the project is to implement a payment system to tokenize credit cards in order to maximize sales.
The document outlines the steps to properly close a project: 1) Get acceptance from the customer that deliverables meet requirements. 2) Conduct an evaluation to determine if goals/objectives were achieved on time and on budget. 3) Write a final report summarizing the project and lessons learned. 4) Celebrate the completion with the project team to recognize their work.
The document outlines a project scope management plan, including an introduction to project scope management, the five key process steps of scope management, how to document the scope management plan, and the roles and responsibilities in scope management. Specifically, it discusses collecting requirements, defining scope, creating a work breakdown structure, verifying scope, and controlling scope. It also describes documenting the scope management process, work breakdown structure process, deliverable verification definition, and scope change request control process. Finally, it identifies the sponsor, director, stakeholders, and team members' roles in scope management.
What is the right project management methodology for your context?
Recipe for successful project delivery?
How to come up with a methodology that caters to your context?
Project planning involves carefully breaking down a project into logical components using tools like the work breakdown structure and network diagrams to identify dependencies between tasks. This allows project teams to develop accurate schedules, usually in the form of Gantt charts, to coordinate resources and activities to achieve goals on time and on budget. Production planning establishes production rates and resource usage to satisfy customer demand as expressed in sales forecasts, while balancing inventory levels and maintaining a stable workforce over a 6-18 month horizon. The process begins with a sales forecast and may incorporate desired inventory changes to determine the production plan.
The document discusses project time management. It defines project time management as the processes required to accomplish timely completion of a project, including planning and controlling the time spent on specific activities. It outlines six key processes for managing time: 1) define activities, 2) sequence activities, 3) estimate activity resources, 4) estimate activity durations, 5) develop schedule, and 6) control schedule. It provides details on the first two processes - defining activities involves developing a work breakdown structure and activity list, while sequencing activities relates to identifying and documenting dependencies between project activities.
Project Plan For A Project Management ProjectMary Stevenson
Here are the key steps for the induction program project plan:
1. Define project objectives - Clearly state what the project aims to achieve.
2. Develop project schedule - Create a timeline that outlines all tasks and their deadlines.
3. Assign roles and responsibilities - Designate project manager and team member roles.
4. Create communication plan - Determine how the team will communicate status and issues.
5. Develop budget - Estimate costs for all project activities and materials.
6. Identify risks - Anticipate potential challenges and have contingency plans.
7. Plan evaluations - Determine how the project and team performance will be assessed.
8. Get sign-off - Obtain final approval
Presentation - Scope and Schedule Management of Business Analytics ProjectSharad Srivastava
This document summarizes the scope and schedule management of a business analytics project at a university. The project involves installing Oracle's EPM and OBIEE software to create a data warehouse and business intelligence system. Key aspects of the project include:
1) Defining the project scope to extract data from existing systems using ETL, create proof of concepts using delivered data marts, and demonstrate reporting and dashboards.
2) Developing a work breakdown structure and function point analysis to plan and track the work.
3) Implementing the project in three phases with deliverables, milestones, and quality standards to verify scope.
4) Establishing a change control process where only designated leads can request
This document discusses project management and the project lifecycle. It describes the typical phases of a project which include conceptualization, feasibility, preliminary planning, detailed planning, execution, and testing. It emphasizes that project management is important for organizations to help ensure projects are completed on time, within budget, and meet performance goals. Project management involves both managing the project as well as monitoring progress. Following a standardized project lifecycle and using project management techniques can help organizations reduce the number of failed projects and have more success in accomplishing their goals.
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.
The project aims to improve the process quality of an associates team which has dropped below the 95% SLA to 92% over the last 4 months. The goal is to achieve over 95% monthly quality. Stakeholders include the Vice President as Champion, Assistant Vice President as Sponsor. The project will focus on associates in production from October 2010, and follow a DMAIC methodology from June 2010 to December 2010 to define, measure, analyze, improve and control the process.
Master schedule and milestone schedule are two terms from Project Schedule Management, that could pose a challenge of understanding to many Project Managers.
https://www.mudassiriqbal.net/master-schedule-and-milestone-schedule/
For Other PM Concepts, you may visit https://www.mudassiriqbal.net/project-management-terms-and-concepts
This document discusses development project planning and management. It covers key concepts like the project cycle, logical framework analysis, stakeholder analysis, monitoring and evaluation. The project cycle involves identification, appraisal, implementation, monitoring and evaluation. Logical framework analysis uses a matrix to define objectives, indicators, assumptions and risks. Stakeholder analysis identifies those impacted and how to engage them. Monitoring tracks inputs, outputs and outcomes against indicators. Evaluation assesses efficiency, effectiveness, impact and lessons learned to improve future projects. Thorough planning is important but too much can limit flexibility and involvement of intended beneficiaries.
The document discusses project planning and control. It explains that a project plan consists of a group of tasks to be completed within a defined schedule to meet objectives. It discusses how to create a project plan, including establishing objectives and scope, defining work, determining timing, and establishing budgets. It also covers how to control a project by tracking progress, comparing to the baseline plan, and recommending actions. Additional topics covered include building a schedule, using critical path methodology, progress reporting, forecasting, cost reporting, and change management.
The document outlines eight steps for successfully initiating a project through creating a thorough project charter:
1. Define the project purpose and business need.
2. Identify a sponsor and board to support the project.
3. Establish the project scope by defining what will and won't be delivered.
4. Determine the benefits and value created through tangible and intangible measures.
5. Establish specific, measurable success criteria and measures.
6. Identify potential constraints like resources, competing projects, and technology.
7. Document key assumptions to obtain feedback.
8. Get feedback from stakeholders and sign off on the project charter.
Project integration management involves coordinating all aspects of a project. It includes developing a project plan by combining other planning processes, executing the project plan, and managing integrated changes. A key part is developing a comprehensive project plan that guides execution and coordinates all planning documents. Effective project integration also requires managing stakeholder relationships, executing work as planned, and having processes to identify, evaluate, and approve or reject changes throughout the project lifecycle.
This presentation about project management tools... From this presentation you will know about different project management tool's features,benefit,good side and bad side .Hope this project will help you to select a good project management tools.
Thank You..
Scope refers to all the work involved in creating the products of the project and the processes used to create them. It defines what is or is not to be done
Project Planning Basics - Everything you need to start managing a projectKeely Killpack, PhD
This deck covers the basics of managing projects & project teams. Discusses scope, scheduling, issues/risks, templates, planning and recommended details. Everything is covered that would prepare the reader for effectively managing a project.
This document outlines the kick-off meeting for a new HR project. It includes the project goal of centralized HR data and processes, improved employee performance reviews, and using modern technology. The project scope and approach are not yet determined. The timeline shows project phases from February to August, including requirements, development, testing, and go-live. A core project team is identified including leadership, the development team, and stakeholders from key departments. Regular status reporting and review meetings are planned to coordinate the work.
This document summarizes the kick-off meeting for a project to deploy a payment engine for a client. The meeting covered introductions of team members, a message from the project sponsor about goals to increase sales, lessons from past projects, an overview of the project charter and scope, timelines across three phases, risks and constraints, and next steps including setting up test accounts and weekly check-in calls. The goal of the project is to implement a payment system to tokenize credit cards in order to maximize sales.
The document outlines the steps to properly close a project: 1) Get acceptance from the customer that deliverables meet requirements. 2) Conduct an evaluation to determine if goals/objectives were achieved on time and on budget. 3) Write a final report summarizing the project and lessons learned. 4) Celebrate the completion with the project team to recognize their work.
The document outlines a project scope management plan, including an introduction to project scope management, the five key process steps of scope management, how to document the scope management plan, and the roles and responsibilities in scope management. Specifically, it discusses collecting requirements, defining scope, creating a work breakdown structure, verifying scope, and controlling scope. It also describes documenting the scope management process, work breakdown structure process, deliverable verification definition, and scope change request control process. Finally, it identifies the sponsor, director, stakeholders, and team members' roles in scope management.
What is the right project management methodology for your context?
Recipe for successful project delivery?
How to come up with a methodology that caters to your context?
Project planning involves carefully breaking down a project into logical components using tools like the work breakdown structure and network diagrams to identify dependencies between tasks. This allows project teams to develop accurate schedules, usually in the form of Gantt charts, to coordinate resources and activities to achieve goals on time and on budget. Production planning establishes production rates and resource usage to satisfy customer demand as expressed in sales forecasts, while balancing inventory levels and maintaining a stable workforce over a 6-18 month horizon. The process begins with a sales forecast and may incorporate desired inventory changes to determine the production plan.
The document discusses project time management. It defines project time management as the processes required to accomplish timely completion of a project, including planning and controlling the time spent on specific activities. It outlines six key processes for managing time: 1) define activities, 2) sequence activities, 3) estimate activity resources, 4) estimate activity durations, 5) develop schedule, and 6) control schedule. It provides details on the first two processes - defining activities involves developing a work breakdown structure and activity list, while sequencing activities relates to identifying and documenting dependencies between project activities.
Project Plan For A Project Management ProjectMary Stevenson
Here are the key steps for the induction program project plan:
1. Define project objectives - Clearly state what the project aims to achieve.
2. Develop project schedule - Create a timeline that outlines all tasks and their deadlines.
3. Assign roles and responsibilities - Designate project manager and team member roles.
4. Create communication plan - Determine how the team will communicate status and issues.
5. Develop budget - Estimate costs for all project activities and materials.
6. Identify risks - Anticipate potential challenges and have contingency plans.
7. Plan evaluations - Determine how the project and team performance will be assessed.
8. Get sign-off - Obtain final approval
Presentation - Scope and Schedule Management of Business Analytics ProjectSharad Srivastava
This document summarizes the scope and schedule management of a business analytics project at a university. The project involves installing Oracle's EPM and OBIEE software to create a data warehouse and business intelligence system. Key aspects of the project include:
1) Defining the project scope to extract data from existing systems using ETL, create proof of concepts using delivered data marts, and demonstrate reporting and dashboards.
2) Developing a work breakdown structure and function point analysis to plan and track the work.
3) Implementing the project in three phases with deliverables, milestones, and quality standards to verify scope.
4) Establishing a change control process where only designated leads can request
This document discusses scope and time management in project management. It defines scope management as the processes of defining and controlling what is included in a project. Time management involves activity definition, sequencing, estimating durations, developing schedules, and schedule control. The key tools discussed are the work breakdown structure (WBS), network diagrams, Gantt charts, and critical path analysis. Scope management aims to control scope creep through verification and change control processes.
Project management methodologies change over time but one element of all projects always remains important - Project Charter. Here I am sharing a template for a medium to large implementation project type of project, for example SAP system implementation.
Our Project Management Methodology is a planning methodology that highlights our premium tool-kit of tools & templates to help you develop a comprehensive approach to project management.
#1 Assignment ObjectivesManaging a Project Schedule400 words.docxmayank272369
#1 Assignment Objectives
Managing a Project Schedule
400 words
For this Discussion Board assignment, complete the following:
•Critique 3 ideas, concepts, or topics from this course, and reflect on how they relate to the course objectives and your career aspirations.
Be substantive and clear, and use examples to reinforce your ideas
#2 Assignment Objectives
Managing a Project Schedule
Describe project management principles as they are currently applied to both governmental and non-governmental acquisition projects.
Use effective communication techniques. Word document with 10 total pages, including empty sections
700 words
Assignment
Your first task in this process will be to select a project to use as the basis of your Key Assignment. You will also create the shell document for the final project Key Assignment document deliverable that you will be working on throughout the course. As you proceed through each project phase, you will add content to each section of the final document to progressively complete the final project delivery, which is the Acquisition Project Scheduling and Cost Management Plan.
The project deliverables are the following:
•Submit your project proposal to your instructor for approval.
•Acquisition Project Scheduling and Cost Management Plan document shell ◦Use Word
◦Title page ◾Course number and name
◾Project name
◾Your name
◾Date
◦Table of Contents (TOC) ◾Use an autogenerated TOC.
◾This should be on a separate page.
◾This should be a maximum of 3 levels deep.
◾Be sure to update the fields of the TOC so that it is up-to-date before submitting your project.
◦Section headings (create each heading on a new page with "TBD" as the content, except for sections listed under "New Content" below) ◾Project Outline
◾Cost, Schedule, and Technical Performance Management
◾Management of Small Projects
◾Acquisition Project Guidelines
◾Costing Methods and Tools
◾Earned Value Management System
◾Overall Cost and Schedule Performance
•New content to be inserted in document shell ◦Project Outline ◾Give a brief description of the project.
◾Discuss the overall project deliverable.
◾The material can be taken from approved proposal submitted to instructor, and this will serve as the draft for the proposal.
◾Be sure this project is approved by the instructor.
◦Cost, Schedule, and Technical Performance ◾Discuss cost techniques both in determining initial estimates and in monitoring and controlling them throughout the life of the project.
◾Determine the project schedule for the acquisition component of the overall project and include a copy of it.
◾Develop the program evaluation and review technique (PERT) and critical path method (CPM) for this Key Assignment acquisition project, and include copies of those charts in this section.
◾Describe all of the key schedule influencers that can impact a schedule positively or negatively and how you would handle them.
#3 Assignment Objectives
Management of Small Project ...
The document provides five different templates for project status reports that can be used to summarize and communicate project status to stakeholders and management. The templates include a periodic progress summary report, a report focusing on major task completion, a report measuring work plan progress, a presentation format for management meetings, and a multiple project status summary. Regular status reports help ensure transparency of a project's status and issues while keeping management informed to enable effective decision making.
The document discusses project scope management which includes the processes required to ensure a project includes all the work needed and only the work needed to complete the project successfully. It defines key processes for scope management planning including collecting requirements, defining scope, and creating a work breakdown structure (WBS). Collecting requirements involves determining and documenting stakeholder needs. Defining scope develops a detailed product description. Creating a WBS subdivides deliverables into smaller, more manageable components to provide a framework for what needs to be delivered.
Project Management Msc. 7Pjmn009W Project Management Project.Renee Jones
Project success can be defined in different ways and depends on meeting objectives. Key factors that contribute to project success include having clear objectives, managing scope, schedule and budget, effective communication and stakeholder management, competent project team, and support from senior management. A project manager can help ensure success by focusing on these critical success factors throughout the project life cycle from planning to execution to closure.
The document discusses project termination and final reports. It describes various activities involved in terminating a project, such as collecting time sheets and expense reports, closing out contracts, and conducting surveys. It outlines four ways a project can be terminated: by extinction, addition, integration, or starvation. The document also details what should be included in a final project report, such as an abstract, introduction, background, design description, evaluation, and appendices. A final report aims to summarize all stages of the project so that someone else could recreate the project steps.
The document discusses various aspects of project termination including:
1. Activities after project completion involve closing tasks, payments, and documenting lessons learned.
2. Projects can terminate through extinction (success), addition (institutionalization), integration (distribution to parent organization), or starvation (budget cuts).
3. A final report summarizes all project stages and allows readers to recreate the project steps. It includes sections like abstract, introduction, background, design, realization, evaluation, lessons learned, and references.
This document provides an overview of the PRINCE2 processes and management products. It begins by explaining that a PRINCE2 project is typically triggered by a project mandate from either a program or corporate management. The first process is Starting Up a Project which establishes the project board and manager and produces the Project Brief and initiation stage plan. The second process is Initiating a Project which takes place in the initiation stage and produces the Project Initiation Documentation, which defines the risk, quality, change, and communication management approaches.
VoIP Implementation WBSTask NameDurationStart DateEnd DatePredeces.docxjessiehampson
VoIP Implementation WBSTask NameDurationStart DateEnd DatePredecessors% CompleteStatusAssigned ToCommentsStartFinishCritical1. Intiation14d10/02/1910/15/1999%CompleteJevin 1.1 Recommendation & evaluation3d10/02/1910/04/19100%CompletedJenny 1.2 Project chart Deveelopment2d10/05/1910/06/19100%CompletedJenny 1.3 Outline of deliverable2d10/07/1910/08/19100%CompletedMark 1.4 Stakeholders analysis3d10/09/1910/11/194100%CompletedJoe 1.5 Charter signed by Authority4d10/12/1910/15/1995%In ProgressJoe2. Planning22d10/16/1911/07/19 2.1 Make a scope management2d10/16/1910/17/190%Not StartedJudy 2.2 Design the project team4d10/18/1910/21/090%Not StartedMolly 2.3 Intial meeting to boost the project3d10/22/1910/24/190%Not StartedMolly 2.4 Development of project plan2d10/25/1910/26/19130%Not StartedJudy 2.4.1 Create the schedules2d10/27/1910/28/190%Not StartedAlex 2.4.2 Analysis the critical path3d10/29/1911/01/190%Not StartedAlex 2.5 Submission of Project plan4d11/02/1911/05/190%Not StartedTim 2.6 Approval for project Plan2d11/06/1911/07/19120%Not StartedTiana3. Designing20d11/08/1911/27/19 3.1 Meeting to boost the team2d11/08/1911/09/190%Not StartedMandy 3.2 Verify the user requirements3d11/10/1911/12/190%Not StartedMandy 3.3 Designing of system4d11/13/0911/16/190%Not StartedKathy 3.4 procurement of software and hardware3d11/17/1911/19/190%Not StartedKathy 3.5 Installation of development system2d11/20/1911/21/190%Not StartedTim 3.6 Initiate testing3d11/22/1911/24/190%Not StartedHarry 3.7 Installation of live system2d11/25/1911/26/19200%Not StartedHarry 3.8 Training of users1d11/27/1911/27/190%Not StartedTiana4. Control20d11/28/1912/18/19 4.1 Management of Project4d11/28/1912/01/190%Not StartedMolly 4.2 Meetings to track the status of the meeting4d12/02/1912/05/190%Not StartedMolly 4.3 Risk management8d12/06/1912/13/190%Not StartedManoj 4.4 Updation of project management plan5d12/14/1912/18/190%Not StartedMandy5. Closing11d12/19/1912/29/19 5.1 Audit procurement4d12/19/1912/22/190%Not StartedAlisha 5.2 Updating and revision of documents2d12/23/1912/24/19300%Not StartedPrem 5.3 Update records and files2d12/25/1912/26/190%Not StartedHari 5.4 Receive the acceptance formally1d12/27/1912/27/190%Not StartedJames 5.5. Archieve Documents and files2d12/28/1912/29/190%Not StartedJames
Comments
Running Head: PROJECT PLAN-BUSINESS REQUIRMENT DOCUMENT 1
PROJECT PLAN-BUSINESS REQUIRMENT DOCUMENT 21
Project Plan-Business Requirement Document
CIS 599 Graduate Info Systems Capstone
Abstract
After finishing project plan inception with introduction Docume ...
Business Analysts (BA) are tasked with reducing requirements timeline in a project life cycle as much as possible. However, BAs know all too well the issues in realistically identifying project activities and tasks. Both the Development and Quality Assurance (QA) staff’s project timelines are contingent upon the BAs delivery of requirements artifacts. Ultimately the success of the entire project hinges upon the correctness and timeliness of the BA deliverables.
I have to submit this assignment after one hour Scope Management Plan.docxJacobUasThomsoni
I have to submit this assignment after one hour
Scope Management Plan for Project Selected Case Study Project Scenario Project Scenario 1. You work as a project manager in "Bank of North Atmerical (BoNA)"(fictitious name). The bank is oncof the largest fetail banks in North America. 2. The bank has agreed to partner with "Java Beans Coffee (JBC') (fictitious name) for a project iaitiative. The coffee company is one of the largest coffee companies in North America. 3.The project is for the bank to create a new co-branded loyalty credit card into the marketplace specifically for JBC's customers. 4. The loyaliy portion of the credit card allows JBC customers to get 2% cash back from each purchase they make with the credit card at any JBC coffiee retail store. 5. The work for the project is to start in one month and the desire from JBC is to launch the new credit cand in 10 months. 6.Assume the contract between the 2 companies has not yet been signed, so the project will need to include any activities for the contract work Introduction Scope Management is the collection of processes which ensure that the project includes all the work required to complete it while excluding all work which is not necessary to complete it. The Scope Management Plan details how the project scope will be defined, developed, and verified. It clearly defines who is responsible for managing the projects' seope and acts as a guide for managing and controlling the scope. Project Scope Management follows a five-step process; Collect Requirements. Define Scope, Create WBS, Verify Scope, and Control Scope. 1. Collect Requirements: - This first step is the process by which we define and document the requirements needed to meet all project objectives. - The foundation of this process is the project chaner and stakeholder register. - From these, the team can identify requirements, collectively discuss details associated with meeting each requirement, conduct interviews and follow-on discussion to clarify the requirements, and document the requirements in sufficient detail to measure them once the project begins the execution phase. - This documentation also serves as an input to the next step in the process which is to define scope. 2. Define Scope: - This step is critical to project saccess as it requires the development of a detailed project/product description to include deliverables, assumptions, and constraints and establishes the framework within which project work must be performed Back Assignment - Scope Manage... 3. Create WBS: - This process breaks project deliverables down into progressively smaller and more manageable components which, at the lowest level, are called work packages. This hierarchical structure allows for more simplicity in scheduling, costing, monitoring, and controlling the project. SCOPE MANAGEMENT APPROACH: It is important that the approach to managing the projects' seope be clearly defined and documented in detail. This section provides a summary.
This module discusses various aspects of project planning and management, including tracking project progress, time tracking, risk management, and project evaluation. Effective project tracking through tasks, resources, meetings, and reporting allows project managers to monitor progress and address any issues. Time delays should be managed by offering help for initial delays, taking immediate action after a second delay, and considering replanning after a third delay. Project metrics can provide status, identify improvement areas, and demonstrate results. Regular risk monitoring ensures assumptions remain valid and risks are accurately assessed. Project closure activities include releasing resources, transition planning, and documentation.
PRINCE2 is a structured project management methodology based on experience from thousands of projects. It consists of principles, themes, processes and tailoring for each project. The document provides an overview of PRINCE2 including its 7 principles, 7 themes, 7 processes, roles, structure, techniques and key templates used such as business case, project plan, risk register and issue log.
The document is a scope management plan that defines project and product scope, outlines key elements of an effective scope management plan, and describes the scope management process. Specifically, it discusses:
- Defining project and product scope.
- Key elements of an effective scope management plan including defined roles and responsibilities, and a developed scope management process.
- Components of the scope management process including defining scope, developing a project scope statement, using a work breakdown structure (WBS), verifying deliverables against scope, and controlling scope.
A comprehensive project scope analysis has several key benefits: it transforms an idea into a working concept, maps out project details in a detailed manner, and ensures the final product aligns with original goals and objectives. By outlining each step, it increases the likelihood the project stays on budget, time, and meets requirements.
A work package is a specific step of a project that is more manageable than the whole project. Each work package has its own deadline, resource needs, and supervisor. Collectively, work packages lead the project from start to finish.
A responsibility assignment matrix outlines team members responsible for each task and supporting members. It increases communication and flow by identifying responsibilities. Creating it helps the project manager better coordinate
The document provides guidance on defining a product in six steps:
1. Identify the core purpose of the product and the user needs it addresses.
2. Identify the primary, secondary, and tertiary users.
3. Understand the key user wants, needs, and struggles.
4. Determine the top five product functions and how they address user needs.
5. Establish the top five measures of product success.
6. Consider the top five security and other foundational needs.
The process aims to clearly define a product on a single page focusing on user needs.
The document provides a framework for product managers to define a product in one page. It outlines six key steps: 1) identifying the core purpose and user needs addressed, 2) primary, secondary and tertiary users, 3) key user needs, wants and struggles, 4) essential product functions, 5) indicators of success, and 6) foundational security, availability and scale requirements. The goal is to concisely define the product, its users and value in addressing user needs.
Digital Transformation - Holistitic Delivery FrameworkManoj Agarwal
Digital transformation requires a holistic framework that includes:
1) Careful analysis and design, development, testing, and support across projects.
2) Ensuring business, organizational, and policy readiness for changes.
3) Governance through a steering committee and product owners that obtain stakeholder feedback and assure projects meet strategic plans and priorities.
Devops focuses on continuous build, automated testing, and deployment through continuous delivery. Manoj Agarwal wrote about these topics in January 2017, emphasizing automated deployment and release as part of continuous delivery in Devops. The document discusses continuous build, automated test, and deploy as well as automated deployment and release.
Horizon Planning using sliding window - to manage business demand1Manoj Agarwal
This document discusses IT demand planning using a horizon planning and sliding windows approach. It outlines a process with multiple checkpoints to qualify new business initiatives and approved business demands within horizons of 0-3 months, 3-6 months, 6-12 months, and beyond a year. Projects go through stages of initial business ideas, project scoping, business case approval, funding approval, and development planning with estimates and milestones before being approved to proceed.
Manoj - IT Oranisation Transformation using POPITManoj Agarwal
IT services at the organization were transformed to improve efficiency, capability, and quality. Key changes included establishing a new organizational structure with leadership, business consulting, operations, and development teams, implementing automated build and deployment processes, developing estimation guidelines and capturing actual effort data, and focusing on continuous improvement through metrics, reviews, and communication.
1. Deliver Fast – with
Governance and
Control
Mini PID
Manoj Agarwal
January, 2017
2. The purpose of this style of PID is to enable the good management practices that are employed
on larger projects to be used on smaller projects and consultancy assignments including
IA’s.
This document contains the minimal set of PID information that is considered viable to allow a
smaller project still conform to the PRINCE2 philosophy.
If you need more than one page for each of the sections identified then you are probably
supplying too much information - The philosophy behind the PowerPoint PID is to minimise
the amount of text written and speed up the process of Project Initiation. However, feel free
to add additional slides that are diagrammatic in nature (e.g. scope charts, process
diagrams etc). The old adage “a picture paints a thousand words” is particularly relevant to
this approach.
The front cover has deliberately been left sparse to allow you to customise it for your particular
project.
Guidance text has been added to some of the slides - use it, modify it, or delete to suit your
need.
Please delete this slide before you complete this document.
PHILOSOPHY, HINTS & TIPS
4. This document provides details on the definition of the project, to form the basis for its management and the assessment of
overall success. It is a short form version of a full scale Project Initiation Document and is meant for use on small projects or
individual consultancy assignments.
To ease presentation the document has been broken down into 6 major areas as follows:
• Introduction & Background: This introduces the document, details its purpose and provides information on the
context of the project, and how we have arrived at the current position of requiring a project.
• Project Definition: Explains what the project needs to achieve. Under this heading are the following sub-headings
• Project Objectives
• Project Scope
• Method Of Approach
• Timescales
• Major Products
• Constraints/Assumptions/Interfaces/Quality
• Initial Business Case: Explains why the project is being undertaken
• Organisation: Explains who will be on the Project Management Team:
• Project Controls: lays down how control is to be exercised within the project, and the reporting and monitoring
mechanisms which will support this. This section also includes a statement on the approach to be taken for issue and
risk management.
• Approvals: Allows for formal sign-off of the document by the Project Board and the Project Manager
1 - DOCUMENT FORMAT
5. 2 - INTRODUCTION & BACKGROUND
INTRODUCTION
The purpose of this document is to define the project, to form the basis for its management and the assessment of overall success. There
are two primary uses of the document:
to ensure that the project has a sound basis before asking the Project Board to make any major commitment to the project
to act as a base document against which the Project Board and Project Manager can assess progress, change management
issues, and on-going viability questions.
BACKGROUND
10. Reference Description Purpose
<ref. no> Project Initiation Document To define the project, to form the basis for its management and the
assessment of overall success.
<ref. no> End Project Report To report to the Project Board on how well the project has performed
against its Project Initiation Document.
3.5 - MAJOR PRODUCTS
3 - PROJECT DEFINITION
Please delete this comment before publication
The two major products shown above are the minimum considered to allow a project to conform to PRINCE2.
They should exist in some form or another - not necessarily with the same names.