This document provides guidance on monitoring and evaluation (M&E) for organizations. It discusses the importance of M&E and key concepts like indicators, results chains, and identifying evidence of change. The document emphasizes that M&E requires organizational and technical readiness, including clear frameworks, evidence-based planning, relevant skills, and experience. It also provides examples of performance measures and developing them for different sectors. Worksheets are included to help participants apply these M&E concepts.
Monitoring and evaluation are important for e-governance projects to track their outputs and outcomes. Monitoring relates to tracking project progress and deliverables against the project plan. Evaluation assesses achievement of objectives and provides recommendations. Outputs are tangible deliverables like processes, systems, and infrastructure. Outcomes are intended results like increased efficiency and quality services. A monitoring and evaluation framework should define indicators to measure outputs and outcomes. This allows evaluating project performance and assessing progress toward business goals.
This document provides an overview of monitoring and evaluation (M&E) processes at Room to Read. It discusses key M&E concepts like indicators, data collection, and the Global Solutions Database. It also outlines Room to Read's approach to M&E, including defining goals and objectives, collecting and analyzing global and country-specific indicators, ensuring data quality, and using M&E data to track progress and improve programs. Examples of indicators for different Room to Read programs like reading rooms and girls' education are also presented.
Monitoring and Evaluation for Project management.Muthuraj K
Monitoring and evaluation (M&E) is a set of techniques used in project management to establish controls and ensure a project stays on track to achieve its objectives. Monitoring involves systematically collecting, analyzing, and using information for management decisions and control. It provides information to identify and solve problems and assess progress. Evaluation determines the effectiveness, efficiency, relevance, impact, and sustainability of a project. Both monitoring and evaluation are important for project management and should be integrated throughout the project cycle.
Monitoring and evaluation (M&E) is crucial for strong program planning, implementation, and learning. Monitoring tracks progress using measurable indicators while evaluation answers questions about project success using contextual factors and long-term information. Building effective M&E requires technical skills, judgment, and knowledge of the project and context. M&E systems identify objectives, indicators, and track progress to inform strategic decisions. The presentation focuses on public health, HIV/AIDS, and community development and offers technical assistance services including developing M&E frameworks, data management plans, and assessments.
Monitoring is the continuous collection of data and information on specified indicators to assess the implementation of a development intervention in relation to activity schedules and expenditure of allocated funds, and progress and achievements in relation to its intended outcome.
Evaluation is the periodic assessment of the design implementation, outcome, and impact of a development intervention. It should assess the relevance and achievement of the intended outcome, and implementation performance in terms of effectiveness and efficiency, and the nature, distribution, and sustainability of impact.
An Introduction to Monitoring and Evaluation of Healthcare Projects. Monitoring and Evaluation is an integral component for the success of any donor-funded project as it provides accountability, and well-informed decisions through the use of data and plan that guides implementation
Yes, this objective meets the SMART criteria:
- Specific: It clearly specifies increasing contraceptive prevalence as the desired outcome.
- Measurable: Contraceptive prevalence can be quantified by surveys to measure if it increased by 15%.
- Appropriate: Increasing contraceptive use is appropriately related to the overall goal of improving reproductive health.
- Realistic: A 15% increase may be achievable with the right interventions and resources.
- Timely: The objective does not specify a timeframe, but contraceptive prevalence increase could reasonably be expected and measured over the course of the program.
So in summary, this objective is SMART. Specifying a timeframe would make it even stronger.
This document provides guidance on monitoring and evaluation (M&E) for organizations. It discusses the importance of M&E and key concepts like indicators, results chains, and identifying evidence of change. The document emphasizes that M&E requires organizational and technical readiness, including clear frameworks, evidence-based planning, relevant skills, and experience. It also provides examples of performance measures and developing them for different sectors. Worksheets are included to help participants apply these M&E concepts.
Monitoring and evaluation are important for e-governance projects to track their outputs and outcomes. Monitoring relates to tracking project progress and deliverables against the project plan. Evaluation assesses achievement of objectives and provides recommendations. Outputs are tangible deliverables like processes, systems, and infrastructure. Outcomes are intended results like increased efficiency and quality services. A monitoring and evaluation framework should define indicators to measure outputs and outcomes. This allows evaluating project performance and assessing progress toward business goals.
This document provides an overview of monitoring and evaluation (M&E) processes at Room to Read. It discusses key M&E concepts like indicators, data collection, and the Global Solutions Database. It also outlines Room to Read's approach to M&E, including defining goals and objectives, collecting and analyzing global and country-specific indicators, ensuring data quality, and using M&E data to track progress and improve programs. Examples of indicators for different Room to Read programs like reading rooms and girls' education are also presented.
Monitoring and Evaluation for Project management.Muthuraj K
Monitoring and evaluation (M&E) is a set of techniques used in project management to establish controls and ensure a project stays on track to achieve its objectives. Monitoring involves systematically collecting, analyzing, and using information for management decisions and control. It provides information to identify and solve problems and assess progress. Evaluation determines the effectiveness, efficiency, relevance, impact, and sustainability of a project. Both monitoring and evaluation are important for project management and should be integrated throughout the project cycle.
Monitoring and evaluation (M&E) is crucial for strong program planning, implementation, and learning. Monitoring tracks progress using measurable indicators while evaluation answers questions about project success using contextual factors and long-term information. Building effective M&E requires technical skills, judgment, and knowledge of the project and context. M&E systems identify objectives, indicators, and track progress to inform strategic decisions. The presentation focuses on public health, HIV/AIDS, and community development and offers technical assistance services including developing M&E frameworks, data management plans, and assessments.
Monitoring is the continuous collection of data and information on specified indicators to assess the implementation of a development intervention in relation to activity schedules and expenditure of allocated funds, and progress and achievements in relation to its intended outcome.
Evaluation is the periodic assessment of the design implementation, outcome, and impact of a development intervention. It should assess the relevance and achievement of the intended outcome, and implementation performance in terms of effectiveness and efficiency, and the nature, distribution, and sustainability of impact.
An Introduction to Monitoring and Evaluation of Healthcare Projects. Monitoring and Evaluation is an integral component for the success of any donor-funded project as it provides accountability, and well-informed decisions through the use of data and plan that guides implementation
Yes, this objective meets the SMART criteria:
- Specific: It clearly specifies increasing contraceptive prevalence as the desired outcome.
- Measurable: Contraceptive prevalence can be quantified by surveys to measure if it increased by 15%.
- Appropriate: Increasing contraceptive use is appropriately related to the overall goal of improving reproductive health.
- Realistic: A 15% increase may be achievable with the right interventions and resources.
- Timely: The objective does not specify a timeframe, but contraceptive prevalence increase could reasonably be expected and measured over the course of the program.
So in summary, this objective is SMART. Specifying a timeframe would make it even stronger.
Organogram/ Organization Structure of Nepalese Health System (Updated- Nov 2021)Prabesh Ghimire
The document outlines the organizational structure of Nepal's health system from the central to local levels. At the central level, the Ministry of Health and Population (MOHP) leads the health sector and has various divisions, departments, and facilities. The MOHP oversees the Department of Health Services (DOHS) which contains 5 divisions and 22 sections. Provincially, health directorates manage provincial health training centers and hospitals. District health offices oversee health facilities. Municipally, health sections in rural municipalities and cities manage urban health clinics and centers.
Monotoring and evaluation principles and theoriescommochally
This document discusses monitoring and evaluation (M&E) capacity in Tanzania. It notes that while M&E is important for improving development outcomes, many countries, including Tanzania, lack necessary M&E capacity at both the individual and institutional levels. Comprehensive training is needed to address gaps in M&E skills. The document outlines the differences between monitoring, which tracks project progress, and evaluation, which assesses outcomes and impacts in more depth. Both M&E are important management tools that provide useful feedback when integrated.
This document provides a template for a project closeout report. The report summarizes key information about the project including general details, deliverables, performance against goals, cost and schedule variances, scope changes, operations and maintenance plans, resources used, documentation, lessons learned, and approval signatures. It includes sections to document the project title, agencies involved, costs, schedule, scope, resources, documentation, problems encountered, and corrective actions.
This document provides an overview of monitoring and evaluation (M&E) for programs and interventions. It discusses what M&E is, the differences between monitoring and evaluation, why M&E is important, how to develop an M&E plan, and key components of an M&E plan. Monitoring involves routine data collection to track progress towards objectives, while evaluation assesses overall impact by comparing outcomes between program and non-program groups. Developing a strong M&E plan from the beginning is essential to demonstrate accountability and guide effective implementation.
The document discusses monitoring and evaluation (M&E) of health programs, defining monitoring as the routine collection of data to track progress towards objectives, while evaluation assesses the impact of a program by measuring outcomes at baseline and endline using a control group. It provides guidance on developing M&E plans, including describing programs and expected outcomes, identifying indicators, data collection sources and schedules, and disseminating findings to inform decision-making.
6 M&E - Monitoring and Evaluation of Aid ProjectsTony
A series of course modules on project cycle, planning and the logical framework, aimed at team leaders of international NGOs in developing countries.
This is part 6 of 11, beginning with 2 modules on leadership and conflict resolution, then 9 modules on project cycle management.
This module has 3 handouts and presenter notes as separate documents.
Sample Proposal: http://www.slideshare.net/Makewa/6-watsan-training-sample-proposal-09
Slides as a handout: http://www.slideshare.net/Makewa/6-me-handout
Presenter notes: http://www.slideshare.net/Makewa/6-module-6-presenter-notes
This document discusses Monitoring and Evaluation (M&E) systems. It defines monitoring as the systematic collection of data during a project to determine if the project is progressing toward its goals. There are different types of monitoring, including process, technical, assumption, financial, and impact monitoring. Evaluation assesses the overall performance of projects and programs. The document outlines 10 steps to design an M&E system, including defining the purpose and scope, identifying evaluation and monitoring questions, determining indicators and data sources, and assigning roles and responsibilities. It emphasizes the importance of integrating the system both horizontally and vertically within an organization.
The document discusses indicators and monitoring and evaluation. It provides definitions of indicators from various sources and describes them as quantitative or qualitative measurements that can track achievement, changes, and performance over time. It also discusses the importance of context in indicators and notes that the same indicator may not be applicable in different situations. The document emphasizes that gender-sensitive indicators are needed to identify and address gender gaps and inequalities in access to resources and opportunities. It outlines principles of participatory monitoring and evaluation that empower local stakeholders and support joint learning and corrective actions.
This document discusses the importance of monitoring and evaluation (M&E) for programs and projects. It defines monitoring as an ongoing process of collecting and analyzing data to track progress and make adjustments, while evaluation assesses relevance, effectiveness, impact and sustainability. The key aspects of building an M&E system are agreeing on outcomes to measure, selecting indicators, gathering baseline data, setting targets, monitoring implementation and results, reporting findings, and sustaining the system long-term. A strong M&E system provides evidence of achievements and challenges, enables learning and improvement, and helps ensure resources are allocated to effective programs.
Promoting a culture of monitoring and evaluation in educational institutions. How to develop a M&E system, and grounding M&E planning on the Logical Framework Approach, and using Logframe as reference for M&E.
The document discusses monitoring and evaluation in project management. It defines monitoring as systematically recording information to check if a project's activities and outputs are proceeding according to plan. The goals of monitoring are to ensure inputs and activities are implemented properly and targets are met. Evaluation is assessing the project's overall worth and impact by examining relevance, effectiveness, efficiency, sustainability, and impact. It compares pre-and post-intervention conditions. Monitoring provides continuous feedback for operations while evaluation informs major decisions and lessons for future projects. Both are important for project accountability, performance improvement and decision making.
The document discusses the nominal group technique (NGT) consensus development method. NGT is a structured group process that allows a group to generate ideas and prioritize solutions. It involves individuals privately generating ideas which are then shared anonymously and discussed before private voting to rank items. The document provides examples of NGT being used to evaluate aspects of healthcare education programs, such as modules and feedback. Benefits identified are that it prevents domination, ensures equal participation, increases productivity, and provides immediate prioritized results.
A series of modules on project cycle, planning and the logical framework, aimed at team leaders of international NGOs in developing countries.
Part 7 of 11.
There are two handouts to go with this module, Population Indicators, and a Logframe with blanks. http://www.slideshare.net/Makewa/population-indicators-handout and http://www.slideshare.net/Makewa/exercise-watsan-logframe-with-blanks
Self-Assessment of Organizational Capacity in Monitoring & EvaluationMEASURE Evaluation
Presentation that captures self-assessments of two teams of Ethiopian health officers (most of whom have M&E responsibilities): those from SNNP Regional Health Bureau and those from the Sidama Zonal Health Department.
Monitoring and Evaluation for development and governmental organizations.pdfGutaMengesha1
This document provides an overview of monitoring and evaluation for development and governmental organizations. It defines key terms and concepts related to monitoring and evaluation. Monitoring is defined as the continuous and systematic collection of data on specified indicators to track progress and performance. Evaluation is defined as the periodic assessment of a project, program, or policy to determine relevance, effectiveness, impact, and sustainability. The main difference between monitoring and evaluation is that monitoring is continuous, focuses on implementation and outputs, and helps management make adjustments, while evaluation is periodic, focuses on outcomes and results, and assesses the overall value of the intervention. The document outlines the goals, tools, and principles of both monitoring and evaluation.
The document discusses supervision and monitoring. It defines supervision as overseeing employee productivity and progress. Supervisors convey directives and ensure work is completed. Effective supervision requires skills like coaching, feedback, and performance management. A supervisory checklist is recommended to systematically focus on employee knowledge, skills, activities, and performance. Monitoring is defined as routinely measuring project progress. Key aspects of monitoring include defining objectives, developing indicators, collecting data, and analyzing performance. The document contrasts monitoring, which focuses on oversight and improving efficiency, with evaluation, which assesses effectiveness, impact, and lessons for future projects at the end of a project.
The document outlines the objectives, principles, content areas and task levels of the Division Monitoring and Evaluation framework. The key points are:
1. The objectives of the framework are to provide management information to improve education service delivery, implement projects and programs effectively, allocate resources appropriately, and assess organizational performance.
2. Principles of the framework include ensuring quality information, strengthening existing systems, achieving results efficiently, transparency, synergy between entities, and using M&E for continuous learning and accountability.
3. Content areas of focus for M&E in the division are delivery of education services, educational programs/projects, curriculum implementation, technical assistance, resources, and organizational effectiveness and support.
PPT with overall coverage of the project evaluation and all the topic of project evaluation and post project evaluation are covered in this ppt.It includes all the topic of project evaluation:-
=>which of the project should be evaluated?
=>cost&timing
=>social analysis
=>environmental analysis
=>progress report
=>final report
and many more topics are covered in this ppt for the brief description of project evaluation and some left out topics are numerical of project evaluation.
The document provides an overview of monitoring and evaluation methods for programs. It discusses key concepts like monitoring, evaluation, attributes of each, and who conducts them. The five phases of evaluation are outlined: planning, method selection, data collection and analysis, reporting, and implementing recommendations. Specific monitoring and evaluation tools are also described. The overall summary is:
Monitoring and evaluation follow a five phase process including planning, method selection, data collection and analysis, reporting, and implementing recommendations to improve programs. Key concepts like monitoring, evaluation, attributes of each, tools used, and who conducts them are outlined.
This document provides an overview of monitoring and evaluation concepts, processes, methods, and reporting. It defines key terms like monitoring, evaluation, logical framework, and indicators. It describes monitoring and evaluation cycles and steps in designing an M&E system including developing an M&E matrix. It discusses data collection methods, types of reports, and outlines for technical, popular, monitoring and evaluation reports. The goal is to develop a common understanding of monitoring and evaluation.
CAPM exam preparation developed for self learning.
Plz don't mind some logo and strikethrough.. they were meant to create fun for myself.
You may join the course from Udemy as I take and enjoy the class from there.
With discount it was only $11.
Mr.Joseph Phillips
https://www.udemy.com/share/101WE2AkcZd15VRn4=/
Organogram/ Organization Structure of Nepalese Health System (Updated- Nov 2021)Prabesh Ghimire
The document outlines the organizational structure of Nepal's health system from the central to local levels. At the central level, the Ministry of Health and Population (MOHP) leads the health sector and has various divisions, departments, and facilities. The MOHP oversees the Department of Health Services (DOHS) which contains 5 divisions and 22 sections. Provincially, health directorates manage provincial health training centers and hospitals. District health offices oversee health facilities. Municipally, health sections in rural municipalities and cities manage urban health clinics and centers.
Monotoring and evaluation principles and theoriescommochally
This document discusses monitoring and evaluation (M&E) capacity in Tanzania. It notes that while M&E is important for improving development outcomes, many countries, including Tanzania, lack necessary M&E capacity at both the individual and institutional levels. Comprehensive training is needed to address gaps in M&E skills. The document outlines the differences between monitoring, which tracks project progress, and evaluation, which assesses outcomes and impacts in more depth. Both M&E are important management tools that provide useful feedback when integrated.
This document provides a template for a project closeout report. The report summarizes key information about the project including general details, deliverables, performance against goals, cost and schedule variances, scope changes, operations and maintenance plans, resources used, documentation, lessons learned, and approval signatures. It includes sections to document the project title, agencies involved, costs, schedule, scope, resources, documentation, problems encountered, and corrective actions.
This document provides an overview of monitoring and evaluation (M&E) for programs and interventions. It discusses what M&E is, the differences between monitoring and evaluation, why M&E is important, how to develop an M&E plan, and key components of an M&E plan. Monitoring involves routine data collection to track progress towards objectives, while evaluation assesses overall impact by comparing outcomes between program and non-program groups. Developing a strong M&E plan from the beginning is essential to demonstrate accountability and guide effective implementation.
The document discusses monitoring and evaluation (M&E) of health programs, defining monitoring as the routine collection of data to track progress towards objectives, while evaluation assesses the impact of a program by measuring outcomes at baseline and endline using a control group. It provides guidance on developing M&E plans, including describing programs and expected outcomes, identifying indicators, data collection sources and schedules, and disseminating findings to inform decision-making.
6 M&E - Monitoring and Evaluation of Aid ProjectsTony
A series of course modules on project cycle, planning and the logical framework, aimed at team leaders of international NGOs in developing countries.
This is part 6 of 11, beginning with 2 modules on leadership and conflict resolution, then 9 modules on project cycle management.
This module has 3 handouts and presenter notes as separate documents.
Sample Proposal: http://www.slideshare.net/Makewa/6-watsan-training-sample-proposal-09
Slides as a handout: http://www.slideshare.net/Makewa/6-me-handout
Presenter notes: http://www.slideshare.net/Makewa/6-module-6-presenter-notes
This document discusses Monitoring and Evaluation (M&E) systems. It defines monitoring as the systematic collection of data during a project to determine if the project is progressing toward its goals. There are different types of monitoring, including process, technical, assumption, financial, and impact monitoring. Evaluation assesses the overall performance of projects and programs. The document outlines 10 steps to design an M&E system, including defining the purpose and scope, identifying evaluation and monitoring questions, determining indicators and data sources, and assigning roles and responsibilities. It emphasizes the importance of integrating the system both horizontally and vertically within an organization.
The document discusses indicators and monitoring and evaluation. It provides definitions of indicators from various sources and describes them as quantitative or qualitative measurements that can track achievement, changes, and performance over time. It also discusses the importance of context in indicators and notes that the same indicator may not be applicable in different situations. The document emphasizes that gender-sensitive indicators are needed to identify and address gender gaps and inequalities in access to resources and opportunities. It outlines principles of participatory monitoring and evaluation that empower local stakeholders and support joint learning and corrective actions.
This document discusses the importance of monitoring and evaluation (M&E) for programs and projects. It defines monitoring as an ongoing process of collecting and analyzing data to track progress and make adjustments, while evaluation assesses relevance, effectiveness, impact and sustainability. The key aspects of building an M&E system are agreeing on outcomes to measure, selecting indicators, gathering baseline data, setting targets, monitoring implementation and results, reporting findings, and sustaining the system long-term. A strong M&E system provides evidence of achievements and challenges, enables learning and improvement, and helps ensure resources are allocated to effective programs.
Promoting a culture of monitoring and evaluation in educational institutions. How to develop a M&E system, and grounding M&E planning on the Logical Framework Approach, and using Logframe as reference for M&E.
The document discusses monitoring and evaluation in project management. It defines monitoring as systematically recording information to check if a project's activities and outputs are proceeding according to plan. The goals of monitoring are to ensure inputs and activities are implemented properly and targets are met. Evaluation is assessing the project's overall worth and impact by examining relevance, effectiveness, efficiency, sustainability, and impact. It compares pre-and post-intervention conditions. Monitoring provides continuous feedback for operations while evaluation informs major decisions and lessons for future projects. Both are important for project accountability, performance improvement and decision making.
The document discusses the nominal group technique (NGT) consensus development method. NGT is a structured group process that allows a group to generate ideas and prioritize solutions. It involves individuals privately generating ideas which are then shared anonymously and discussed before private voting to rank items. The document provides examples of NGT being used to evaluate aspects of healthcare education programs, such as modules and feedback. Benefits identified are that it prevents domination, ensures equal participation, increases productivity, and provides immediate prioritized results.
A series of modules on project cycle, planning and the logical framework, aimed at team leaders of international NGOs in developing countries.
Part 7 of 11.
There are two handouts to go with this module, Population Indicators, and a Logframe with blanks. http://www.slideshare.net/Makewa/population-indicators-handout and http://www.slideshare.net/Makewa/exercise-watsan-logframe-with-blanks
Self-Assessment of Organizational Capacity in Monitoring & EvaluationMEASURE Evaluation
Presentation that captures self-assessments of two teams of Ethiopian health officers (most of whom have M&E responsibilities): those from SNNP Regional Health Bureau and those from the Sidama Zonal Health Department.
Monitoring and Evaluation for development and governmental organizations.pdfGutaMengesha1
This document provides an overview of monitoring and evaluation for development and governmental organizations. It defines key terms and concepts related to monitoring and evaluation. Monitoring is defined as the continuous and systematic collection of data on specified indicators to track progress and performance. Evaluation is defined as the periodic assessment of a project, program, or policy to determine relevance, effectiveness, impact, and sustainability. The main difference between monitoring and evaluation is that monitoring is continuous, focuses on implementation and outputs, and helps management make adjustments, while evaluation is periodic, focuses on outcomes and results, and assesses the overall value of the intervention. The document outlines the goals, tools, and principles of both monitoring and evaluation.
The document discusses supervision and monitoring. It defines supervision as overseeing employee productivity and progress. Supervisors convey directives and ensure work is completed. Effective supervision requires skills like coaching, feedback, and performance management. A supervisory checklist is recommended to systematically focus on employee knowledge, skills, activities, and performance. Monitoring is defined as routinely measuring project progress. Key aspects of monitoring include defining objectives, developing indicators, collecting data, and analyzing performance. The document contrasts monitoring, which focuses on oversight and improving efficiency, with evaluation, which assesses effectiveness, impact, and lessons for future projects at the end of a project.
The document outlines the objectives, principles, content areas and task levels of the Division Monitoring and Evaluation framework. The key points are:
1. The objectives of the framework are to provide management information to improve education service delivery, implement projects and programs effectively, allocate resources appropriately, and assess organizational performance.
2. Principles of the framework include ensuring quality information, strengthening existing systems, achieving results efficiently, transparency, synergy between entities, and using M&E for continuous learning and accountability.
3. Content areas of focus for M&E in the division are delivery of education services, educational programs/projects, curriculum implementation, technical assistance, resources, and organizational effectiveness and support.
PPT with overall coverage of the project evaluation and all the topic of project evaluation and post project evaluation are covered in this ppt.It includes all the topic of project evaluation:-
=>which of the project should be evaluated?
=>cost&timing
=>social analysis
=>environmental analysis
=>progress report
=>final report
and many more topics are covered in this ppt for the brief description of project evaluation and some left out topics are numerical of project evaluation.
The document provides an overview of monitoring and evaluation methods for programs. It discusses key concepts like monitoring, evaluation, attributes of each, and who conducts them. The five phases of evaluation are outlined: planning, method selection, data collection and analysis, reporting, and implementing recommendations. Specific monitoring and evaluation tools are also described. The overall summary is:
Monitoring and evaluation follow a five phase process including planning, method selection, data collection and analysis, reporting, and implementing recommendations to improve programs. Key concepts like monitoring, evaluation, attributes of each, tools used, and who conducts them are outlined.
This document provides an overview of monitoring and evaluation concepts, processes, methods, and reporting. It defines key terms like monitoring, evaluation, logical framework, and indicators. It describes monitoring and evaluation cycles and steps in designing an M&E system including developing an M&E matrix. It discusses data collection methods, types of reports, and outlines for technical, popular, monitoring and evaluation reports. The goal is to develop a common understanding of monitoring and evaluation.
CAPM exam preparation developed for self learning.
Plz don't mind some logo and strikethrough.. they were meant to create fun for myself.
You may join the course from Udemy as I take and enjoy the class from there.
With discount it was only $11.
Mr.Joseph Phillips
https://www.udemy.com/share/101WE2AkcZd15VRn4=/
Project integration management involves coordinating all aspects of a project to achieve the project's goals. It includes processes to develop the project charter and project management plan, direct and manage project execution, monitor and control project work, perform integrated change control, and close out the project or phase. The project manager is responsible for integration and ensuring communication between team members and stakeholders. Integration is managed using seven key processes and involves identifying requirements, managing changes, and incorporating lessons learned to continuously improve the project.
The document outlines a business case for setting up a PMO (Project Management Office) to manage a portfolio of BI (Business Intelligence) projects being rolled out across 115 countries. The PMO will provide services like benefit management, resource management, financial management, governance, stakeholder management, and change management. It will use a functional model to categorize projects into programs by region or technology. The PMO will go through phases of planning, implementing, and managing the program. Key deliverables include governance plans, reports, charters, and roll-out plans. Performance will be measured based on metrics like ROI, resource utilization, and benefits alignment. The PMO team structure consists of a Program Manager, Senior Consultants, and
The document discusses managing consulting engagements through various phases including evaluation, commitment, engagement, closure, and maintenance. It describes key project management disciplines like general management, subject matter expertise, and project management. Various project management processes are also outlined, such as initiating, planning, executing, controlling, and closing. Finally, it discusses key project management responsibilities including integration, scope, quality, cost, time, risk, communication, organizational impact, human resources, and procurement.
This document provides a summary of Anupama M Ramamurthy's professional experience and qualifications. She has over 13 years of experience in project management, transition management, and IT infrastructure projects. Her most recent role was as a Project Manager at IBM India Pvt. Ltd. where she successfully delivered various IT infrastructure projects on time and on budget. Prior to this, she worked at Hewlett Packard as a Business Analyst, where she proposed solutions to improve processes and helped the company achieve ISO certification. She has a M.Sc. in Statistics and is an ITIL certified professional.
These notes were produced for APM's PQ assessment which I completed and passed in July, 2013. The assessment was based on APM BoK version 5. They are ideally printed at six to a page and then guillotined into pocket sized cards. Please contact me at nickbrook@theiet.org for the six to a page download.
This document discusses project integration management, which involves coordinating tasks, resources, stakeholders, changes and variables to ensure successful project completion. It outlines the key knowledge areas and processes in project integration management. These include developing a project charter and project management plan, directing and managing project work, monitoring and controlling project work, performing integrated change control, and closing the project. Project integration management is essential for coordinating all aspects of a project and achieving the project's objectives.
This document provides information about a PMP exam preparation course on project integration management. It discusses Season Training & Development Center, the instructor Ali Forouzesh, and various topics that will be covered in the course, including developing a project charter and project management plan, directing and managing project execution, monitoring and controlling project work, performing integrated change control, and closing a project or phase.
Project management essentials 3 day training programParamjit Arora
This is an essentials program on project management which I created and imparted to a captive audience in my organisation. The objective is to create an awareness of the essentials / fundamentals of project management within the organisation. Today organisations are increasingly using project management methodologies to conduct their tasks. Hopefully this ppt would help trainers in their endeavour. Thanks
Neetha Shyam Nichani has over 17 years of experience in IT project and service delivery management and resource management. She has a track record of growing business, improving profitability and customer satisfaction. Her skills include project management, application development, technology architecture integration, budgeting and costing, problem management and training. She is seeking a senior role utilizing her experience in healthcare, banking and e-commerce.
This material is intended to provide project leaders with a foundational understanding of leading practice project management processes, activities, tools, techniques, and deliverables as prescribed the Project Management Institute (PMI).
There are multiple project management methods that can be used to ensure a project’s specific objectives are delivered on time and on budget. To select the most effective project management strategy for your business, you need to know what each methodology involves and how they differ from one another.
Help my project is in trouble. I have put this together to give project managers a guideline on how to move your project back into a successful journey
Faheem Ahmed Shariff is a quality analyst and process analyst with nearly 6 years of experience implementing six sigma at various industries. He has extensive experience analyzing metrics, conducting root cause analysis, and implementing best practices. He is skilled at statistical analysis and using tools like control charts, Pareto analysis, and fishbone diagrams to identify issues, improve processes, and reduce defects. He is also experienced in process automation, documentation, auditing, and driving continuous improvement initiatives.
The document provides guidance on conducting a project audit. It outlines that a project audit should be done when a project is underperforming its goals. The objectives of an audit are to evaluate project management and governance. An audit will identify what is working well and what needs improvement to get a project back on track. The document then details each step of conducting an audit, including defining a charter, assessment plan, conducting the audit, presenting findings, and implementing approved changes. [/SUMMARY]
ViewShift: Hassle-free Dynamic Policy Enforcement for Every Data LakeWalaa Eldin Moustafa
Dynamic policy enforcement is becoming an increasingly important topic in today’s world where data privacy and compliance is a top priority for companies, individuals, and regulators alike. In these slides, we discuss how LinkedIn implements a powerful dynamic policy enforcement engine, called ViewShift, and integrates it within its data lake. We show the query engine architecture and how catalog implementations can automatically route table resolutions to compliance-enforcing SQL views. Such views have a set of very interesting properties: (1) They are auto-generated from declarative data annotations. (2) They respect user-level consent and preferences (3) They are context-aware, encoding a different set of transformations for different use cases (4) They are portable; while the SQL logic is only implemented in one SQL dialect, it is accessible in all engines.
#SQL #Views #Privacy #Compliance #DataLake
Global Situational Awareness of A.I. and where its headedvikram sood
You can see the future first in San Francisco.
Over the past year, the talk of the town has shifted from $10 billion compute clusters to $100 billion clusters to trillion-dollar clusters. Every six months another zero is added to the boardroom plans. Behind the scenes, there’s a fierce scramble to secure every power contract still available for the rest of the decade, every voltage transformer that can possibly be procured. American big business is gearing up to pour trillions of dollars into a long-unseen mobilization of American industrial might. By the end of the decade, American electricity production will have grown tens of percent; from the shale fields of Pennsylvania to the solar farms of Nevada, hundreds of millions of GPUs will hum.
The AGI race has begun. We are building machines that can think and reason. By 2025/26, these machines will outpace college graduates. By the end of the decade, they will be smarter than you or I; we will have superintelligence, in the true sense of the word. Along the way, national security forces not seen in half a century will be un-leashed, and before long, The Project will be on. If we’re lucky, we’ll be in an all-out race with the CCP; if we’re unlucky, an all-out war.
Everyone is now talking about AI, but few have the faintest glimmer of what is about to hit them. Nvidia analysts still think 2024 might be close to the peak. Mainstream pundits are stuck on the wilful blindness of “it’s just predicting the next word”. They see only hype and business-as-usual; at most they entertain another internet-scale technological change.
Before long, the world will wake up. But right now, there are perhaps a few hundred people, most of them in San Francisco and the AI labs, that have situational awareness. Through whatever peculiar forces of fate, I have found myself amongst them. A few years ago, these people were derided as crazy—but they trusted the trendlines, which allowed them to correctly predict the AI advances of the past few years. Whether these people are also right about the next few years remains to be seen. But these are very smart people—the smartest people I have ever met—and they are the ones building this technology. Perhaps they will be an odd footnote in history, or perhaps they will go down in history like Szilard and Oppenheimer and Teller. If they are seeing the future even close to correctly, we are in for a wild ride.
Let me tell you what we see.
Analysis insight about a Flyball dog competition team's performanceroli9797
Insight of my analysis about a Flyball dog competition team's last year performance. Find more: https://github.com/rolandnagy-ds/flyball_race_analysis/tree/main
Codeless Generative AI Pipelines
(GenAI with Milvus)
https://ml.dssconf.pl/user.html#!/lecture/DSSML24-041a/rate
Discover the potential of real-time streaming in the context of GenAI as we delve into the intricacies of Apache NiFi and its capabilities. Learn how this tool can significantly simplify the data engineering workflow for GenAI applications, allowing you to focus on the creative aspects rather than the technical complexities. I will guide you through practical examples and use cases, showing the impact of automation on prompt building. From data ingestion to transformation and delivery, witness how Apache NiFi streamlines the entire pipeline, ensuring a smooth and hassle-free experience.
Timothy Spann
https://www.youtube.com/@FLaNK-Stack
https://medium.com/@tspann
https://www.datainmotion.dev/
milvus, unstructured data, vector database, zilliz, cloud, vectors, python, deep learning, generative ai, genai, nifi, kafka, flink, streaming, iot, edge
Beyond the Basics of A/B Tests: Highly Innovative Experimentation Tactics You...Aggregage
This webinar will explore cutting-edge, less familiar but powerful experimentation methodologies which address well-known limitations of standard A/B Testing. Designed for data and product leaders, this session aims to inspire the embrace of innovative approaches and provide insights into the frontiers of experimentation!
06-04-2024 - NYC Tech Week - Discussion on Vector Databases, Unstructured Data and AI
Round table discussion of vector databases, unstructured data, ai, big data, real-time, robots and Milvus.
A lively discussion with NJ Gen AI Meetup Lead, Prasad and Procure.FYI's Co-Found
STATATHON: Unleashing the Power of Statistics in a 48-Hour Knowledge Extravag...sameer shah
"Join us for STATATHON, a dynamic 2-day event dedicated to exploring statistical knowledge and its real-world applications. From theory to practice, participants engage in intensive learning sessions, workshops, and challenges, fostering a deeper understanding of statistical methodologies and their significance in various fields."
The Building Blocks of QuestDB, a Time Series Databasejavier ramirez
Talk Delivered at Valencia Codes Meetup 2024-06.
Traditionally, databases have treated timestamps just as another data type. However, when performing real-time analytics, timestamps should be first class citizens and we need rich time semantics to get the most out of our data. We also need to deal with ever growing datasets while keeping performant, which is as fun as it sounds.
It is no wonder time-series databases are now more popular than ever before. Join me in this session to learn about the internal architecture and building blocks of QuestDB, an open source time-series database designed for speed. We will also review a history of some of the changes we have gone over the past two years to deal with late and unordered data, non-blocking writes, read-replicas, or faster batch ingestion.
9. Format (Monitoring and Evaluation Framework)
Result
Statement
Indicator
Definition of
Indicator
Data Source
Data Collection
Methodology
Frequency Responsibility Use
10. Format (Indicator Tracking Template)
Indicators Unit Total Target Baseline
Semi-Annual Annual
Target Achievement % variance Target Achievement % variance