Program management focuses on managing interdependent projects to achieve strategic objectives. It oversees the white space between projects and ensures benefit realization. An enterprise program management approach coordinates all programs and projects at the highest organizational level for governance and oversight. Establishing a program management capability involves deploying a methodology, training practitioners, conducting health checks, and improving practices over time with executive sponsorship.
This document provides an overview of Microsoft's Project 2007 Server with Project Web Access. It discusses the key components of the Enterprise Project Management system including Project Server 2007, Project Professional 2007, and Project Web Access. It also summarizes Jacobs' customization of the system with templates and views tailored for NASA projects. Project Web Access is highlighted as providing specialized views and reports to facilitate collaboration among project stakeholders.
This document describes Ball Aerospace's implementation of a Life Cycle and Gated Milestone (LCGM) process to improve program planning, execution, and control across its diverse portfolio. The LCGM provides a standardized yet flexible framework that maps out program activities and products across phases. It was developed through cross-functional collaboration and introduced gradually across programs while allowing flexibility. Initial results showed the LCGM supported improved planning and management while aligning with Ball Aerospace's entrepreneurial culture.
1) The document summarizes key functions, market drivers, and trends in project and portfolio management (PPM) applications.
2) It finds that visibility and accountability are the ultimate goals for PPM customers and that successful implementations require balancing investment in processes and automation.
3) The worldwide PPM market was estimated to be $728 million in 2005 and is expected to grow 8-14% annually through 2010, with ongoing merger and acquisition activity in the sector.
The document discusses integrating technical performance measures with earned value management. It argues that EVM data is only reliable if technical performance is objectively assessed using the right measures of progress. Standards like CMMI and IEEE 1220 provide guidance on using requirements, product metrics, and success criteria to evaluate technical progress. The document provides examples of how to calculate earned value by linking it to completion of drawings and meeting technical performance targets for weight and diameter. It recommends acquisition best practices like requiring technical performance measurement in proposals and verifying integration at contract award and reviews.
This document outlines three NASA development programs: the Program and Project Management Development Program (PPMD), the Project Leadership Program (PLP), and the Small Satellite Engineering Development Program (SSEDP). The PPMD prepares future program and project managers for leadership roles, the PLP and SSEDP develop project management and systems engineering competencies, and all three programs provide training, mentoring, and work assignments. Examples are given of participants from different NASA centers using their program to develop skills for roles in safety assurance, program integration, and engineering.
Calculate the variance for each activity and sum the critical path variances to calculate Z. Then use the standard normal distribution to find the probability of completing in less than 53 days.
Program management focuses on managing interdependent projects to achieve strategic objectives. It oversees the white space between projects and ensures benefit realization. An enterprise program management approach coordinates all programs and projects at the highest organizational level for governance and oversight. Establishing a program management capability involves deploying a methodology, training practitioners, conducting health checks, and improving practices over time with executive sponsorship.
This document provides an overview of Microsoft's Project 2007 Server with Project Web Access. It discusses the key components of the Enterprise Project Management system including Project Server 2007, Project Professional 2007, and Project Web Access. It also summarizes Jacobs' customization of the system with templates and views tailored for NASA projects. Project Web Access is highlighted as providing specialized views and reports to facilitate collaboration among project stakeholders.
This document describes Ball Aerospace's implementation of a Life Cycle and Gated Milestone (LCGM) process to improve program planning, execution, and control across its diverse portfolio. The LCGM provides a standardized yet flexible framework that maps out program activities and products across phases. It was developed through cross-functional collaboration and introduced gradually across programs while allowing flexibility. Initial results showed the LCGM supported improved planning and management while aligning with Ball Aerospace's entrepreneurial culture.
1) The document summarizes key functions, market drivers, and trends in project and portfolio management (PPM) applications.
2) It finds that visibility and accountability are the ultimate goals for PPM customers and that successful implementations require balancing investment in processes and automation.
3) The worldwide PPM market was estimated to be $728 million in 2005 and is expected to grow 8-14% annually through 2010, with ongoing merger and acquisition activity in the sector.
The document discusses integrating technical performance measures with earned value management. It argues that EVM data is only reliable if technical performance is objectively assessed using the right measures of progress. Standards like CMMI and IEEE 1220 provide guidance on using requirements, product metrics, and success criteria to evaluate technical progress. The document provides examples of how to calculate earned value by linking it to completion of drawings and meeting technical performance targets for weight and diameter. It recommends acquisition best practices like requiring technical performance measurement in proposals and verifying integration at contract award and reviews.
This document outlines three NASA development programs: the Program and Project Management Development Program (PPMD), the Project Leadership Program (PLP), and the Small Satellite Engineering Development Program (SSEDP). The PPMD prepares future program and project managers for leadership roles, the PLP and SSEDP develop project management and systems engineering competencies, and all three programs provide training, mentoring, and work assignments. Examples are given of participants from different NASA centers using their program to develop skills for roles in safety assurance, program integration, and engineering.
Calculate the variance for each activity and sum the critical path variances to calculate Z. Then use the standard normal distribution to find the probability of completing in less than 53 days.
EVM is a project management process that integrates scope, schedule, and cost to assess project performance and forecast outcomes. It allows objective measurement of progress against a performance measurement baseline (PMB) which includes a work breakdown structure, schedule, and time-phased budget. EVM helps identify variances so management can take corrective actions to mitigate risks and keep the project on track. NASA requires EVM for projects over $20 million to enhance the likelihood of success through active measurement and management.
KDP C is an important decision point for NASA projects where the agency decides whether to proceed to implementation and commits to a project's cost and schedule estimates. This panel discusses updated NASA processes to help ensure projects are on track for technical success within budget and schedule by KDP C. These include developing an integrated baseline, independent reviews, and documenting approvals and commitments in a decision memorandum to formalize support and establish external commitments. The integration of baseline development, independent checks, approval to proceed, and commitments is meant to help projects successfully complete implementation.
The document provides an overview of IBM's new Rational Project and Portfolio Management solution, which includes Rational Insight for Performance Management, Rational Focal Point for Project and Program Management, and Rational Focal Point for Project Portfolio Management. The solutions are optimized for software and systems delivery projects and are integrated with each other and other Rational products. The talk presents the concepts underlying the solutions and gives an overview of each component.
This document discusses the development and validation of an Earned Value Management (EVM) system at the Jet Propulsion Laboratory (JPL). It outlines the key components of developing the EVM system, including establishing the architecture, implementing the necessary tools and processes, and providing education and training. It also describes validating the system through progress assistance visits and a formal validation review. The document shares lessons learned around implementing an effective EVM system.
The document discusses how configuration management (CM) helps projects innovate and communicate. It compares project management and CM processes, and describes traditional CM versus CM II approaches. It also outlines two project management models - Kepner-Tregoe and Deming's Plan-Do-Check-Act cycle. CM expands on these models by managing both requirements definition and physical project tasks in synchronized cycles. The document argues that CM helps address common problems that cause project failures, such as poor communication, requirements, documentation, and change control. CM is positioned to support the entire project management process.
Dec 2012 Evening Talk - Managing Complex ProjectZulkefle Idris
The document provides an overview of managing complex projects. It discusses criteria for determining if a project is complex, areas that require scrutiny like program structure and governance. It also covers measures of success, potential pitfalls, and examples from managing a large IT transformation project. Specific topics covered include developing a project organization chart, establishing program governance, managing releases through tracking deliverables and dependencies, and overseeing vendors.
Lean Project Management is a proven method for improving project performance. It focuses on managing variability through planning, execution, and monitoring approaches like identifying essential inputs, aggressive task estimates, critical chain protection, and buffer management. Team support is critical for implementing Lean Project Management successfully.
The document outlines a chapter on project management from an operations management textbook. It includes an overview of topics like project planning, scheduling, controlling, work breakdown structures, critical path method (CPM), program evaluation and review technique (PERT), and using Microsoft Project for project management. The chapter aims to help students understand key project management concepts and techniques.
This document discusses integrated predictive performance management as a method for effective project management. It involves developing an integrated baseline for technical scope, schedule, and budget that serves as a shared plan. Performance is measured by comparing work completed to the baseline. This allows for predicting future performance and taking early actions to positively impact outcomes. Benefits include integrated performance measurement, a disciplined planning methodology, and improved visibility, accountability, and risk management. The key is for projects to own their baselines which are then status reported and maintained through a change control process.
Overall Project Review - Paper Furnish Optimization3Paul Bullock
This document outlines a Lean Six Sigma project to optimize the paper furnish handling and processing at a gypsum wallboard manufacturing plant in order to reduce paper costs, including defining key terms, mapping the current process, collecting baseline data on furnish attributes and paper quality, and analyzing current performance to identify potential root causes of variability. The project follows the DMAIC methodology and utilizes various Lean and Six Sigma tools to guide the improvement process.
This document discusses coordination challenges for developing complex aerospace systems across dispersed global teams. It outlines how traditional project management approaches are insufficient due to workforce thinning, varying work practices, and high subsystem interdependencies. The authors propose using collaborative visualization and simulation tools to model projects, forecast coordination needs, and integrate information architectures into practices. This improves situational awareness, reduces waste, and leads to more accurate schedules compared to traditional methods.
Design & Development Of A Schedule Management Plan PresentationChris Carson
This document summarizes the key components of a schedule management plan, which provides a methodical approach for developing a project schedule. It outlines sections for project description, team roles and responsibilities, software requirements, work products, schedule outline, work packages, and level of detail. The schedule management plan is created prior to schedule development to document assumptions and keep the process on track.
The document discusses establishing a performance measurement baseline (PMB) in a cost effective manner. It defines key Earned Value Management (EVM) concepts like the PMB, which is a time-phased budget plan used to measure contract performance. It emphasizes the importance of thorough upfront planning, including developing a work breakdown structure (WBS) and schedule to fully capture the work scope. Establishing the PMB is a three-step process of defining the work, scheduling it, and allocating budgets to control accounts and work packages.
This document outlines improvements made to NASA's independent program review process in fiscal year 2010. It discusses the reviews completed, including 8 program and 20 project reviews. Process improvements included quick look reports, increased coordination, readiness assessments, and streamlining of review documentation. The roles and responsibilities of review board members are covered, including ensuring member competency, currency, and independence. Coordination between review boards and NASA mission directorates and centers is also summarized.
NASA's IT infrastructure requires significant changes to improve security, enable collaboration across centers, and reduce costs. The key initiatives include consolidating networks, applications, and data centers; establishing governance and financial controls; and defining core IT services delivered by the CIO. This transformation will improve integration and security while achieving efficiencies to better support NASA's mission.
Upgrades and enhancement_packs_explained_mar_2008sissie1234
Upgrades and Enhancement Packs Explained provides information on SAP upgrade roadmaps and approaches. It discusses planning an upgrade project which includes discovery, evaluation, implementation, and go-live phases. Common upgrade approaches are also presented, such as technical upgrades which focus on technology, functional upgrades which implement new functionality, and strategic upgrades which enable business improvements. The document recommends creating an individualized upgrade roadmap and starting with a technical upgrade before deploying new functionality.
The NASA Ames Research Center has developed a scaled project management framework for IT projects under $500k based on NASA's NPR 7120.7. The framework includes Lite and Medium classifications to provide flexibility and structure for smaller projects. It establishes common project reviews, entrance and success criteria, and decision points for projects below the NPR 7120.7 threshold. The framework is designed to standardize project management practices while allowing tailoring to individual project needs.
Estimation and planning processes are critical for project success. Poor estimates can lead to cost overruns, schedule delays, and project failures. There are various estimation methods, each with advantages and limitations. Initial estimates are often too optimistic due to cognitive biases, pressure to win contracts, and lack of understanding of complexity and risk. Accurate and realistic estimates require a repeatable process using historical data and parametric modeling to avoid common challenges like underestimating requirements and resources.
This document discusses strategies for developing IT systems that people can and will use. It notes high failure rates of government IT projects and common pitfalls like unclear requirements, poor usability, and lack of focus on business processes. Success strategies include using a project methodology, managing risks, clearly defining outcomes, understanding the environment, involving customers, and communicating frequently. The key is focusing on the customer perspective and engaging people in the process.
Primavera _ Mike Sicilia _ Orace Primavera vision and road ahead.pdfInSync2011
This document provides an overview and roadmap for Oracle Primavera. It discusses Oracle Primavera's transformation into a complete enterprise project portfolio management platform. It highlights the benefits of an enterprise approach to project management, including economies of scale, standardization, transparency, and visibility. It also discusses how Oracle Primavera solutions support an enterprise approach through integration, consistency, and providing a global view of all projects.
Project management in pharmaceutical generic industry basics and standardsJayesh Khatri
Project management involves coordinating activities to meet objectives within constraints like time, cost and quality. It involves planning, tracking progress, and controlling a project. Key aspects include defining requirements, creating a schedule and assigning resources. Tools like Gantt charts help plan and monitor the project. Benefits-centered project management focuses on achieving business benefits in addition to project execution. Prioritization techniques like MoSCoW help determine requirement importance. Effective strategies include empowered decision making, clear roles, and collaboration across functions.
EVM is a project management process that integrates scope, schedule, and cost to assess project performance and forecast outcomes. It allows objective measurement of progress against a performance measurement baseline (PMB) which includes a work breakdown structure, schedule, and time-phased budget. EVM helps identify variances so management can take corrective actions to mitigate risks and keep the project on track. NASA requires EVM for projects over $20 million to enhance the likelihood of success through active measurement and management.
KDP C is an important decision point for NASA projects where the agency decides whether to proceed to implementation and commits to a project's cost and schedule estimates. This panel discusses updated NASA processes to help ensure projects are on track for technical success within budget and schedule by KDP C. These include developing an integrated baseline, independent reviews, and documenting approvals and commitments in a decision memorandum to formalize support and establish external commitments. The integration of baseline development, independent checks, approval to proceed, and commitments is meant to help projects successfully complete implementation.
The document provides an overview of IBM's new Rational Project and Portfolio Management solution, which includes Rational Insight for Performance Management, Rational Focal Point for Project and Program Management, and Rational Focal Point for Project Portfolio Management. The solutions are optimized for software and systems delivery projects and are integrated with each other and other Rational products. The talk presents the concepts underlying the solutions and gives an overview of each component.
This document discusses the development and validation of an Earned Value Management (EVM) system at the Jet Propulsion Laboratory (JPL). It outlines the key components of developing the EVM system, including establishing the architecture, implementing the necessary tools and processes, and providing education and training. It also describes validating the system through progress assistance visits and a formal validation review. The document shares lessons learned around implementing an effective EVM system.
The document discusses how configuration management (CM) helps projects innovate and communicate. It compares project management and CM processes, and describes traditional CM versus CM II approaches. It also outlines two project management models - Kepner-Tregoe and Deming's Plan-Do-Check-Act cycle. CM expands on these models by managing both requirements definition and physical project tasks in synchronized cycles. The document argues that CM helps address common problems that cause project failures, such as poor communication, requirements, documentation, and change control. CM is positioned to support the entire project management process.
Dec 2012 Evening Talk - Managing Complex ProjectZulkefle Idris
The document provides an overview of managing complex projects. It discusses criteria for determining if a project is complex, areas that require scrutiny like program structure and governance. It also covers measures of success, potential pitfalls, and examples from managing a large IT transformation project. Specific topics covered include developing a project organization chart, establishing program governance, managing releases through tracking deliverables and dependencies, and overseeing vendors.
Lean Project Management is a proven method for improving project performance. It focuses on managing variability through planning, execution, and monitoring approaches like identifying essential inputs, aggressive task estimates, critical chain protection, and buffer management. Team support is critical for implementing Lean Project Management successfully.
The document outlines a chapter on project management from an operations management textbook. It includes an overview of topics like project planning, scheduling, controlling, work breakdown structures, critical path method (CPM), program evaluation and review technique (PERT), and using Microsoft Project for project management. The chapter aims to help students understand key project management concepts and techniques.
This document discusses integrated predictive performance management as a method for effective project management. It involves developing an integrated baseline for technical scope, schedule, and budget that serves as a shared plan. Performance is measured by comparing work completed to the baseline. This allows for predicting future performance and taking early actions to positively impact outcomes. Benefits include integrated performance measurement, a disciplined planning methodology, and improved visibility, accountability, and risk management. The key is for projects to own their baselines which are then status reported and maintained through a change control process.
Overall Project Review - Paper Furnish Optimization3Paul Bullock
This document outlines a Lean Six Sigma project to optimize the paper furnish handling and processing at a gypsum wallboard manufacturing plant in order to reduce paper costs, including defining key terms, mapping the current process, collecting baseline data on furnish attributes and paper quality, and analyzing current performance to identify potential root causes of variability. The project follows the DMAIC methodology and utilizes various Lean and Six Sigma tools to guide the improvement process.
This document discusses coordination challenges for developing complex aerospace systems across dispersed global teams. It outlines how traditional project management approaches are insufficient due to workforce thinning, varying work practices, and high subsystem interdependencies. The authors propose using collaborative visualization and simulation tools to model projects, forecast coordination needs, and integrate information architectures into practices. This improves situational awareness, reduces waste, and leads to more accurate schedules compared to traditional methods.
Design & Development Of A Schedule Management Plan PresentationChris Carson
This document summarizes the key components of a schedule management plan, which provides a methodical approach for developing a project schedule. It outlines sections for project description, team roles and responsibilities, software requirements, work products, schedule outline, work packages, and level of detail. The schedule management plan is created prior to schedule development to document assumptions and keep the process on track.
The document discusses establishing a performance measurement baseline (PMB) in a cost effective manner. It defines key Earned Value Management (EVM) concepts like the PMB, which is a time-phased budget plan used to measure contract performance. It emphasizes the importance of thorough upfront planning, including developing a work breakdown structure (WBS) and schedule to fully capture the work scope. Establishing the PMB is a three-step process of defining the work, scheduling it, and allocating budgets to control accounts and work packages.
This document outlines improvements made to NASA's independent program review process in fiscal year 2010. It discusses the reviews completed, including 8 program and 20 project reviews. Process improvements included quick look reports, increased coordination, readiness assessments, and streamlining of review documentation. The roles and responsibilities of review board members are covered, including ensuring member competency, currency, and independence. Coordination between review boards and NASA mission directorates and centers is also summarized.
NASA's IT infrastructure requires significant changes to improve security, enable collaboration across centers, and reduce costs. The key initiatives include consolidating networks, applications, and data centers; establishing governance and financial controls; and defining core IT services delivered by the CIO. This transformation will improve integration and security while achieving efficiencies to better support NASA's mission.
Upgrades and enhancement_packs_explained_mar_2008sissie1234
Upgrades and Enhancement Packs Explained provides information on SAP upgrade roadmaps and approaches. It discusses planning an upgrade project which includes discovery, evaluation, implementation, and go-live phases. Common upgrade approaches are also presented, such as technical upgrades which focus on technology, functional upgrades which implement new functionality, and strategic upgrades which enable business improvements. The document recommends creating an individualized upgrade roadmap and starting with a technical upgrade before deploying new functionality.
The NASA Ames Research Center has developed a scaled project management framework for IT projects under $500k based on NASA's NPR 7120.7. The framework includes Lite and Medium classifications to provide flexibility and structure for smaller projects. It establishes common project reviews, entrance and success criteria, and decision points for projects below the NPR 7120.7 threshold. The framework is designed to standardize project management practices while allowing tailoring to individual project needs.
Estimation and planning processes are critical for project success. Poor estimates can lead to cost overruns, schedule delays, and project failures. There are various estimation methods, each with advantages and limitations. Initial estimates are often too optimistic due to cognitive biases, pressure to win contracts, and lack of understanding of complexity and risk. Accurate and realistic estimates require a repeatable process using historical data and parametric modeling to avoid common challenges like underestimating requirements and resources.
This document discusses strategies for developing IT systems that people can and will use. It notes high failure rates of government IT projects and common pitfalls like unclear requirements, poor usability, and lack of focus on business processes. Success strategies include using a project methodology, managing risks, clearly defining outcomes, understanding the environment, involving customers, and communicating frequently. The key is focusing on the customer perspective and engaging people in the process.
Primavera _ Mike Sicilia _ Orace Primavera vision and road ahead.pdfInSync2011
This document provides an overview and roadmap for Oracle Primavera. It discusses Oracle Primavera's transformation into a complete enterprise project portfolio management platform. It highlights the benefits of an enterprise approach to project management, including economies of scale, standardization, transparency, and visibility. It also discusses how Oracle Primavera solutions support an enterprise approach through integration, consistency, and providing a global view of all projects.
Project management in pharmaceutical generic industry basics and standardsJayesh Khatri
Project management involves coordinating activities to meet objectives within constraints like time, cost and quality. It involves planning, tracking progress, and controlling a project. Key aspects include defining requirements, creating a schedule and assigning resources. Tools like Gantt charts help plan and monitor the project. Benefits-centered project management focuses on achieving business benefits in addition to project execution. Prioritization techniques like MoSCoW help determine requirement importance. Effective strategies include empowered decision making, clear roles, and collaboration across functions.
This document discusses integrating Microsoft Project with SAP systems. It provides an overview of TPG, a company that offers integration products and services for Microsoft Project and SAP. TPG's PSLink product enables bidirectional synchronization between Project and various SAP modules like PS, CO, HR and CATS. The document outlines various integration scenarios covering areas like resources, structures, forecasts, networks and time postings. It also provides technical details on PSLink's architecture and configuration options.
This document discusses project and portfolio management solutions from HP. It highlights that 62% of IT projects fail or face challenges, while only 38% succeed. HP solutions can help empower transformation by managing the full lifecycle of projects, programs and applications, from assessment through governance and modernization. HP's solutions assess portfolio value, validate rationalization opportunities, consolidate demand, manage investments, and allow for resource planning to improve project success rates. Independent analysts have found HP's solutions provide an average 6.2% return on investment within the first year.
1) Ahmad Hammoud has experience as a Project Manager, Business Analyst, and System Architect using various project management and analysis methodologies.
2) His objective is to understand organizational structure, policies, and operations in order to recommend solutions that help organizations achieve their goals.
3) He has over 15 years of experience leading projects in various roles using tools like RUP, UML, MS Project, and more.
CRM 101: Session 7: Best Practices for Your CRM ImplementationSugarCRM
The document discusses best practices for implementing a CRM system. It recommends developing a project plan with milestones, selecting the appropriate CRM software, configuring the system to your needs, training employees, and continually reviewing processes. Critical success factors include having executive support, company-wide usage, and implementing important business processes in the CRM. The document also provides SugarCRM-specific tips such as avoiding too many administrators, using workflows efficiently, and optimizing layouts.
Affinion Group is implementing HP Project and Portfolio Management Center (PPM) across all of its business units to improve visibility and standardize processes. It has implemented PPM in phases, starting with one business unit. Phase I focused on demand management and centralized project prioritization and approval processes. Phase II will leverage the existing configuration and implement resource, project, and program management capabilities across all business units. This will improve project delivery, standardize processes, and provide increased visibility across the organization.
Affinion Group is implementing HP Project and Portfolio Management Center (PPM) across all of its business units to improve visibility and standardize processes. It is taking a phased approach, first implementing PPM in the Affinion Loyalty Group. Phase I focused on centralizing and standardizing proposal processes. Phase II will leverage the existing PPM configuration and implement project, program, and portfolio management capabilities across all business units. This will improve resource management, provide a single source of project information, and deliver self-service reporting capabilities.
This document discusses large scale vs small scale enterprise portfolio management. Large scale EPM involves global standardization, complex migrations, multi-level portfolios, application integrations, customization, and new technologies. Small scale EPM involves local standardization, simple migrations, single portfolios, no integrations or customization, and familiar technologies. The document outlines 12 key EPM process areas and describes how optimizing Project Server in an EPM environment involves considerations for configuration, integration with existing systems and processes, and deployment to the PMO and organization.
This document provides an overview of Microsoft's Project 2007 Server with Project Web Access. It discusses the key components of the Enterprise Project Management system including Project Server 2007, Project Professional 2007, and Project Web Access. It describes how Project Web Access provides customized views and reports for management, customers, and team members to collaborate and stay informed. It also summarizes Jacobs' customization investments in templates and modules tailored for NASA processes.
Project portfolio management comparison of microsoft epm and primavera p6 v...p6academy
The document provides a comparison of the Primavera P6 v7 and Microsoft Enterprise Project Management software for project portfolio management. It summarizes the author's experience using both tools at two pharmaceutical companies, Company A and Company B. The author found that P6 had faster performance when opening and closing projects, more robust scheduling features, and was less buggy than EPM. However, EPM could still perform basic scheduling. Overall, P6 was determined to be the stronger tool for project management based on its architecture, speed, and stability.
This document provides an overview of multi-generation project planning (MGPP). MGPPs allow organizations to plan related improvement projects over multiple generations or releases. They help manage scope, capture additional ideas, identify replication opportunities, and communicate how individual projects fit into the overall strategy. The benefits, elements, and an example of an MGPP to reduce Army medical mobilization lead times are described.
The document provides an update on the Flexible and Online program at a Change Champions meeting. It discusses the program's status and delivery, with 75% of projects completed including new tools and strategies. It also details changes to the Program Management Office structure and governance model to provide more centralized project delivery and oversight through a new director role. Upcoming projects discussed include the Approvals project and Revitalising Learning.
The document provides guidance on getting started with SugarCRM. It outlines the typical project plan phases of discovery, planning, execution, and closing. It also lists critical success factors for a SugarCRM implementation including technical decisions, strategic decisions, project team, configurations, programming, reporting, data migration, integrations, testing, training, and ongoing enhancements. The document then provides best practices for SugarCRM configurations, workflows, reports, data quality, optimizing homepages and layouts/searches, using web to lead forms, and more. It emphasizes planning, involving the team, configuring to specific needs, and regularly reviewing processes.
How to get more from your project server deploymentEPM Live
This document provides an overview of how EPMLive enhances a Project Server deployment. It discusses EPMLive's product suite, capabilities to manage all types of work, and implementation of a solution for a major telecom customer. Key enhancements mentioned include comprehensive cost and resource management, cross-project reporting, publishing tools, and pre-built workspace templates.
This document discusses best practices for managing earned value in project schedules. It begins by defining key earned value metrics like planned value, actual cost, and earned value. It then discusses how earned value measurements can be leveraged throughout a project to analyze metrics and assess cost risk. Challenges in analyzing earned value are also covered. The document concludes by outlining steps to use Microsoft Project to effectively track earned value, including loading resources, creating baselines, updating progress, and revising baselines when needed.
Visio can be used to both visualize complex project information from a top-down strategic perspective and a bottom-up technical perspective to improve project management. It can be used as a communication tool, to design custom project notations that can be analyzed in Microsoft Project, and to create visual reports to more effectively represent projects. Visio enables building work breakdown structures directly in the software and exporting them to Microsoft Project. It provides value to both individual departments and Project Management Offices (PMOs) as a tool to consolidate data from multiple sources and effectively report on company-wide projects.
Achieving Successful Alliances With Effective Project Management Office (PMO)...jshakeel
The document discusses how a project management office (PMO) can help achieve successful alliances by centralizing information, coordinating planning, and prioritizing objectives. It provides details on the speaker's professional background and expertise in road, rail, and project management. A number of presentation topics are listed that relate to analyzing when an alliance needs a PMO and examples of deliverables a PMO can provide.
لمشاهدة ملفات الفيديو
https://www.youtube.com/playlist?list=PL0CTRdzzWSMuvJ9nKHzyxGAYCapJMQ8_Y
للمتابعة في جروب المذاكرة
https://www.facebook.com/groups/PMP.SG/
PMO - Added value instead of administrationAndreas Splett
This slide show should point out the benefits of PMOs. Project Management Offices can provide basic administrative support, but this isn’t the real value of a
PMO.
Similar to Microsoft EPM and Team Foundation Server [TFS] (20)
Fintech - New World of Financial ServicesJaiveer Singh
FinTech firms are applying new business models and technologies to financial services like banking, lending, payments, and investments. They are democratizing access to services, cutting out middlemen, and improving customer experience through mobile apps. This is disruptive to traditional financial institutions. FinTech attracted $4 billion in investment to Asia in 2015, mostly in payments and lending startups. The author hopes this growth of FinTech innovation will continue to transform financial services for the better.
This document discusses Bitcoin, blockchains, and their applications. It begins with an introduction to Bitcoin as a digital peer-to-peer currency and outlines some key facts about Bitcoin units and transactions. Alternative cryptocurrencies and the building blocks that make blockchains secure are also examined. The document then explores the benefits of blockchain technology and examples of blockchain usage beyond cryptocurrency, such as for supply chain management and digital identity. It concludes by considering opportunities for further blockchain deployment.
Peer-to-peer payments services are improving how people pay each other by providing digital alternatives to traditional methods like cash, checks, and bank transfers. The global P2P payments market exceeds $1 trillion annually and mobile P2P payments are growing, replacing conventional ways of transferring funds. Popular uses of P2P payments include splitting bills, paying rent or tuition, reimbursing others, and sending gifts. While banks face risks if they don't adopt these services, P2P payments also present opportunities to engage more customers digitally and support financial inclusion. Major industry developments in India include the growth of mobile wallets, emerging payment banks, and P2P services from leaders like State Bank of India.
Bridging Financial Inclusion Gap ProfitablyJaiveer Singh
- Financial Inclusion matters for inclusive growth
- It matters to reduce growing income inequality in the world
- Micro-finance, Social Businesses & Commercial Firms all can serve markets at bottom of pyramid with reasonable profitability.
This document provides an overview of agile project management. It discusses the agile philosophy and principles, as well as several agile methodologies like Scrum, XP, and Kanban. It also covers topics like agile estimations, planning, monitoring progress, analysis and design, quality practices, and tools. The document aims to give the reader a comprehensive introduction to agile project management concepts and techniques.
We all know Fresh has more value in life. Do we apply same concept in Business? Knowing something about your customer transactions when he is doing transaction is more useful than getting a 20 pager profile / transactions analysis report a week later. Learn about complex events processing. Welcome to world of events processing....
Compilation of key concepts for Time Management and Project Scheduling & Project Mgmt
Learn more tips & techniques at www.pmpwisdom.blogspot.com
Register for a free webinar at
https://pmpwisdom.blogspot.com/p/webinar.html
The document discusses how social intelligence can help businesses connect with customers through social media. It explains that social networks are changing how businesses engage with customers. It also provides examples of how social analytics can help a bank understand customer needs, identify influencers, and engage customers across multiple online channels to improve marketing and build loyalty.
MS Word 2007 has many useful features for drafting, reviewing, and securing documents. It allows setting templates and themes, using quick parts and auto-hyphenation, adding line numbers, positioning images, and adding watermarks. The document map and reading panes help review documents. Comments can be added and tracked with user names. Documents can be saved in different formats, compared, combined, digitally signed, password protected, published, and used for mail merges. Word can also function as a basic blogging tool.
Outsourcing in TV broadcasting IndustryJaiveer Singh
Information about various broadcasting functions and which can be enabled by IT and outsourced optimize operations costs and to focus on key broadcasting business
Small Business Management An Entrepreneur’s Guidebook 8th edition by Byrd tes...ssuserf63bd7
Small Business Management An Entrepreneur’s Guidebook 8th edition by Byrd test bank.docx
https://qidiantiku.com/test-bank-for-small-business-management-an-entrepreneurs-guidebook-8th-edition-by-mary-jane-byrd.shtml
Colby Hobson: Residential Construction Leader Building a Solid Reputation Thr...dsnow9802
Colby Hobson stands out as a dynamic leader in the residential construction industry. With a solid reputation built on his exceptional communication and presentation skills, Colby has proven himself to be an excellent team player, fostering a collaborative and efficient work environment.
Originally presented at XP2024 Bolzano
While agile has entered the post-mainstream age, possibly losing its mojo along the way, the rise of remote working is dealing a more severe blow than its industrialization.
In this talk we'll have a look to the cumulative effect of the constraints of a remote working environment and of the common countermeasures.
Leading Change_ Unveiling the Power of Transformational Leadership Style.pdfEnterprise Wired
In this comprehensive guide, we delve into the essence of transformational leadership style, its core principles, key characteristics, and its transformative impact on organizational culture and outcomes.
Impact of Effective Performance Appraisal Systems on Employee Motivation and ...Dr. Nazrul Islam
Healthy economic development requires properly managing the banking industry of any
country. Along with state-owned banks, private banks play a critical role in the country's economy.
Managers in all types of banks now confront the same challenge: how to get the utmost output from
their employees. Therefore, Performance appraisal appears to be inevitable since it set the
standard for comparing actual performance to established objectives and recommending practical
solutions that help the organization achieve sustainable growth. Therefore, the purpose of this
research is to determine the effect of performance appraisal on employee motivation and retention.
A comprehensive-study-of-biparjoy-cyclone-disaster-management-in-gujarat-a-ca...Samirsinh Parmar
Disaster management;
Cyclone Disaster Management;;
Biparjoy Cyclone Case Study;
Meteorological Observations;
Best practices in Disaster Management;
Synchronization of Agencies;
GSDMA in Cyclone disaster Management;
History of Cyclone in Arabian ocean;
Intensity of Cyclone in Gujarat;
Cyclone preparedness;
Miscellaneous observations - Biparjoy cyclone;
Role of social Media in Disaster Management;
Unique features of Biparjoy cyclone;
Role of IMD in Biparjoy Prediction;
Lessons Learned; Disaster Preparedness; published paper;
Case study; for disaster management agencies; for guideline to manage cyclone disaster; cyclone management; cyclone risks; rescue and rehabilitation for cyclone; timely evacuation during cyclone; port closure; tourism closure etc.
From Concept to reality : Implementing Lean Managements DMAIC Methodology for...Rokibul Hasan
The Ready-Made Garments (RMG) industry in Bangladesh is a cornerstone of the economy, but increasing costs and stagnant productivity pose significant challenges to profitability. This study explores the implementation of Lean Management in the Sampling Section of RMG factories to enhance productivity. Drawing from a comprehensive literature review, theoretical framework, and action research methodology, the study identifies key areas for improvement and proposes solutions.
Through the DMAIC approach (Define, Measure, Analyze, Improve, Control), the research identifies low productivity as the primary problem in the Sampling Section, with a PPH (Productivity per head) of only 4.0. Using Lean Management techniques such as 5S, Standardized work, PDCA/Kaizen, KANBAN, and Quick Changeover, the study addresses issues such as pre and post Quick Changeover (QCO) time, improper line balancing, and sudden plan changes.
The research employs regression analysis to test hypotheses, revealing a significant correlation between reducing QCO time and increasing productivity. With a regression equation of Y = -0.000501X + 6.72 and an R-squared value of 0.98, the study demonstrates a strong relationship between the independent variables (QCO downtime and improper line balancing downtime) and the dependent variable (productivity per head).
The findings suggest that by implementing Lean Management practices and addressing key productivity inhibitors, RMG factories can achieve substantial improvements in efficiency and profitability. The study provides valuable insights for practitioners, policymakers, and researchers seeking to enhance productivity in the RMG industry and similar manufacturing sectors.
Designing and Sustaining Large-Scale Value-Centered Agile Ecosystems (powered...Alexey Krivitsky
Is Agile dead? It depends on what you mean by 'Agile'. If you mean that the organizations are not getting the promised benefits because they were focusing too much on the team-level agile "ways of working" instead of systemic global improvements -- then we are in agreement. It is a misunderstanding of Agility that led us down a dead-end. At Org Topologies, we see bright sparks -- the signs of the 'second wave of Agile' as we call it. The emphasis is shifting towards both in-team and inter-team collaboration. Away from false dichotomies. Both: team autonomy and shared broad product ownership are required to sustain true result-oriented organizational agility. Org Topologies is a package offering a visual language plus thinking tools required to communicate org development direction and can be used to help design and then sustain org change aiming at higher organizational archetypes.
Project Management Infographics . Power point projetSAMIBENREJEB1
Project Management Infographics ces modèle power Point peut vous aider a traiter votre projet initiative pour le gestion de projet. Essayer dès maintenant savoir plus c'est quoi le diagramme gant et perte, la durée de vie d'un projet , ainsi que les intervenants d'un projet et le cycle de projet . Alors la question c'est comment gérer son projet efficacement ? Le meilleur planning et l'intelligence sont les fondamentaux de projet
2. Managing Complex Projects and Applications
Business Need – Project Governance
Project Management Process Maturity
Enterprise Project Management (EPM) Solution
EPM Dashboards
EPM Deployment Architecture
Application Life Cycle Management Product
EPM & ALM Integrated Solution
2
3. Project Governance to meet business objectives
Primary focus of Project Governance is
Elimination of project failures
Prime Goals of PMO Group are
“Doing the right projects”
“Doing the projects right” – every time
3
4. Project Health Visibility at all levels - data drill down capability
Global
CEO
Regional Regional
Head 1 Head 2
BU Head BU Head BU Head BU Head
1 2 1 2
PM 1 PM2 PM 1 PM2 PM 1 PM2 PM 1 PM2
Project 1 Project 2 Project 1 Project 2 Project 1 Project 2
EPM also provides granular level project status tracking for project sponsors - CIO & CEO
4
5. Project Health Assessment - Key Questions
Project Progress against
approved budget and
timelines
Note: Use Gantt Chart, CPM and EVA Techniques to better manage projects
5
8. Microsoft EPM – Product Features
Single platform for all stakeholders to collaborate on project tasks & reports
Mange all project initiatives, proposals, projects, programs & portfolios
Maintain master resource repository and manage resource sharing
Track resource availability & utilization across projects & programs
Manage all project issues, risks, documents, checklists & forms centrally
Project, Program & Portfolio level reporting & dashboards
Real time project performance visibility against project baselines and forecasts
Compliance to organization project mgmt processes
Global Projects
collaboration
8
17. MS EPM Solution – Deployment
PM
Team
Integration with Team
Foundation Server (TFS) to
sync up work items
17
18. Complete IT Projects Health Mgmt Solution: PPM integrated with ALM
Director on the SharePoint Product Management team at Microsoft
Executives and other business stakeholders need objective, actionable data to maximize
the business value of their organization's application portfolio.
With the combined power of Project and Portfolio Management (PPM) and Application
Lifecycle Management (ALM) frameworks, stakeholders and decision-makers gain a
comprehensive and up-to-date view of application costs and benefits, enabling them to
manage the organization's application portfolio like a business—for the benefit of the
business.
18
19. Team Foundation Server - ALM
Microsoft Team Foundation Server
Team Foundation Server (TFS) from Microsoft is an integrated solution for collaboration between
different disciplines within software development.
20. MS TFS and EPM Functions Map
Project & Portfolio Management Application Lifecycle Mgmt
Resource Mgmt Timesheet Mgmt Code Version Control
Schedule Mgmt Issues Mgmt Team Builds
Project Reporting Risks Mgmt Configuration Mgmt
Financial Mgmt Workflows & Forms Test cases
Program Mgmt Demand Mgmt Testing Results
Portfolio Selection Portfolio Reporting Quality Reporting
Team Work Spaces Project Documents Work Items
21. Summary
Organizations running application projects with large dispersed
global teams should implement MS EPM Product along with MS
TFS product to plan, monitor projects along with application life
cycle management product (MS TFS).
With such a integrated solution each task and deliverable on
project can be managed well with ability to provide reports on all
aspects of project execution.
22. Content Created By:
A practitioner of Analytics, Information Modelling,
Enterprise ProjectProgram Portfolio Management,
Operational Productivity & Execution Management.
He has also setup PMO groups, PM Forums and led
enterprise project management products
implementation initiatives at global scale for MNCs.
He also writes articles/ blogs on project Jaiveer Singh, PMP
management, business intelligence,
social analytics and conducts workshops
on productivity & planning related @ singhjaiveer
software products like MS Excel, MS
Project, Axure RP, Mind Map etc for the
management community. http://www.slideshare.net/Jaiveer
www.singhjaiveer.blogspot.com
www.project-management-practice.blogspot.com
Editor's Notes
Project management became recognized as a distinct discipline arising from the management discipline with engineering model.[Henry Gantt, called the father of planning and control techniques,[9] who is famous for his use of the Gantt chart as a project management tool; The "Critical Path Method" (CPM) was developed as a joint venture between DuPont Corporation and Remington Rand Corporation for managing plant maintenance projects and the "Program Evaluation and Review Technique" or PERT, was developed by Booz Allen Hamilton
EV-Budgeted Cost for Work Performed (BCWP). CPI= BCWP/ ACWP, SPI= BCWP/BCWS
Director on the SharePoint Product Management team at Microsoft, Application Lifecycle Management is the coordination of all aspects of software engineering—including the formulation and communication of business and technical requirements, code design and architecture, project tracking, change management, coding, testing, debugging, and release management—by using tools that facilitate and track collaboration among and within work teams.
TFS provides a handful of services that can be used for integration with other applications like IDEs and Project Management Systems. Team Foundation Server 2010 is the replacement for Visual SourceSafe.