The document discusses the Project Management Body of Knowledge (PMBOK) Guide, which identifies generally recognized good practices for project management. It has gone through several editions, with changes including additional processes, knowledge areas, and incorporating agile concepts. The sixth edition features revisions to the first three sections and changes to process names and knowledge areas. It aims to harmonize terminology with other standards and better address adaptive project environments.
The concepts and processes on how to perform project quality management according to PMBOK Guide 6th edition. You'll find key concepts and terms, plan quality management, manage quality, and control quality.
The concepts and processes on how to perform project quality management according to PMBOK Guide 6th edition. You'll find key concepts and terms, plan quality management, manage quality, and control quality.
PMBOK(R) sixth edition data flow diagrams r2Kose Jumnichi
PMBOK(R) guide Processes Flow 6th edition DataFlow diagrams by english,
it completely contains all of the PMBOK6 process on one page.
Its will be printable A3 * 3*3 Page
For Details : https://www.mudassiriqbal.net/planning-process-group/
The Planning process group from Project Management Process Groups provides a detailed project plan to deliver the project objectives successfully. Planning is a key to success and therefore PMI, focusses on it more than any other Project Management Process Group.
- What is project scope?
- why scope management is important?
- what are the processes of scope management?
- what is Scope Baseline?
- how to create WBS?
Project Mangement - overview of the Integration management knowledge area within project management. Describes the 7 processes within integration management and the process groups impacted.
Blog: https://agile-mercurial.com
YouTube: https://www.youtube.com/channel/UCPM82of2YuqIR1SgLGHa1eg
Twitter: https://twitter.com/agile_mercurial
Tumblr: https://agilemercurial.tumblr.com/
14. Developing Custom Processes For IT ProjectsBhuWan Khadka
Chapter 14 of ICT Project Management based on IOE Engineering syllabus. This chapter tell us about developing IT project management methodology, moving forward with customized management processes, code of ethics, future trends etc. Provided By Project Management Sir of KU.
ESOFT Metro Campus - Diploma in Software Engineering - (Module VII) Introduction to Project Management
(Template - Virtusa Corporate)
Contents:
What is a Project?
History of the Project Management
Attributes of a Project
What is Project Management?
Why Project Management Important?
The Triple Constraints of a Project
Project Stakeholders
Performing Organizational Structures
Project Management Life Cycle
Project Management Processes
Nine Knowledge Areas
Integration Management
Scope Management
Time Management
Cost Management
Quality Management
Human Resource Management
Communication Management
Risk Management
Procurement Management
PMBOK(R) sixth edition data flow diagrams r2Kose Jumnichi
PMBOK(R) guide Processes Flow 6th edition DataFlow diagrams by english,
it completely contains all of the PMBOK6 process on one page.
Its will be printable A3 * 3*3 Page
For Details : https://www.mudassiriqbal.net/planning-process-group/
The Planning process group from Project Management Process Groups provides a detailed project plan to deliver the project objectives successfully. Planning is a key to success and therefore PMI, focusses on it more than any other Project Management Process Group.
- What is project scope?
- why scope management is important?
- what are the processes of scope management?
- what is Scope Baseline?
- how to create WBS?
Project Mangement - overview of the Integration management knowledge area within project management. Describes the 7 processes within integration management and the process groups impacted.
Blog: https://agile-mercurial.com
YouTube: https://www.youtube.com/channel/UCPM82of2YuqIR1SgLGHa1eg
Twitter: https://twitter.com/agile_mercurial
Tumblr: https://agilemercurial.tumblr.com/
14. Developing Custom Processes For IT ProjectsBhuWan Khadka
Chapter 14 of ICT Project Management based on IOE Engineering syllabus. This chapter tell us about developing IT project management methodology, moving forward with customized management processes, code of ethics, future trends etc. Provided By Project Management Sir of KU.
ESOFT Metro Campus - Diploma in Software Engineering - (Module VII) Introduction to Project Management
(Template - Virtusa Corporate)
Contents:
What is a Project?
History of the Project Management
Attributes of a Project
What is Project Management?
Why Project Management Important?
The Triple Constraints of a Project
Project Stakeholders
Performing Organizational Structures
Project Management Life Cycle
Project Management Processes
Nine Knowledge Areas
Integration Management
Scope Management
Time Management
Cost Management
Quality Management
Human Resource Management
Communication Management
Risk Management
Procurement Management
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.
The concepts and processes on how to perform project scope management according to PMBOK Guide 6th edition. You'll find key concepts and terms, plan scope management, collect requirements, define scope, create WBS, validate scope, and control scope.
Integration management is a collection of processes required to ensure that the various elements of the projects are properly coordinated. It involves making trade-offs among competing objectives and alternatives to meet or exceed stakeholder needs and expectations.
This presentation:
1. Introduces the concept and need of software project management.
2. Discusses the crucial role of project manager in the success and failure of a project.
3. Lays down the foundation for further training in project management area.
Project / Program / Portfolio Management and Processes GroupsAhmed Alageed
What are the differences between project, program, and portfolio management?
how the organization structure can affect projects?
what are the project management processes groups?
Beyond Automation: Extracting Actionable Intelligence from Clinical TrialsMontrium
To meet the challenge we must break down organizational and procedural silos by:
- Leveraging new technologies and work methods
- Map out, re-engineer, automate and integrate processes
- Leverage and establish procedural and data standards
- Integrate computerized systems and data sources
- Identify clear and measurable metrics and KPIs
- Align and integrate the quality system with automated processes
This document is part of a series that explain the newly released PMBOK 5th edition. These documents provide simple explanation and summary of the book. However they do not replace the necessity of reading the book.(The 10 Knowledge Areas & ITTOs)
Innovation is a key element for companies in providing growth and for increasing results. Innovation means a new way of doing business; it may refer to incremental, radical and/or revolutionary changes in extracting value for a business through a fundamental change in approach to a market, a technology, or a process. A company that overlooks new and better ways of doing business will eventually lose customers to another competitor that has found a better way.
However innovations as any other aspect of a business require an investment and investment is about the future. Sometimes you invest in a future that plays by the same rules as today. Other investment is about a new future that plays by new rules. If you make investment decisions on an extrapolated new future based on the today’s rules then you can make costly mistakes.
Investment decisions can require complex analyses. To make them easier, managers often use tools to help with the financial analysis. The problem with these tools is that they often value innovation and non innovation in the same terms. They encourage managers to make unfair demands on returns on investment for internal innovation projects.
We believe that creativity is a process not an accident (“chance prefers the prepared mind”), although it’s often tempting to believe that individuals are creative or non-creative. Creative people also love to play around with the ideas that they collect. For them everything is connected – part of an overall pattern. Old ideas are moved around, combined, squeezed, and stretched to make new ideas.
Innovation within businesses is achieved in many ways. One way involves the use of creativity techniques. These are methods that encourage original thoughts and divergent thinking (e. g. brainstorming, morphological analysis, TRIZ). New ideas that have been generated by the use of creativity techniques have to be structured and evaluated. In order to complete the innovation process the selected promising ideas have to be deployed into practice.
For this reason we have developed a structured methodology that supports the ongoing evaluation of innovations throughout the prioritization, piloting, and deployment lifecycle We make use of process performance analyses as an input to three levels of statistical thinking that support the innovation process from identified needs to pilot results.
The first step is collect together old ideas – as well as existing facts. You need to know as much about the world in general and get a solid, deep working knowledge of the business situation that underlies the need for a new idea. This may seem daunting or unnecessary, but facts are the raw material for innovation. And because of changes to markets, competition, regulation, and technologies, “old ideas” previously dismissed may, perhaps after further adaptation, take on renewed promise.
It is important to approach innovation and its evaluation through a broad appreciation for causality: al
How to Make a Field invisible in Odoo 17Celine George
It is possible to hide or invisible some fields in odoo. Commonly using “invisible” attribute in the field definition to invisible the fields. This slide will show how to make a field invisible in odoo 17.
Model Attribute Check Company Auto PropertyCeline George
In Odoo, the multi-company feature allows you to manage multiple companies within a single Odoo database instance. Each company can have its own configurations while still sharing common resources such as products, customers, and suppliers.
Executive Directors Chat Leveraging AI for Diversity, Equity, and InclusionTechSoup
Let’s explore the intersection of technology and equity in the final session of our DEI series. Discover how AI tools, like ChatGPT, can be used to support and enhance your nonprofit's DEI initiatives. Participants will gain insights into practical AI applications and get tips for leveraging technology to advance their DEI goals.
Safalta Digital marketing institute in Noida, provide complete applications that encompass a huge range of virtual advertising and marketing additives, which includes search engine optimization, virtual communication advertising, pay-per-click on marketing, content material advertising, internet analytics, and greater. These university courses are designed for students who possess a comprehensive understanding of virtual marketing strategies and attributes.Safalta Digital Marketing Institute in Noida is a first choice for young individuals or students who are looking to start their careers in the field of digital advertising. The institute gives specialized courses designed and certification.
for beginners, providing thorough training in areas such as SEO, digital communication marketing, and PPC training in Noida. After finishing the program, students receive the certifications recognised by top different universitie, setting a strong foundation for a successful career in digital marketing.
Acetabularia Information For Class 9 .docxvaibhavrinwa19
Acetabularia acetabulum is a single-celled green alga that in its vegetative state is morphologically differentiated into a basal rhizoid and an axially elongated stalk, which bears whorls of branching hairs. The single diploid nucleus resides in the rhizoid.
This slide is special for master students (MIBS & MIFB) in UUM. Also useful for readers who are interested in the topic of contemporary Islamic banking.
Introduction to AI for Nonprofits with Tapp NetworkTechSoup
Dive into the world of AI! Experts Jon Hill and Tareq Monaur will guide you through AI's role in enhancing nonprofit websites and basic marketing strategies, making it easy to understand and apply.
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
5. • Identifies a subset of project management that is generally
recognized as good practice
• Different from a methodology but a foundation upon which
methodology, policies, procedures, rules, tools and techniques,
and life cycle phases can be built
• Based on the Standard for Project Management (similar to
Standards for Portfolio and Program Management)
Purpose of The PMBOK® Guide
6. • Initially distributed in 1996
• Five (5) process groups (Initiating, Planning, Estimating, Controlling and Closing)
• Nine (9) knowledge areas
• Thirty-seven (37) processes
• Revised about every four years
• Third Edition (2004) – changed to Monitoring and Controlling
• Fourth Edition (2008) – 42 processes
• Fifth Edition (2013) – 47 processes
• First time a new knowledge area has been added
• Sixth Edition (2017) – 49 processes
• Incorporates Agile and Business Analysis concepts
• Harmonization of terminology with other standards
History of The PMBOK® Guide
7. Overall Changes to the Sixth Edition
• First three sections completely revised
• Section 1 – Project approaches
• Section 3 – Role of project manager
• Knowledge area name changes
• Project Time Management is now Project Schedule Management
• Project Human Resource Management is now Project Resource Management
• New Processes
• Manage Project Knowledge
• Implement Risk Responses
• Control Resources
• Deleted Process
• Close Procurement
• Minor change
• Estimate Activity Resources moved to Project Resource Management
8. • Overview and purpose of the guide
• Foundational elements
• Relationship of project, program, portfolio and operations management
• Importance of project management
• Project and development life cycles
• Predictive
• Iterative
• Incremental
• Adaptive
• Hybrid
• Components of the guide
• Tailoring for usage in organizations
• Project Management Business Documents
• Project Business Case
• Project Benefits Management Plan
• Project Charter and Project Management Plan
• Project Success Measures
Chapter 1 - Introduction
9. • Enterprise Environmental Factors
• Internal to the organization
• External to the organization
• Organizational Process Assets
• Processes, policies and procedures
• Organizational knowledge repositories
• Organizational systems
• Organizational governance frameworks
• Alignment, Risk, Performance, Communication
• Management elements
• Organizational structure types
• Organic, Functional, Multidivisional, Matrix,
Project-oriented, Virtual, Hybrid, PMO
Chapter 2 – Environment in Which Projects
Operate
10. • Definition of a Project Manager
• Project Manager’s sphere of influence
• Project
• Organization
• Industry
• Professional discipline
• Across disciplines
• Project Manager Competences
• Technical
• Strategic and business management
• Leadership
• Comparison of leadership and management
• Performing Integration
• Performing at process level
• Integration at cognitive level
• Integration at context level
• Integration and complexity
Chapter 3 – Role of the Project Manager
11. • Introduction
• Projects and Project Management
• Project Success and Benefits Management
• Project Life Cycle
• Project Stakeholders
• Role of Project Manager
• Project Management Knowledge Areas
• Project Management Process Groups
• EEFs and OPAs
• Tailoring the Project Artifacts
• Each process group includes:
• Processes
• Project management plan components
• Project documents examples
• Project management plan/documents updates
Part 2 – The Standard for Project
Management
12. • Usage described in Appendix X3 for agile, adaptive, iterative
and hybrid approaches
• Each knowledge area includes a subsection called
Considerations for Adaptive Environments
Incorporation of Agile
13. PMBOK 5th Edition PMBOK 6th Edition
Perform Quality Assurance Manage Quality
Plan Human Resource Management Plan Resource Management
Acquire Project Team Acquire Resources
Develop Project Team Develop Team
Manage Project Team Manage Team
Control Communications Monitor Communications
Control Risks Monitor Risks
Plan Stakeholder Management Plan Stakeholder Engagement
Control Stakeholder Engagement Monitor Stakeholder Engagement
Process Name Changes
14. • Key concepts
• Trends and emerging practices
• Tailoring considerations
Knowledge Area Information
15. • Each process is identified as:
• Process used once or at predefined points in the project
• Process that is done periodically as needed
• Process that is done continually throughout the project
• Explained further in Section 1.2.4.4
Process Categories
16. • Grouped by purpose
• Data gathering
• Data analysis
• Decision making
• Communication
• Interpersonal and team skills
• Identified in Appendix X6 by group, where appropriate, and lists the
processes where they are used
Tools and Techniques
17. • Entire project management plan listed rather than individual
components
• Individual component listed where created
• Input specifics identified in textual description
• Other project documents
• Individual document identified in process where created
• Subsequent processes refer to the inclusive name, project documents
Project Documents
18. • New process – Manage Project Knowledge
• Output – Lessons learned register
• Input to many processes
• Updated as output in many Executing and Monitoring and Controlling processes
• At project end, transferred to become an OPA
• Referred to as a lessons learned repository
Lessons Learned
19. • Key concepts
• Trends and emerging practices
• Tailoring considerations
• Considerations for agile/adaptive environments
Knowledge Area Front Material
20. • New process
• Manage Project Knowledge
• New inputs
• Business Case
• Projects Benefits Management Plan
• New tools
• Data analysis
• Data gathering
• Decision making
• Interpersonal and team skills
• Knowledge management
• Information management
• New outputs
• Assumption log
• Lessons learned register
• Procurement documentation
Project Integration Management
21. • New inputs
• Business documents
• New tools
• Data analysis
• Data gathering
• Interpersonal and team skills
• New outputs
• None
Project Scope Management
22. • Process moved
• Estimate Activity Resources (moved to Resource Management)
• New inputs
• None
• New tools
• Bottom-up estimating
• Critical path method
• Data analysis
• Agile release planning
• New outputs
• None
Project Schedule Management
23. • New inputs
• Business documents
• New tools
• Data analysis
• Decision making
• Financing
• New outputs
• None
Project Cost Management
24. • New inputs
• Project charter
• New tools
• Data analysis
• Data gathering
• Decision making
• Design for X
• Problem solving
• Quality improvement methods
• Test and inspection planning
• Testing/Product evaluations
• New outputs
• Quality reports
• Test and evaluation documents
Project Quality Management
25. Project Resource Management
(name change)
• New process
• Estimate Activity Resources (moved from Time)
• Control Resources
• New inputs
• None
• New tools
• Data analysis
• Colocation/Virtual teams
• Communication technology
• Individual and team assessment
• Problem solving
• New outputs
• Team charter
26. Project Communication Management
(name change)
• Name changes
• Communications is technology; communication is human
• New inputs
• None
• New tools
• Data analysis
• Interpersonal and team skills
• Communication technology
• New outputs
• None
27. Project Risk Management
• New process
• Implement Risk Responses
• Process name change
• Control Risks to Monitor Risks
• New inputs
• None
• New tools
• Data analysis
• Data gathering
• Prompt list (risk categories)
• PESTLE, TECOP, VUCA
• Representations of uncertainty
• Resource allocation
• New outputs
• Risk report
28. Project Procurement Management
• Deleted process
• Close Procurements
• New inputs
• Business documents
• New tools
• Data analysis
• Data gathering
• Source selection analysis
• New outputs
• Procurement strategy
• Bid documents
• Independent cost estimates
• Closed procurements
• Procurement documentation updates
29. Project Stakeholder Management
• Name changes
• Plan Stakeholder Management to Plan Stakeholder Engagement
• Control Stakeholder Engagement to Monitor Stakeholder Engagement
• New inputs
• Business documents
• New tools
• Data analysis
• Data gathering
• Inspection
• Interpersonal and team skills
• Ground rules
• New outputs
• None
30. Changes to the Certification Exams
• PMP® and PMI-ACP® exams will change beginning March 26, 2018
• CAPM® exams will change end of May, 2018
Should you push to complete before this date or wait?
31. Watch the Live Demonstration
Watch the recorded webinar here!
We manage learning.
“Building an Innovative Learning Organization. A Framework to Build a Smarter Workforce, Adapt to Change, and Drive Growth”. Download now!
32. NetCom Learning offers a comprehensive portfolio for Business Process training and
below is the course for PMP training
» Project Management Professional (PMP)® - Class scheduled on Feb 26
Recommended Course:
http://www.netcomlearning.com
33. Our live webinars will help you to touch base a wide variety of IT, soft skills and
business productivity topics; and keep you up to date on the latest IT industry trends.
Register now for our upcoming webinars:
How to build a solid IT foundation with NEW CompTIA Network+ Certification
Microsoft Excel 101: What you must know
5 Things You Should Know About Big Data
The 7 Unknown (And Awesome) Tips for AutoCAD Users
Orchestrating DevOps with Azure Services for CMS application
We manage learning.
“Building an Innovative Learning Organization. A Framework to Build a Smarter Workforce, Adapt to Change, and Drive Growth”. Download now!
34. Special Promotion
Trial Version & 10% First Time User discount on Soft Skills
E-Learning Courses
(Limited Period Offer, Register NOW)
Log onto www.sarderlearning.com
Coupon Code: SARDER10
35. 3500+ BYTE SIZE
VIDEOS
200+
MENTORS
100+ COURSES
Leadership focused programs across
Functions, Management levels, &
Industries
Business Productivity programs enabling
professionals master the latest concepts
Soft skills programs ensuring the basics
of management success
Best selling books focused programs
covering all aspects of professional &
personal lives
Premium programs such as Board-Series
www.sarderlearning.com
Course Categories
Anywhere Anytime Learning across
Devices & Operating Systems
36. Media Platform with a blend of Charlie
Rose & TED
Headquartered in New York, the platform
publishes Exclusive High Quality Video
Content from Fortune 1000 Corporate
Leaders, Best Selling Authors & Ivy League
Professors
With a purpose to "Promote Learning", the
Platform is based on the Core values of
Continuous Learning, Innovation &
Performance.
Get the latest insights on Management,
Strategy, Marketing, Sales, Innovation and
Entrepreneurship.
www.sardertv.com
To get the latest insights on the Business World
37. To get latest technology updates, please follow our social media pages!
We manage learning.
“Building an Innovative Learning Organization. A Framework to Build a Smarter Workforce, Adapt to Change, and Drive Growth”. Download now!
38. We manage learning.
“Building an Innovative Learning Organization. A Framework to Build a Smarter Workforce, Adapt to Change, and Drive Growth”. Download now!
Further, if your interested in “Learning from the Top American Leaders”, please logon to the e-learning platform - www.sarderlearning.com. Avail the special promotion meant for FIRST TIME USERS. Use your coupon code – SARDER10 and begin your leadership journey. Now!!
Sarder Learning is a micro-learning knowledge platform that brings the world’s best Fortune 500 companies CXOs, Ivy League professors and best selling authors together to share industry –wide best practices related to leadership & management. Sarder Learning under 13 different categories has a rapidly growing course library relevant across multiple domains with well defined specific learning paths and scenario –based learning. An intuitive and responsive learning management system environment makes it easy to track one’s learning journey take courses at convinence
To get your dose of Latest Business Insights FROM Corporate America, logonto Sardertv.com. Don’t forget to register for our newsletter.