Different projects require difgferent approaches. It's not a matter of which is better - traditional Waterfall or the newer agile approach -- it's a matter of what type of project your doing,. This NTEN presentation discusses both approaches and advises on when each one might work, as well as discussing what software will help.
Work breakdown structure in project management ppt by kiran jIIT delhi
Presentation talks about WBS used in the Project Management, what is WBS? Why is it important? How construction and manufacturing firms utilizing WBS to create value delivery. WBS is an important step in Project Management and it is critical to understand it's concepts.
Migrating from Instantis 8.0 to EnterpriseTrack 8.7 - A Customer Storyp6academy
Referenced: www.p6academy.com
Source: http://coll15.mapyourshow.com
BBCN recently completed a migration from Instantis 8.0 to EnterpriseTrack 8.7. This session steps through the process from the initial decision to upgrade to the planning, configuration and ultimate roll out. We will discuss the factors behind the decision to upgrade to Instantis EnterpriseTrack 8.7 and, once selected, the features and settings to implement. We'll outline the process used to perform the migration and provide lessons learned that can save you time and eliminate frustration.
Primavera- Increasing Utilization through Change Managementp6academy
Referenced: www.p6academy.com
Source: http://coll15.mapyourshow.com
In March 2013, Wyoming Dept of Transportation decided to implement Project Management and create a PMO to manage the use of Primavera- which has been in place at WYDOT for over 8 years. Over the last 2 years, we have focused on increased training and changed the way we use Primavera, focusing on creating a tool that drives work and helps with decisions, where before it was simply used as a data entry tool. As a result, utilization of Primavera has increased dramatically, and the number of projects considered "At Risk" was reduced by over 25%. This presentation will review the processes used to achieve these results by covering the status and usage of Primavera 2 years ago, how issues were identified, the changes implemented, how we achieved buy-in, and a summary of the changes made and the results.
This is a high level presentation that could be delivered to a client or used in house to provide details on the planning and scheduling of a project. It uses a traditional waterfall type approach so may not suit an Agile environment.
Work breakdown structure in project management ppt by kiran jIIT delhi
Presentation talks about WBS used in the Project Management, what is WBS? Why is it important? How construction and manufacturing firms utilizing WBS to create value delivery. WBS is an important step in Project Management and it is critical to understand it's concepts.
Migrating from Instantis 8.0 to EnterpriseTrack 8.7 - A Customer Storyp6academy
Referenced: www.p6academy.com
Source: http://coll15.mapyourshow.com
BBCN recently completed a migration from Instantis 8.0 to EnterpriseTrack 8.7. This session steps through the process from the initial decision to upgrade to the planning, configuration and ultimate roll out. We will discuss the factors behind the decision to upgrade to Instantis EnterpriseTrack 8.7 and, once selected, the features and settings to implement. We'll outline the process used to perform the migration and provide lessons learned that can save you time and eliminate frustration.
Primavera- Increasing Utilization through Change Managementp6academy
Referenced: www.p6academy.com
Source: http://coll15.mapyourshow.com
In March 2013, Wyoming Dept of Transportation decided to implement Project Management and create a PMO to manage the use of Primavera- which has been in place at WYDOT for over 8 years. Over the last 2 years, we have focused on increased training and changed the way we use Primavera, focusing on creating a tool that drives work and helps with decisions, where before it was simply used as a data entry tool. As a result, utilization of Primavera has increased dramatically, and the number of projects considered "At Risk" was reduced by over 25%. This presentation will review the processes used to achieve these results by covering the status and usage of Primavera 2 years ago, how issues were identified, the changes implemented, how we achieved buy-in, and a summary of the changes made and the results.
This is a high level presentation that could be delivered to a client or used in house to provide details on the planning and scheduling of a project. It uses a traditional waterfall type approach so may not suit an Agile environment.
MIS485 Capstone Project in MIS 2MGT 400 - Project MIlonaThornburg83
MIS485: Capstone Project
in MIS
2MGT 400 - Project Management
Textbook: Farrell, P. J., (2017). IT Capstone
Project (3rd Edition), Kendall Hunt
Publishing.
3MGT 400 - Project Management
4MGT 400 - Project Management
PROJECT MANAGEMENT
HANDOUT- I
Managing the Information Systems
Project:
Defining and Planning an information
system project
Introduction
• Project management (PM) may be the most important aspect of systems
development.
• Effective PM helps to ensure
• The meeting of customer expectations.
• The satisfying of budget and time constraints.
• The nature of projects has changed from custom development to
implementing packaged software such as ERP and data warehousing.
• PM needs to be able to work well with vendors and diverse user
community.
Pine Valley Application Project
Three computer applications at Pine Valley Furniture: order filling, invoicing,
and payroll
(Source: Hoffer, Ramesh, and Topi, Modern Database Management 11th ed. 2013)
Managing the Information Systems
Project
• Project
• A planned undertaking of related activities to reach an objective that has a
beginning and an end
• Project management
• A controlled process of initiating, planning, executing, and closing down a
project
Managing the Information Systems
Project (cont.)
• Project manager
• A systems analyst with a diverse set of skills—management, leadership,
technical, conflict management, and customer relationship—who is responsible
for initiating, planning, executing, and closing down a project
• Deliverable
• The end product of an SDLC phase
Deciding on Systems Projects
• System Service Request (SSR)
• A standard form for requesting or proposing systems development work within
an organization
• Feasibility study
• A study that determines whether a requested system makes economic and
operational sense for an organization
Project Management Activities
A project manager
juggles numerous
activities
Phases of Project Management
Process
•Phase 1: Initiation
•Phase 2: Planning
•Phase 3: Execution
•Phase 4: Closedown
PM Phase 1: Project Initiation
• Assess size, scope and complexity, and establish
procedures.
• Establish:
• Initiation team
• Relationship with customer
• Project initiation plan
• Management procedures
• Project management environment and workbook
• Project charter
FIGURE 3-6
The project workbook for
the Purchasing
Fulfillment System
project contains nine key
elements
Project workbook
An online or hard-copy repository for all
project correspondence, inputs, outputs,
deliverables, procedures, and
standards. Used for performing project
audits, orienting new team members,
communicating with management and
customers, identifying future projects,
and performing post-project reviews.
Project Charter
• A short document prepared for the customer describing
project deliverables and outlining the work required to
complete the project
...
Lean planning with Oracle Primavera CloudPRMYAZILIM
For decades now, two project-management and scheduling methodologies have dominated the world of engineering and construction: lean and critical path method (CPM).
Lean looks at tasks in granular detail, identifying the most efficient and collaborative way to complete each of them—making it extremely popular with field coordinators and teams. It can add a huge amount of value to any construction project. In fact, a recent Dodge Data and Analytics study found that projects that heavily relied on lean were three times more likely to complete ahead of schedule and two times more likely to complete under budget.
LSCTIG 2015 Session Materials - Are you agile ?
Agile can make projects more visible, more focused on delivering value, and more responsive to ever-changing needs. Learn what Agile is and how Illinois Legal Aid Online and Legal Services Corporation are using two of the most popular Agile frameworks to better manage teams and projects, improve quality, and deliver solutions that meet user needs. We'll also demo free and low-cost Agile tools for managing Agile projects.
Project – Initial Idea
Project Formulation
Pre-feasibility studies
Feasibility study
Project planning
Detailed Project Report
Project Network for Implementation
Project Monitoring
On course adjustments
Closure
Project : A complex set of activities, with a definite Goal
Limited earlier experience
It consumes time and resources
Multiple agencies are usually involved
Objective is finish the project at the earliest possible time
Project cost and revenues are related to time
Project management is the application of knowledge, skills, tools, and techniques to project activities in order to meet project requirements (PMI)
The Project Management Institute (PMI) is an international professional society.
Do you know the meaning of ‘management’ in particular.
Slides from my presentation at the 2014 Legal Services Corporation Technology Innovation Grants (TIG) conference in Jacksonville on technology strategic planning.
Requests For Proposals: Making RFPs Work for Nonprofits and VendorsPeter Campbell
Nonprofits need to carefully select products and vendors in order to insure that critical investments are successful. The Request For Proposal is a much-maligned document. This presentation from the 2014 Nonprofit Technology Conference suggests how they might be salvaged.
2011 npo you have too many servers peter campbellPeter Campbell
My presentation from the 2011 Marin Nonprofit Conference, submitting the thesis that, if you're a big NPO, you should virtualize; if you're small, you should move to the cloud; but you have too many servers, even if you have just one.
Slides for the five Tech Track Sessions at the 2010 Nonprofit Technology Conference. Note that these are pretty minimal -- the tech track was all about information sharing, not talking heads.
Slides from my session on Chapter four of the NTEN book "Managing technology to Meet Your Mission". This is advise on how to frame IT planning in an organization and strategies for tight-resourced orgs to make creative investments and get the most out of them.
09ntc Server Virtualization Session SlidesPeter Campbell
Slides from the 2009 Nonprofit Technology Conference Session on Server Virtualization. These slides introduce the main concepts and suggest approaches for small, medium and large business scenarios. the latter set of slides are by matt eshelman of CITIDC, who presented with me.
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
2. What Is A Project?
Slide 2Project Management Picture: Laurensvanlieshout from nl
3. Project Factors
• Distinctness – Is it a change from your routine tasks?
• Scope – Is it ambitious or important enough to track?
• Duration - Will it be done before the plan is written down?
• Complexity - Is this simple enough to trust that it can be
done without oversight?
• Budget - Is the cost inconsequential?
• Impact – Will anyone notice when the project is
completed?
Project Management 3
4. What Does A Project Plan Do For
You?
• Summarizes an initiative’s goals
• Sets scope, milestones and schedule
• Keeps multiple parties on task
• Identifies pre-requisites and risks
• Manages workloads
• Provides marketing data
Project Management 4
5. What Does A Project Plan Fail To
Do?
• Go as planned
• Keep anyone on task
• Do the job for you
• Communicate
Project Management 5
6. Communication
• “90% of a Project Managers time is spent
communicating”
– Project Management Institute
• “And the remaining 10% is spent
communicating”
– Jeff Herron, Beaconfire
Project Management 6
7. Communication Styles
• Agreement on communication protocols can
greatly support a project’s success
• All the same, a great Project Manager
understands and adapts to the team’s
individual styles
– Traits of a Successful Project Manager – Beaconfire Blog
• In addition to the project plan, large projects
also benefit from communications plans
Project Management 7
9. Waterfall
• Traditional Project Management
methodology
• Focuses on plan, dependencies, resource
allocation
• Deadline driven
• Best for large, structured projects with
clearly defined outcomes
– Construction, Bridges
Project Management 9
10. Work-Breakdown Structure
• A work-breakdown structure makes a project
manageable by iteratively identifying the
subprojects that make up the whole project
Project Management 10
11. Project Charter
• Short description of the project and it’s goals
• Must effectively communicate why the effort
is being taken
• Best to have three or four high-level goals
• Make them your mantra!
Project Management 11
12. Work-Breakdown Structure (WBS)
• Draft project summary
• Break into subprojects
– Tip: look at each deliverable as a subproject
• Iterate until manageable
• Assign tasks
• Define relationships ( Identify predecessors)
• Assign dates and milestones
Project Management 12
13. WBS Example
• Project: Replace Email Marketing System
– Sub 1 Deliverable: Requirements Gathered
• Tasks: Discuss needs, prep requirements doc
– Sub 2 Deliverable: Suitable Replacements IDed
• Tasks: Research, evaluation
– Sub 3 Deliverable: Product Decided On
• Tasks: schedule demos, view demos, decide
– Sub 4 Deliverable: Product Purchased
• Tasks: Negotiate contract…
Project Management 13
14. Dates, Deliverables and
Dependencies
• Deliverables
– components of the project that are produced
– measurable
• Dependencies
– Pre-requisites
– Key to tracking and adjusting to project delays
• Dates
– Targets that can be adjusted as plans change
Project Management 14Picture by Claude Covo-Farchi
16. RACI Matrixes
• RACI is an acronym for:
– Responsible
• Those who perform the project tasks
– Accountable
• Those who approve the project work
– Consulted
• Those who advise on the project
– Informed
• Those who are reported to on project status
Project Management 16
17. Allocating Resources
• Time and effort allocations are
ambitious
– Identify project vs general duty hours
– Consider tracking time
• Task Labor = Effort / Employees
– If it takes 80 hours to input the legacy data
into the system, and two people are
assigned
– Effort = 40 hours for each person.
Project Management 17
20. Agile
• Modern approach
• Prioritizes communication, constant review,
collaboration
• Highly adaptable timeline
• Best for opportunistic projects with flexible
outcomes:
– Software applications, web sites, some campaigns
Project Management 20
21. 12 Principles of Agile Development
Per Kent Beck, source: Wikipedia
•Customer satisfaction by rapid delivery of useful software
•Welcome changing requirements, even late in development
•Working software is delivered frequently (weeks rather than months)
•Working software is the principal measure of progress
•Sustainable development, able to maintain a constant pace
•Close, daily cooperation between business people and developers
•Face-to-face conversation is the best form of communication (co-location)
•Projects are built around motivated individuals, who should be trusted
•Continuous attention to technical excellence and good design
•Simplicity—the art of maximizing the amount of work not done—is essential
•Self-organizing teams
•Regular adaptation to changing circumstances
Project Management 21
23. SCRUM
• Is not an acronym, so give it up!
• Is a project planning methodology
• Iterative and incremental
• Incorporates frequent feedback loops btw:
– Product Owner/Customer
– Development Team
– Scrum Master (Servant/Leader)
• Gives decision-making authority to developers
Project Management 23
24. Sprints
• Coding Sprints meet short term objectives in a
SCRUM environment
• A SCRUM board will list the issues to be
addressed by the sprint
• A Burndown chart will track the progress as
issues are checked off.
Project Management 24
25. Issue Lists
• For agile projects, issue lists contain all of the
items to be addressed.
• Issue lists are rapidly modified as issues are
added and marked off.
Project Management 25
27. Microsoft Project
• Grandaddy of Waterfall Planning Tools
• Optimal for building bridges, planning the
Olympics
• Much improved in 2010 version, but still
suffers from poor collaboration
• Project Server is collaborative product
– Requires Sharepoint + Project ($$$)
Project Management 27
28. Salesforce
• Dream Team – waterfall, NPO discounts
• Milestones PM – Popular free task
management
• Do – Salesforce’s free task management
• Lots more here:
– https://appexchange.salesforce.com/category/pr
oject-management
Project Management 28
29. Sharepoint
• 2013 has many of the basic PM features built-
in:
– Task lists, wikis, document management,
calendars, social networking
• Relatively inexpensive (TechSoup)
• Requires lots of hardware, though
• Difficult licensing for external parties
Project Management 29
30. Jira
• Powerful, flexible task and issue
management
• Free for Nonprofits
• Integrates w/Confluence Wiki and
Greenhopper Agile PM tool
• Highly extensible
• SQL-based macros! (I’m a geek, I admit it)
Project Management 30