The document outlines the project planning process used by Ajcon IT.com Ltd. It discusses key steps in planning including developing the project scope, sequencing activities, estimating durations, determining resource needs, managing quality, communication needs, developing a schedule, procurement planning, identifying risks, and integrating plans. The planning process aims to produce an integrated project plan that defines the work, estimates, resources, roles and responsibilities, and how changes will be managed.
Project planning and scheduling techniquesShivangi Saini
The document discusses various project scheduling and analysis techniques including:
- Milestone charts, task lists, Gantt charts, and network diagrams for displaying project schedules.
- Critical path analysis, critical chain analysis, PERT, and resource leveling for analyzing project schedules.
- Buffer management, crashing, fast-tracking, split-to-phases, and mainline-offline scheduling for accelerating project schedules. Each technique is briefly described along with its risks and applications.
The document discusses project risk management. It defines risk as the uncertainty of an action or activity that may impact project objectives. Project risk management is a systematic process used to identify, assess, and respond to risks to minimize negative impacts. The key steps in the risk management cycle are risk identification, assessment, prioritization, response, monitoring, and reporting. Risks should be regularly updated and communicated.
This document provides an overview of a presentation on project controls. The presentation covers topics like understanding project controls, the project control process, scope controls, cost controls, time controls, quality controls, and other areas. It is designed to be viewed rather than presented verbally, so the slides contain more explanatory text than is normal. The presentation has over 50 slides and is aimed at project management professionals.
The document discusses the process of formally closing a project. It involves gaining acceptance of final products/services, reflecting on lessons learned, and creating project archives and reports. A Project Review and Closure Report is produced to tidy up any loose ends, review project outputs and success, outline outstanding issues/recommendations, and inform future projects. The report is developed towards the end of the project when all outputs have been delivered.
The document discusses project management frameworks and their key phases. A framework provides a standardized, scalable set of best practices for project delivery. It establishes a common structure and language for project teams. The frameworks break large projects into more manageable stages, ensuring executive approval and oversight. The phases covered are initiation, planning, execution, and closure. Initiation involves identifying needs, alternatives, and requirements. Planning develops detailed requirements, schedules, budgets, and risk plans. Execution consists of building deliverables, monitoring progress, and managing changes. Closure includes final reporting, acceptance, and lessons learned activities.
This document provides an overview of project scope management processes, including planning how scope will be defined, collecting requirements, developing the project scope statement, creating the work breakdown structure (WBS), verifying completed deliverables meet requirements, and controlling scope changes. It discusses techniques for collecting requirements, balancing stakeholder needs, and developing the scope statement, WBS, and WBS dictionary to describe project and product scope. Formal acceptance of deliverables and managing changes to the scope baseline are also covered.
The document discusses project planning and a project work plan. It describes the planning process, which involves devising a scheme to accomplish the business need for a project. The core planning processes include scope planning, activity definition and sequencing, schedule development, resource planning, cost estimating, and developing the project plan. Facilitating processes support the core processes and involve areas like quality planning, staff acquisition, communication planning, and risk identification. An effective project plan guides project execution, documents assumptions and decisions, facilitates communication, and provides a baseline for monitoring progress. The plan includes elements like specifications, the work breakdown structure, schedules, budgets, and management plans.
1. Project management is the application of knowledge, skills, tools, and techniques to project activities to meet project objectives.
2. 66% of IT projects fail, come over budget, or run past deadlines, wasting $55 billion annually in the US.
3. Successful project management requires defining project scope, schedule, costs, quality standards, and risks as well as tracking performance against the project plan.
Project planning and scheduling techniquesShivangi Saini
The document discusses various project scheduling and analysis techniques including:
- Milestone charts, task lists, Gantt charts, and network diagrams for displaying project schedules.
- Critical path analysis, critical chain analysis, PERT, and resource leveling for analyzing project schedules.
- Buffer management, crashing, fast-tracking, split-to-phases, and mainline-offline scheduling for accelerating project schedules. Each technique is briefly described along with its risks and applications.
The document discusses project risk management. It defines risk as the uncertainty of an action or activity that may impact project objectives. Project risk management is a systematic process used to identify, assess, and respond to risks to minimize negative impacts. The key steps in the risk management cycle are risk identification, assessment, prioritization, response, monitoring, and reporting. Risks should be regularly updated and communicated.
This document provides an overview of a presentation on project controls. The presentation covers topics like understanding project controls, the project control process, scope controls, cost controls, time controls, quality controls, and other areas. It is designed to be viewed rather than presented verbally, so the slides contain more explanatory text than is normal. The presentation has over 50 slides and is aimed at project management professionals.
The document discusses the process of formally closing a project. It involves gaining acceptance of final products/services, reflecting on lessons learned, and creating project archives and reports. A Project Review and Closure Report is produced to tidy up any loose ends, review project outputs and success, outline outstanding issues/recommendations, and inform future projects. The report is developed towards the end of the project when all outputs have been delivered.
The document discusses project management frameworks and their key phases. A framework provides a standardized, scalable set of best practices for project delivery. It establishes a common structure and language for project teams. The frameworks break large projects into more manageable stages, ensuring executive approval and oversight. The phases covered are initiation, planning, execution, and closure. Initiation involves identifying needs, alternatives, and requirements. Planning develops detailed requirements, schedules, budgets, and risk plans. Execution consists of building deliverables, monitoring progress, and managing changes. Closure includes final reporting, acceptance, and lessons learned activities.
This document provides an overview of project scope management processes, including planning how scope will be defined, collecting requirements, developing the project scope statement, creating the work breakdown structure (WBS), verifying completed deliverables meet requirements, and controlling scope changes. It discusses techniques for collecting requirements, balancing stakeholder needs, and developing the scope statement, WBS, and WBS dictionary to describe project and product scope. Formal acceptance of deliverables and managing changes to the scope baseline are also covered.
The document discusses project planning and a project work plan. It describes the planning process, which involves devising a scheme to accomplish the business need for a project. The core planning processes include scope planning, activity definition and sequencing, schedule development, resource planning, cost estimating, and developing the project plan. Facilitating processes support the core processes and involve areas like quality planning, staff acquisition, communication planning, and risk identification. An effective project plan guides project execution, documents assumptions and decisions, facilitates communication, and provides a baseline for monitoring progress. The plan includes elements like specifications, the work breakdown structure, schedules, budgets, and management plans.
1. Project management is the application of knowledge, skills, tools, and techniques to project activities to meet project objectives.
2. 66% of IT projects fail, come over budget, or run past deadlines, wasting $55 billion annually in the US.
3. Successful project management requires defining project scope, schedule, costs, quality standards, and risks as well as tracking performance against the project plan.
This document outlines the agenda and content for a three-day training program on project management principles and processes for BMW employees in Rosslyn. The training will cover fundamental concepts in project management including defining projects, characteristics of projects, and the project management triple constraint of time, cost and scope. Methodologies such as PMBOK and PRINCE2 will be examined. Participants will evaluate BMW's current project processes, learn the generic four-phase project lifecycle, and participate in activities to identify causes of project failure and recommend improvements.
Introduction to Project Management (workshop) - v.1Mena M. Eissa
This document provides an introduction to project management concepts. It begins with introductions from the presenter and the audience. It then defines key project management terms like project, project management, stakeholders, roles, scope, requirements, deliverables, change, risk and lessons learned. It discusses the triple constraints of scope, time and cost. It also outlines the typical project lifecycle phases of initiating, planning, executing, monitoring/controlling and closing. The document concludes with discussing next steps like certifications and tools to use in project management.
Project management involves coordinating activities to complete a unique goal within constraints of time, cost, and quality. It became a separate field due to increased complexity of projects and need for specialized skills. A project has defined start and end points and creates a unique product or service. Project managers coordinate resources and processes to meet objectives while satisfying stakeholder needs.
This document provides an introduction to project management. It defines what a project is and explains that project management involves planning, organizing, and controlling project activities to meet stakeholder needs. The key aspects of project management are the triple constraint of scope, time and cost. There are nine knowledge areas that project managers must understand, including scope, time, cost, quality, and risk management. The document also discusses the differences between projects, programs and portfolios and provides an overview of the project management life cycle and processes.
This document discusses risk management for projects. It defines risk management as proactively recognizing and managing threats that could impact a project's success. The risk management process involves four steps: 1) identifying risks, 2) assessing risks, 3) developing risk responses, and 4) monitoring risks and implementing responses. Key aspects of the process include developing a risk breakdown structure, risk assessment matrices, and contingency plans to mitigate impacts if risks occur. The document emphasizes the benefits of formal risk management for improving project control and outcomes.
Project management involves initiating, planning, executing, monitoring and controlling, and closing projects to achieve goals within constraints of scope, time and cost. It entails defining objectives and deliverables, creating detailed plans, implementing the plans, overseeing tasks and metrics, and closing out projects upon completion. Key aspects of project management include establishing a work breakdown structure and schedule to define tasks and durations, creating a budget to estimate and control costs, and managing risks and other areas to ensure projects are completed successfully.
The document introduces key concepts in project management. It defines a project as a temporary endeavor to create a unique product or service. It discusses characteristics of successful and failed projects. Project management aims to predict and prevent issues through applying skills and tools to meet stakeholder needs and expectations. It addresses managing scope, issues, costs, quality, communications, risks, and changes through a project life cycle of initiation, definition, planning, implementation, deployment, and closing phases. Project management tools like PERT charts and Gantt charts can illustrate tasks and schedules. The role of a project manager includes managing processes, people, issues, quality, and the overall work plan.
GANTT charts are a type of bar chart used to illustrate project schedules. They show the start and end dates of tasks, their duration, and dependencies between tasks. To construct a GANTT chart, critical tasks are scheduled first followed by non-critical tasks within their time windows. Staff and resources are then allocated to tasks based on availability. The chart can be re-scheduled if needed due to changes in staffing or equipment availability. Project management software helps automate GANTT chart creation and resource smoothing but decisions still require human judgment.
This document provides guidance on how to develop an effective project plan. It explains that a project plan brings together key elements such as objectives, stakeholders, scope, schedule, budget, and risks. The document emphasizes that planning is essential to save resources and avoid problems. It recommends starting with a work breakdown structure and identifying deliverables, tasks, effort, resources, and schedule. The project plan should also include sections on communication management, risk management, and change control. Developing a good project plan with these elements helps ensure a project's goals can be accomplished on time and within budget.
This document summarizes key aspects of project scope management according to the Project Management Body of Knowledge (PMBOK). It discusses the processes involved, including planning scope management, collecting requirements, defining scope, creating a work breakdown structure, validating scope, and controlling scope. For each process, it describes relevant inputs, tools and techniques, and outputs as defined by PMBOK. The overall purpose is to define and manage the scope of a project to meet stakeholder requirements and project objectives.
Project planning involves establishing the scope, aims, and objectives of a project. It includes assessing the situation, identifying and prioritizing problems and strategies, designing the project, and planning for implementation, monitoring, and evaluation. The output of project planning is a project plan that outlines the project requirements, plan of action, and management plan. Commonly used tools for project planning include Gantt charts, problem tree analysis, SWOT analysis, logical framework analysis, and project management software.
The document outlines an agenda for a project management seminar. It will cover topics such as project governance, the project management knowledge areas, methodology, fundamentals, and introductions. The seminar leader has a background in information technology and project management. Breakout sessions are planned to discuss identifying potential projects, writing a project charter, and prioritizing projects. The seminar aims to provide an overview of key project management concepts.
The document discusses project monitoring and control. It describes the various activities that must be regularly monitored during a project, including scope, schedule, budget, risk, and contract management. It also explains the key elements of project control: baseline development, change control, and progress monitoring. Baselines establish plans for scope, schedule, budget, and stakeholder satisfaction. Change control manages changes to the project baselines and progress. Regular monitoring compares progress to the plans to identify variances requiring corrective action.
Project monitoring and control & planning for monitoringSandeep Kumar
This document discusses project monitoring and control. It defines monitoring as the regular observation and recording of project activities, and control as processes used to predict, understand, and influence project time and cost outcomes. The purposes of monitoring and control are to analyze the project situation, determine if inputs are being utilized properly, identify and address problems, and ensure activities are on track. Effective monitoring and control involves status reporting, project reviews, tracking schedule and budget variances, and managing risks.
The document discusses the importance of managing people issues in project management. It states that projects often fail due to insufficient focus on how the project affects people and their level of commitment. It also discusses challenges such as dealing with diverse teams, motivating employees without long-term job stability, and managing conflicts between teams and organizations. Throughout the project, the manager must address issues like team retention, performance reviews, and stakeholders that join or leave the project.
Planning and scheduling are important workplace skills. Planning decides what tasks need to be done, how to accomplish them, and estimates timelines, while scheduling determines when tasks will be done and who will complete them. To create an effective work plan, one should write goals and deadlines, break projects into smaller tasks, arrange tasks in order, and schedule tasks on a daily or weekly basis working backwards from the deadline. Proper planning and scheduling can help businesses stay organized, meet deadlines, and improve productivity.
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.
Project Management Training in Indonesia - Module 03 Project Planning ProcessAlin Veronika
A brief description about Applied Project Management Course.
In this course, you will be introduced to the core knowledge required around project management skills and key initiatives for quality, human resource, communications, risk management, and procurement management.
Aligned with the Project Management Institute’s A Guide to the Project Management Body of Knowledge (PMBOK® Guide) latest edition, this course will build new competencies and skills to complete an extensive, realistic, project case study. This course is designed to master the core principles of project management and gain the hands-on confidence to practice new skills in your organizations.
You will propose, plan and execute a full-scale project under typical organizational constraints. You will work together in teams with other participants and each team member will take a turn as project manager, defining objectives and performing tasks and producing deliverables critical to the project success. Follow your project through the life cycle, resolving issues of performance, scheduling and control as you address questions of leadership and management.
At the conclusion of the course, you will provide a closing presentation to the project sponsor that includes a thorough review of the results, lessons learned, and recommendations for improvements.
For more information:
PT. Avenew Indonesia
Tel: +62 21 3005 3639
HP: +62 812 9788 2500 (Bayu)
Email: info@avenew-indonesia.com
Web: avenew-indonesia.com
blog: http://avenew-indonesia.blogspot.com
This document outlines the agenda and content for a three-day training program on project management principles and processes for BMW employees in Rosslyn. The training will cover fundamental concepts in project management including defining projects, characteristics of projects, and the project management triple constraint of time, cost and scope. Methodologies such as PMBOK and PRINCE2 will be examined. Participants will evaluate BMW's current project processes, learn the generic four-phase project lifecycle, and participate in activities to identify causes of project failure and recommend improvements.
Introduction to Project Management (workshop) - v.1Mena M. Eissa
This document provides an introduction to project management concepts. It begins with introductions from the presenter and the audience. It then defines key project management terms like project, project management, stakeholders, roles, scope, requirements, deliverables, change, risk and lessons learned. It discusses the triple constraints of scope, time and cost. It also outlines the typical project lifecycle phases of initiating, planning, executing, monitoring/controlling and closing. The document concludes with discussing next steps like certifications and tools to use in project management.
Project management involves coordinating activities to complete a unique goal within constraints of time, cost, and quality. It became a separate field due to increased complexity of projects and need for specialized skills. A project has defined start and end points and creates a unique product or service. Project managers coordinate resources and processes to meet objectives while satisfying stakeholder needs.
This document provides an introduction to project management. It defines what a project is and explains that project management involves planning, organizing, and controlling project activities to meet stakeholder needs. The key aspects of project management are the triple constraint of scope, time and cost. There are nine knowledge areas that project managers must understand, including scope, time, cost, quality, and risk management. The document also discusses the differences between projects, programs and portfolios and provides an overview of the project management life cycle and processes.
This document discusses risk management for projects. It defines risk management as proactively recognizing and managing threats that could impact a project's success. The risk management process involves four steps: 1) identifying risks, 2) assessing risks, 3) developing risk responses, and 4) monitoring risks and implementing responses. Key aspects of the process include developing a risk breakdown structure, risk assessment matrices, and contingency plans to mitigate impacts if risks occur. The document emphasizes the benefits of formal risk management for improving project control and outcomes.
Project management involves initiating, planning, executing, monitoring and controlling, and closing projects to achieve goals within constraints of scope, time and cost. It entails defining objectives and deliverables, creating detailed plans, implementing the plans, overseeing tasks and metrics, and closing out projects upon completion. Key aspects of project management include establishing a work breakdown structure and schedule to define tasks and durations, creating a budget to estimate and control costs, and managing risks and other areas to ensure projects are completed successfully.
The document introduces key concepts in project management. It defines a project as a temporary endeavor to create a unique product or service. It discusses characteristics of successful and failed projects. Project management aims to predict and prevent issues through applying skills and tools to meet stakeholder needs and expectations. It addresses managing scope, issues, costs, quality, communications, risks, and changes through a project life cycle of initiation, definition, planning, implementation, deployment, and closing phases. Project management tools like PERT charts and Gantt charts can illustrate tasks and schedules. The role of a project manager includes managing processes, people, issues, quality, and the overall work plan.
GANTT charts are a type of bar chart used to illustrate project schedules. They show the start and end dates of tasks, their duration, and dependencies between tasks. To construct a GANTT chart, critical tasks are scheduled first followed by non-critical tasks within their time windows. Staff and resources are then allocated to tasks based on availability. The chart can be re-scheduled if needed due to changes in staffing or equipment availability. Project management software helps automate GANTT chart creation and resource smoothing but decisions still require human judgment.
This document provides guidance on how to develop an effective project plan. It explains that a project plan brings together key elements such as objectives, stakeholders, scope, schedule, budget, and risks. The document emphasizes that planning is essential to save resources and avoid problems. It recommends starting with a work breakdown structure and identifying deliverables, tasks, effort, resources, and schedule. The project plan should also include sections on communication management, risk management, and change control. Developing a good project plan with these elements helps ensure a project's goals can be accomplished on time and within budget.
This document summarizes key aspects of project scope management according to the Project Management Body of Knowledge (PMBOK). It discusses the processes involved, including planning scope management, collecting requirements, defining scope, creating a work breakdown structure, validating scope, and controlling scope. For each process, it describes relevant inputs, tools and techniques, and outputs as defined by PMBOK. The overall purpose is to define and manage the scope of a project to meet stakeholder requirements and project objectives.
Project planning involves establishing the scope, aims, and objectives of a project. It includes assessing the situation, identifying and prioritizing problems and strategies, designing the project, and planning for implementation, monitoring, and evaluation. The output of project planning is a project plan that outlines the project requirements, plan of action, and management plan. Commonly used tools for project planning include Gantt charts, problem tree analysis, SWOT analysis, logical framework analysis, and project management software.
The document outlines an agenda for a project management seminar. It will cover topics such as project governance, the project management knowledge areas, methodology, fundamentals, and introductions. The seminar leader has a background in information technology and project management. Breakout sessions are planned to discuss identifying potential projects, writing a project charter, and prioritizing projects. The seminar aims to provide an overview of key project management concepts.
The document discusses project monitoring and control. It describes the various activities that must be regularly monitored during a project, including scope, schedule, budget, risk, and contract management. It also explains the key elements of project control: baseline development, change control, and progress monitoring. Baselines establish plans for scope, schedule, budget, and stakeholder satisfaction. Change control manages changes to the project baselines and progress. Regular monitoring compares progress to the plans to identify variances requiring corrective action.
Project monitoring and control & planning for monitoringSandeep Kumar
This document discusses project monitoring and control. It defines monitoring as the regular observation and recording of project activities, and control as processes used to predict, understand, and influence project time and cost outcomes. The purposes of monitoring and control are to analyze the project situation, determine if inputs are being utilized properly, identify and address problems, and ensure activities are on track. Effective monitoring and control involves status reporting, project reviews, tracking schedule and budget variances, and managing risks.
The document discusses the importance of managing people issues in project management. It states that projects often fail due to insufficient focus on how the project affects people and their level of commitment. It also discusses challenges such as dealing with diverse teams, motivating employees without long-term job stability, and managing conflicts between teams and organizations. Throughout the project, the manager must address issues like team retention, performance reviews, and stakeholders that join or leave the project.
Planning and scheduling are important workplace skills. Planning decides what tasks need to be done, how to accomplish them, and estimates timelines, while scheduling determines when tasks will be done and who will complete them. To create an effective work plan, one should write goals and deadlines, break projects into smaller tasks, arrange tasks in order, and schedule tasks on a daily or weekly basis working backwards from the deadline. Proper planning and scheduling can help businesses stay organized, meet deadlines, and improve productivity.
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.
Project Management Training in Indonesia - Module 03 Project Planning ProcessAlin Veronika
A brief description about Applied Project Management Course.
In this course, you will be introduced to the core knowledge required around project management skills and key initiatives for quality, human resource, communications, risk management, and procurement management.
Aligned with the Project Management Institute’s A Guide to the Project Management Body of Knowledge (PMBOK® Guide) latest edition, this course will build new competencies and skills to complete an extensive, realistic, project case study. This course is designed to master the core principles of project management and gain the hands-on confidence to practice new skills in your organizations.
You will propose, plan and execute a full-scale project under typical organizational constraints. You will work together in teams with other participants and each team member will take a turn as project manager, defining objectives and performing tasks and producing deliverables critical to the project success. Follow your project through the life cycle, resolving issues of performance, scheduling and control as you address questions of leadership and management.
At the conclusion of the course, you will provide a closing presentation to the project sponsor that includes a thorough review of the results, lessons learned, and recommendations for improvements.
For more information:
PT. Avenew Indonesia
Tel: +62 21 3005 3639
HP: +62 812 9788 2500 (Bayu)
Email: info@avenew-indonesia.com
Web: avenew-indonesia.com
blog: http://avenew-indonesia.blogspot.com
Depletion of water resources is a serious problem that threatens human survival. India faces a major groundwater crisis as levels are falling rapidly due to increased population, excessive extraction by farmers, unrestrained urbanization, and pollution. Overpumping of groundwater is depleting aquifers faster than they can replenish. This lowers water tables, increases costs, and causes land subsidence. The government is taking initiatives like Clean Ganga Mission, Yamuna Action Plan, and promoting rainwater harvesting to conserve water resources, but more must be done to sustain India's water supply for future generations.
1) The document outlines Mid-South Christian College's planning and assessment process. It explains the stages of planning, execution, analysis and evaluation.
2) Key parts of the process include department-specific assessments, compliance sub-reports, and department-specific plans. These allow for participation from different constituencies across the college.
3) The assessment plan establishes processes for measuring results against the college's mission and institutional core learning threads. Compliance documents analyze adherence to accreditation standards, while planning documents outline future adjustments.
The document discusses process planning, which involves translating design requirements into manufacturing process details. It describes process planning as a bridge between design and manufacturing. The document then discusses several key aspects of process planning including analyzing part requirements, selecting materials and operations, interpreting designs, choosing equipment, and creating work instructions. Finally, it compares manual and computer-aided process planning (CAPP) methods, with CAPP helping to reduce time/costs and increase consistency and accuracy compared to experience-based manual methods. CAPP approaches include variant, generative, and automatic planning.
Project Planning Basics - Everything you need to start managing a projectKeely Killpack, PhD
This deck covers the basics of managing projects & project teams. Discusses scope, scheduling, issues/risks, templates, planning and recommended details. Everything is covered that would prepare the reader for effectively managing a project.
This document provides an introduction to project planning techniques including work breakdown structures (WBS), PERT charts, and Gantt charts. It defines each technique and provides examples. A WBS breaks a project into smaller deliverables and tasks. PERT charts show task relationships and durations using a network diagram. Gantt charts display tasks in a bar chart with start/end dates. The document outlines the steps to create each planning tool to identify tasks, determine sequences, estimate times, and develop the charts/tables needed for project scheduling and management.
The document outlines the steps involved in project planning, including assessing the situation, identifying and prioritizing issues, designing the project, and developing implementation, monitoring and evaluation plans. It provides an example of planning an oral hygiene promotion project in a public primary school, and discusses commonly used tools like Gantt charts, logical framework analysis, and intervention mapping. Project planning is important as it helps select important problems and strategies, determine appropriate scope and quality, and identify resources to help implementation and evaluation.
Management involves planning, organizing, staffing, directing, and controlling to accomplish organizational goals through a group of people. It is a continuous social process that coordinates work activities. Effective management utilizes resources to develop innovations, integrate interests, and provide stability. Over time, management evolved from a strict, top-down approach to focus more on strategic planning, quality, technology, and human factors through various theories. Managers require technical, human, and conceptual skills to fulfill interpersonal, informational, and decision-making roles within legal and ethical boundaries.
The fundamentals in this slide presentation are important in understanding the concept of planning, the various types of plans, and the strategic management process
The document provides an overview of process planning. It begins with product selection, which involves strategic decisions about technology, capacity, location, and other factors. Process planning then determines how the product will be manufactured through make-or-buy decisions, process selection, capacity planning, and assembly charts. It discusses different types of processes like projects, batch production, and mass production. Process analysis tools like flow charts and operation process charts are used to improve processes. The document emphasizes that process planning is key to converting product designs into manufacturing instructions.
The document discusses various aspects of project management. It begins by outlining the different stages of a project including planning and scheduling, data collection, status updates, and ensuring successful completion. It then defines what a project is, its key characteristics, and how project management applies knowledge and techniques to meet stakeholder needs and expectations. The document also discusses why companies and individuals use project management and what goes into a project management plan. It provides overviews of the project management process, process groups, knowledge areas, and integration management.
The document describes the purpose and processes of project planning at the detail level. It involves further defining project parameters, refining scope, schedule and budget, developing additional project team members, and confirming sponsorship. Key processes include conducting a kickoff meeting, developing a detailed project plan, performing risk assessment, refining management plans, and gaining final approval to proceed with project execution.
This document outlines an agenda for a project management course. The course covers key project management topics like the project life cycle, stakeholder identification, work breakdown structures, scheduling, and budgeting. The objectives are to understand core project management principles and how to apply the nine knowledge areas. Students will learn best practices for defining projects, planning, and execution to help ensure their projects are delivered on time, on budget and meet defined objectives.
This document provides an introduction to project management. It defines a project, compares projects and operations, and outlines what makes a project successful or fail. It then defines project management and its key areas including scope, issue, cost, quality, communications, risk, and change management. The five phases of project management are also outlined. Finally, it discusses common project management tools and the role of the project manager.
The document discusses key aspects of project management including defining what constitutes a project and successful project. It outlines various project phases such as planning, execution, monitoring, and presentation. Key aspects that are highlighted include defining project objectives and deliverables, establishing timelines and schedules, managing risks, and keeping stakeholders informed of progress. The overall goal of project management is to deliver projects according to defined scope, time and budget constraints.
The document provides an overview of project management and outlines a 13-step process for managing a project from definition through implementation. It discusses defining requirements, planning activities, controlling resources, and ensuring success. The 13 steps include defining the project, developing objectives and work breakdown structure, scheduling and protecting the plan, implementing work, monitoring progress, and closing out the project. Key aspects are identifying resource needs, assigning responsibilities, sequencing and scheduling deliverables, and analyzing potential problems or opportunities.
The document discusses key concepts in project management. It defines a project as having a defined objective, deadline, and requiring integration of knowledge from different organizations. Project management is important for getting work done correctly and on schedule. It also allows for prioritized work distribution, risk management, and standardized processes. The document outlines the project life cycle and emphasizes the importance of planning, organizing, and controlling projects.
The document discusses top 10 reasons why projects fail and ways to improve project success. It lists the top 10 reasons as: 1) Insufficient planning, 2) Inadequate requirements gathering, 3) Unreliable estimates/unrealistic timelines, 4) Unmanaged scope, 5) Human resource issues, 6) Poor communication/stakeholder management, 7) No or insufficient risk management, 8) Inadequate test planning and testing, 9) Insufficient monitoring and controlling activities, and 10) Poor quality project management. For each reason, it provides details on what constitutes the problem and recommendations for improving project outcomes.
The document provides an overview of project management basics and best practices. It discusses the five key steps of project management: 1) startup, 2) defining scope and requirements, 3) developing a plan and securing resources, 4) tracking, controlling, reporting and reviewing, and 5) completion and assessment. Templates and checklists are recommended for each step to help structure the work and facilitate effective communication, documentation, and management of tasks, risks, and issues.
The document discusses the importance of planning construction projects and outlines the key stages in a construction project. It summarizes the stages as: 1) Pre-Award stage which involves understanding project requirements and scope. 2) Post-Award/Pre-Execution stage where the planning and execution process is defined. 3) Execution stage where activities are planned and monitored. 4) Closure stage which involves handing over the completed project and reviewing lessons learned. Effective planning at each stage is emphasized as essential for successful project completion within budget and schedule.
This document discusses key concepts in project management including:
1) It defines a project as a temporary endeavor undertaken to create a unique product or service. Projects have finite durations and are unique, whereas operations are ongoing and repetitive.
2) Project management involves applying knowledge, skills, tools, and techniques to meet project objectives by balancing scope, time, cost, quality and risk through processes like planning, executing, and closing.
3) Important project management steps include developing a project charter, work breakdown structure, logical sequencing of tasks, estimating activity durations, and creating a schedule using critical path methodology.
The document discusses key aspects of successful project execution including defining projects and success, the steps of project management, and strategies for successful project completion. It outlines defining the scope, identifying constraints and risks, assessing available resources, creating a schedule, assembling a project team, developing and refining a project plan, requesting adjustments, monitoring progress, documenting work, and keeping stakeholders informed. An example case study and questions are also provided.
The document provides an overview of key components for an effective project charter, including objectives, scope, deliverables, timelines, budgets, resources, risks, and measures of success. An effective charter clearly defines the project goals, how it fits strategically, what work will be done, when it will be completed, who will work on it, potential challenges, and how success will be determined. The charter establishes a shared understanding and provides essential information to ensure project alignment, buy-in, and successful delivery.
This document provides an overview of project scheduling concepts and best practices. It discusses the purpose of a project schedule as a management communication tool [SENTENCE 1]. It covers schedule strategy, including building a schedule on paper before entering it into software. The document also discusses scheduling software options, certification in project scheduling through PMI, and tips for preparing for the PMI Scheduling Professional exam [SENTENCE 2]. Project scheduling concepts discussed include work breakdown structures, critical path method, appropriate level of detail in a schedule, and regularly updating the schedule [SENTENCE 3].
Project Management In Legal One Of The Missing PiecesDavid Kearney
This document discusses project management in the legal field and provides an overview of key project management concepts and tools that can benefit legal clients, firms, and attorneys. It outlines reasons why projects may underperform or fail and explains that project management aims to control costs, enhance communication, and help ensure quality. Finally, the document lists some tools and techniques used in project management, such as risk management, work breakdown structures, and lessons learned reports.
Smart project management - Best Practices to Manage Project effectivelyChetan Khanzode
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Creating the environment for a profitable organization begins with those that lead and deliver your projects. At the core of what firms do, strategically and intelligently executing projects from proposal to solution fuels growth, creates opportunities, and sustains a strong commitment to your team and your clients. Project Managers are the caretakers of your professional service. Through training based on best practices, they can lead their team to superior outcomes.
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This document outlines an agenda and objectives for a project management course. The course covers key project management principles including introductions to project definition, planning and the project life cycle. Specific topics covered include stakeholder identification, developing business cases and statements of work, risk management, creating work breakdown structures and network diagrams, scheduling, budgeting and project planning techniques. The goal is for students to learn fundamental project management concepts and processes that can be applied to their own work and projects.
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This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
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These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
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DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
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On episode 272 of the Digital and Social Media Sports Podcast, Neil chatted with Brian Fitzsimmons, Director of Licensing and Business Development for Barstool Sports.
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Introduce myself Housekeeping Break Restrooms Cell phones Questions – ask away Explain Packets Class Intro’s Refer to previous Initiation Class, upcoming classes Who went to Initiation, Who has taken the OPMC
class is based on the PMI, focus on how to use the process, how to adapt for the project and what templates, tools and techniques are available. Short heavily packed classes were requested Plan for break Refer to green binders contents Planning T &F Quick Reference Planning Process Integrated Project Plan Change Mgmt Plan WEB Access Evaluation Terminology covered in class, but “Project” and “Phase”
What problems do you typically have trying to plan a piece of work? Might come up! The problem to be resolved is not well understood. (Scope) Takes to long, then is not used. Resistance to plan before more information is obtained. Pressure to just do the work, or get the job done. Can’t estimate because there is no history, detailed information. Can’t plan until the contractor tell us how they are going to do it.. Don’t see the need to plan until construction starts. Trying to plan in detail to far out.
Collaboration Successful projects create successful people JAM. Just another Mediocre Project.
Cover official definition. Cover other definitions. work plan, not the work. not feasibility, setting requirements, prototyping/piloting, choosing technologies. These are work (execution) - should be defined as a task. Focusing on work definition, and not the work shortens the time needed to plan. It is a definition - of all the work and resourcing needed - to manage the project and deliver. an outline - clarifies and enables buy-in - regarding what, who, when, and how. raises awareness of upper management, defines critical elements, gets written agreement of commitment, and just generally improves project communication.
project or phase is planned. phase planning - same. start when initial charter complete - Not after doing a bunch of research or... Intent - amount commensurate - scope and usefulness of the info. To be developed. Complexities indicate more/fewer plans. process - two fold. developing the core work plans – work activities, resources, sequencing, timing, and CONTROLS plans to control - changes, communication, issues, quality. Same time - because control decisions effect work plan results or agreement determined during planning process - put reiteratively put into an integrated document. An Integrated Project Plan is a document or collection of documents that should be expected to change over time, as more information becomes available about the project. Collectively, represents agreement of what is required to create the solution and manage all aspects of the work. Performing the process - proven to reduce risk of rework in later phases of a project.
create plan -focused on C.U. and agreed scope, objectives, and problems - that must solved or resolved. CU & agreement - work and resources - needed to create solution & manage all aspects of P/P. commitment from sponsor, project manager, project team and other affected groups as to how the work activities, roles and responsibilities, and administrative aspects of the project are to be assigned and performed. To reiteratively update the project plan as changes occur on the project and as new information becomes available.
Common lessons learned from skipping or poorly executing the planning phase are: Do you recognize any of these? project strays from its original goals. Late discovery that there is inadequate resources (funds, staff, facilities, tools) to deliver the expected product or service. Resources are over committed on the project or on other projects. Lengthy, repetitive, and large meetings to discuss what needs to be done and how to coordinate. Difficulty obtaining and coordinating resources when they are needed. Business, technical team, and consumer frustration caused by poorly defined, communicated, and coordinated work activities. Issues are not well understood and decisions are repetitively re-opened or re-addressed.
Product Description. Description of product or service, contains problem to be resolved, objectives. Project Charter. it contains the agreed upon level of planning required for the project. It should indicate the level of formality required for each of the plans based upon the initial complexity assessment. Historical Information. lessons learned, previous projects information, similar project information, how long something, I.e. procurement cycle has taken in the past. Organization’s Policies. Organization’s policies which typically must be considered include, but are not limited to: Quality Assurance Review by a 3 rd party on projects over $500,000. Financial Controls – time reporting, accounting codes, contract and procurement provisions. Constraints. See graph Assumptions. See graph
Talk about importance of adapting the plan, if your scaling up or scaling down - start w/ the integrated plan template and….. Do the same with the other templates. We will talk about ways to adapt as we cover the process steps. Adaptation is Expected.
Project Planning Methodology WBS Development Techniques Estimating Techniques
It’s a work process – not document creation diagram page, followed by text - same numbering. Why diagram 18, and quick reference starts at 4. relate process to integrated project plan. See left column. Performing the process is the primary effort, not creating a document. Creating the document or deliverable is secondary. The processes steps describe what you got to go out and do, meet with , get common understanding and agreement. Once broad understanding is obtained, formulating an accurate, concise, and readable deliverable from the information is appropriate. Using a deliverable template provides an organizationally consistent method to document project information. Handout T/F Questions.
Where and when to start - 2nd time Project Scope/work scope IPP - Page 1. Develop work scope - is performing the work activities required to ensure that the project includes all the work required, and only the work required, to complete the project successfully. A written scope statement - basis for future project decisions. It represents the agreement of the customer and project team of what is and is not to be part of the project. Projects - one or two sentence describing the intent of the project. What do you need to agreements and understanding on: slide sub bullets. Best way to work out agreements are? During the development of the scope statement decisions must be made as to how the project will manage scope changes. Next Slide
Scope changes are changes that impact the agreed upon primary objectives and/or major deliverables. Not all changes on a project are formally managed. While developing scope, decisions on how tol manage scope change need made. Results - the change management plan. Change mgmt plan - formal/informal. Directly put in Integrated Plan, pg 5 or, boiler plate language to be adjusted. Example - changes will be addressed by the customer and project manager to determine impact to the planned work. The plan typically includes - See slide. During discussions - ask and then record what the expected stability of the project scope (i.e., how likely is it to change, how frequently, and by how much).
Defining the project’s work activities - subdividing the major deliverables (as identified) into smaller, more manageable components. The decomposition of the major deliverable into work activities and then tasks is referred to as the work breakdown structure. It is not a definition of the product - more in later class. There are many methods to develop the work breakdown structure. Please see “WBS Development Techniques” in the Tools and Techniques section at the end of this chapter. Determining the critical work dependencies will then sequences these work activities in order to support later development of a realistic and achievable schedule. Initial assignment of the critical dependencies can be done in the Integrated Project Plan Template, WBS section. More complex projects will need to use a scheduling tool to create a project network diagram .
Explain examples. Adaptations Large project may use both the diagram and table of content format. Table of content format in IPP, page11
Go over examples. Adaptations Many projects attempt to define and sequence the activities at the same time they are building the project schedule. Attempting to build a schedule before the activities have been defined and sequenced has proven time and again to lengthen the time it takes to develop an accurate schedule.
At this point an initial estimate of the likely duration of each of the defined activities is obtained, ideally, from a person or couple of people who are most familiar with the nature of work activity. The duration estimate does not take into account the number of people expected to perform the activity or task. Often it is difficult to find someone who is willing to or has the expertise to do the duration estimate. Under this scenario, a couple people involved with the planning need to make a duration estimate using their best judgement. Pg 11, determine measure - weeks, days, months. Generally rule of thumb is 1-3 weeks. For other estimating techniques please see “Estimating Techniques” in the tool and techniques section at the end of this chapter. Additional refinement of the estimate is done during schedule development.
Quality Planning involves identifying which quality standards and/or metrics are relevant to the project and determining how to satisfy them. Quality Planning is done on most project sometimes formally, and informally. Page 8. Quality standards should address both product quality and process quality. Examples of both. adapting Quality assurance - identifies the activities or tasks that must be performed in the project to provide confidence that the project will satisfy the relevant quality standards. Examples, adapting Quality Control - involves monitoring the products and process, to see if the project is meeting the quality standards - and identifying ways to eliminate causes of unsatisfactory results. project cost exceeding $500.000 a 3 rd party is expected to perform the Quality Management Activities. Work with the 3rd Party, project management team, Department of Administrative Services QA Analyst to create the Quality Management Plan, determine the appropriate quality assurance activities and activity estimates, and conduct the quality control.
Communication planning -determining the information and communication needs of the stakeholders: see slide. Details of communication plan vary widely on projects. A formal Comm. Plan covers not only who needs what….but also: A collection and filing structure (see library) which details what methods will be used to gather, store, update, and disseminate information. A distribution structure that details to whom information (status reports, data, schedule, documentation, news) will flow, and what methods/media will be used to distribute them. The method for closing the project and filing or archiving the project or phase information. The method for how the communication plan will be updated over the course of the project. Page 5 document controls, Comm plan, status reporting. Or formal plan
Schedule development means determining start and finish dates for the project activities defined and allocation of the resources to these activities. process is iterated, as the other planning process steps provide the inputs (especially activity definition, duration estimating, resources requirements, and cost estimating) prior to final determination of the project schedule. Developing the schedule -formally or informally in a table or spreadsheet when the numbers of tasks - approximately 20, relationships are not complex, and analysis of critical path is fairly simple to manually figure out. moderate to complex - scheduling tool - recommended. The tool typically establishes start/end based on dependencies, resourcing, and calendars. Currently Microsoft Projects, as the scheduling tool -basic project template is available on the PMO web site. Primary Inputs to schedule development is the WBS.
Which project needs can be best met outside the project organization. The questions to be answered are whether to procure, ……. A proc plan communicates how all the procurements/contracts will be managed from solicitation planning, solicitation, source selection, contract administration and closeout. The plan may be formal or informal - examples. PG 7 Procurement documents to be prepared, during planning. SOW should be developed in sufficient detail to allow a prospective vendor to determine if they are capable of providing the item. Where would the details come from? You should not wait for consulting services to develop the plan. SOWs -two categories, 1) contracting for a specifically described product or serviceor sub product or service, and 2)is for presenting a problem that is to be solved(SOReqs). Request for Proposal (RFP)/Evaluation Criteria - rate or score the proposals. Generally, evaluation criteria include: Understanding of the need – as demonstrated by the response. Overall cost – solution = lowest total cost for imp and ability to maintain or operate ? Technical Capability –proven ability to acquire tech skills and knowledge needed? Management approach – do they have mgmt processes to ensure a successful project? Financial capacity – do they have the financial resources needed? Final note , these steps are all part of procurement planning; the actual solicitation process is part of the execution phase.
Risk planning involves determining and defining: Which risks are likely to affect the project and impact, Not risks that are likely but will have little impact, not risks that will have a big impact but are not likely. Planning how risks will be either mitigated or a contingency plan PG 4,5 Common sources of risk include: Changes in requirements Design errors, omissions, and misunderstandings Poorly defined or understood roles and responsibilities Poor estimates or unsupported estimates Insufficiently skilled staff Impossible time frames Mitigation or contigency for each of the above.
Integrating the project’s plans, uses the outputs of the previous steps re-iteratively to create a consistent, coherent document that can be used to guide both project execution and project control. This step maybe iterated several times, for example the initial draft may include generic resources and undated durations while the final plan reflects specific resources and explicit dates. The Integrated project plan is used to: Guide project execution, Document project planning assumptions and decision regarding work alternatives chosen, Facilitate communication among stakeholders Provide the baseline information for progress or performance measurement and project control The Integrated Project Plan is a document or collection of documents that should be expected to change over time, as more information becomes available to the project. The baselines are controls that will generally change only intermittently and then generally only in response to an approved scope change.
List the required exit criteria Project Plan - what does the project plan represent? agreement and commitment. Updated Project Charter - Why would the charter be updated? Supporting Detail - what would be likely supporting details.
Review: Have we spent any time on how to determine requirements, choose the best technology for the project, or the need for a prototype/pilot before creating a plan. Because Planning is - a definition of the work, not the doing the work. Planning is intended to start when? Directly after being chartered. No lags. Are we going to adapted or tailor based on complexity? Let’s quickly go through the T/F answers.