Project management involves systematically planning, organizing, and controlling the key components of a project including its scope, schedule, costs, and quality. It aims to identify and escalate any issues to ensure projects are delivered on time and on budget. Some key aspects of project management include defining requirements and breaking the project scope down into a work breakdown structure, assigning owners to elements of work, developing a schedule and budget, controlling changes, and regularly reporting on progress. Proper documentation of the project plan and any changes is also important for visibility and accountability of the project management process.
Delighted to present Lesson 02 - "Starting the Project (Topic E - I)" as part of the PMI Authorized PMP Exam Preparation! đđ
This session is all about setting the foundation right. We'll dive into initiating a project with precision, understanding stakeholder needs, and translating them into actionable project plans. Join me in unraveling the key strategies to kickstart your PMP journey with confidence and knowledge. Let's conquer this certification together! đĒđ
Studies show that many projects either fail outright or fail to meet most of their objectives. There are a myriad of possible reasons why this might be the case. Very often, organizations go looking for a culprit and sometimes blame the project manager or even the very concept of project management itself. Sometimes they decide to âfixâ the problem by getting all the project managers certified. Or they decide to standardize on a certain tool. And while certification and standardization are laudable things, they do not necessarily address the central problem or problems. This presentation will discuss the top ten reasons why projects fail and briefly discuss solutions to each problem. We will see how such areas as estimates, scope and âthe accidental project managerâ contribute to the problem.
A presentation by Andrew Langridge, made at the APM South Wales and West of England branch seminar 'Project Controls: A 1 day Seminar' on Wednesday, 2nd October 2013
Delighted to present Lesson 02 - "Starting the Project (Topic E - I)" as part of the PMI Authorized PMP Exam Preparation! đđ
This session is all about setting the foundation right. We'll dive into initiating a project with precision, understanding stakeholder needs, and translating them into actionable project plans. Join me in unraveling the key strategies to kickstart your PMP journey with confidence and knowledge. Let's conquer this certification together! đĒđ
Studies show that many projects either fail outright or fail to meet most of their objectives. There are a myriad of possible reasons why this might be the case. Very often, organizations go looking for a culprit and sometimes blame the project manager or even the very concept of project management itself. Sometimes they decide to âfixâ the problem by getting all the project managers certified. Or they decide to standardize on a certain tool. And while certification and standardization are laudable things, they do not necessarily address the central problem or problems. This presentation will discuss the top ten reasons why projects fail and briefly discuss solutions to each problem. We will see how such areas as estimates, scope and âthe accidental project managerâ contribute to the problem.
A presentation by Andrew Langridge, made at the APM South Wales and West of England branch seminar 'Project Controls: A 1 day Seminar' on Wednesday, 2nd October 2013
With uncertainty comes opportunity. But if a project manager is consumed with managing the risks, there is little time to manage the opportunities. Good risk management is not about fear of failure; it is about removing barriers to success. This is when opportunity management emerges.
Estimating for projects and programmes is a core project management competence. Estimating uncertainty is generally the largest single risk to project delivery. Here, estimating best practice is described along with a few hints and tips.
Building a Credible Performance Measurement BaselineGlen Alleman
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Establishing a credible Performance Measurement Baseline, with a risk adjusted Integrated Master Plan and Integrated Master Schedule, starts with the WBS and connects Technical Measures of progress to Earned Value
A presentation by Geoff Reiss, made at the APM South Wales and West of England branch seminar 'Project Controls: A 1 day Seminar' on Wednesday, 2nd October 2013
There are many lists describing the reasons for project failure. Thatâs easy to do.
Assuring the success of an IT project is much harder. This success starts with assessing the capabilities of the project delivery process and participants
5 immutable principles of project success (v2)(notes)Glen Alleman
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5 Immutable principles of project success applied to the Rocky Flats Environmental Technology Site (RFETS) describing how the nations largest nuclear weapons plants was closed using Measures of effectiveness, Measures of Performance and Technical Performance Measures.
Over the years the success rate of traditional project management methods applied to software development projects has been underwhelming. These traditional methods are based on a retrospective approach which measures variance against plan rather than providing a performanceâforecast that can be used to guide projects in a chaotic environment.
Project Plan Development - A FlackVentures Training ExampleKate Pynn
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Project planning is the construction of a dynamic agreement across diverse functional groups involved in a project. This agreement specifies:
Goals and deliverables of the project
What is being developed
Major activities that will be performed to achieve those goals
The assumptions that were made
Major risks, as they become known
With uncertainty comes opportunity. But if a project manager is consumed with managing the risks, there is little time to manage the opportunities. Good risk management is not about fear of failure; it is about removing barriers to success. This is when opportunity management emerges.
Estimating for projects and programmes is a core project management competence. Estimating uncertainty is generally the largest single risk to project delivery. Here, estimating best practice is described along with a few hints and tips.
Building a Credible Performance Measurement BaselineGlen Alleman
Â
Establishing a credible Performance Measurement Baseline, with a risk adjusted Integrated Master Plan and Integrated Master Schedule, starts with the WBS and connects Technical Measures of progress to Earned Value
A presentation by Geoff Reiss, made at the APM South Wales and West of England branch seminar 'Project Controls: A 1 day Seminar' on Wednesday, 2nd October 2013
There are many lists describing the reasons for project failure. Thatâs easy to do.
Assuring the success of an IT project is much harder. This success starts with assessing the capabilities of the project delivery process and participants
5 immutable principles of project success (v2)(notes)Glen Alleman
Â
5 Immutable principles of project success applied to the Rocky Flats Environmental Technology Site (RFETS) describing how the nations largest nuclear weapons plants was closed using Measures of effectiveness, Measures of Performance and Technical Performance Measures.
Over the years the success rate of traditional project management methods applied to software development projects has been underwhelming. These traditional methods are based on a retrospective approach which measures variance against plan rather than providing a performanceâforecast that can be used to guide projects in a chaotic environment.
Project Plan Development - A FlackVentures Training ExampleKate Pynn
Â
Project planning is the construction of a dynamic agreement across diverse functional groups involved in a project. This agreement specifies:
Goals and deliverables of the project
What is being developed
Major activities that will be performed to achieve those goals
The assumptions that were made
Major risks, as they become known
Beyond Budget and Scope: Managing Client Expectations and Delivering ValueVanessa Turke
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Many projects begin with by ambiguous needs, unclear priorities, mind-changing customers, and of course, a tight deadline. There are tools to monitor budget and schedule, but failure to manage client expectations often results in frustrating miscommunications and serious consequences for projects and business relationships.
PM areas and quality/cost/time showing decreasing control and increasing risk with each area.
Scope is controllable and affects cost but as you move away towards stakeholders you cannot influence them and time risk is even less controllable.
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Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
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Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
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This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
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It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
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Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.đ¤¯
We will dig deeper into:
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3. How you can capture more CRM data to understand your audience better through video testimonials. đ
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujaratâs DholeraAvirahi City Dholera
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The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isnât just any project; itâs a potential game changer for Indiaâs chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
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Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. Youâll also learn
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Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
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The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
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This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
3. Project Management, Business
and Customers
īBusiness today demands faster projects, decreased delivery
times.
īCustomers want to know what is happening and are more
demanding as they too are under pressure to deliver faster.
īThis leads to an environment of increased competition.
īIn competitive environments the rewards will go to those
organizations which are more flexible, more in tune with their
customers' wants and focused on their main product or service,.
īIn order to do this all aspects of business (product delivery,
profit, growth & market share) need to be optimised.
4. Why do we need Project
Management?
Project management enables organisations to
īIdentifying problems with the project and enable
issues to be escalated which allows
īTasks to be done more efficiently by identifying
issues earlier which results in
īGetting things done more cost-effectively and
īDelivering projects on time, in budget and to the
right quality.
5. Which means that
īProblems may be managed in a timely manner so
products are delivered to deadlines.
īOrganisations have an opportunity to mitigate
possible cost overruns
īCustomers expectations and requirements are met
īOrganisations & individuals gain a reputation for
successful delivery which often equates to
īPROFITS & BONUSES
īGreater Market Share, less competition, increased
customer confidence etc
6. What is a Project?
īAn activity of limited duration
īThe purpose of which is to create some sort of
outcome / deliverable
īThat has generally not been done before in terms
of client / team/ contract / environment, and
īThe achievement of which signals completion of
the activity.
8. What is Project Management
PM is a technique for ensuring that we do the following
systematicallyâĻ
ī- scheduling tasks (time management)
ī- defining the work and risks (scope & risk management)
ī- budget specification (cost management)
ī- assigning responsibility for tasks (quality and organisation)
īPlus recognising, analysing and implementing changes in a
controlled manner
9. Project vs Technical Management
Managing the project is similar for all types of
project,
But
Managing the technical aspects can be different for
each project
13. PM Processes & Areas
KNOWLEDGE AREAS INITIATING PLANNING EXECUTION
MONITORING &
CONTROL
CLOSE OUT
INTEGRATION 1 1 2 2 1
SCOPE 4 2
TIME 6 1
COST 3 1
QUALITY 1 1 1
HUMAN RESOURCES 1 3
COMMUNICATION 1 1 1
RISK 5 1
PROCUREMENT 1 1 1
STAKEHOLDERS 1 1 1 1
2 24 9 11 1
PROCESS GROUP
14.
15.
16. Project Components â Triple
Constraint
To meet the scope of the project we work within:
īTime â schedule, delivery dates
īC0st â cost of material, resource, services
īQuality â standard to be achieved
You can have it cheap, fast or good â choose any two
19. Fundamental PM Elements
īRequirements
īScope â Work / Product Breakdown Structure
īOrganisation / Individual Responsible for each element
īPrice / Cost per element
īSchedule â Durations & Dependencies
īChange Control
īReporting / Communicating
īDocumentation
20. Requirements (FACTS)
īFEASIBLE â able to be satisfied
īAMBIGUITY FREE- not vague
īCOMPLETE â all information available
īTESTABLE â able to be verified
īSIMPLE â short, concise
If requirements are not defined the project plan is compromised,
work can be abortive, work may need to be repeated, price/cost
increases, resources are tied up, delivery is late, expectations not
met.
21.
22. Scope
īthe work that must be done in order to deliver a product with
the specified features and functions
īA work breakdown structure is a grouping of project delivery
elements that organizes and defines the total scope of the
project: work not in the WBS is outside the scope of the
project.
It essential that the scope is defined rigorously or the project will
have gaps from the outset. Scope is categorised into component
parts which can be assessed for their risk, logical sequence, and
who is responsible.
23. WBS â Marine Fire Systems
Requirements 3rd Party Materials Mechanical System Transport Clash Resolution Component Tests
Specifications Documents COTS Electrical System Insurance Site Attendence FAT
Interfacing Needs Approval Specialists Control System Storage SAT
Configuration System Integration Spares Integrated T& C
System Level Assembly Acceptance
Detailed Design Packaging Manuals
Design Review Manuals
Design Complete
Design Verification
PLUS - Project Reports
- Invoicing
- Mandatory Meetings / Reviews
- Other requirements
- Defects Liability
Fabrication Delivery
Testing &
Commissioniong
Marine Fire Systems
Installation SupportDesign Approval Procurement
24. WBS
īProvides the basis for planning, scheduling, cost
estimating, configuring, monitoring, reporting,
directing and controlling the project.
īIdentify risks associated with each element of the
WBS so âuncertaintiesâ made visible.
īAids communication with vendors/team members /
management
Essential to breaking down the project into manageable
components and assigning risk, owner, duration, cost.
Allows change and impact of change to be analysed.
25. Organisational Aspects
īOrganisational Breakdown Structure for delivery/serviceâ
indicating responsible person / organisation (& point of
contact)
īSuppliers
īInternal Resource / Department
īExternal Resources / Suppliers
īClient â yes the Client - as they need to make decisions/pay and
take time for meetings etc.
If a delay/overrun/problem is occurring the responsible party must
be identifiable and made accountable to provide a workaround to
resolve the problemâĻthis includes the Client
26. Cost
īEstimates for each element â Budgeted cost
īActual Costs incurred â
īPayment Received
īValue of Work Done
īProportional costs aggregated for overall progress
īForecasting
Tracking of costs is essential in the performance of a project
commercially. Deviation from forecast must be flagged/escalated
so mitigation measures may be instigated in a timely manner.
28. Schedule
īActivities required for project completion
īDurations of each task
īDurations for Approvals / tests
īLead time
īRegular Milestones based on tangible and objective
events to demonstrate progress.
Essential to ensuring that all work is programmed and
sequence is logical. Allows for dependencies to be
shown and impacts of change/delays to be analysed.
31. Change
īClient Requirements
īCreeping Scope
īCreeping elegance
īLack of planning
īRisks realised
Change is inevitable be it from internal or external
agencies. Change means that the original plan may
not be valid and re-planning is required affecting
cost/time/quality.
32. Scope Creep
īLack of clarity or detail in the original description of
scope, objectives, or work
īWillingness to modify a project without formal
review or approval
īAllowing participants who do not do the work
associated with any change to decide
īFeeling that you should never say âNOâ to a Client
īPersonal pride that makes you believe you can
accommodate anything
33. Reporting / Communicating
īProgress Meetings
īRegular Project Reporting (Weekly)
īMeaningful Reports addressing:
Schedule / Time
Costs
Resources
Changes / Risks / Issues
Problems and Actions being taken/needed
Overall Status
34. ī28% of projects fail due to poor
communication
â A recent research in 2012 conducted by PMIÂŽ
35. Reporting / Communicating
īUse predetermined metrics to measure work done
īUse baselines to measure progress
īStatus reports identifying issues and actions to
resolve issues
īEscalate issues when they occur rather than âponderâ
(âContact-wait outâ or interim SITREPs)
īâNo newsâ does not mean âgood newsâ on a project
īMeetings to ensure messages are communicated and
understoodâĻ
âI sent an emailâ has never solved any project problem
36. Hiding
YES YES
NO NO
YES
NO
NO
YES
A risk manifests itself
Problem Avoided
Conceal it before
anybody finds out
Bury it
Get in first
with your
story
Sit tight and hope the risk
goes away.
Will it show? Can you
hide it?
Can you blame somebody
else, circumstances,
client?
Could admission damage
your career?
37. Learning
NO YES
YES
NO
A risk manifests itself
Take ownership &
assess possible
consequences
Take corrective
action & inform
those affected
Tell somebody in
authority
immediately
Cooperate fully to
correct risk and
review procedures
Risk Managed
Investigate why
mistake occurred
Try to learn from
mistakes
Share discovery &
improve process
Could admission
damage your
career/company?
Is it a flaw in
the process /
system?
38. Project Documentation
īProject Plan stating the scope (WBS), how work will
be undertaken and by whom, programme and
milestones, quality requirements, risks identified.
īBaseline Programme
īBaseline Budget
īBaseline Resources
īProgress Reports measuring progress against
baselines
īChange Authorisations
īContract Correspondence
39. Summary
Project management is a management technique for
īGetting things done efficiently /faster
īGetting things done right, more cost-effectively.
īIdentifying problems with the project and escalating
issues
Project Management allows for the systematic planning,
organising and controlling of the Project Components
of TIME, COST, QUALITY & SCOPE and
communicating the status of a project to the
participants.
40. Summary
īScope is established from the Requirements and developed into
a WBS
īWork is allocated to resources and every element of work has
an owner which carries a cost/budget
īWork is planned to be carried out in a logical sequence and a
schedule is developed
īChanges are inevitable and their impact on time, cost and
resources can be analysed against the baseline plan.
īReporting against the original plan is essential to ensuring that
the right actions are taken in a timely manner.
īRoutine and escalation reporting gives visibility on a project
īDocumentation of the plan and changes ensures that there is
visibility and accountability in the management of the project.
41. īWhat, why, when, how and where
īWHO?
īJust because there is no âprojectâ in your title does not
mean you are not part of a project.
īEverybody contributes and plays a part
42. Afterwords
īGood Project Management cannot guarantee project
success, butâĻ
īBad or Absent Project Management will usually result
in project failure.
īPeople make (or break) projects.