The document provides an overview of a project management foundations course on project management processes. The course is targeted at students with little experience in formal project management concepts and frustrated with failed or poorly organized projects. The course covers introduction to project management processes, the five process groups of initiating, planning, executing, monitoring and controlling, and closing, as well as an example quiz reviewing the content.
Innovation Foundations Course 104 - Project Portfolio Mgmt for InnovationThink For A Change
This document provides an overview of an innovation management training course on project and portfolio management concepts. The target audience is those with little experience in formal project management. The course objectives are to understand general project management concepts and how they relate to innovation management, learn common tools and techniques, and understand the importance of execution. The syllabus covers innovation execution methodology in the first segment and project management concepts in the second segment, followed by a quiz.
Project Management Foundations Course 101 - Project Management ConceptsThink For A Change
This document provides an overview of an introductory project management course. The course covers three key segments: an introduction to project management concepts like the project lifecycle and how projects are organized; the typical project management lifecycle phases from initiation to closing; and how projects are organized through different structures and the roles involved like project managers. The goal is to provide students with little experience an overview of fundamental project management principles.
Project Management Professional (PMP), Certification Study Guide. To assist PMI candidates for completing the PMI certification exam administered by the Project Management Institute. Content is from “A Guide To The Project Management Body Of Knowledge” (PMBOK)
www.pmi.org
For PMP Certification Training please contact us on +1 281-670-7466 || sabya@trainerkart.com || www.trainerkart.com
Process Improvement and Change Management
Thursday 29th October 2015
APM Thames Valley branch and APM Enabling Change SIG
by Carl Halford and Elisabeth Goodman
This document provides an introduction to project management concepts for accidental project managers. It outlines the key things a project manager needs to know, including understanding the customer's problem, defining the deliverable, creating a project charter, scheduling tasks, managing risks, tracking status, and reporting progress. The presentation emphasizes that projects often fail because problems are created early on during planning, so getting proper buy-in from stakeholders and setting clear expectations is important for success.
The document provides an overview of changes coming in the PMBOK 7th Edition. Some key changes include:
- It will have a new structure based on 8 Project Performance Domains instead of Knowledge Areas.
- There will be a greater focus on outcomes rather than outputs.
- Tailoring guidance is expanded to help with choosing the right delivery approach.
- Models, methods and artifacts content will be on the new PMI Standards+ digital platform.
- The Standard for Project Management separates from the guide and contains principles for delivery.
Innovation Foundations Course 104 - Project Portfolio Mgmt for InnovationThink For A Change
This document provides an overview of an innovation management training course on project and portfolio management concepts. The target audience is those with little experience in formal project management. The course objectives are to understand general project management concepts and how they relate to innovation management, learn common tools and techniques, and understand the importance of execution. The syllabus covers innovation execution methodology in the first segment and project management concepts in the second segment, followed by a quiz.
Project Management Foundations Course 101 - Project Management ConceptsThink For A Change
This document provides an overview of an introductory project management course. The course covers three key segments: an introduction to project management concepts like the project lifecycle and how projects are organized; the typical project management lifecycle phases from initiation to closing; and how projects are organized through different structures and the roles involved like project managers. The goal is to provide students with little experience an overview of fundamental project management principles.
Project Management Professional (PMP), Certification Study Guide. To assist PMI candidates for completing the PMI certification exam administered by the Project Management Institute. Content is from “A Guide To The Project Management Body Of Knowledge” (PMBOK)
www.pmi.org
For PMP Certification Training please contact us on +1 281-670-7466 || sabya@trainerkart.com || www.trainerkart.com
Process Improvement and Change Management
Thursday 29th October 2015
APM Thames Valley branch and APM Enabling Change SIG
by Carl Halford and Elisabeth Goodman
This document provides an introduction to project management concepts for accidental project managers. It outlines the key things a project manager needs to know, including understanding the customer's problem, defining the deliverable, creating a project charter, scheduling tasks, managing risks, tracking status, and reporting progress. The presentation emphasizes that projects often fail because problems are created early on during planning, so getting proper buy-in from stakeholders and setting clear expectations is important for success.
The document provides an overview of changes coming in the PMBOK 7th Edition. Some key changes include:
- It will have a new structure based on 8 Project Performance Domains instead of Knowledge Areas.
- There will be a greater focus on outcomes rather than outputs.
- Tailoring guidance is expanded to help with choosing the right delivery approach.
- Models, methods and artifacts content will be on the new PMI Standards+ digital platform.
- The Standard for Project Management separates from the guide and contains principles for delivery.
The PMI PMP Exam will be changing after November 1, 2015. Here is a detailed analysis of the Examination Content Outline, and what to expect from the new exam.
Art of Project Management - Make Things Done On Timecalvinbiz0514
The document discusses project management techniques for completing projects on time and on budget. It recommends managing culture by creating consensus among stakeholders and incentives for teams. Key tasks include defining milestones, prioritizing work, setting timelines, tracking progress in meetings, and reporting status. Issues and risks should be logged and monitored. Expectations should be managed by communicating plans and providing regular updates. Costs, including development, overhead, and commissions, should be tracked against revenue to ensure profitability.
Introduction of software project managementREHMAT ULLAH
This document discusses software project management. It defines software project management as a process of managing, allocating, and timing resources to develop computer software that meets requirements. The document outlines the key tasks in software project management, including problem identification, definition, planning, organization, resource allocation, scheduling, tracking, reporting, controlling, and project termination. It emphasizes that software project management plans, implements, monitors, and controls software projects from start to finish.
Excellent presentation on the Agile PMO give by Mr. Stephen Messenger during the Agile Consortium Inner Circle in Brussels on Oct. 23rd.
This presentation addressees key aspects of running agile project and programme offices. The focus is mainly on the introduction and running of project management offices within an agile environment. As agile becomes increasingly popular among development teams within larger organisations frictions often arise between the different ‘cultures’. Often a PMO is seen as the ‘process police’ to be feared rather than a centre of excellence to be called upon for support, guidance and assistance. The PMO is often caught between the projects and the overall organisation, with demands coming from both sides. Getting the best for the business while ensuring the most important projects to the business receive a key focus to ensure maximum success, remains key however.
Fundamentals of Project Management for non project managers and beginners , a very simplified version for those who don't have any Project Management background. Please give feedback if any to upgrade future presentations
Introduction to Project Management (workshop) - v.2Mena M. Eissa
The document provides an introduction to a workshop on project management basics. It begins with biographies of the instructor, Mena Mostafa, who has 15 years of experience as a project manager, business analyst, and developer. The workshop agenda is then outlined and will cover key definitions, theories of project management, a sample project, and lessons learned. Ground rules for the workshop are also established around participation and learning. Finally, the document provides definitions for many important project management terms like stakeholders, roles, communication, scope, requirements, and work breakdown structure to set the foundation for the topics to be covered.
Topic 1: Overview of the Project Management Landscape
Definition of project, project portfolio and program
Classification of projects
Fundamental of project management
- Topic 2: Traditional Project Management (TPM)
What is Traditional Project Management?
Classification of TPM models
Complexity and Uncertainty in the Project Management Landscape
- Topic 3: Agile Project Management
- Topic 4: Extreme Project Management
- Topic 5: Comparison of TPM – Agile – Extreme Project Management
Project Management Foundations Series Course 103 - Project Stakeholder Manage...Think For A Change
This document outlines a course on project stakeholder management. The course contains 4 segments: (1) stakeholder identification, (2) stakeholder engagement planning, (3) stakeholder management, and (4) stakeholder control. Each segment defines its topic, describes the relevant processes and maps the inputs, tools/techniques and outputs. The course aims to teach students how to identify stakeholders, develop engagement strategies, manage relationships, and control stakeholder influence over the project lifecycle. It emphasizes increasing support and minimizing resistance to ensure project success.
Across the world today software development in all shapes and sizes is growing exponentially. There is a software revolution and without a doubt it is an exciting world to be part of. The future is literally happening before our very eyes and never before have we as project managers needed to be on our toes to ensure that we keep pace with this technology race.
Project Portfolio Management (PPM) is the centralized management of the processes, methods, and technologies used by project managers and project management offices (PMOs) to analyze and collectively manage current or proposed projects based on numerous key characteristics.
The six step guide to practical project managementMindGenius
The six step guide to practical project management
If you think managing projects is too difficult, think again.
We’ve stripped back project management processes to the
basics – to make it quicker and easier, without sacrificing
the vital ingredients for success.
“If you’re looking for some real-world guidance, then The Six Step Guide to Practical Project Management will help.”
Dr Andrew Makar, Tactical Project Management
Project Management Framework automation for Project and Portfolio Management ...PMILebanonChapter
Lecture Outline
• Project Management Framework (PMF) and its applications
• Existing project and portfolio management tools
• Project Management Framework Automation: How to?
• The benefits and the challenges of PMF process automation
Lecture Objectives
To introduce the challenges of applying project management standards without any automation tool that can help facilitate the whole process. Applying Project Management standards along with using the right project management tools and Process Automation is key to success in the project management world. Without combining both, PM standards knowledge and Framework automation, applying project management processes by project and portfolio managers in any organization will be a big challenge.
Lecturer’s Biography
Dr. Mona ZOUGHAIB is the VP/Marketing Director of PMI Lebanon Chapter. Mona is currently the head of project management office and the advisor to the CIO at Middle East Airlines since more than two years. Before joining the aviation industry, Mona was a banker for more than 18 years from Arab Bank as section head / IT development unit to Fransabank as head of IT project management and later joined Byblos Bank as senior program manager.
Dr. Zoughaib has a Computer Science degree from LAU (1993), MBA from LAU (2005) and PhD in MIS from Paris Descartes – Paris V (2009), and she is PMP certified.
In addition to her long years of professional experience, Mona is a senior lecturer at AUB and an Associate Professor at the Lebanese university, HAIGAZIAN University and Rafic Hariri University
Programs and Portfolios - Multi-project ManagementBryan Fenech
In this presentation we will cover
- Definitions and comparison of programs and portfolios
- Organisational context
- Origins – multi-project management challenges and industry responses
The document discusses key concepts in project management including defining a project as having an agreed upon purpose, outcomes, outputs, time frame and budget and being implemented by a temporary team. It is also time-bound with cost, time, and quality objectives specified in advance. Some project management tools mentioned are the Project Initiation Document, GNATT Chart, Work Breakdown Structure, Critical Path Analysis, Milestones Chart, and Post-project Appraisal Document.
From PMO to OPM (Building and Sustaining the Organizational Project Management System)
Many organizations have invested into project management training, yet projects still fails, or provide less than optimal solutions. Other organizations have implemented project management offices (PMO), yet some of these PMO are failing, or not delivering the essential benefits, or not living up to executives' performance expectations. In other words, there are gaps. The gaps are in term of knowledge, expertise, practice, and perhaps are due to not implementing the right solution.
What is the solution? Is project management training enough? Is investing in certification training (such PMP, PRINCE2, or other certifications) enough? Are the certified individuals able to deliver benefits and improve organizational performance?
To achieve the strategic benefits of project management, it is CRUCIAL to close the gap between knowledge and practice, gaps that cannot be filled by training or certification only. Organizations must recognize the need to invest into their organizational project management as a system. A system approach will lead to implementing the governance, policies, processes, framework, and project management methodology for managing projects successfully.
The Project Management Process - Week 1Craig Brown
This document provides an overview of project management concepts. It discusses that projects have a definite beginning and end, and defines a project. It also outlines the five process groups that projects typically go through. Additionally, it explains the triple constraint of time, cost and scope that projects aim to balance, and introduces the nine knowledge areas of the project management framework. Finally, it emphasizes the importance of an integrated approach to managing all aspects of a project.
Chapter 06 of ICT Project Management based on IOE Engineering syllabus. This chapter provides knowledge on project management processes, overlaps of process groups in a phase and mapping of project management.Provided by Project Management Sir of KU.
ESOFT Metro Campus - Diploma in Software Engineering - (Module VII) Introduction to Project Management
(Template - Virtusa Corporate)
Contents:
What is a Project?
History of the Project Management
Attributes of a Project
What is Project Management?
Why Project Management Important?
The Triple Constraints of a Project
Project Stakeholders
Performing Organizational Structures
Project Management Life Cycle
Project Management Processes
Nine Knowledge Areas
Integration Management
Scope Management
Time Management
Cost Management
Quality Management
Human Resource Management
Communication Management
Risk Management
Procurement Management
The PMI PMP Exam will be changing after November 1, 2015. Here is a detailed analysis of the Examination Content Outline, and what to expect from the new exam.
Art of Project Management - Make Things Done On Timecalvinbiz0514
The document discusses project management techniques for completing projects on time and on budget. It recommends managing culture by creating consensus among stakeholders and incentives for teams. Key tasks include defining milestones, prioritizing work, setting timelines, tracking progress in meetings, and reporting status. Issues and risks should be logged and monitored. Expectations should be managed by communicating plans and providing regular updates. Costs, including development, overhead, and commissions, should be tracked against revenue to ensure profitability.
Introduction of software project managementREHMAT ULLAH
This document discusses software project management. It defines software project management as a process of managing, allocating, and timing resources to develop computer software that meets requirements. The document outlines the key tasks in software project management, including problem identification, definition, planning, organization, resource allocation, scheduling, tracking, reporting, controlling, and project termination. It emphasizes that software project management plans, implements, monitors, and controls software projects from start to finish.
Excellent presentation on the Agile PMO give by Mr. Stephen Messenger during the Agile Consortium Inner Circle in Brussels on Oct. 23rd.
This presentation addressees key aspects of running agile project and programme offices. The focus is mainly on the introduction and running of project management offices within an agile environment. As agile becomes increasingly popular among development teams within larger organisations frictions often arise between the different ‘cultures’. Often a PMO is seen as the ‘process police’ to be feared rather than a centre of excellence to be called upon for support, guidance and assistance. The PMO is often caught between the projects and the overall organisation, with demands coming from both sides. Getting the best for the business while ensuring the most important projects to the business receive a key focus to ensure maximum success, remains key however.
Fundamentals of Project Management for non project managers and beginners , a very simplified version for those who don't have any Project Management background. Please give feedback if any to upgrade future presentations
Introduction to Project Management (workshop) - v.2Mena M. Eissa
The document provides an introduction to a workshop on project management basics. It begins with biographies of the instructor, Mena Mostafa, who has 15 years of experience as a project manager, business analyst, and developer. The workshop agenda is then outlined and will cover key definitions, theories of project management, a sample project, and lessons learned. Ground rules for the workshop are also established around participation and learning. Finally, the document provides definitions for many important project management terms like stakeholders, roles, communication, scope, requirements, and work breakdown structure to set the foundation for the topics to be covered.
Topic 1: Overview of the Project Management Landscape
Definition of project, project portfolio and program
Classification of projects
Fundamental of project management
- Topic 2: Traditional Project Management (TPM)
What is Traditional Project Management?
Classification of TPM models
Complexity and Uncertainty in the Project Management Landscape
- Topic 3: Agile Project Management
- Topic 4: Extreme Project Management
- Topic 5: Comparison of TPM – Agile – Extreme Project Management
Project Management Foundations Series Course 103 - Project Stakeholder Manage...Think For A Change
This document outlines a course on project stakeholder management. The course contains 4 segments: (1) stakeholder identification, (2) stakeholder engagement planning, (3) stakeholder management, and (4) stakeholder control. Each segment defines its topic, describes the relevant processes and maps the inputs, tools/techniques and outputs. The course aims to teach students how to identify stakeholders, develop engagement strategies, manage relationships, and control stakeholder influence over the project lifecycle. It emphasizes increasing support and minimizing resistance to ensure project success.
Across the world today software development in all shapes and sizes is growing exponentially. There is a software revolution and without a doubt it is an exciting world to be part of. The future is literally happening before our very eyes and never before have we as project managers needed to be on our toes to ensure that we keep pace with this technology race.
Project Portfolio Management (PPM) is the centralized management of the processes, methods, and technologies used by project managers and project management offices (PMOs) to analyze and collectively manage current or proposed projects based on numerous key characteristics.
The six step guide to practical project managementMindGenius
The six step guide to practical project management
If you think managing projects is too difficult, think again.
We’ve stripped back project management processes to the
basics – to make it quicker and easier, without sacrificing
the vital ingredients for success.
“If you’re looking for some real-world guidance, then The Six Step Guide to Practical Project Management will help.”
Dr Andrew Makar, Tactical Project Management
Project Management Framework automation for Project and Portfolio Management ...PMILebanonChapter
Lecture Outline
• Project Management Framework (PMF) and its applications
• Existing project and portfolio management tools
• Project Management Framework Automation: How to?
• The benefits and the challenges of PMF process automation
Lecture Objectives
To introduce the challenges of applying project management standards without any automation tool that can help facilitate the whole process. Applying Project Management standards along with using the right project management tools and Process Automation is key to success in the project management world. Without combining both, PM standards knowledge and Framework automation, applying project management processes by project and portfolio managers in any organization will be a big challenge.
Lecturer’s Biography
Dr. Mona ZOUGHAIB is the VP/Marketing Director of PMI Lebanon Chapter. Mona is currently the head of project management office and the advisor to the CIO at Middle East Airlines since more than two years. Before joining the aviation industry, Mona was a banker for more than 18 years from Arab Bank as section head / IT development unit to Fransabank as head of IT project management and later joined Byblos Bank as senior program manager.
Dr. Zoughaib has a Computer Science degree from LAU (1993), MBA from LAU (2005) and PhD in MIS from Paris Descartes – Paris V (2009), and she is PMP certified.
In addition to her long years of professional experience, Mona is a senior lecturer at AUB and an Associate Professor at the Lebanese university, HAIGAZIAN University and Rafic Hariri University
Programs and Portfolios - Multi-project ManagementBryan Fenech
In this presentation we will cover
- Definitions and comparison of programs and portfolios
- Organisational context
- Origins – multi-project management challenges and industry responses
The document discusses key concepts in project management including defining a project as having an agreed upon purpose, outcomes, outputs, time frame and budget and being implemented by a temporary team. It is also time-bound with cost, time, and quality objectives specified in advance. Some project management tools mentioned are the Project Initiation Document, GNATT Chart, Work Breakdown Structure, Critical Path Analysis, Milestones Chart, and Post-project Appraisal Document.
From PMO to OPM (Building and Sustaining the Organizational Project Management System)
Many organizations have invested into project management training, yet projects still fails, or provide less than optimal solutions. Other organizations have implemented project management offices (PMO), yet some of these PMO are failing, or not delivering the essential benefits, or not living up to executives' performance expectations. In other words, there are gaps. The gaps are in term of knowledge, expertise, practice, and perhaps are due to not implementing the right solution.
What is the solution? Is project management training enough? Is investing in certification training (such PMP, PRINCE2, or other certifications) enough? Are the certified individuals able to deliver benefits and improve organizational performance?
To achieve the strategic benefits of project management, it is CRUCIAL to close the gap between knowledge and practice, gaps that cannot be filled by training or certification only. Organizations must recognize the need to invest into their organizational project management as a system. A system approach will lead to implementing the governance, policies, processes, framework, and project management methodology for managing projects successfully.
The Project Management Process - Week 1Craig Brown
This document provides an overview of project management concepts. It discusses that projects have a definite beginning and end, and defines a project. It also outlines the five process groups that projects typically go through. Additionally, it explains the triple constraint of time, cost and scope that projects aim to balance, and introduces the nine knowledge areas of the project management framework. Finally, it emphasizes the importance of an integrated approach to managing all aspects of a project.
Chapter 06 of ICT Project Management based on IOE Engineering syllabus. This chapter provides knowledge on project management processes, overlaps of process groups in a phase and mapping of project management.Provided by Project Management Sir of KU.
ESOFT Metro Campus - Diploma in Software Engineering - (Module VII) Introduction to Project Management
(Template - Virtusa Corporate)
Contents:
What is a Project?
History of the Project Management
Attributes of a Project
What is Project Management?
Why Project Management Important?
The Triple Constraints of a Project
Project Stakeholders
Performing Organizational Structures
Project Management Life Cycle
Project Management Processes
Nine Knowledge Areas
Integration Management
Scope Management
Time Management
Cost Management
Quality Management
Human Resource Management
Communication Management
Risk Management
Procurement Management
This document discusses project integration and scope management. It defines integration management as coordinating all project elements and balancing competing demands. The seven key integration processes are outlined, including developing plans, directing execution, monitoring work, controlling changes, and closing projects. Scope management aims to include all necessary work and only that work. It discusses collecting requirements, defining scope, creating a work breakdown structure (WBS), verifying scope, and controlling scope.
The document defines key concepts in project management:
- A project is a temporary endeavor undertaken to create a unique product, service or result with defined start and end dates, resources, and goals.
- Project management is the application of knowledge, skills, tools and techniques to meet project requirements by planning, executing, monitoring and controlling, and closing a project.
- The five process groups in project management are initiating, planning, executing, controlling, and closing.
The document defines a project as a temporary endeavor undertaken to create a unique product, service or result. It has a defined start and end date, and is aimed at meeting specific goals. Project management involves applying knowledge, skills, tools and techniques to project activities to meet requirements. It uses five process groups (initiating, planning, executing, controlling, closing) and nine knowledge areas. The role of the project manager is to use project management principles to deliver the project objectives on time and on budget by managing scope, schedule, costs and quality.
ICT Project Management is an IOE syllabus based subject. It provides introductory information about project management, its objectives, classification of project and projectts life cycle.Provided by Project Management Sir of KU.
This document discusses project integration management, which involves coordinating tasks, resources, stakeholders, changes and variables to ensure successful project completion. It outlines the key knowledge areas and processes in project integration management. These include developing a project charter and project management plan, directing and managing project work, monitoring and controlling project work, performing integrated change control, and closing the project. Project integration management is essential for coordinating all aspects of a project and achieving the project's objectives.
Project Management Cycle and MS Project 2013 By Subodh Kumar PMPSubodh Kumar
This document introduces project management concepts including the project management cycle, project and product lifecycles, and the Project Management Institute (PMI) framework. It discusses that a project has a definite beginning and end and is created to deliver a unique product or service. It then explains the five process groups that make up the project management cycle according to PMI: initiation, planning, execution, monitoring and control, and closing. Finally, it provides an overview of how Microsoft Project 2013 can be used to manage the schedule, resources, and other aspects of a project.
This document provides an overview of project management. It defines project management as a carefully planned effort to accomplish a project, which is a one-time effort to produce a specific result. The document then outlines the key components of project management, which include developing a plan, defining goals and objectives, determining resources, budgets and timelines, managing implementation, and performing controls. It also lists several common approaches to project management and describes the typical major phases of initiating, planning, executing, monitoring/controlling, and closing a project.
The document provides an overview of software project management. It defines what a project and software project are, discusses key characteristics of projects, and compares projects to operations. It also outlines important aspects of project management including the project management process groups, knowledge areas, factors that influence projects, and the roles of the project manager, project management office, and how organizational structure can affect a project.
Project management essentials 3 day training programParamjit Arora
This is an essentials program on project management which I created and imparted to a captive audience in my organisation. The objective is to create an awareness of the essentials / fundamentals of project management within the organisation. Today organisations are increasingly using project management methodologies to conduct their tasks. Hopefully this ppt would help trainers in their endeavour. Thanks
The document provides an overview of key concepts in project management. It defines a project as a temporary endeavor undertaken to create a unique product or service. Projects are unique, have a specific deliverable and due date, and involve pulling together organizational resources. Project management involves directing resources throughout the project life cycle to meet objectives for scope, cost, time, quality and satisfaction. It addresses uncertainties that can be managed but not eliminated in projects.
What is a Project and Project Management? This presentation helps you to gain more knowledge about how to manage a project and helps in understanding the Project Life Cycle.
Prince2 by design is a process based approach to project delivery and that means projects progress through the processes in a linear way. In this presentation I cover the objectives and activities of each of the 7 Processes. I will take each process in turn and by the end of this presentation you should have a very good overview of the 7 Processes of Prince2. By having this good overview will help you with the Prince2 exam as you will understand what happens and when on the project. With the exam being open book you will be able to look up the detail if and when you need it.
The 7 Processes of Prince2 are:
Starting up a Project
Directing a Project
Initiating a Project
Controlling a Stage
Managing Product Delivery
Managing a Stage Boundary
Closing a Project
This document discusses project management principles and processes. It outlines the key characteristics of projects, including objectives, schedules, complexity, resources needed, and influence from the environment. The document also discusses the project management process groups of initiating, planning, executing, monitoring/controlling, and closing. It emphasizes that project management involves managing processes and people to achieve project goals. Progressive elaboration is discussed as continuously improving plans over time as more information becomes available.
This document discusses concepts and principles of project management. It defines project management and describes the key phases of project management - initiation, planning, execution, and closeout. It also discusses important project management techniques including developing a work breakdown structure, creating a network diagram, scheduling, budgeting, and identifying and managing risks. The document is intended as a chapter in a textbook on project analysis and evaluation.
Projects require planning, organizing, and monitoring to ensure they are completed on time and within budget. Key aspects of project management include defining the project scope, identifying required tasks, estimating durations and resources, developing a schedule, assigning team roles and responsibilities, monitoring progress, and assessing outcomes for continuous improvement. Effective project managers apply skills such as communication, problem-solving, and people management to lead teams through a project life cycle from initiation to closure.
Deciding the software development life cycle procedure (according to iso12207)Fatih Algün
The document discusses the ISO 12207 standard for software development life cycles. It provides an overview of the standard including defining two types of software projects, describing key processes like management, quality assurance, and configuration management. It emphasizes that following the standard and implementing best practices like requirements documentation, risk management, and software metrics can help improve success rates for software projects.
Deciding the software development life cycle procedure (according to iso12207)Fatih Algün
The document discusses the ISO 12207 standard for software development life cycles. It provides an overview of the standard including defining two types of software projects, describing key processes like management, quality assurance, and configuration management. It emphasizes that following the standard and implementing best practices like requirements documentation, risk management, and software metrics can help improve success rates for software projects.
Aviation industry often face turbulence due to mismanagement. Successful Project Management is necessary to make this Industry and Airlines profitable and survivable
Similar to Project Management Foundations Series Course 102 - Project Management Processes (20)
"Saving The World With Project Management" from the July 2011 Issue of PM Net...Think For A Change
Project management techniques can help not-for-profit organizations increase efficiency and accountability to improve their impact. The article discusses how smaller non-profits often lack business skills needed for success. It provides examples of organizations that use project management to define goals, track funding, and measure results. This allows them to demonstrate success to donors and improve oversight of remote projects.
"Nurturing The Next Big Thing" from the March 2013 Issue of PM NetworkThink For A Change
1) Organizations must not only continuously develop new ideas, but also implement projects that deliver value from those ideas.
2) To succeed, companies must blend cutting-edge concepts with traditional project governance approaches to bring prototypes to market.
3) Aligning innovation strategies and projects closely with overall business strategies is key to effectively translating ideas into successful initiatives.
"Innovate or Die" from the October 2009 Issue of PM NetworkThink For A Change
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
Project Management Foundations Series Course 104 - Agile Project Management C...Think For A Change
This document provides an overview of an introductory course on agile project management concepts and SCRUM methodology. The course is divided into three segments: an introduction to agile project management concepts, a closer look at SCRUM, and applying agile PM to organizations. The target audience includes those with little experience in formal PM, agile concepts, or SCRUM. The document defines agile project management and its principles, then discusses the SCRUM framework including sprints, roles of the product owner and scrummaster, and how scrum addresses change management.
Innovation Foundations Course 102 - Idea Management ConceptsThink For A Change
This document outlines a training course on idea management concepts. The target audience has little experience with creative problem solving, idea management, suggestion schemes, or organized idea campaigns. The course objectives are to provide a working knowledge of the idea management process, idea sourcing strategies, and the differences between creative problem solving, idea management, and innovation management. The syllabus includes segments on introducing idea management, the idea management process, and tools/benefits/risks. It concludes with a quiz to demonstrate what was learned.
Innovation Foundations Course 103 - Innovation Management ConceptsThink For A Change
This document provides an overview of an innovation management foundations course. The course is targeted towards individuals with little experience in innovation management concepts, processes, and program development who are frustrated by a lack of organizational innovation processes. The course objectives are to provide students with an understanding of innovation management concepts, processes and models, and tools to implement innovation management. The course syllabus covers introduction to innovation management concepts, innovation management process models, and innovation management tools.
Innovation Foundations Course 101 - Creative Problem Solving ConceptsThink For A Change
This document provides an overview of an introductory course on creative problem solving concepts. The target audience is individuals with little experience in formal creative problem solving, idea management, or innovation management. The course objectives are to provide a solid understanding of basic creative problem solving concepts and the ability to use tools and techniques for creatively resolving problems. The course syllabus outlines segments on the creative problem solving process, tools and techniques, and building a culture that supports creative problem solving.
AIIE & Accept360 Webinar - Bridging the Innovation Execution GapThink For A Change
The document discusses bridging the gap between innovation strategy and execution. It identifies common challenges such as aging processes and a lack of skills in creative problem solving. It proposes developing executable strategies with clear deliverables, milestones, accountability, and metrics. Key success factors for innovation execution include clear vision, measurable milestones, responsibility assignment, resources, and communication of accountability.
Downloadable Slide Presentation from the Leveraging Innovation Centers of Exc...Think For A Change
The document discusses the concept of an "Innovation Center of Excellence" (ICE) to help organizations better manage innovation. An ICE would be a dedicated team focused on developing, deploying, and maintaining innovation processes, tools, and culture. It would serve as an expert resource, provide training, and act as a liaison to help embed innovation practices across an organization. Setting up an ICE aims to address common pain points around managing innovation and could yield benefits like increased revenue, reduced costs, and better strategy alignment, though some barriers would need to be overcome.
Downloadable Slide Presentation from the Innovation Portfolio Management WebinarThink For A Change
The document introduces the Innovation Portfolio Management Model as an alternative to traditional linear phase-gate models for innovation management. The model aims to address three pain points: aligning innovation with organizational strategy, managing a portfolio of ideas, and executing individual initiatives. It presents a new "value chain" with functions for strategy development, concept development, building an innovation portfolio across sustaining, incremental, breakthrough and disruptive categories, and execution with a feedback loop to ensure alignment. The full report is available on the American Institute for Innovation Excellence website.
The document discusses the differences between creativity and innovation, as well as project and portfolio management. It outlines nine basic steps for innovation, from problem identification to implementation. It then presents the innovation project portfolio concept, which involves defining a portfolio, developing a strategy, ensuring the right blend and balance of projects, and engaging leadership. The key points are that innovation requires managing tasks and resources like projects, and that combining project management skills with idea generation can increase innovative success.
Tools for Creative Problem Solving/Innovation & Tools for SixSigma/LeanThink For A Change
This document compares and contrasts Six Sigma and creative problem solving as two approaches to problem solving that can be used by project managers. Six Sigma is a data-driven, systematic approach focused on improving existing processes and reducing defects, while creative problem solving aims to independently generate new solutions, especially when metrics and data are limited. The document provides overviews of each approach and offers guidelines for selecting the right tool based on whether an existing process needs improvement or a new approach is required. It argues that both techniques are useful for project managers and complement each other.
Main Java[All of the Base Concepts}.docxadhitya5119
This is part 1 of my Java Learning Journey. This Contains Custom methods, classes, constructors, packages, multithreading , try- catch block, finally block and more.
LAND USE LAND COVER AND NDVI OF MIRZAPUR DISTRICT, UPRAHUL
This Dissertation explores the particular circumstances of Mirzapur, a region located in the
core of India. Mirzapur, with its varied terrains and abundant biodiversity, offers an optimal
environment for investigating the changes in vegetation cover dynamics. Our study utilizes
advanced technologies such as GIS (Geographic Information Systems) and Remote sensing to
analyze the transformations that have taken place over the course of a decade.
The complex relationship between human activities and the environment has been the focus
of extensive research and worry. As the global community grapples with swift urbanization,
population expansion, and economic progress, the effects on natural ecosystems are becoming
more evident. A crucial element of this impact is the alteration of vegetation cover, which plays a
significant role in maintaining the ecological equilibrium of our planet.Land serves as the foundation for all human activities and provides the necessary materials for
these activities. As the most crucial natural resource, its utilization by humans results in different
'Land uses,' which are determined by both human activities and the physical characteristics of the
land.
The utilization of land is impacted by human needs and environmental factors. In countries
like India, rapid population growth and the emphasis on extensive resource exploitation can lead
to significant land degradation, adversely affecting the region's land cover.
Therefore, human intervention has significantly influenced land use patterns over many
centuries, evolving its structure over time and space. In the present era, these changes have
accelerated due to factors such as agriculture and urbanization. Information regarding land use and
cover is essential for various planning and management tasks related to the Earth's surface,
providing crucial environmental data for scientific, resource management, policy purposes, and
diverse human activities.
Accurate understanding of land use and cover is imperative for the development planning
of any area. Consequently, a wide range of professionals, including earth system scientists, land
and water managers, and urban planners, are interested in obtaining data on land use and cover
changes, conversion trends, and other related patterns. The spatial dimensions of land use and
cover support policymakers and scientists in making well-informed decisions, as alterations in
these patterns indicate shifts in economic and social conditions. Monitoring such changes with the
help of Advanced technologies like Remote Sensing and Geographic Information Systems is
crucial for coordinated efforts across different administrative levels. Advanced technologies like
Remote Sensing and Geographic Information Systems
9
Changes in vegetation cover refer to variations in the distribution, composition, and overall
structure of plant communities across different temporal and spatial scales. These changes can
occur natural.
Philippine Edukasyong Pantahanan at Pangkabuhayan (EPP) CurriculumMJDuyan
(𝐓𝐋𝐄 𝟏𝟎𝟎) (𝐋𝐞𝐬𝐬𝐨𝐧 𝟏)-𝐏𝐫𝐞𝐥𝐢𝐦𝐬
𝐃𝐢𝐬𝐜𝐮𝐬𝐬 𝐭𝐡𝐞 𝐄𝐏𝐏 𝐂𝐮𝐫𝐫𝐢𝐜𝐮𝐥𝐮𝐦 𝐢𝐧 𝐭𝐡𝐞 𝐏𝐡𝐢𝐥𝐢𝐩𝐩𝐢𝐧𝐞𝐬:
- Understand the goals and objectives of the Edukasyong Pantahanan at Pangkabuhayan (EPP) curriculum, recognizing its importance in fostering practical life skills and values among students. Students will also be able to identify the key components and subjects covered, such as agriculture, home economics, industrial arts, and information and communication technology.
𝐄𝐱𝐩𝐥𝐚𝐢𝐧 𝐭𝐡𝐞 𝐍𝐚𝐭𝐮𝐫𝐞 𝐚𝐧𝐝 𝐒𝐜𝐨𝐩𝐞 𝐨𝐟 𝐚𝐧 𝐄𝐧𝐭𝐫𝐞𝐩𝐫𝐞𝐧𝐞𝐮𝐫:
-Define entrepreneurship, distinguishing it from general business activities by emphasizing its focus on innovation, risk-taking, and value creation. Students will describe the characteristics and traits of successful entrepreneurs, including their roles and responsibilities, and discuss the broader economic and social impacts of entrepreneurial activities on both local and global scales.
Chapter wise All Notes of First year Basic Civil Engineering.pptxDenish Jangid
Chapter wise All Notes of First year Basic Civil Engineering
Syllabus
Chapter-1
Introduction to objective, scope and outcome the subject
Chapter 2
Introduction: Scope and Specialization of Civil Engineering, Role of civil Engineer in Society, Impact of infrastructural development on economy of country.
Chapter 3
Surveying: Object Principles & Types of Surveying; Site Plans, Plans & Maps; Scales & Unit of different Measurements.
Linear Measurements: Instruments used. Linear Measurement by Tape, Ranging out Survey Lines and overcoming Obstructions; Measurements on sloping ground; Tape corrections, conventional symbols. Angular Measurements: Instruments used; Introduction to Compass Surveying, Bearings and Longitude & Latitude of a Line, Introduction to total station.
Levelling: Instrument used Object of levelling, Methods of levelling in brief, and Contour maps.
Chapter 4
Buildings: Selection of site for Buildings, Layout of Building Plan, Types of buildings, Plinth area, carpet area, floor space index, Introduction to building byelaws, concept of sun light & ventilation. Components of Buildings & their functions, Basic concept of R.C.C., Introduction to types of foundation
Chapter 5
Transportation: Introduction to Transportation Engineering; Traffic and Road Safety: Types and Characteristics of Various Modes of Transportation; Various Road Traffic Signs, Causes of Accidents and Road Safety Measures.
Chapter 6
Environmental Engineering: Environmental Pollution, Environmental Acts and Regulations, Functional Concepts of Ecology, Basics of Species, Biodiversity, Ecosystem, Hydrological Cycle; Chemical Cycles: Carbon, Nitrogen & Phosphorus; Energy Flow in Ecosystems.
Water Pollution: Water Quality standards, Introduction to Treatment & Disposal of Waste Water. Reuse and Saving of Water, Rain Water Harvesting. Solid Waste Management: Classification of Solid Waste, Collection, Transportation and Disposal of Solid. Recycling of Solid Waste: Energy Recovery, Sanitary Landfill, On-Site Sanitation. Air & Noise Pollution: Primary and Secondary air pollutants, Harmful effects of Air Pollution, Control of Air Pollution. . Noise Pollution Harmful Effects of noise pollution, control of noise pollution, Global warming & Climate Change, Ozone depletion, Greenhouse effect
Text Books:
1. Palancharmy, Basic Civil Engineering, McGraw Hill publishers.
2. Satheesh Gopi, Basic Civil Engineering, Pearson Publishers.
3. Ketki Rangwala Dalal, Essentials of Civil Engineering, Charotar Publishing House.
4. BCP, Surveying volume 1
हिंदी वर्णमाला पीपीटी, hindi alphabet PPT presentation, hindi varnamala PPT, Hindi Varnamala pdf, हिंदी स्वर, हिंदी व्यंजन, sikhiye hindi varnmala, dr. mulla adam ali, hindi language and literature, hindi alphabet with drawing, hindi alphabet pdf, hindi varnamala for childrens, hindi language, hindi varnamala practice for kids, https://www.drmullaadamali.com
Leveraging Generative AI to Drive Nonprofit InnovationTechSoup
In this webinar, participants learned how to utilize Generative AI to streamline operations and elevate member engagement. Amazon Web Service experts provided a customer specific use cases and dived into low/no-code tools that are quick and easy to deploy through Amazon Web Service (AWS.)