This document discusses approaches for maximizing the benefits of timesheets. It provides an overview of timesheets and analyzes survey results on timesheet usage. A case study of the Sustainable Water Resources Research Center is presented which implemented detailed timesheet tracking. The document also discusses integrating timesheets into project management systems and important human factors to consider for timesheet adoption, such as different personality types and managing organizational change. A recommended daily/weekly timesheet template with approvals is presented.
This document discusses resource scheduling and costs for projects. It covers resource constraints that can impact project schedules, including limited resources, bottlenecks, and resource demands across multiple projects. Methods for allocating resources are presented, such as leveling resource demands to smooth resource utilization for time-constrained projects and using heuristics like minimum slack for resource-constrained projects. The impacts of resource-constrained scheduling, such as reduced flexibility and increased criticality, are also summarized.
IRJET- Project Management, Planning and its Prospectus in the Context of Proj...IRJET Journal
This document discusses project planning and management. It begins by defining a project as a temporary endeavor undertaken to create a unique product or service. Project planning and management are key to successfully completing any project. Planning involves developing appropriate reports and documents to have a clear and complete project. Management involves applying skills, tools, and techniques to project activities to meet requirements. Planning without management is useless - both are needed to develop a successful project. The document then discusses factors that can lead to project success or failure, and the importance of planning activities and adhering to schedules in project management.
Construction Project Managment Techniquesguestc8140fe
The document provides an overview of project management and different project management techniques. It discusses what a project is and defines project management. It then summarizes different project management methods including critical path method (CPM) and Program Evaluation and Review Technique (PERT). CPM uses fixed time estimates while PERT allows for uncertainty in activity times. The document also outlines the basic steps for using CPM and PERT in project planning and management.
The Project Management Process - Week 9 Performance ManagementCraig Brown
The document discusses project performance management and monitoring. It describes establishing a project baseline and monitoring system to track performance against the baseline over time. Key aspects covered include defining data collection, analysis and reporting processes, using tools like Gantt charts and control charts to monitor schedule and cost performance, and integrating scope, time and cost using earned value management.
This presentation covers the two processes that fall under the Initiating Process Group
1. Develop Project charter
2. Identify Stakeholders
Additionally, it covers the ITTO of the processes
This document discusses the importance of project time management and scheduling. It outlines key processes for developing a project schedule, including defining activities, sequencing activities, estimating resources and durations, and developing the schedule. It emphasizes the critical path method for determining the longest path of activities in order to predict the project completion date. Maintaining and controlling the schedule is also discussed.
The document discusses various methods for estimating project times and costs, including top-down and bottom-up approaches. Top-down approaches include consensus methods, ratio methods, and the apportion method. Bottom-up approaches include the template method, parametric procedures applied to specific tasks, and detailed estimates for work packages. Estimates should be refined as risks and details become clearer, and contingency funds and time buffers can be added to offset uncertainty.
This document discusses resource scheduling and costs for projects. It covers resource constraints that can impact project schedules, including limited resources, bottlenecks, and resource demands across multiple projects. Methods for allocating resources are presented, such as leveling resource demands to smooth resource utilization for time-constrained projects and using heuristics like minimum slack for resource-constrained projects. The impacts of resource-constrained scheduling, such as reduced flexibility and increased criticality, are also summarized.
IRJET- Project Management, Planning and its Prospectus in the Context of Proj...IRJET Journal
This document discusses project planning and management. It begins by defining a project as a temporary endeavor undertaken to create a unique product or service. Project planning and management are key to successfully completing any project. Planning involves developing appropriate reports and documents to have a clear and complete project. Management involves applying skills, tools, and techniques to project activities to meet requirements. Planning without management is useless - both are needed to develop a successful project. The document then discusses factors that can lead to project success or failure, and the importance of planning activities and adhering to schedules in project management.
Construction Project Managment Techniquesguestc8140fe
The document provides an overview of project management and different project management techniques. It discusses what a project is and defines project management. It then summarizes different project management methods including critical path method (CPM) and Program Evaluation and Review Technique (PERT). CPM uses fixed time estimates while PERT allows for uncertainty in activity times. The document also outlines the basic steps for using CPM and PERT in project planning and management.
The Project Management Process - Week 9 Performance ManagementCraig Brown
The document discusses project performance management and monitoring. It describes establishing a project baseline and monitoring system to track performance against the baseline over time. Key aspects covered include defining data collection, analysis and reporting processes, using tools like Gantt charts and control charts to monitor schedule and cost performance, and integrating scope, time and cost using earned value management.
This presentation covers the two processes that fall under the Initiating Process Group
1. Develop Project charter
2. Identify Stakeholders
Additionally, it covers the ITTO of the processes
This document discusses the importance of project time management and scheduling. It outlines key processes for developing a project schedule, including defining activities, sequencing activities, estimating resources and durations, and developing the schedule. It emphasizes the critical path method for determining the longest path of activities in order to predict the project completion date. Maintaining and controlling the schedule is also discussed.
The document discusses various methods for estimating project times and costs, including top-down and bottom-up approaches. Top-down approaches include consensus methods, ratio methods, and the apportion method. Bottom-up approaches include the template method, parametric procedures applied to specific tasks, and detailed estimates for work packages. Estimates should be refined as risks and details become clearer, and contingency funds and time buffers can be added to offset uncertainty.
Project Scheduling: Survey and Research PotentialsEditor IJCATR
project scheduling is very critical topic in project management. Resource constrained project scheduling problem (RCPSP) consists of activities that must be scheduled based on dependencies relationships and priorities of activities. In the recent years there have been many survey papers around the area of project scheduling, as many researchers developed both exact and heuristic scheduling schemes. This paper give an over view around the resource constrained project scheduling problem (RCPSP).
This document discusses various topics related to monitoring and controlling contracts and projects. It describes the monitoring and control cycle including assessing progress, collecting details, and reporting status using methods like RAG reports, Gantt charts, and earned value analysis. It also discusses change control procedures, types of contracts for acquiring software from external suppliers, and the tendering and evaluation process for selecting suppliers.
This document outlines a training program on project performance tracking, analysis, and reporting presented by Supreme Management Consultants. The two-day program will cover key topics such as performance indicators, developing and analyzing project objectives, benchmarking, measuring and monitoring performance, reporting, research methods, baselines, and information management systems. Fundamental concepts like defining projects, performance management, the project management triple constraint, life cycle, and performance cycle will also be discussed. Techniques like earned value management, control charts, and post-project evaluation will be examined.
The document provides an overview of various modern management techniques. It discusses techniques such as network analysis using PERT and CPM for project management. Other techniques covered include Management by Objectives (MBO) and Total Quality Management (TQM). The document describes the characteristics, applications and processes involved in these different quantitative and analytical management methods.
UNIT IV
PROJECT MANAGEMENT AND CONTROL
Framework for Management and control – Collection of data Project termination – Visualizing progress – Cost monitoring – Earned Value Analysis- Project tracking – Change control- Software Configuration Management – Managing contracts – Contract Management.
The document discusses project planning and control. It covers what a project plan is, who is responsible for planning, and the benefits of planning. It then describes the key elements of a plan and the four-stage planning process: 1) defining scope and responsibilities, 2) scheduling and time/resource analysis, 3) cost estimating and budgeting, and 4) risk analysis and response planning. The objectives of monitoring and control are also covered.
The document outlines a chapter on project management. It discusses key project management concepts like work breakdown structures, critical paths, PERT and CPM techniques. These techniques help schedule project activities, determine precedence relationships, identify critical paths, and calculate activity time estimates. The chapter also covers topics like project planning, scheduling, controlling, and the roles of project managers. An example case study on a large project by Bechtel is provided to illustrate real-world project management.
The document discusses various aspects of project management. It begins by defining what a project is - a unique set of coordinated activities with a start and end date, undertaken to achieve objectives within time, cost and resource constraints. It then discusses the key attributes of projects like objectives, timeframes, activities, resources, risks.
It explains the basic elements of a project - operations/activities, resources, and conditions/restraints. It discusses the three dimensions of project performance - scope, time and resources. It also covers the project life cycle phases of initiation, planning, execution, monitoring and closing. Finally, it provides details on various planning processes like developing the work breakdown structure, scheduling, estimating durations and resources.
Construction planning and management are closely related and involve executing construction plans using various management techniques. Modern technology is important for construction management, planning, equipment, contracts, safety, and earthquake management. Proper planning and management are necessary to complete construction on time and within budget. Effective construction planning and management involves organizing work, allocating resources, monitoring progress, and controlling costs and quality.
This document discusses various techniques for project time management. It covers defining activities, sequencing activities, estimating activity durations and resources, developing project schedules using tools like Gantt charts and critical path analysis, and controlling schedules. The importance of accurate scheduling for project success is emphasized. Key scheduling challenges like unrealistic estimates and organizational issues are also addressed.
Programme management and project evaluationtumetr1
This document discusses programme management and project evaluation techniques. It covers programme management, benefits management, cost benefit analysis, cash flow forecasting and project risk evaluation. Key points include defining programme management as coordinating multiple related projects, identifying expected benefits, quantifying and balancing costs and benefits, evaluating risks, and using techniques like net present value, internal rate of return and decision trees to evaluate projects.
Project Management, Planning And Analysis Toolsahmad bassiouny
The document discusses project management tools and methodology. It covers what project management is, the types of projects, and key aspects of project management including planning, analysis tools like network analysis, scheduling, monitoring, managing costs and quality. It emphasizes the importance of clear objectives, realistic planning and schedules, and honesty in monitoring and reporting progress.
Cost management involves planning, estimating, budgeting, and controlling costs to complete a project within budget. Common cost estimating techniques include analogous, parametric, and bottom-up estimating. Earned value management is used to measure project performance by comparing planned, earned, and actual costs and schedules.
This document discusses various techniques for evaluating projects, including:
- Strategic assessment to evaluate how projects align with organizational goals and strategies.
- Technical assessment to evaluate functionality against available hardware, software, and solutions.
- Cost-benefit analysis to compare expected project costs and benefits in monetary terms over time.
- Cash flow forecasting to estimate costs and benefits over the project lifecycle.
- Risk evaluation to assess potential risks and their impacts.
Project evaluation is important for determining progress, outcomes, effectiveness, and justification of project inputs and results. The challenges include commitment, establishing baselines, identifying indicators, and allocating time for monitoring and evaluation.
This chapter discusses defining the project scope through establishing a work breakdown structure (WBS). It outlines five steps: 1) defining the project scope, 2) establishing project priorities, 3) creating a WBS, 4) integrating the WBS with the organization, and 5) coding the WBS for information systems. The WBS breaks down the project into deliverables, work packages, and sub-packages in a hierarchical structure. It helps manage the project plan, schedule, and budget and defines communication channels. The chapter also covers responsibility matrices and project communication plans.
This document discusses project time management and the processes involved in developing and controlling a project schedule. It outlines the seven key processes: 1) plan schedule management, 2) define activities, 3) sequence activities, 4) estimate activity resources, 5) estimate activity durations, 6) develop schedule, and 7) control schedule. Methods for developing a schedule network diagram using both activity-on-node and activity-on-arrow approaches are described. Estimating techniques including critical path method, program evaluation and review technique, and calculating float are also summarized.
This document discusses project cost management processes including:
1. Estimating costs, developing budgets, and controlling costs to complete projects within approved budgets. This involves estimating types of costs, quality of estimates, and determining authorized cost baselines.
2. Monitoring project status to update budgets and manage cost changes using earned value management techniques like tracking schedule and cost performance indexes.
3. Forecasting estimated costs at completion using data on past performance to predict future costs and variances. Interpreting earned value metrics is key to understanding project performance and risks.
Pert, cpm and other tools of project management for intrapreneurs Dr. Trilok Kumar Jain
This document discusses various project management tools such as PERT, CPM, and budgets that can be used by intrapreneurs. It provides an overview of what each tool is, including how CPM is used to identify the critical path of a project and determine which activities cannot be delayed without delaying the whole project. It also discusses how PERT differs from CPM in that it provides estimated timelines. Additionally, it covers basics of using budgets, including types of budgets and how budgetary control systems work.
This document discusses project implementation and management. It covers the key aspects of project implementation from activation onwards and factors that affect implementation. Project management is defined as planning and directing a project from inception to completion. A good project manager should have working knowledge in multiple fields, understand managerial problems, delegate tasks, and know the objectives and management process of the project.
Applicability of CMMI for Small to Medium Enterprisesrhefner
There are many reasons why CMMI is difficult to implement in small organizations and small projects -- the fixed costs of establishing the necessary infrastructure; the large number of roles which must be filled by a limited number of people; the quantity of information that must be absorbed to properly interpret the model. Similar problems are experienced when applying the CMMI to short duration projects.
This tutorial will outline the challenges in applying CMMI in small settings, and present practical strategies for overcoming them. Specific techniques for infrastructure, adoption, and appraisals will be presented. In addition, a guide for interpreting each CMMI practice in small settings will be provided.
The document discusses the initiating process for projects, including pre-initiating tasks, breaking large projects into smaller phases, and key initiating tasks like creating a project charter and holding a kick-off meeting. It provides an example of initiating the Just-In-Time Training project at Global Construction, which was divided into two phases with defined scope, time, and cost goals for phase one. The importance of top management support and developing an organizational project management methodology are also covered.
Project Scheduling: Survey and Research PotentialsEditor IJCATR
project scheduling is very critical topic in project management. Resource constrained project scheduling problem (RCPSP) consists of activities that must be scheduled based on dependencies relationships and priorities of activities. In the recent years there have been many survey papers around the area of project scheduling, as many researchers developed both exact and heuristic scheduling schemes. This paper give an over view around the resource constrained project scheduling problem (RCPSP).
This document discusses various topics related to monitoring and controlling contracts and projects. It describes the monitoring and control cycle including assessing progress, collecting details, and reporting status using methods like RAG reports, Gantt charts, and earned value analysis. It also discusses change control procedures, types of contracts for acquiring software from external suppliers, and the tendering and evaluation process for selecting suppliers.
This document outlines a training program on project performance tracking, analysis, and reporting presented by Supreme Management Consultants. The two-day program will cover key topics such as performance indicators, developing and analyzing project objectives, benchmarking, measuring and monitoring performance, reporting, research methods, baselines, and information management systems. Fundamental concepts like defining projects, performance management, the project management triple constraint, life cycle, and performance cycle will also be discussed. Techniques like earned value management, control charts, and post-project evaluation will be examined.
The document provides an overview of various modern management techniques. It discusses techniques such as network analysis using PERT and CPM for project management. Other techniques covered include Management by Objectives (MBO) and Total Quality Management (TQM). The document describes the characteristics, applications and processes involved in these different quantitative and analytical management methods.
UNIT IV
PROJECT MANAGEMENT AND CONTROL
Framework for Management and control – Collection of data Project termination – Visualizing progress – Cost monitoring – Earned Value Analysis- Project tracking – Change control- Software Configuration Management – Managing contracts – Contract Management.
The document discusses project planning and control. It covers what a project plan is, who is responsible for planning, and the benefits of planning. It then describes the key elements of a plan and the four-stage planning process: 1) defining scope and responsibilities, 2) scheduling and time/resource analysis, 3) cost estimating and budgeting, and 4) risk analysis and response planning. The objectives of monitoring and control are also covered.
The document outlines a chapter on project management. It discusses key project management concepts like work breakdown structures, critical paths, PERT and CPM techniques. These techniques help schedule project activities, determine precedence relationships, identify critical paths, and calculate activity time estimates. The chapter also covers topics like project planning, scheduling, controlling, and the roles of project managers. An example case study on a large project by Bechtel is provided to illustrate real-world project management.
The document discusses various aspects of project management. It begins by defining what a project is - a unique set of coordinated activities with a start and end date, undertaken to achieve objectives within time, cost and resource constraints. It then discusses the key attributes of projects like objectives, timeframes, activities, resources, risks.
It explains the basic elements of a project - operations/activities, resources, and conditions/restraints. It discusses the three dimensions of project performance - scope, time and resources. It also covers the project life cycle phases of initiation, planning, execution, monitoring and closing. Finally, it provides details on various planning processes like developing the work breakdown structure, scheduling, estimating durations and resources.
Construction planning and management are closely related and involve executing construction plans using various management techniques. Modern technology is important for construction management, planning, equipment, contracts, safety, and earthquake management. Proper planning and management are necessary to complete construction on time and within budget. Effective construction planning and management involves organizing work, allocating resources, monitoring progress, and controlling costs and quality.
This document discusses various techniques for project time management. It covers defining activities, sequencing activities, estimating activity durations and resources, developing project schedules using tools like Gantt charts and critical path analysis, and controlling schedules. The importance of accurate scheduling for project success is emphasized. Key scheduling challenges like unrealistic estimates and organizational issues are also addressed.
Programme management and project evaluationtumetr1
This document discusses programme management and project evaluation techniques. It covers programme management, benefits management, cost benefit analysis, cash flow forecasting and project risk evaluation. Key points include defining programme management as coordinating multiple related projects, identifying expected benefits, quantifying and balancing costs and benefits, evaluating risks, and using techniques like net present value, internal rate of return and decision trees to evaluate projects.
Project Management, Planning And Analysis Toolsahmad bassiouny
The document discusses project management tools and methodology. It covers what project management is, the types of projects, and key aspects of project management including planning, analysis tools like network analysis, scheduling, monitoring, managing costs and quality. It emphasizes the importance of clear objectives, realistic planning and schedules, and honesty in monitoring and reporting progress.
Cost management involves planning, estimating, budgeting, and controlling costs to complete a project within budget. Common cost estimating techniques include analogous, parametric, and bottom-up estimating. Earned value management is used to measure project performance by comparing planned, earned, and actual costs and schedules.
This document discusses various techniques for evaluating projects, including:
- Strategic assessment to evaluate how projects align with organizational goals and strategies.
- Technical assessment to evaluate functionality against available hardware, software, and solutions.
- Cost-benefit analysis to compare expected project costs and benefits in monetary terms over time.
- Cash flow forecasting to estimate costs and benefits over the project lifecycle.
- Risk evaluation to assess potential risks and their impacts.
Project evaluation is important for determining progress, outcomes, effectiveness, and justification of project inputs and results. The challenges include commitment, establishing baselines, identifying indicators, and allocating time for monitoring and evaluation.
This chapter discusses defining the project scope through establishing a work breakdown structure (WBS). It outlines five steps: 1) defining the project scope, 2) establishing project priorities, 3) creating a WBS, 4) integrating the WBS with the organization, and 5) coding the WBS for information systems. The WBS breaks down the project into deliverables, work packages, and sub-packages in a hierarchical structure. It helps manage the project plan, schedule, and budget and defines communication channels. The chapter also covers responsibility matrices and project communication plans.
This document discusses project time management and the processes involved in developing and controlling a project schedule. It outlines the seven key processes: 1) plan schedule management, 2) define activities, 3) sequence activities, 4) estimate activity resources, 5) estimate activity durations, 6) develop schedule, and 7) control schedule. Methods for developing a schedule network diagram using both activity-on-node and activity-on-arrow approaches are described. Estimating techniques including critical path method, program evaluation and review technique, and calculating float are also summarized.
This document discusses project cost management processes including:
1. Estimating costs, developing budgets, and controlling costs to complete projects within approved budgets. This involves estimating types of costs, quality of estimates, and determining authorized cost baselines.
2. Monitoring project status to update budgets and manage cost changes using earned value management techniques like tracking schedule and cost performance indexes.
3. Forecasting estimated costs at completion using data on past performance to predict future costs and variances. Interpreting earned value metrics is key to understanding project performance and risks.
Pert, cpm and other tools of project management for intrapreneurs Dr. Trilok Kumar Jain
This document discusses various project management tools such as PERT, CPM, and budgets that can be used by intrapreneurs. It provides an overview of what each tool is, including how CPM is used to identify the critical path of a project and determine which activities cannot be delayed without delaying the whole project. It also discusses how PERT differs from CPM in that it provides estimated timelines. Additionally, it covers basics of using budgets, including types of budgets and how budgetary control systems work.
This document discusses project implementation and management. It covers the key aspects of project implementation from activation onwards and factors that affect implementation. Project management is defined as planning and directing a project from inception to completion. A good project manager should have working knowledge in multiple fields, understand managerial problems, delegate tasks, and know the objectives and management process of the project.
Applicability of CMMI for Small to Medium Enterprisesrhefner
There are many reasons why CMMI is difficult to implement in small organizations and small projects -- the fixed costs of establishing the necessary infrastructure; the large number of roles which must be filled by a limited number of people; the quantity of information that must be absorbed to properly interpret the model. Similar problems are experienced when applying the CMMI to short duration projects.
This tutorial will outline the challenges in applying CMMI in small settings, and present practical strategies for overcoming them. Specific techniques for infrastructure, adoption, and appraisals will be presented. In addition, a guide for interpreting each CMMI practice in small settings will be provided.
The document discusses the initiating process for projects, including pre-initiating tasks, breaking large projects into smaller phases, and key initiating tasks like creating a project charter and holding a kick-off meeting. It provides an example of initiating the Just-In-Time Training project at Global Construction, which was divided into two phases with defined scope, time, and cost goals for phase one. The importance of top management support and developing an organizational project management methodology are also covered.
The document discusses steps for project planning and feasibility study, including assessing various types of feasibility for a proposed project. It describes establishing a project team, defining activities and deliverables. Feasibility is assessed through analyzing economic, technical, operational, schedule and legal factors. Benefits and costs, both tangible and intangible, are evaluated. The overall feasibility of a project to establish an apparel manufacturing factory is determined by analyzing these various criteria.
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 provides an overview of software project management and processes at Infosys. It discusses how Infosys uses a project database, process capability baseline, process assets, and body of knowledge to build an infrastructure for project planning and management. This infrastructure aims to capture lessons learned from past projects to help plan and execute new projects more effectively. The document also describes Infosys' standard development process and how projects tailor this process.
Gavin Berry's post project review document summarizes the need for and benefits of conducting post project reviews. It discusses how past research has shown that the majority of projects do not achieve their intended benefits or are unsuccessful. While project management practices have improved over the past decades, measuring and achieving business benefits has lagged. Post project reviews are identified as a key missing element to help ensure projects deliver intended benefits. The document provides guidance on when reviews should occur, what inputs they should include, and how to conduct effective reviews. Case studies are also offered to demonstrate reviews from an organizational perspective.
The idea of this case study is to give real example of using scrum methodology on PMO daily operations in the construction industry and how we can benefit from this methodology flexibility.
We tried to focus on daily operations since using such methodologies will incredibly affect on consumed efforts and time.
This project is working to improve the processes for capturing and reporting actual costs within a Project Management System. The project aims to solve the problem of unreliable cost data due to current deficient processes. The scope includes IT projects that use Earned Value Management and report results. Key deliverables in the Define phase included a thought process map, stakeholder analysis, SIPOC diagram, and definitions of critical quality aspects. The project is on schedule but slightly behind in the Define phase due to data collection. It remains on budget with $69,300 spent so far out of a $522,000 budget.
This document discusses software project management. It begins by defining project management and its goals of supporting smooth development and reducing problems. It then discusses the four key aspects of effective software project management: people, product, process, and project. For each of these, it provides details on important considerations and best practices. It also discusses project planning, monitoring and control, termination. Key activities covered in depth include effort estimation, metrics, and measurements.
This document discusses software project management. It begins by defining project management and its goals of supporting smooth development and reducing problems. It then discusses the four key aspects of effective software project management: people, product, process, and project. For each of these, it provides details on important considerations and best practices. It also discusses project planning, monitoring and control, termination. Finally, it defines important terms related to metrics and measurements for software projects.
This document provides an overview of key topics in project management for Week 2. It discusses the differences between projects and operations, and defines portfolios, programs, and projects. It also covers the project management environment and factors that can influence a project. Additionally, it explains the importance of project selection and prioritization, and introduces tools like the project priority matrix to help managers select which projects to pursue. The document concludes with a discussion of the project life cycle and different approaches.
Chapter 10Monitoring and Information SystemsCHAPTER OVERVIEWEstelaJeffery653
Chapter 10
Monitoring and Information Systems
CHAPTER OVERVIEW
Overview – This chapter describes the “inverse” of the planning process, namely monitoring. For projects, monitoring involves collecting, recording, and reporting information about the project for the benefit of the PM, teams, organization, and clients. The chapter emphasizes the idea that for the information being monitored to be useful, it must be timely.
10.1 The Planning-Monitoring-Controlling Cycle – The key elements to be monitored in projects are time (schedule), cost (budget), and scope (performance). This process will fail, however, if the upfront planning process is inadequate. Also, the monitoring and control process should be an integral part of the project’s and the organization’s normal activities, not something imposed (and perceived) as an artificial add-on.
· Designing the Monitoring System – For the monitoring system to be successful, the PM must define exactly which characteristics of time, cost, and scope he/she believes are worth watching. In addition the range or boundaries, the data should fall in for the project to be considered “in-control,” must be defined. The project action plan should provide the basis for the majority of the key items to be measured. However, the PM needs to guard against collecting massive amounts of data that do not contribute to the goal of keeping the project on track. It is crucial to remember that effective PMs are not primarily interested in how hard their project teams work. They are interested in achieving results.
· Five telltale signs of project trouble to monitor
· Muddy waters – a project plan that is unduly long or confusing in its goals, scope, deliverables, and processes
· Mysterious stakeholders - incomplete documentation of all stakeholders
· Unconstrained constraints - knowing how much leeway there is in your schedule and budget for each task, and where delays or cost overruns can be made up, keeps a project out of trouble
· Suspicious status reports - status reports that are unclear, inconsistent, late, or lack specific measures
· Discord and drama - unhappy team members
· How to Collect Data – For the monitoring process to be successful, the frequency, type, and amount of data to be collected must be precisely defined. Data collected typically takes one of the following forms:
· Frequency counts – How often an event occurs.
· Raw numbers – Amount of something, like hours spent on a task.
· Subjective numeric ratings – Subjective estimates often applied to quality measures.
· Indicators – Indirect measures, such as transaction processing speed, being used to suggest customer satisfaction.
· Verbal measures – Descriptions of characteristics like the morale of the team.
Once the data has been collected, it may be beneficial to subject it to some statistical analysis. This will help determine the size of data variance significant for the project. When the level of significant variation is determined, then the PM ca ...
The document discusses Business Process Reengineering (BPR). It begins by providing examples of how companies like Walmart and HP have dramatically improved processes like restocking and computer assembly times through BPR. It then defines BPR as the fundamental rethinking and radical redesign of business processes to achieve significant improvements in areas like cost, quality and speed. The document outlines the typical BPR process, which includes preparing for reengineering, mapping and analyzing the existing "as-is" process, designing an improved "to-be" process, implementing the new process, and continuously improving. It provides an example comparing an insurance application process before and after BPR, showing reductions in processing time from 22 to 2-5 days on average
The document discusses the importance of conducting a feasibility study for projects. It defines feasibility as how easy or difficult it is to accomplish project goals. A feasibility study evaluates if a project is legally, economically, technically, and operationally viable. It also assesses risks, budgets, timelines and market demand. The document outlines the major steps in conducting a feasibility study, including defining the project scope, researching the market, and making a final decision on whether to proceed with the project. It emphasizes that a feasibility study can help improve project success rates by identifying potential issues in the early stages.
The document discusses the planning phase of the systems development lifecycle (SDLC). It covers the tasks involved in conducting a preliminary investigation to assess the feasibility of a proposed IT project, including:
1) Defining the scope and constraints of the project.
2) Gathering facts through techniques like interviews, documentation reviews, and user surveys.
3) Analyzing data on the usability, costs, benefits, and schedule to evaluate operational, technical, economic and schedule feasibility.
4) Creating a fishbone diagram to investigate the causes of problems.
The goal is to study the systems request and make a recommendation to management in a preliminary investigation report.
This document provides an overview of modern project management. It defines a project, lists common project characteristics, and gives examples. It also outlines the key stages of the project life cycle: defining, planning, executing, and delivering. Additionally, it discusses the importance of project management, current trends in the field, and covers topics like feasibility studies, project selection, and software/consultancy projects. The document provides definitions and steps for conducting a feasibility study to assess the viability of a proposed project.
The document defines key concepts related to projects including:
- A project is a temporary endeavor with a defined beginning and end, undertaken to create a unique product or service.
- Project management is the application of skills and techniques to manage project activities and meet stakeholder needs and expectations.
- Projects are characterized by being temporary and producing unique outputs.
- The primary challenges of project management are delivering project goals within constraints of scope, time, quality and budget.
The document discusses project feasibility analysis which aims to objectively evaluate the strengths, weaknesses, opportunities, and threats of a proposed project. It covers five key factors in feasibility analysis: technological feasibility to determine if the required technology is available; economic feasibility through cost-benefit analysis to determine if the benefits outweigh the costs; operational feasibility to evaluate if the project fits with organizational goals and structure; schedule feasibility to assess if the project can be completed on time; and legal feasibility to ensure the project complies with relevant laws and regulations. Conducting a thorough feasibility analysis is important for evaluating the viability of a proposed project before significant resources are committed.
Asset finance system project initiation 101. “Selecting and implementing a new asset finance system? In the second of three articles, we go back to basics to take a look at what you need to consider at the start of your project to give yourself the best chance of success.” This has necessarily been a brief look at Project Initiation. We welcome comments and would be happy to help you get your project off to a good start.
The document discusses Project Evaluation Review Technique (PERT), a project management tool used to analyze tasks, time required, and critical paths. It describes various project management methodologies like PRINCE2, Agile, and Critical Path Method (CPM) that are suited for different types of projects. Finally, it discusses setting up an organizational structure and quality management process for a project.
Strategies for Effective Upskilling is a presentation by Chinwendu Peace in a Your Skill Boost Masterclass organisation by the Excellence Foundation for South Sudan on 08th and 09th June 2024 from 1 PM to 3 PM on each day.
This presentation includes basic of PCOS their pathology and treatment and also Ayurveda correlation of PCOS and Ayurvedic line of treatment mentioned in classics.
it describes the bony anatomy including the femoral head , acetabulum, labrum . also discusses the capsule , ligaments . muscle that act on the hip joint and the range of motion are outlined. factors affecting hip joint stability and weight transmission through the joint are summarized.
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বাংলাদেশের অর্থনৈতিক সমীক্ষা ২০২৪ [Bangladesh Economic Review 2024 Bangla.pdf] কম্পিউটার , ট্যাব ও স্মার্ট ফোন ভার্সন সহ সম্পূর্ণ বাংলা ই-বুক বা pdf বই " সুচিপত্র ...বুকমার্ক মেনু 🔖 ও হাইপার লিংক মেনু 📝👆 যুক্ত ..
আমাদের সবার জন্য খুব খুব গুরুত্বপূর্ণ একটি বই ..বিসিএস, ব্যাংক, ইউনিভার্সিটি ভর্তি ও যে কোন প্রতিযোগিতা মূলক পরীক্ষার জন্য এর খুব ইম্পরট্যান্ট একটি বিষয় ...তাছাড়া বাংলাদেশের সাম্প্রতিক যে কোন ডাটা বা তথ্য এই বইতে পাবেন ...
তাই একজন নাগরিক হিসাবে এই তথ্য গুলো আপনার জানা প্রয়োজন ...।
বিসিএস ও ব্যাংক এর লিখিত পরীক্ষা ...+এছাড়া মাধ্যমিক ও উচ্চমাধ্যমিকের স্টুডেন্টদের জন্য অনেক কাজে আসবে ...
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
Certified as an ISO/IEC 27001: Information Security Management Systems (ISMS) Lead Implementer, Data Protection Officer, and Cyber Risks Analyst, Denis brings a heightened focus on data security, privacy, and cyber resilience to every endeavor.
His expertise extends across a diverse spectrum of reporting, database, and web development applications, underpinned by an exceptional grasp of data storage and virtualization technologies. His proficiency in application testing, database administration, and data cleansing ensures seamless execution of complex projects.
What sets Denis apart is his comprehensive understanding of Business and Systems Analysis technologies, honed through involvement in all phases of the Software Development Lifecycle (SDLC). From meticulous requirements gathering to precise analysis, innovative design, rigorous development, thorough testing, and successful implementation, he has consistently delivered exceptional results.
Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
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A review of the growth of the Israel Genealogy Research Association Database Collection for the last 12 months. Our collection is now passed the 3 million mark and still growing. See which archives have contributed the most. See the different types of records we have, and which years have had records added. You can also see what we have for the future.
Exploiting Artificial Intelligence for Empowering Researchers and Faculty, In...Dr. Vinod Kumar Kanvaria
Exploiting Artificial Intelligence for Empowering Researchers and Faculty,
International FDP on Fundamentals of Research in Social Sciences
at Integral University, Lucknow, 06.06.2024
By Dr. Vinod Kumar Kanvaria
2. Acknowledgement- Dr. Jang Ra, PMP- Mr. Young Min Park, MSPM, PMP - Mr. KiPyung Kim, MSPM, PMP, PMI-SP - MSPM Cohort Members - Mr. Hyuck Chun Kwon, CPA, PMP - Mr. Hyun Ki Lee, PMP - Mr. Dong Han Hwan, PMP and PMP Café 2
3. Literatures [Main Sources – Google, UAA’s Consortium Library] Title: Timesheet discipline Source: http://www.wahby.com/articles/timesheet_discipline.htm 2. Title: Time-sheet cheating creates unnecessary costs Source: http://gneil.blogspot.com/2009/06/time-sheet-cheating-creates-unnecessary.html 3. Title: Change management is role for human resources professionals Source: http://www.personneltoday.com/articles/2007/11/05/43111/change-management-is-role-for-human-resources-professionals.html Title: Two Reasons to Use Timesheet Software Source: http://www.streetdirectory.com/travel_guide/866/business_and_finance/two_reasons_to_use_timesheet_software.html Title: No time to lose: timesheets are not the route to profitabilitySource: http://www.rjp.co.uk/No%20time%20to%20loose.pdf Title: Earned Value Management - Why Am I Being Forced to Do It? Source: http://proquest.umi.com.proxy.consortiumlibrary.org/pqdweb?index=3&did=1466802241&SrchMode=2&sid=2&Fmt=3&VInst=PROD&VType=PQD&RQT=309&VName=PQD&TS=1248272879&clientId=23364 3
4. Agenda- Background- Timesheet Overview- Analysis of Surveys- Case Study (SWRRC)- Timesheet in PMS - Human Factors in Timesheet - Recommended Template- Conclusion 4
5. Background Importance of timesheet in Project Planning and Controlling Increasing needs for timesheet but not welcomed by the employees in general Most of the PMS has timesheet functionality embedded butnot used by the users Why they refuse to adopt timesheet in spite of its benefits 5
6. Timesheet Overview Term definition: “Timesheet”, “timecard”, “time tracking” or “time keeping” Input method: By manual, electronic or web based time tracking software Used for: Tracking employee's time, project costs as well as the current state of progress on the project and finding out how much time and money spent on a project and furthermore to estimate similar projects in the future 6
7. Analysis of surveys Objective: To collect and analyze the timesheet usage status and to find the best practices as an example Method: survey web site / man-to-man contact / mailing 22 Respondents from each different organization Working in project related department? Respondents by industry 7
19. Analysis of surveys – Best Case (Publicis Modem Korea) 9 Input cycle: Daily Managed Data: WBS / Planned duration vs. Actual duration / Actual hours (8-12 hours) / Operational work Analyzed Data: Weekly & Yearly working hours by project Annual working days by project Individual’s total assigned hours Used for: Progress Measurement
20. Analysis of surveys – Worst Case 10 Input cycle: Monthly Managed Data: Working date/Actual hours/Requester/Request method/Request details/Degree of work difficulties Analyzed Data: Checking for working hours for each employees Used for: Project based company but no linkages between project and timesheet
21. Survey Results Unexpectedly, a half of the respondents replied ‘daily’ basis as input cycle About a quarter replied ‘monthly’ and this seems to be a formal act 11
22. Survey Results - continued Q: Why does your company make the employees to fill out timesheet? (Multi-selection) 12
23. Survey Results - continued Q: Individual reason of using timesheet - Progress Measurement (7) - Time and Resource management (5) - According to company’s regulations (3) - Project planning (3) - Checking for working hours (2) - Report over-time hours (1) - Cost Allocation (1) 13
24. Survey Results - continued Q: Detailed contents of timesheet (*Some respondents refused to provide the data due to organization’s security policy) 14
25. Survey Results - continued Q: Resistances or conflicts and the processes to overcome those situation. Yes (14) No (8) 15
26. Survey Results - continued Q: Any suggestions to improve timesheets? 16
27.
28.
29. Due to the characteristics of government-driven projects, costs & deliverables are supposed to be strictly controlled.
30. Under the virtual team environments, there raised the needs for work visibility of each members.18
38. Case Study - SWRRC The Results - Project progress calculated via following criteria: deliverables + timesheet completion (estimate to completion = 0) - Project billing via timesheets - Getting visibility of project status 20
41. Timesheet in PMS 23 Managing time spent on projects is one of the fundamentals of project management All the PMS with integrated timesheet are working in the following way: - Timesheet display based on allotted planned hours - Resources enter the actual time spent and comments on each activity - ETC can be utilized to estimate the remaining work amounts - Submit for approvals - Progress updates with ETC or Percent Complete by manual - Earned Value for performance and efficiency
42. Human Factors in Timesheet Timesheet should be considered as one of the “change initiatives” and needs several steps for successful adoption. Some people tends to stand the current position and others are easily adapt to changes. There are 9 types of human being characters according to Dr. Tae Ik Yoon, an expert in the area of characters management. Each types of people see the same subject in the different point of view, so the adequate approaches according to the types of human being characters for adopting timesheet are needed. (www.yoontaeik.com/) 24
43. Human Factors in Timesheet 25 [9 types of human being’s characters] Boss(Frank and strong self-assertion Reconciliationist(Good relationship with others) Reformer (Continuous improvement) Artist (Try to be a differentiated) Achiever (Goals oriented) Cooperator (lovely, amorous and emotional) Researcher (Preferences on intellectual and pragmatic discussions) Model Student (Consider confidence and politeness) Adventurer (Preferences on new attempt) (http://taxiyoon.com/new/jieun_taxi/www/Research/Research_Ennea03.php?menuid=menu4,tmenu1)
44. Human Factors in Timesheet Essential points for change initiatives The changes being implemented are those that support your goals. The process for implementing the changes are communicated to the organization The stakeholders who will experience and be impacted by the changes are involved in the implementation process There is a clear understanding of the process for managing the changes, expectations, awareness and resistance associated with the change The nature of the changes are communicated in language that makes sense to the front line worker Strategies are designed to increase the successful implementation of the change Individuals understand the mental models, mind sets, and perceptions that inhibit or enhance change efforts [Source: www.lynco.com/managing_change.html] 26
45. Human Factors in Timesheet 7 Keys To A Change Deployment Process 1. The House (Of Quality) Needs Foundations -> Are we ready to have timesheet benefits? What is the gap between the current state and future state? 2. Speed Can Be An Illusion-> Entering timesheet is simple and easy habit but few successful cases…why?? 3. Sustaining A Shared Vision-> Are we have common sense of using timesheets? 4. New Vision, Old Constraints-> Any reward system for employees? 27
47. Human Factors in Timesheet 7 Keys To A Change Deployment Process- continued 5. Show Me The Money-> What is the financial effect of using timesheet? 6. Success Breeds Success-> Short term wins 7. Leaders Wanted -> Good leaders as champion rather than managers for every change initiatives [Source: www.isixsigma.com/library/content/c020826a.asp ] 29
48. Recommended template 30 Daily input and Weekly collect Operation work as a project Approval Process
49. Conclusion Timesheet is a basic and fundamental tool for project management Timesheet is an easy and simple habit but need to be considered as a change initiative for successful adoption Change management should be lead by a champion and understanding each human resources will make easier to get their involvement. A good timesheet template + high priority for timesheet + pragmatic reward will be the 3 key elements for successfultimesheet. 31
Editor's Notes
To investigate how timesheet software is embedded in PMS, I looked into several software which are in the high-end groups of Magic Quadrant nominated by Gartner Group.I looked into the timesheet functionalities of CA, HP, Planview, Microsoft, Planisware to see if how those in challengers or leaders are working with timesheet.
I put this slide to address my point that timesheet culture should be built with the approaches of change management and if we can have overall understanding of each human resources then it might be much easier and helpful.I’ve found that successful timesheet needs voluntary involvement of each resources rather than top-down directions. Therefore, knowing the strength and weakness of each types of characters will be helpful to control and manage human resources.Of course, this is just an interesting study and I don’t think it is a fact or truth.However I’m so sure each personnel has a distinctive characteristic and sometimes it blocks many things.
Create a new one or modify the best one you found so far…
Create a new one or modify the best one you found so far…