The document summarizes the key changes between the 6th and 7th editions of the PMBOK Guide. The 7th edition focuses more on delivering value and outcomes rather than just project deliverables. It emphasizes 12 principles like stakeholder engagement, quality, and change management. The guide also includes new sections on value management and tailoring approaches to specific project contexts. It outlines performance domains to focus on like teams, planning, and navigating uncertainty. The body of knowledge section covers common project management processes, methods, and artifacts.
Summary of the PMI PMBOK 6th edition to help PMP / CAPM exam practitioners to understand the guide much better and focus on its most important contents.Also it is very helpful for practicing project mangers to stay up to date with the recent changes made on the PMBOK guide
Understanding how does PMI PMBOK 6th edition structured will help you to read the guid easily and understand its contents much better. For PMP exam practitioners
This document is part of a series that explain the newly released PMBOK 5th edition. These documents provide simple explanation and summary of the book. However they do not replace the necessity of reading the book.(The 10 Knowledge Areas & ITTOs)
This document is part of a series that explain the newly released PMBOK 5th edition. These documents provide simple explanation and summary of the book. However they do not replace the necessity of reading the book.
This document is part of a series that explain the newly released PMBOK 5th edition. These documents provide simple explanation and summary of the book. However they do not replace the necessity of reading the book.
The document provides an overview of project management and the Project Management Body of Knowledge (PMBOK) Guide. It explains that PMI defines project management standards and offers certifications. The PMBOK Guide describes the five process groups of initiating, planning, executing, monitoring/controlling, and closing. It also outlines the nine knowledge areas and their 42 processes. Projects go through life cycles that use the five process groups across phases. Understanding the interaction of processes, groups, areas, and inputs/outputs is key to applying project management.
The document summarizes the key changes between the 6th and 7th editions of the PMBOK Guide. The 7th edition focuses more on delivering value and outcomes rather than just project deliverables. It emphasizes 12 principles like stakeholder engagement, quality, and change management. The guide also includes new sections on value management and tailoring approaches to specific project contexts. It outlines performance domains to focus on like teams, planning, and navigating uncertainty. The body of knowledge section covers common project management processes, methods, and artifacts.
Summary of the PMI PMBOK 6th edition to help PMP / CAPM exam practitioners to understand the guide much better and focus on its most important contents.Also it is very helpful for practicing project mangers to stay up to date with the recent changes made on the PMBOK guide
Understanding how does PMI PMBOK 6th edition structured will help you to read the guid easily and understand its contents much better. For PMP exam practitioners
This document is part of a series that explain the newly released PMBOK 5th edition. These documents provide simple explanation and summary of the book. However they do not replace the necessity of reading the book.(The 10 Knowledge Areas & ITTOs)
This document is part of a series that explain the newly released PMBOK 5th edition. These documents provide simple explanation and summary of the book. However they do not replace the necessity of reading the book.
This document is part of a series that explain the newly released PMBOK 5th edition. These documents provide simple explanation and summary of the book. However they do not replace the necessity of reading the book.
The document provides an overview of project management and the Project Management Body of Knowledge (PMBOK) Guide. It explains that PMI defines project management standards and offers certifications. The PMBOK Guide describes the five process groups of initiating, planning, executing, monitoring/controlling, and closing. It also outlines the nine knowledge areas and their 42 processes. Projects go through life cycles that use the five process groups across phases. Understanding the interaction of processes, groups, areas, and inputs/outputs is key to applying project management.
This document provides contact information for Amr Miqdadi, an IT professional with certifications in project management, software engineering, and technical support. It directs the reader to a website where additional study materials can be found to help prepare for project management certification exams. The document signs off by stating that success is within reach and providing contact details for its author.
This short document provides contact information for Amr Miqdadi, an IT professional with several certifications including MCSE, MCTS, and PMP. It directs the reader to a website, pmlead.net, for additional PMP study materials. The document closes by stating that success is yours, implying the materials on the site can help the reader succeed in PMP certification.
1. The document discusses various project selection methods, economic models for evaluating projects, and key project metrics like IRR, payback period, ROI, EVA, and opportunity cost.
2. It also covers topics related to project change management including change control, integrated change control, corrective and preventive actions, and how they impact project baselines.
3. Additional areas covered include scope management, quality planning, risk management, communication management, and procurement contract types.
1) A project is a temporary endeavor to create a unique product or service, while operations are ongoing activities.
2) Progressive elaboration is the process where a project concept becomes more detailed and focused over time as planning and research activities continue.
3) Project scope defines only the required work to complete the project.
Code of Ethics and Professional Conduct Amr Miqdadi
The Code of Ethics and Professional Conduct applies to PMI members, certification holders and applicants, and volunteers. It outlines five key values: professionalism, including maintaining integrity and legal/ethical standards; responsibility, such as accepting accountability; respect for others; fairness in decision making; and honesty in communications. Adhering to these values helps ensure ethical and professional behavior.
The document outlines the 9 knowledge areas and 42 processes in project management according to the PMBOK Guide. It provides an overview of the processes within each of the knowledge areas including inputs, outputs, and tools and techniques. The knowledge areas covered include integration management, scope management, time management, cost management, quality management, human resource management, communication management, risk management, and procurement management.
This document provides a step-by-step guide to creating a basic website. It begins by explaining that having your own website is essential for an online business to succeed. While free affiliate websites are available, they do not provide full control and require additional marketing efforts. The document then guides the reader through setting up their own free-hosting website using basic HTML coding. By following the steps, a reader can create a functional three-page website with links between pages to get their first online presence.
This document provides formulas and definitions for key project management concepts related to earned value, estimates, probability, communications, procurement, depreciation, sigma levels, network diagrams, and more. Key formulas include those for earned value, estimate at completion, PERT calculations, classes of estimates, net present value, internal rate of return, payback period, expected monetary value, procurement total adjusted cost, depreciation methods, control limits, and critical path float. Definitions are given for important PM values, Pareto principle, communications channels, and just-in-time inventory.
The document provides instructions for using key features in Microsoft Project 2010 for project management. It outlines steps for creating a new project file, setting the project start date and calendar, saving the project file, entering and outlining tasks, entering task durations and linking tasks to show relationships, defining resource pools and assigning resources to tasks, entering the amount of work resources spend on tasks, understanding different task types, and saving a baseline project plan.
This document contains 50 questions about project management concepts from the PMBok Guide 4th edition. The questions are organized into groups and cover topics such as the purpose of the project charter, calculating schedule and cost variances, work breakdown structures, risk management strategies, contract types, and quality audits. An individual taking this quiz would input answers to the multiple choice or short answer questions. The document provides a study aid for the PMP certification exam by testing knowledge of key project management terms and formulas.
Neal Elbaum Shares Top 5 Trends Shaping the Logistics Industry in 2024Neal Elbaum
In the ever-evolving world of logistics, staying ahead of the curve is crucial. Industry expert Neal Elbaum highlights the top five trends shaping the logistics industry in 2024, offering valuable insights into the future of supply chain management.
m249-saw PMI To familiarize the soldier with the M249 Squad Automatic Weapon ...LinghuaKong2
M249 Saw marksman PMIThe Squad Automatic Weapon (SAW), or 5.56mm M249 is an individually portable, gas operated, magazine or disintegrating metallic link-belt fed, light machine gun with fixed headspace and quick change barrel feature. The M249 engages point targets out to 800 meters, firing the improved NATO standard 5.56mm cartridge.The SAW forms the basis of firepower for the fire team. The gunner has the option of using 30-round M16 magazines or linked ammunition from pre-loaded 200-round plastic magazines. The gunner's basic load is 600 rounds of linked ammunition.The SAW was developed through an initially Army-led research and development effort and eventually a Joint NDO program in the late 1970s/early 1980s to restore sustained and accurate automatic weapons fire to the fire team and squad. When actually fielded in the mid-1980s, the SAW was issued as a one-for-one replacement for the designated "automatic rifle" (M16A1) in the Fire Team. In this regard, the SAW filled the void created by the retirement of the Browning Automatic Rifle (BAR) during the 1950s because interim automatic weapons (e.g. M-14E2/M16A1) had failed as viable "base of fire" weapons.
Early in the SAW's fielding, the Army identified the need for a Product Improvement Program (PIP) to enhance the weapon. This effort resulted in a "PIP kit" which modifies the barrel, handguard, stock, pistol grip, buffer, and sights.
The M249 machine gun is an ideal complementary weapon system for the infantry squad platoon. It is light enough to be carried and operated by one man, and can be fired from the hip in an assault, even when loaded with a 200-round ammunition box. The barrel change facility ensures that it can continue to fire for long periods. The US Army has conducted strenuous trials on the M249 MG, showing that this weapon has a reliability factor that is well above that of most other small arms weapon systems. Today, the US Army and Marine Corps utilize the license-produced M249 SAW.
Small Business Management An Entrepreneur’s Guidebook 8th edition by Byrd tes...ssuserf63bd7
Small Business Management An Entrepreneur’s Guidebook 8th edition by Byrd test bank.docx
https://qidiantiku.com/test-bank-for-small-business-management-an-entrepreneurs-guidebook-8th-edition-by-mary-jane-byrd.shtml
A comprehensive-study-of-biparjoy-cyclone-disaster-management-in-gujarat-a-ca...Samirsinh Parmar
Disaster management;
Cyclone Disaster Management;;
Biparjoy Cyclone Case Study;
Meteorological Observations;
Best practices in Disaster Management;
Synchronization of Agencies;
GSDMA in Cyclone disaster Management;
History of Cyclone in Arabian ocean;
Intensity of Cyclone in Gujarat;
Cyclone preparedness;
Miscellaneous observations - Biparjoy cyclone;
Role of social Media in Disaster Management;
Unique features of Biparjoy cyclone;
Role of IMD in Biparjoy Prediction;
Lessons Learned; Disaster Preparedness; published paper;
Case study; for disaster management agencies; for guideline to manage cyclone disaster; cyclone management; cyclone risks; rescue and rehabilitation for cyclone; timely evacuation during cyclone; port closure; tourism closure etc.
From Concept to reality : Implementing Lean Managements DMAIC Methodology for...Rokibul Hasan
The Ready-Made Garments (RMG) industry in Bangladesh is a cornerstone of the economy, but increasing costs and stagnant productivity pose significant challenges to profitability. This study explores the implementation of Lean Management in the Sampling Section of RMG factories to enhance productivity. Drawing from a comprehensive literature review, theoretical framework, and action research methodology, the study identifies key areas for improvement and proposes solutions.
Through the DMAIC approach (Define, Measure, Analyze, Improve, Control), the research identifies low productivity as the primary problem in the Sampling Section, with a PPH (Productivity per head) of only 4.0. Using Lean Management techniques such as 5S, Standardized work, PDCA/Kaizen, KANBAN, and Quick Changeover, the study addresses issues such as pre and post Quick Changeover (QCO) time, improper line balancing, and sudden plan changes.
The research employs regression analysis to test hypotheses, revealing a significant correlation between reducing QCO time and increasing productivity. With a regression equation of Y = -0.000501X + 6.72 and an R-squared value of 0.98, the study demonstrates a strong relationship between the independent variables (QCO downtime and improper line balancing downtime) and the dependent variable (productivity per head).
The findings suggest that by implementing Lean Management practices and addressing key productivity inhibitors, RMG factories can achieve substantial improvements in efficiency and profitability. The study provides valuable insights for practitioners, policymakers, and researchers seeking to enhance productivity in the RMG industry and similar manufacturing sectors.
Many companies have perceived CRM that accompanied by numerous
uncoordinated initiatives as a technological solution for problems in
individual areas. However, CRM should be considered as a strategy when
a company decides to implement it due to its humanitarian, technological
and process-related effects (Mendoza et al., 2007, p. 913). CRM is
evolving today as it should be seen as a strategy for maintaining a longterm relationship with customers.
A CRM business strategy includes the internet with the marketing,
sales, operations, customer services, human resources, R&D, finance, and
information technology departments to achieve the company’s purpose and
maximize the profitability of customer interactions (Chen and Popovich,
2003, p. 673).
After Corona Virus Disease-2019/Covid-19 (Coronavirus) first
appeared in Wuhan, China towards the end of 2019, its effects began to
be felt clearly all over the world. If the Coronavirus crisis is not managed
properly in business-to-business (B2B) and business-to-consumer
(B2C) sectors, it can have serious negative consequences. In this crisis,
companies can typically face significant losses in their sales performance,
existing customers and customer satisfaction, interruptions in operations
and accordingly bankruptcy
Maximize Your Efficiency with This Comprehensive Project Management Platform ...SOFTTECHHUB
In today's work environment, staying organized and productive can be a daunting challenge. With multiple tasks, projects, and tools to juggle, it's easy to feel overwhelmed and lose focus. Fortunately, liftOS offers a comprehensive solution to streamline your workflow and boost your productivity. This innovative platform brings together all your essential tools, files, and tasks into a single, centralized workspace, allowing you to work smarter and more efficiently.
This presentation, "The Morale Killers: 9 Ways Managers Unintentionally Demotivate Employees (and How to Fix It)," is a deep dive into the critical factors that can negatively impact employee morale and engagement. Based on extensive research and real-world experiences, this presentation reveals the nine most common mistakes managers make, often without even realizing it.
The presentation begins by highlighting the alarming statistic that 70% of employees report feeling disengaged at work, underscoring the urgency of addressing this issue. It then delves into each of the nine "morale killers," providing clear explanations and illustrative examples.
1. Ignoring Achievements: The presentation emphasizes the importance of recognizing and rewarding employees' efforts, tailored to their individual preferences.
2. Bad Hiring/Promotions & Broken Promises: It reveals the detrimental effects of poor hiring and promotion decisions, along with the erosion of trust that results from broken promises.
3. Treating Everyone Equally & Tolerating Poor Performance: This section stresses the need for fair treatment while acknowledging that employees have different needs. It also emphasizes the importance of addressing poor performance promptly.
4. Stifling Growth & Lack of Interest: The presentation highlights the importance of providing opportunities for learning and growth, as well as showing genuine care for employees' well-being.
5. Unclear Communication & Micromanaging: It exposes the frustration and resentment caused by vague expectations and excessive control, advocating for clear communication and employee empowerment.
The presentation then shifts its focus to the power of recognition and empowerment, highlighting how a culture of appreciation can fuel engagement and motivation. It provides actionable takeaways for managers, emphasizing the need to stop demotivating behaviors and start actively fostering a positive workplace culture.
The presentation concludes with a strong call to action, encouraging viewers to explore the accompanying blog post, "9 Proven Ways to Crush Employee Morale (and How to Avoid Them)," for a more in-depth analysis and practical solutions.
This document provides contact information for Amr Miqdadi, an IT professional with certifications in project management, software engineering, and technical support. It directs the reader to a website where additional study materials can be found to help prepare for project management certification exams. The document signs off by stating that success is within reach and providing contact details for its author.
This short document provides contact information for Amr Miqdadi, an IT professional with several certifications including MCSE, MCTS, and PMP. It directs the reader to a website, pmlead.net, for additional PMP study materials. The document closes by stating that success is yours, implying the materials on the site can help the reader succeed in PMP certification.
1. The document discusses various project selection methods, economic models for evaluating projects, and key project metrics like IRR, payback period, ROI, EVA, and opportunity cost.
2. It also covers topics related to project change management including change control, integrated change control, corrective and preventive actions, and how they impact project baselines.
3. Additional areas covered include scope management, quality planning, risk management, communication management, and procurement contract types.
1) A project is a temporary endeavor to create a unique product or service, while operations are ongoing activities.
2) Progressive elaboration is the process where a project concept becomes more detailed and focused over time as planning and research activities continue.
3) Project scope defines only the required work to complete the project.
Code of Ethics and Professional Conduct Amr Miqdadi
The Code of Ethics and Professional Conduct applies to PMI members, certification holders and applicants, and volunteers. It outlines five key values: professionalism, including maintaining integrity and legal/ethical standards; responsibility, such as accepting accountability; respect for others; fairness in decision making; and honesty in communications. Adhering to these values helps ensure ethical and professional behavior.
The document outlines the 9 knowledge areas and 42 processes in project management according to the PMBOK Guide. It provides an overview of the processes within each of the knowledge areas including inputs, outputs, and tools and techniques. The knowledge areas covered include integration management, scope management, time management, cost management, quality management, human resource management, communication management, risk management, and procurement management.
This document provides a step-by-step guide to creating a basic website. It begins by explaining that having your own website is essential for an online business to succeed. While free affiliate websites are available, they do not provide full control and require additional marketing efforts. The document then guides the reader through setting up their own free-hosting website using basic HTML coding. By following the steps, a reader can create a functional three-page website with links between pages to get their first online presence.
This document provides formulas and definitions for key project management concepts related to earned value, estimates, probability, communications, procurement, depreciation, sigma levels, network diagrams, and more. Key formulas include those for earned value, estimate at completion, PERT calculations, classes of estimates, net present value, internal rate of return, payback period, expected monetary value, procurement total adjusted cost, depreciation methods, control limits, and critical path float. Definitions are given for important PM values, Pareto principle, communications channels, and just-in-time inventory.
The document provides instructions for using key features in Microsoft Project 2010 for project management. It outlines steps for creating a new project file, setting the project start date and calendar, saving the project file, entering and outlining tasks, entering task durations and linking tasks to show relationships, defining resource pools and assigning resources to tasks, entering the amount of work resources spend on tasks, understanding different task types, and saving a baseline project plan.
This document contains 50 questions about project management concepts from the PMBok Guide 4th edition. The questions are organized into groups and cover topics such as the purpose of the project charter, calculating schedule and cost variances, work breakdown structures, risk management strategies, contract types, and quality audits. An individual taking this quiz would input answers to the multiple choice or short answer questions. The document provides a study aid for the PMP certification exam by testing knowledge of key project management terms and formulas.
Neal Elbaum Shares Top 5 Trends Shaping the Logistics Industry in 2024Neal Elbaum
In the ever-evolving world of logistics, staying ahead of the curve is crucial. Industry expert Neal Elbaum highlights the top five trends shaping the logistics industry in 2024, offering valuable insights into the future of supply chain management.
m249-saw PMI To familiarize the soldier with the M249 Squad Automatic Weapon ...LinghuaKong2
M249 Saw marksman PMIThe Squad Automatic Weapon (SAW), or 5.56mm M249 is an individually portable, gas operated, magazine or disintegrating metallic link-belt fed, light machine gun with fixed headspace and quick change barrel feature. The M249 engages point targets out to 800 meters, firing the improved NATO standard 5.56mm cartridge.The SAW forms the basis of firepower for the fire team. The gunner has the option of using 30-round M16 magazines or linked ammunition from pre-loaded 200-round plastic magazines. The gunner's basic load is 600 rounds of linked ammunition.The SAW was developed through an initially Army-led research and development effort and eventually a Joint NDO program in the late 1970s/early 1980s to restore sustained and accurate automatic weapons fire to the fire team and squad. When actually fielded in the mid-1980s, the SAW was issued as a one-for-one replacement for the designated "automatic rifle" (M16A1) in the Fire Team. In this regard, the SAW filled the void created by the retirement of the Browning Automatic Rifle (BAR) during the 1950s because interim automatic weapons (e.g. M-14E2/M16A1) had failed as viable "base of fire" weapons.
Early in the SAW's fielding, the Army identified the need for a Product Improvement Program (PIP) to enhance the weapon. This effort resulted in a "PIP kit" which modifies the barrel, handguard, stock, pistol grip, buffer, and sights.
The M249 machine gun is an ideal complementary weapon system for the infantry squad platoon. It is light enough to be carried and operated by one man, and can be fired from the hip in an assault, even when loaded with a 200-round ammunition box. The barrel change facility ensures that it can continue to fire for long periods. The US Army has conducted strenuous trials on the M249 MG, showing that this weapon has a reliability factor that is well above that of most other small arms weapon systems. Today, the US Army and Marine Corps utilize the license-produced M249 SAW.
Small Business Management An Entrepreneur’s Guidebook 8th edition by Byrd tes...ssuserf63bd7
Small Business Management An Entrepreneur’s Guidebook 8th edition by Byrd test bank.docx
https://qidiantiku.com/test-bank-for-small-business-management-an-entrepreneurs-guidebook-8th-edition-by-mary-jane-byrd.shtml
A comprehensive-study-of-biparjoy-cyclone-disaster-management-in-gujarat-a-ca...Samirsinh Parmar
Disaster management;
Cyclone Disaster Management;;
Biparjoy Cyclone Case Study;
Meteorological Observations;
Best practices in Disaster Management;
Synchronization of Agencies;
GSDMA in Cyclone disaster Management;
History of Cyclone in Arabian ocean;
Intensity of Cyclone in Gujarat;
Cyclone preparedness;
Miscellaneous observations - Biparjoy cyclone;
Role of social Media in Disaster Management;
Unique features of Biparjoy cyclone;
Role of IMD in Biparjoy Prediction;
Lessons Learned; Disaster Preparedness; published paper;
Case study; for disaster management agencies; for guideline to manage cyclone disaster; cyclone management; cyclone risks; rescue and rehabilitation for cyclone; timely evacuation during cyclone; port closure; tourism closure etc.
From Concept to reality : Implementing Lean Managements DMAIC Methodology for...Rokibul Hasan
The Ready-Made Garments (RMG) industry in Bangladesh is a cornerstone of the economy, but increasing costs and stagnant productivity pose significant challenges to profitability. This study explores the implementation of Lean Management in the Sampling Section of RMG factories to enhance productivity. Drawing from a comprehensive literature review, theoretical framework, and action research methodology, the study identifies key areas for improvement and proposes solutions.
Through the DMAIC approach (Define, Measure, Analyze, Improve, Control), the research identifies low productivity as the primary problem in the Sampling Section, with a PPH (Productivity per head) of only 4.0. Using Lean Management techniques such as 5S, Standardized work, PDCA/Kaizen, KANBAN, and Quick Changeover, the study addresses issues such as pre and post Quick Changeover (QCO) time, improper line balancing, and sudden plan changes.
The research employs regression analysis to test hypotheses, revealing a significant correlation between reducing QCO time and increasing productivity. With a regression equation of Y = -0.000501X + 6.72 and an R-squared value of 0.98, the study demonstrates a strong relationship between the independent variables (QCO downtime and improper line balancing downtime) and the dependent variable (productivity per head).
The findings suggest that by implementing Lean Management practices and addressing key productivity inhibitors, RMG factories can achieve substantial improvements in efficiency and profitability. The study provides valuable insights for practitioners, policymakers, and researchers seeking to enhance productivity in the RMG industry and similar manufacturing sectors.
Many companies have perceived CRM that accompanied by numerous
uncoordinated initiatives as a technological solution for problems in
individual areas. However, CRM should be considered as a strategy when
a company decides to implement it due to its humanitarian, technological
and process-related effects (Mendoza et al., 2007, p. 913). CRM is
evolving today as it should be seen as a strategy for maintaining a longterm relationship with customers.
A CRM business strategy includes the internet with the marketing,
sales, operations, customer services, human resources, R&D, finance, and
information technology departments to achieve the company’s purpose and
maximize the profitability of customer interactions (Chen and Popovich,
2003, p. 673).
After Corona Virus Disease-2019/Covid-19 (Coronavirus) first
appeared in Wuhan, China towards the end of 2019, its effects began to
be felt clearly all over the world. If the Coronavirus crisis is not managed
properly in business-to-business (B2B) and business-to-consumer
(B2C) sectors, it can have serious negative consequences. In this crisis,
companies can typically face significant losses in their sales performance,
existing customers and customer satisfaction, interruptions in operations
and accordingly bankruptcy
Maximize Your Efficiency with This Comprehensive Project Management Platform ...SOFTTECHHUB
In today's work environment, staying organized and productive can be a daunting challenge. With multiple tasks, projects, and tools to juggle, it's easy to feel overwhelmed and lose focus. Fortunately, liftOS offers a comprehensive solution to streamline your workflow and boost your productivity. This innovative platform brings together all your essential tools, files, and tasks into a single, centralized workspace, allowing you to work smarter and more efficiently.
This presentation, "The Morale Killers: 9 Ways Managers Unintentionally Demotivate Employees (and How to Fix It)," is a deep dive into the critical factors that can negatively impact employee morale and engagement. Based on extensive research and real-world experiences, this presentation reveals the nine most common mistakes managers make, often without even realizing it.
The presentation begins by highlighting the alarming statistic that 70% of employees report feeling disengaged at work, underscoring the urgency of addressing this issue. It then delves into each of the nine "morale killers," providing clear explanations and illustrative examples.
1. Ignoring Achievements: The presentation emphasizes the importance of recognizing and rewarding employees' efforts, tailored to their individual preferences.
2. Bad Hiring/Promotions & Broken Promises: It reveals the detrimental effects of poor hiring and promotion decisions, along with the erosion of trust that results from broken promises.
3. Treating Everyone Equally & Tolerating Poor Performance: This section stresses the need for fair treatment while acknowledging that employees have different needs. It also emphasizes the importance of addressing poor performance promptly.
4. Stifling Growth & Lack of Interest: The presentation highlights the importance of providing opportunities for learning and growth, as well as showing genuine care for employees' well-being.
5. Unclear Communication & Micromanaging: It exposes the frustration and resentment caused by vague expectations and excessive control, advocating for clear communication and employee empowerment.
The presentation then shifts its focus to the power of recognition and empowerment, highlighting how a culture of appreciation can fuel engagement and motivation. It provides actionable takeaways for managers, emphasizing the need to stop demotivating behaviors and start actively fostering a positive workplace culture.
The presentation concludes with a strong call to action, encouraging viewers to explore the accompanying blog post, "9 Proven Ways to Crush Employee Morale (and How to Avoid Them)," for a more in-depth analysis and practical solutions.
1. www.pmlead.net
Project Management Knowledge Areas & Five Process Groups
Knowledge Areas Five Process Groups
Initiating
Process Group
Planning Process
Group
Executing Process
Group
Monitoring &
Controlling Process
Group
Closing
Process Group
Project Integration
Management
1. Develop
Project
Charter
2. Develop Project
Management
Plan
3. Direct &
Manage Project
Work
4. Manage Project
Knowledge
5. Monitor &
Control Project
Work
6. Perform
Integrated
Change Control
7. Close
Project or
Phase
Project Scope
Management
1. Plan Scope
Management
2. Collect
Requirements
3. Define Scope
4. Create WBS
5. Validate Scope
6. Control Scope
Project Schedule
Management
1. Plan Schedule
Management
2. Define
Activities
3. Sequence
activities
4. Estimate
Activities
Duration
5. Develop
Schedule
6. Control
Schedule
Project Cost
Management
1. Plan Cost
Management
2. Estimate Costs
3. Determine
Budget
4. Control Cost
Project Quality
Management
1. Plan quality
Management
2. Manage Quality 3. Control Quality
2. www.pmlead.net
Project Resource
Management
1. Plan Resource
Management
2. Estimate
Activity
Resources
3. Acquire
Resources
4. Develop Team
5. Manage Team
6. Control
Resources
Project
Communication
Management
1. Plan
Communication
Management
2. Manage
Communication
Management
3. Monitor
Communication
Management
Project Risk
Management
1. Plan Risk
Management
2. Identify Risks
3. Perform
Qualitative Risk
Analysis
4. Perform
Quantitative
Risk Analysis
5. Plan Risk
Responses
6. Implement Risk
Responses
7. Monitor Risk
Responses
Project
Procurement
Management
1. Plan
Procurement
Management
2. Conduct
Procurement
3. Control
Procurement
Project
Stakeholders
Management
1. Identify
Stadtholders
2. Plan
Stakeholders
Engagement
3. Manage
Stakeholders
Engagement
4. Monitor
Stakeholders
Engagement