The document discusses the challenges of transferring modern project management principles and methodologies to developing countries. It uses Vietnam as a case study. Three key challenges are identified: 1) Complexities in the different mechanisms used to transfer skills, including lack of support and outdated resources. 2) Barriers to effective transfer include political/social systems, cultural issues, and lack of financial support. 3) Specific difficulties in implementing concepts in areas like integration, scope, time and cost management due to unrealistic plans, unclear responsibilities, and bureaucratic hurdles. The author argues for improved training focused on practical applications of techniques tailored to the local context.
UCISA Toolkit - Establishing Process Improvement Capability in an HE EnvironmentMark Ritchie
Process improvement activity is increasing in UK universities, partly in response to calls for increased effectiveness and efficiency but also as a response to today’s rapidly changing political and economic environment.
This guide seeks to evidence what higher educational organisations are currently doing to embed process improvement capability and to support those considering undertaking such activity or those already doing so.
This guide was published by the UCISA Project and Change Management Group in November 2016
This document discusses the importance of project management knowledge and education, especially when implementing development projects created by the government. It notes that while India has seen significant growth in infrastructure projects in recent decades, many projects still face delays and cost overruns due to a lack of proper project management practices. The study aims to understand how project management education can help improve implementation of government development projects in terms of communication, execution, and completing projects on time and on budget. It discusses the benefits of project management training, facilitation, and mentoring for government employees working on projects. While some project management topics are taught in Indian universities, the curriculum does not provide comprehensive coverage of modern project management frameworks. This could hinder collaboration with international organizations that use
Performance management project communications strategySarah Sal
The document outlines a communications strategy for a Performance Management project at the University of Durham. The strategy aims to (1) inform staff about performance management and its benefits, (2) minimize staff concerns during development and implementation, and (3) ensure success by involving staff. Key elements of the strategy include establishing themes and messages to communicate to stakeholders, identifying target audiences, and utilizing various communication channels such as emails, websites, and meetings. If implemented effectively, the communications strategy will increase stakeholder engagement and the likelihood of project success.
Cindy Moskalyk has over 15 years of experience managing teams and branches at HSBC Bank Canada and Scotiabank. She has a proven track record of executing strategic programs to drive business growth, increase productivity, and deliver excellent customer experiences. Cindy is skilled in sales management, business development, relationship management, and performance management. She has consistently exceeded targets for customer service, sales, and cost reductions. Cindy is described as a passionate leader who inspires teams to achieve success.
Kathleen Hass is an award-winning author, consultant, and speaker specializing in business analysis, project management, and organizational transformation. She has conducted assessments and improvement initiatives for many large organizations to help them mature their business analysis and project management capabilities. Some of her clients include Koch Business Solutions, International Monetary Fund, Bristol-Myers Squibb, and Toyota Financial Services. She has extensive experience developing roadmaps and action plans to help organizations close competency gaps and achieve higher levels of maturity.
This chapter introduces project management concepts. It defines a project, explains the triple constraint of scope, time and cost, and describes the growing project management framework including knowledge areas, tools, and importance of the project manager's leadership. It outlines skills needed for project managers and discusses the growth of the project management profession through certification and tools.
This document discusses best practices for managing global projects. It identifies several key challenges in global project management including developing a consistent approach, resource allocation, and managing too many projects. It then outlines several best practices for global project management methodology and structure. This includes developing a standardized methodology, establishing executive sponsorship and global/regional project management offices for support, and using web-based knowledge management of best practices. The document also discusses the importance of project portfolio management, multi-cultural training, developing individual and organizational global competencies, and using maturity models to benchmark project management capabilities.
This document discusses different organizational models for project management: functional, pure project, and matrix.
The functional model involves projects being managed within existing functional departments, allowing flexibility in staffing but risking that projects are not the primary focus.
The pure project model makes projects independent from the main organization, giving full responsibility and authority to project managers but risking duplication of resources across multiple projects.
The matrix model aims to combine advantages of the functional and pure project models by drawing on existing departments' expertise while also giving projects dedicated resources and leadership. It represents a middle ground between the two extremes.
UCISA Toolkit - Establishing Process Improvement Capability in an HE EnvironmentMark Ritchie
Process improvement activity is increasing in UK universities, partly in response to calls for increased effectiveness and efficiency but also as a response to today’s rapidly changing political and economic environment.
This guide seeks to evidence what higher educational organisations are currently doing to embed process improvement capability and to support those considering undertaking such activity or those already doing so.
This guide was published by the UCISA Project and Change Management Group in November 2016
This document discusses the importance of project management knowledge and education, especially when implementing development projects created by the government. It notes that while India has seen significant growth in infrastructure projects in recent decades, many projects still face delays and cost overruns due to a lack of proper project management practices. The study aims to understand how project management education can help improve implementation of government development projects in terms of communication, execution, and completing projects on time and on budget. It discusses the benefits of project management training, facilitation, and mentoring for government employees working on projects. While some project management topics are taught in Indian universities, the curriculum does not provide comprehensive coverage of modern project management frameworks. This could hinder collaboration with international organizations that use
Performance management project communications strategySarah Sal
The document outlines a communications strategy for a Performance Management project at the University of Durham. The strategy aims to (1) inform staff about performance management and its benefits, (2) minimize staff concerns during development and implementation, and (3) ensure success by involving staff. Key elements of the strategy include establishing themes and messages to communicate to stakeholders, identifying target audiences, and utilizing various communication channels such as emails, websites, and meetings. If implemented effectively, the communications strategy will increase stakeholder engagement and the likelihood of project success.
Cindy Moskalyk has over 15 years of experience managing teams and branches at HSBC Bank Canada and Scotiabank. She has a proven track record of executing strategic programs to drive business growth, increase productivity, and deliver excellent customer experiences. Cindy is skilled in sales management, business development, relationship management, and performance management. She has consistently exceeded targets for customer service, sales, and cost reductions. Cindy is described as a passionate leader who inspires teams to achieve success.
Kathleen Hass is an award-winning author, consultant, and speaker specializing in business analysis, project management, and organizational transformation. She has conducted assessments and improvement initiatives for many large organizations to help them mature their business analysis and project management capabilities. Some of her clients include Koch Business Solutions, International Monetary Fund, Bristol-Myers Squibb, and Toyota Financial Services. She has extensive experience developing roadmaps and action plans to help organizations close competency gaps and achieve higher levels of maturity.
This chapter introduces project management concepts. It defines a project, explains the triple constraint of scope, time and cost, and describes the growing project management framework including knowledge areas, tools, and importance of the project manager's leadership. It outlines skills needed for project managers and discusses the growth of the project management profession through certification and tools.
This document discusses best practices for managing global projects. It identifies several key challenges in global project management including developing a consistent approach, resource allocation, and managing too many projects. It then outlines several best practices for global project management methodology and structure. This includes developing a standardized methodology, establishing executive sponsorship and global/regional project management offices for support, and using web-based knowledge management of best practices. The document also discusses the importance of project portfolio management, multi-cultural training, developing individual and organizational global competencies, and using maturity models to benchmark project management capabilities.
This document discusses different organizational models for project management: functional, pure project, and matrix.
The functional model involves projects being managed within existing functional departments, allowing flexibility in staffing but risking that projects are not the primary focus.
The pure project model makes projects independent from the main organization, giving full responsibility and authority to project managers but risking duplication of resources across multiple projects.
The matrix model aims to combine advantages of the functional and pure project models by drawing on existing departments' expertise while also giving projects dedicated resources and leadership. It represents a middle ground between the two extremes.
This document provides an overview of PwC's global operations consulting services. It discusses how PwC helps clients build advantaged operations through strategic assessments and operating model designs. Key service offerings discussed include innovation and development excellence, strategic supply management, competitive manufacturing, and other areas. PwC aims to deliver complete solutions to create competitive advantage and drive profitable growth through operations. The document highlights PwC's global reach and recognition as a leader in operations consulting.
This document discusses various construction difficulties that can arise in project management. It identifies key challenges such as undefined goals, changing scope, lack of accountability, poor risk management, poor communication, unrealistic expectations, and stakeholder indifference. These difficulties can lead to delays, budget overruns, and decreased productivity if not properly managed. The document provides examples of each challenge and emphasizes the project manager's role in mitigating risks through tools like software, clear communication, and setting realistic expectations.
Rebuilding an Island - Lessons From Montserrat's PMO - Government of Montserr...Wellingtone
Presenter: Martin Parlett - Head of PMO, Government of Montserrat
Presentation: Winner of APM PMO of the Year 2020, Govt of Montserrat take us through the PMO journey from their award-winning team. Martin discusses their portfolio and their enabling transformational programmes and projects.
Martin also looks at their challenges and lessons learned.
To attend the next FuturePMO conference, please visit: www.FuturePMO.com
One of the greatest challenges in regards to implementing a successful PMO, is being able to deal with continuous change(s).
The determination of what and how, can be improved, but requires both the organisation and the people to change the way they function in their business environment.
Successful change can be influenced by a variety of factors, which can affect the result of change itself, as well as the objectives of the PMO.
Specifically, an EPMO can act as a key enabler leading and supporting the organizational change work, therefore can make the change management process much easier, for the associated stakeholders.
In order for an EPMO to act a game changer, it is rather necessary to radically change the existing corporate structure, keep up with the challenges and align them with the corporate strategy and vision.
Introduction
Meeting Objectives
Project Oriented Industries
Project Manager, Power and Authority
PM Discipline
Managing your Stake Holders
Talk the Talk and Walk the Walk
Communication
Project Closure
The document discusses challenges with delivering project benefits and realizing business expectations. It finds that while projects may deliver on time and budget, the majority fail to achieve intended business outcomes. Program management is needed to complement project management and focus on identifying, planning, and delivering benefits. A key difference is that project managers focus on scope, cost and schedule, while program managers outwardly focus on stakeholders and achieving benefits. The role of the sponsor is also crucial in providing support and direction to ensure program/project success. Cultural differences can impact stakeholder expectations and how requirements are defined and communicated.
This document discusses project success criteria for engineering and refurbishment projects at Eskom, a South African power utility. It conducted a survey of stakeholders to identify key success criteria. The survey found that while time, cost and quality were important, other factors like satisfying business goals, customer satisfaction, and impact on plant were rated as even more important. Different stakeholders had differing views, with clients prioritizing satisfying goals, customer satisfaction and impact, while project managers prioritized quality, time and cost. Most respondents felt that time, cost and quality were not the only important success criteria. The document concludes that multiple factors are important for measuring project success.
Managing in the Times of Covid 19 - Employee Communication, Employee Platform...Xoxoday
This document provides guidance for managers on leading their teams during the COVID-19 pandemic. It outlines 6 key challenges managers may face: maintaining visibility of work progress, effective communication with employees, maintaining finances, making decisions during the pandemic, effective planning during the pandemic, and effective planning for the new normal. For each challenge, it provides tips, such as using online meeting and task tracking tools to maintain visibility of work, and running employee surveys to inform decision making. It also lists 8 ideas for managers to make best use of their time, such as strategizing plans for after lockdown and exploring new business opportunities.
The document discusses the governance of project management. It defines governance as establishing objectives, means of achieving objectives, and monitoring performance. Governance operates at the corporate, portfolio, program, and project levels. Good project governance links corporate strategy to project strategy and objectives. It establishes roles and responsibilities, applies appropriate methods and controls, engages stakeholders, and fosters a culture of continuous improvement.
Beginners Guide To Logical Framework Approach (BOND)rexcris
Logical Framework Analysis (LFA) is a tool used to plan, manage, and evaluate development projects. It presents information about a project's key components in a clear, logical table format. The LFA summarizes a project's goals, objectives, activities, inputs, assumptions, and indicators to measure progress. Developing an LFA requires identifying problems, desired outcomes, and how to measure success. It should involve stakeholders and focus on objectives, indicators, and assumptions. The LFA provides a standard way to communicate and track a project from design through completion.
The document discusses project portfolio management. It begins with defining a portfolio as a collection of projects or programs grouped together to meet strategic objectives, though the individual projects may not be directly related. It then discusses portfolio, program, and project management and how they interact and align with organizational strategy. Specifically, it notes that portfolio management facilitates resource allocation and measuring performance against strategy, while program and project management focus on more tactical delivery and ensuring benefits. Finally, it emphasizes that portfolio, program, and project management are about people and stakeholder management across all levels of the organization.
The role of the project manager based on pmbok6 by mm rahman stm skill that m...STM-Skill That Matters
A project manager is a person who is committed to a purpose and he/she can influence his/her follower to achieve his purpose. So to be a successful project manager what are the knowledge, skills, and competencies required that is described in this presentation.
The document discusses the key components and stages of a project development cycle. It begins by defining what constitutes a project and noting that it requires clear goals and planning. It then outlines the typical stages a project progresses through: 1) identification, 2) preparation, 3) appraisal, 4) presentation, 5) implementation, 6) monitoring, and 7) evaluation. Monitoring ensures the project stays on track by regularly measuring progress, while evaluation assesses the project's effectiveness once complete. The document emphasizes that monitoring and evaluation systems need to be established early in the project design.
This document provides an introduction to project, program, and portfolio management. It defines what a project is and key terms like the triple constraint of scope, time and cost. It describes the growing importance of project management and lists advantages like lower costs and higher quality. It outlines the project management knowledge areas and common tools. It also discusses what differentiates a program from individual projects and the role of portfolio management. Finally, it covers the project management profession and certifications.
This document provides an introduction to project management concepts. It discusses:
1) The key domains that are covered on the PMP exam and their relative weighting.
2) The objectives of the training session which are to understand projects, programs, portfolios and the project life cycle.
3) The definition of a project, program, and portfolio and how they differ in terms of scope, change management, and planning.
The document discusses competency frameworks and their use in human resource development. It provides background on the evolution of competency models from focusing on intelligence and technical skills to incorporating traits, motives, self-concept and behaviors. It then outlines some key aspects of developing competency frameworks including identifying underlying competencies, developing observable behaviors for assessment, using different assessment tools, and providing feedback to individuals.
Andrew Firth is a highly experienced professional with over 25 years of experience in business improvement, change management, project management, and business coaching. He has specialized in these areas for the past 15 years. Notable clients include various local government and private sector organizations. He brings focused objectivity, strong leadership, and a collaborative approach to his projects.
Research paper on project performance evaluatio the case study of fixed line ...Derese Gemeda
This document is a project report evaluating the performance of Ethio Telecom's Fixed Line-Next Generation Network (FL-NGN) project. It includes an abstract, table of contents, lists of tables and figures, and 10 chapters reviewing literature on topics like next generation networks, project definition, performance measurement, success factors, and evaluating the FL-NGN project's success. The report was submitted by Derese Gemeda in partial fulfillment of an MBA in project management from Sikkim Manipal University.
This document provides an overview of project management certification and accreditation. It discusses the history of project management as a discipline and how it has evolved over time. It also summarizes several project management approaches, standards, and certifications from the Project Management Institute (PMI), including the PMP certification. The benefits of PMI membership are highlighted.
Projects are activities taken up by organizations large and small, public and private, government
and non-government to execute their near and future term goals. Project is defined as a set of tasks taken up to
achieve a predefined end result within a predefined time, scope and budget. Our country has witnessed
tremendous growth in infrastructure
Project management program builds business leadersjasonw93
Project Management is a program that concerns itself with teaching students how to be leaders in the industry by offering three semesters of training that ends in a field placement.
This document provides an overview of PwC's global operations consulting services. It discusses how PwC helps clients build advantaged operations through strategic assessments and operating model designs. Key service offerings discussed include innovation and development excellence, strategic supply management, competitive manufacturing, and other areas. PwC aims to deliver complete solutions to create competitive advantage and drive profitable growth through operations. The document highlights PwC's global reach and recognition as a leader in operations consulting.
This document discusses various construction difficulties that can arise in project management. It identifies key challenges such as undefined goals, changing scope, lack of accountability, poor risk management, poor communication, unrealistic expectations, and stakeholder indifference. These difficulties can lead to delays, budget overruns, and decreased productivity if not properly managed. The document provides examples of each challenge and emphasizes the project manager's role in mitigating risks through tools like software, clear communication, and setting realistic expectations.
Rebuilding an Island - Lessons From Montserrat's PMO - Government of Montserr...Wellingtone
Presenter: Martin Parlett - Head of PMO, Government of Montserrat
Presentation: Winner of APM PMO of the Year 2020, Govt of Montserrat take us through the PMO journey from their award-winning team. Martin discusses their portfolio and their enabling transformational programmes and projects.
Martin also looks at their challenges and lessons learned.
To attend the next FuturePMO conference, please visit: www.FuturePMO.com
One of the greatest challenges in regards to implementing a successful PMO, is being able to deal with continuous change(s).
The determination of what and how, can be improved, but requires both the organisation and the people to change the way they function in their business environment.
Successful change can be influenced by a variety of factors, which can affect the result of change itself, as well as the objectives of the PMO.
Specifically, an EPMO can act as a key enabler leading and supporting the organizational change work, therefore can make the change management process much easier, for the associated stakeholders.
In order for an EPMO to act a game changer, it is rather necessary to radically change the existing corporate structure, keep up with the challenges and align them with the corporate strategy and vision.
Introduction
Meeting Objectives
Project Oriented Industries
Project Manager, Power and Authority
PM Discipline
Managing your Stake Holders
Talk the Talk and Walk the Walk
Communication
Project Closure
The document discusses challenges with delivering project benefits and realizing business expectations. It finds that while projects may deliver on time and budget, the majority fail to achieve intended business outcomes. Program management is needed to complement project management and focus on identifying, planning, and delivering benefits. A key difference is that project managers focus on scope, cost and schedule, while program managers outwardly focus on stakeholders and achieving benefits. The role of the sponsor is also crucial in providing support and direction to ensure program/project success. Cultural differences can impact stakeholder expectations and how requirements are defined and communicated.
This document discusses project success criteria for engineering and refurbishment projects at Eskom, a South African power utility. It conducted a survey of stakeholders to identify key success criteria. The survey found that while time, cost and quality were important, other factors like satisfying business goals, customer satisfaction, and impact on plant were rated as even more important. Different stakeholders had differing views, with clients prioritizing satisfying goals, customer satisfaction and impact, while project managers prioritized quality, time and cost. Most respondents felt that time, cost and quality were not the only important success criteria. The document concludes that multiple factors are important for measuring project success.
Managing in the Times of Covid 19 - Employee Communication, Employee Platform...Xoxoday
This document provides guidance for managers on leading their teams during the COVID-19 pandemic. It outlines 6 key challenges managers may face: maintaining visibility of work progress, effective communication with employees, maintaining finances, making decisions during the pandemic, effective planning during the pandemic, and effective planning for the new normal. For each challenge, it provides tips, such as using online meeting and task tracking tools to maintain visibility of work, and running employee surveys to inform decision making. It also lists 8 ideas for managers to make best use of their time, such as strategizing plans for after lockdown and exploring new business opportunities.
The document discusses the governance of project management. It defines governance as establishing objectives, means of achieving objectives, and monitoring performance. Governance operates at the corporate, portfolio, program, and project levels. Good project governance links corporate strategy to project strategy and objectives. It establishes roles and responsibilities, applies appropriate methods and controls, engages stakeholders, and fosters a culture of continuous improvement.
Beginners Guide To Logical Framework Approach (BOND)rexcris
Logical Framework Analysis (LFA) is a tool used to plan, manage, and evaluate development projects. It presents information about a project's key components in a clear, logical table format. The LFA summarizes a project's goals, objectives, activities, inputs, assumptions, and indicators to measure progress. Developing an LFA requires identifying problems, desired outcomes, and how to measure success. It should involve stakeholders and focus on objectives, indicators, and assumptions. The LFA provides a standard way to communicate and track a project from design through completion.
The document discusses project portfolio management. It begins with defining a portfolio as a collection of projects or programs grouped together to meet strategic objectives, though the individual projects may not be directly related. It then discusses portfolio, program, and project management and how they interact and align with organizational strategy. Specifically, it notes that portfolio management facilitates resource allocation and measuring performance against strategy, while program and project management focus on more tactical delivery and ensuring benefits. Finally, it emphasizes that portfolio, program, and project management are about people and stakeholder management across all levels of the organization.
The role of the project manager based on pmbok6 by mm rahman stm skill that m...STM-Skill That Matters
A project manager is a person who is committed to a purpose and he/she can influence his/her follower to achieve his purpose. So to be a successful project manager what are the knowledge, skills, and competencies required that is described in this presentation.
The document discusses the key components and stages of a project development cycle. It begins by defining what constitutes a project and noting that it requires clear goals and planning. It then outlines the typical stages a project progresses through: 1) identification, 2) preparation, 3) appraisal, 4) presentation, 5) implementation, 6) monitoring, and 7) evaluation. Monitoring ensures the project stays on track by regularly measuring progress, while evaluation assesses the project's effectiveness once complete. The document emphasizes that monitoring and evaluation systems need to be established early in the project design.
This document provides an introduction to project, program, and portfolio management. It defines what a project is and key terms like the triple constraint of scope, time and cost. It describes the growing importance of project management and lists advantages like lower costs and higher quality. It outlines the project management knowledge areas and common tools. It also discusses what differentiates a program from individual projects and the role of portfolio management. Finally, it covers the project management profession and certifications.
This document provides an introduction to project management concepts. It discusses:
1) The key domains that are covered on the PMP exam and their relative weighting.
2) The objectives of the training session which are to understand projects, programs, portfolios and the project life cycle.
3) The definition of a project, program, and portfolio and how they differ in terms of scope, change management, and planning.
The document discusses competency frameworks and their use in human resource development. It provides background on the evolution of competency models from focusing on intelligence and technical skills to incorporating traits, motives, self-concept and behaviors. It then outlines some key aspects of developing competency frameworks including identifying underlying competencies, developing observable behaviors for assessment, using different assessment tools, and providing feedback to individuals.
Andrew Firth is a highly experienced professional with over 25 years of experience in business improvement, change management, project management, and business coaching. He has specialized in these areas for the past 15 years. Notable clients include various local government and private sector organizations. He brings focused objectivity, strong leadership, and a collaborative approach to his projects.
Research paper on project performance evaluatio the case study of fixed line ...Derese Gemeda
This document is a project report evaluating the performance of Ethio Telecom's Fixed Line-Next Generation Network (FL-NGN) project. It includes an abstract, table of contents, lists of tables and figures, and 10 chapters reviewing literature on topics like next generation networks, project definition, performance measurement, success factors, and evaluating the FL-NGN project's success. The report was submitted by Derese Gemeda in partial fulfillment of an MBA in project management from Sikkim Manipal University.
This document provides an overview of project management certification and accreditation. It discusses the history of project management as a discipline and how it has evolved over time. It also summarizes several project management approaches, standards, and certifications from the Project Management Institute (PMI), including the PMP certification. The benefits of PMI membership are highlighted.
Projects are activities taken up by organizations large and small, public and private, government
and non-government to execute their near and future term goals. Project is defined as a set of tasks taken up to
achieve a predefined end result within a predefined time, scope and budget. Our country has witnessed
tremendous growth in infrastructure
Project management program builds business leadersjasonw93
Project Management is a program that concerns itself with teaching students how to be leaders in the industry by offering three semesters of training that ends in a field placement.
This document discusses a proposed research project on identifying critical success factors for sustainable project management in China-Pakistan Economic Corridor (CPEC) construction projects. The research will be conducted using a questionnaire survey methodology involving literature reviews, data collection from construction firms, data analysis, and thesis writing. The expected results are to identify key success factors for Chinese contractors working on CPEC projects in Pakistan and provide guidance to improve project execution and business performance. The research is significant because identifying these success factors can help optimize resource management, assess contractor competitiveness, and maximize benefits for the developing construction industries in both countries.
Overview of developments in project management - ICE MPL ProceedingsDonnie MacNicol
Members of the Management, Procurement and Law editorial advisory panel provide overviews of their areas of expertise, highlighting recent and forthcoming developments likely to affect engineers and others working in the fields of management, procurement and law.
The document discusses modern project management. It defines a project as a temporary endeavor with a defined start and end, involving multiple teams to create a unique product or service. Projects have established objectives, timelines, budgets and performance requirements. The document outlines the typical project life cycle of planning, execution, and delivery. It emphasizes that project management is important for organizations to improve communication, manage risks, and align projects with strategic goals.
Implementing relevant skills, knowledge, and tools to achieve a project's goal is project management. The five main phases of project management are initiating, planning, executing, monitoring performance, and concluding the project. Project management is becoming more and more in demand as the number of industries, and national and multinational projects increases.
Aspirants who want to become leaders can learn project management skills like setting objectives and following through on them. These courses are known worldwide, and there are job opportunities in many different industries and fields.
Project management can be studied in a number of different ways. They include a Bachelor of Science in Business Administration with Programme and Project Management (BSc) and a Bachelor of Management Studies (BMS). Master's degrees in management are available after basic bachelor's degrees like the BMS.
Eligibility Criteria (UG & PG) of Project Management
For BBA and BMS admissions at the undergraduate level, colleges set specific eligibility requirements that applicants must meet before applying to the course. Qualification models set can be different for various schools.
• A minimum of 10+2 years of education from a recognized board is required of applicants.
• For the 12th grade, the minimum score should be between 50 and 60 percent.
• must be between 17 and 25 years old.
The following are typically the eligibility requirements for PG levels:
• Candidates must have completed 10+2 years of education from a recognized board, with at least 50% of those years spent in the 12th board.
• A Bachelor's degree in any field, including architecture, engineering, technology, or planning is required.
• A diploma in the same fields may also be held by the applicant.
• A Master's degree in the same field from a reputable college is required for a Ph.D. in management.
Scope of Project Management in India and Abroad
The need for project management is growing as a result of the rapidly expanding industries in almost all areas and sectors. Construction, engineering, marketing, pharmaceutical companies, information technology, and other industries all have a growing need for project managers.
Project management has a huge reach and scope. Project managers will have more work opportunities as a result of the increasing number of expanding businesses investing in projects both inside and outside the country. As a result, there will be an increasing demand for individuals capable of managing these projects.
Course Subjects
For BBA in Project Management
The subject taught mainly in the course BBA, divided over 6 semesters,
The core subjects are Business Organization, Business Mathematics, Fundamentals of Accounting, Marketing Management, and Business Communication.
In the engineering and construction industry governance needs and requirements exist at
multiple levels. These include:
• Governmental and industry level governance (laws, regulations, codes, standards)
• Enterprise level (encompassing social (stakeholder), political, economic (market,
shareholder, financial institutions), cultural (corporate and national/local),
technological)
• Portfolio and programs
• Project
This paper focuses on the portfolio and program level, collectively referred to as program in
this paper.
Project management essentials in developing and emerging markets by Ivo Arrey...ivo arrey
Project Management Essentials in developing/Emerging markets
Author: Ivo Arrey Mbongaya
African Centre for Community and Development
Workshop: Business and Development Ideas for Startups, SMEs, NGOs, graduates, women and the general public.
Organized by African Centre for Community and Development.
5th to 7th of March, 2019
Limbe, Cameroon.
The document outlines best practices in project management and obstacles to delivering mega projects. It discusses defining projects and mega projects, key activities that should be managed in projects, and reasons for project failure. It emphasizes the importance of professional project management using approaches like PMI and PRINCE2. Establishing a Project Management Office (PMO) can help standardize processes and improve success rates by increasing capabilities and changing culture. The Government's PMO initiative may help overcome obstacles to mega project delivery in Saudi Arabia.
The AtekPC Project Management Office case study.docxssuser13a155
The document discusses implementing a PMO (Project Management Office) at AtekPC. It considers a PMO-heavy model where the PMO manages all projects versus a PMO-light model with minimal staff. While a PMO-heavy model could better support projects, the culture at AtekPC may resist this. A PMO-light model could integrate more smoothly but provide less project support. The recommendation is for a PMO-heavy model but to build acceptance slowly through early project successes.
This document discusses setting up Project Management Offices (PMOs) for large project initiatives. It outlines the typical challenges of managing large, complex projects including size, cost, scope, collaboration needs, and increased uncertainty. It proposes that PMOs can help address these challenges by providing operational support, oversight of tactical and strategic activities, and improved performance visibility and reporting. The document then provides a 4-step approach to setting up a PMO for a large project: 1) Evaluate the project's needs, 2) Define the PMO charter, 3) Set up the PMO by staffing roles and implementing processes, and 4) Operate and improve the PMO over the project lifecycle by staying aligned with needs.
Above presentation is our final presentation using project management techniques to solve the issue of Challenges during project planning when working with virtual teams.
The document discusses project management concepts for information technology projects. It covers topics such as project management tools and techniques, the role of the project manager, planning processes, organizational structures, organizational culture, quality management, and project phases. Specific techniques mentioned include Gantt charts, network diagrams, scope statements, work breakdown structures, and quality assurance plans.
This document discusses participatory monitoring and evaluation (PM&E) and its implementation in projects in China. It defines PM&E as a process that involves stakeholders at different levels in monitoring, evaluating, and acting on the results of particular projects or policies. It discusses why PM&E is needed, how it was implemented in two projects in China, and what the benefits and challenges of PM&E were. Key recommendations include making PM&E part of the regular monitoring and evaluation systems of development projects and allocating sufficient funds for PM&E activities.
This document discusses participatory monitoring and evaluation (PM&E) and its implementation in projects in China. It defines PM&E as a process that involves stakeholders at different levels undertaking monitoring and evaluation of a project or program. It discusses why PM&E is needed, how it was implemented in two projects in China, and lessons learned. Key benefits of PM&E included enhanced capacity and sustainability of local development initiatives.
UCISA Toolkit - Establishing a PMO in an HE Environment Mark Ritchie
This toolkit provide guidance for higher education institutions,. and any other organisations, considering establishing a Project Management Office (PMO) function. It includes advice on designing your PMO and on implementation as well as providing a set of example artefacts.
This guide was published by the UCISA Project and Change Management Group in October 2015. This guide forms part of a set of UCISA Project and Change Management publications including the Major Project Governance Assessment Toolkit and the guide to Effective Risk Management for IT and Business Change Projects.
The document provides an overview of knowledge management initiatives at the Food and Agriculture Organization (FAO), including a Knowledge Sharing Skills Programme and efforts to improve knowledge management in project supervision and design. The Knowledge Sharing Skills Programme aims to train 400 field-level stakeholders in knowledge sharing skills over 18 months. A review found that most projects report some knowledge sharing activities but rarely identify key themes or link to objectives. The document discusses improving reporting on lessons learned and knowledge management in project design.
This document provides an overview of governance of project management from the past to the present and future according to Roger Garrini. It discusses key failures in past governance such as a lack of clear leadership and stakeholder engagement. Ten components of healthy governance are presented, along with an example case study of improved governance. Future topics being worked on by the governance SIG are also listed, such as sustainability and governing innovation. The document concludes by providing information on upcoming governance SIG events.
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Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
The 10 Most Influential Leaders Guiding Corporate Evolution, 2024.pdfthesiliconleaders
In the recent edition, The 10 Most Influential Leaders Guiding Corporate Evolution, 2024, The Silicon Leaders magazine gladly features Dejan Štancer, President of the Global Chamber of Business Leaders (GCBL), along with other leaders.
The Evolution and Impact of OTT Platforms: A Deep Dive into the Future of Ent...ABHILASH DUTTA
This presentation provides a thorough examination of Over-the-Top (OTT) platforms, focusing on their development and substantial influence on the entertainment industry, with a particular emphasis on the Indian market.We begin with an introduction to OTT platforms, defining them as streaming services that deliver content directly over the internet, bypassing traditional broadcast channels. These platforms offer a variety of content, including movies, TV shows, and original productions, allowing users to access content on-demand across multiple devices.The historical context covers the early days of streaming, starting with Netflix's inception in 1997 as a DVD rental service and its transition to streaming in 2007. The presentation also highlights India's television journey, from the launch of Doordarshan in 1959 to the introduction of Direct-to-Home (DTH) satellite television in 2000, which expanded viewing choices and set the stage for the rise of OTT platforms like Big Flix, Ditto TV, Sony LIV, Hotstar, and Netflix. The business models of OTT platforms are explored in detail. Subscription Video on Demand (SVOD) models, exemplified by Netflix and Amazon Prime Video, offer unlimited content access for a monthly fee. Transactional Video on Demand (TVOD) models, like iTunes and Sky Box Office, allow users to pay for individual pieces of content. Advertising-Based Video on Demand (AVOD) models, such as YouTube and Facebook Watch, provide free content supported by advertisements. Hybrid models combine elements of SVOD and AVOD, offering flexibility to cater to diverse audience preferences.
Content acquisition strategies are also discussed, highlighting the dual approach of purchasing broadcasting rights for existing films and TV shows and investing in original content production. This section underscores the importance of a robust content library in attracting and retaining subscribers.The presentation addresses the challenges faced by OTT platforms, including the unpredictability of content acquisition and audience preferences. It emphasizes the difficulty of balancing content investment with returns in a competitive market, the high costs associated with marketing, and the need for continuous innovation and adaptation to stay relevant.
The impact of OTT platforms on the Bollywood film industry is significant. The competition for viewers has led to a decrease in cinema ticket sales, affecting the revenue of Bollywood films that traditionally rely on theatrical releases. Additionally, OTT platforms now pay less for film rights due to the uncertain success of films in cinemas.
Looking ahead, the future of OTT in India appears promising. The market is expected to grow by 20% annually, reaching a value of ₹1200 billion by the end of the decade. The increasing availability of affordable smartphones and internet access will drive this growth, making OTT platforms a primary source of entertainment for many viewers.
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Industrial Tech SW: Category Renewal and CreationChristian Dahlen
Every industrial revolution has created a new set of categories and a new set of players.
Multiple new technologies have emerged, but Samsara and C3.ai are only two companies which have gone public so far.
Manufacturing startups constitute the largest pipeline share of unicorns and IPO candidates in the SF Bay Area, and software startups dominate in Germany.
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
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Building Your Employer Brand with Social MediaLuanWise
Presented at The Global HR Summit, 6th June 2024
In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement – helping to position your organization as an employer of choice in today's competitive talent landscape.
Storytelling is an incredibly valuable tool to share data and information. To get the most impact from stories there are a number of key ingredients. These are based on science and human nature. Using these elements in a story you can deliver information impactfully, ensure action and drive change.
Unveiling the Dynamic Personalities, Key Dates, and Horoscope Insights: Gemin...my Pandit
Explore the fascinating world of the Gemini Zodiac Sign. Discover the unique personality traits, key dates, and horoscope insights of Gemini individuals. Learn how their sociable, communicative nature and boundless curiosity make them the dynamic explorers of the zodiac. Dive into the duality of the Gemini sign and understand their intellectual and adventurous spirit.