Project Management for Social Impact Training - Online
Topics:
Project Cycle Management
Logical Framework Approach
Project Management for Social Impact
Project Design
Project Setup
This document discusses project scheduling. It begins by defining the steps in the scheduling process: listing activities, sequencing activities, estimating resources and duration, and creating a schedule. It then goes into more depth about each step, including how to break down work into a work breakdown structure and network diagram for sequencing, how to estimate resources and duration, and how to create a Gantt chart schedule. It also covers monitoring and adjusting a schedule through techniques like crashing and fast tracking. The overall document provides guidance on planning and developing a comprehensive schedule for a project.
1. The document discusses key skills for project managers in the implementation phase, including managing issues, managing people, and managing internal controls.
2. Managing issues involves identifying issues, assigning responsibility, monitoring progress on resolving issues, escalating unresolved issues, and closing out issues.
3. Managing people requires strong soft skills like communication, motivation, listening, and conflict resolution, as well as hard skills like hiring the right candidates, developing employees, and using a RACI matrix to assign roles.
4. Managing internal controls involves defining roles and responsibilities, assessing performance, and determining who should perform each task.
Human Factors in Project Management Session 1 projects are about people issue 1Ian Cammack
The document discusses organizational behavior and project management structures. It defines organizational behavior and examines its influences from psychology, sociology, anthropology, and politics. It then discusses different project management structures including functional, dedicated team, and matrix structures. For each structure, it outlines the advantages and disadvantages. It emphasizes that the appropriate structure depends on considerations like the project's importance, resources available, size, strategic importance, and environmental complexity. The document also discusses key roles in projects and how responsibilities are divided in a matrix structure between project and functional managers.
Nine best practices of project managementGlen Alleman
The document outlines nine best practices of project management: 1) formal risk management, 2) agreement on interfaces, 3) formal inspections, 4) metrics based scheduling and management, 5) binary quality gates, 6) project-wide visibility of progress to plan, 7) defect tracking, 8) configuration management, and 9) people aware management. Adopting these practices in some form is the beginning of "moving up the maturity scale" of product development and making the practices your own will require implementing them consistently.
Project management - a practical overview Sue GreenerSue Greener
This document provides an overview of project management concepts and best practices. It discusses the realistic project life cycle which includes initiation, planning, execution, and closure phases. Key steps in planning a project are defining objectives and scope, structuring the project, scheduling tasks, analyzing risks, and establishing controls. The document emphasizes clear communication, tracking progress, allowing flexibility, and evaluating outcomes for continual learning and improvement on projects.
LSCTIG 2015 Session Materials - Are you agile ?
Agile can make projects more visible, more focused on delivering value, and more responsive to ever-changing needs. Learn what Agile is and how Illinois Legal Aid Online and Legal Services Corporation are using two of the most popular Agile frameworks to better manage teams and projects, improve quality, and deliver solutions that meet user needs. We'll also demo free and low-cost Agile tools for managing Agile projects.
This document provides information about a practical project management workshop for first-time project managers. It notes that inadequately trained or inexperienced project managers are the number one cause of project failure. The workshop aims to help first-time project managers succeed by providing an interactive, practical learning experience covering key project management topics like planning, risk management, and stakeholder management. Testimonials are provided about the value and customization of the training.
Project Management: GET Connected- Identify and practice behavioural skills f...Deidre Morris
This activity is a great opportunity for people to assume project management responsibilities. During the activity people learn how hey assume roles, form alliances and how they communicate.
The only way to successfully complete the activity is to work together and communicate effectively with other team members. During the activity participants will learn what they need to do to make the whole project work for everyone.
This document discusses project scheduling. It begins by defining the steps in the scheduling process: listing activities, sequencing activities, estimating resources and duration, and creating a schedule. It then goes into more depth about each step, including how to break down work into a work breakdown structure and network diagram for sequencing, how to estimate resources and duration, and how to create a Gantt chart schedule. It also covers monitoring and adjusting a schedule through techniques like crashing and fast tracking. The overall document provides guidance on planning and developing a comprehensive schedule for a project.
1. The document discusses key skills for project managers in the implementation phase, including managing issues, managing people, and managing internal controls.
2. Managing issues involves identifying issues, assigning responsibility, monitoring progress on resolving issues, escalating unresolved issues, and closing out issues.
3. Managing people requires strong soft skills like communication, motivation, listening, and conflict resolution, as well as hard skills like hiring the right candidates, developing employees, and using a RACI matrix to assign roles.
4. Managing internal controls involves defining roles and responsibilities, assessing performance, and determining who should perform each task.
Human Factors in Project Management Session 1 projects are about people issue 1Ian Cammack
The document discusses organizational behavior and project management structures. It defines organizational behavior and examines its influences from psychology, sociology, anthropology, and politics. It then discusses different project management structures including functional, dedicated team, and matrix structures. For each structure, it outlines the advantages and disadvantages. It emphasizes that the appropriate structure depends on considerations like the project's importance, resources available, size, strategic importance, and environmental complexity. The document also discusses key roles in projects and how responsibilities are divided in a matrix structure between project and functional managers.
Nine best practices of project managementGlen Alleman
The document outlines nine best practices of project management: 1) formal risk management, 2) agreement on interfaces, 3) formal inspections, 4) metrics based scheduling and management, 5) binary quality gates, 6) project-wide visibility of progress to plan, 7) defect tracking, 8) configuration management, and 9) people aware management. Adopting these practices in some form is the beginning of "moving up the maturity scale" of product development and making the practices your own will require implementing them consistently.
Project management - a practical overview Sue GreenerSue Greener
This document provides an overview of project management concepts and best practices. It discusses the realistic project life cycle which includes initiation, planning, execution, and closure phases. Key steps in planning a project are defining objectives and scope, structuring the project, scheduling tasks, analyzing risks, and establishing controls. The document emphasizes clear communication, tracking progress, allowing flexibility, and evaluating outcomes for continual learning and improvement on projects.
LSCTIG 2015 Session Materials - Are you agile ?
Agile can make projects more visible, more focused on delivering value, and more responsive to ever-changing needs. Learn what Agile is and how Illinois Legal Aid Online and Legal Services Corporation are using two of the most popular Agile frameworks to better manage teams and projects, improve quality, and deliver solutions that meet user needs. We'll also demo free and low-cost Agile tools for managing Agile projects.
This document provides information about a practical project management workshop for first-time project managers. It notes that inadequately trained or inexperienced project managers are the number one cause of project failure. The workshop aims to help first-time project managers succeed by providing an interactive, practical learning experience covering key project management topics like planning, risk management, and stakeholder management. Testimonials are provided about the value and customization of the training.
Project Management: GET Connected- Identify and practice behavioural skills f...Deidre Morris
This activity is a great opportunity for people to assume project management responsibilities. During the activity people learn how hey assume roles, form alliances and how they communicate.
The only way to successfully complete the activity is to work together and communicate effectively with other team members. During the activity participants will learn what they need to do to make the whole project work for everyone.
Human Factors in Project Management: Stakeholder ManagementIan Cammack
This document provides an overview of stakeholder management for project management. It begins by defining stakeholders as groups who have an interest in the project outcomes. It then outlines a stakeholder management process involving identifying stakeholders and success criteria, conducting stakeholder analysis, implementing strategies, and monitoring changes and satisfaction. The document discusses identifying internal and external stakeholders and analyzing their power, interests, and other factors. It provides examples of stakeholder mapping and discusses strategies for different levels of stakeholder commitment. Reading recommendations are provided on further researching stakeholder management.
What every project manager should know about change managementEdda Nömmela
Managing change is an essential part of successful project management. It focuses on how change is implemented and deals with influencing people, the most unpredictable aspect. Change management includes activities like change analysis, stakeholder engagement, communication, and managing resistance. It is important for every project manager to understand the basics of change management as most projects do not have a dedicated resource for it, and people's support often determines a project's success.
This presentation was provided by Maureen Adamson of Adamson & Associatess during the initial session of the NISO Training series, Project Management for the Information Community: Managing and Communicating the Process. The date was Feb 22, 2019.
The document outlines a project management basics workshop that provides an introduction to project management concepts and techniques. The workshop covers key principles of project management, technical aspects like process groups and knowledge areas, and behavioral skills like effective communication and problem solving. Participants will learn project management fundamentals through exercises and apply them to mapping, initiating, planning, and leading mock projects.
The document provides five ideas for successful project management: 1) Create implementation teams around a compelling vision and mission; 2) Identify the value beneficiaries will receive from outcomes; 3) Accept that requirements will change and evolve outcomes incrementally; 4) Plan, work, and deliver incrementally in small batches; 5) Manage by focusing on the effort remaining to complete outcomes rather than percentage of work done.
Simple & Practical Project Management for Digital Marketing TeamsDigitangle
An introduction and overview of project management methodologies, and some quick tips to help manage your own time, improve communication and get things done in a digital marketing team.
This document discusses various aspects of project management including:
1) Common project management mistakes like not being transparent about status and not properly accounting for risk.
2) Project lifecycles including initiation, planning, execution, and closure. Methodologies like waterfall are also discussed.
3) Leadership topics like effective communication, trust building, motivation, and delegation are covered. The importance of leadership from the beginning of a project is emphasized.
Prosci - Stop talking about "What you do" and Start talking about "What you d...Prosci ANZ
The document summarizes a Prosci webinar on changing how change management professionals talk about their work. It suggests focusing less on "what you do" like plans and activities, and more on "what you deliver" such as improved change outcomes and realizing project benefits that depend on employee adoption. The webinar covers why this reframing is important, how to talk about change management in the context of business problems and leaders' priorities, and what words and messages to use in descriptions, pitches and other communications. Attendees are encouraged to discuss how they help improve results rather than just listing tasks.
Building a Better Way, Every Day: The Value of Small ImprovementsKaiNexus
Presented by Evan Graczyk and Bob Bell
In this webinar, you will learn about:
1) Developing a Continuous Improvement Culture
Why small ideas are important
How rigid should the improvement structure be?
How to evolve this culture based on internal and external input
2) Managing a Continuous Improvement Culture
Challenges in a complex organizational structure
Unique challenges in construction
Evan Graczyk
Continuous Improvement Manager, Woodfin Heating & Oil
Evan has a bachelor's degree in Industrial Engineering from Clemson University, along with a Lean Six Sigma Green Belt certification from Clemson. Previous roles include being a Lean Process Engineer at Schaeffler Group and a Lean Manufacturing Engineer at BorgWarner.
Bob Bell
Financial Planning and Analysis, Woodfin
Bob has a BBA in Marketing from the University of Georgia, a PBC in Information Technology from the University of Richmond, and an MBA from the UVA Darden School of Business. He earned his Six Sigma Green Belt while working at Circuit City. His background includes Retail (Operations & Finance), Information Technology, Inventory Management and Financial Planning and Analysis.
Challenges of Project Management “Communication & Collaboration-VSRVSR *
4th International Convention on Project ManagementOnTarget 2010
PMI Pune Chapter
“Collaboration and Communication” Critical Success Factors for Projects in the Flat World
Challenges of Project Management “Communication & Collaboration
Presented by Jess Orr in a webinar hosted by KaiNexus on 2/8/18.
In this webinar, you will learn:
Why and when to use the A3 / TBP problem-solving tool
Overview of the 8 components of an A3
Example of how to build an actual A3 using an everyday example
Recommended resources for further learning
Using Hoshin Kanri to Align and Coordinate Your Lean StrategyKaiNexus
A webinar hosted by KaiNexus, presented by:
Joanna Omi
Consulting Director | Rona Consulting Group, the Lean practice of Moss Adams
Craig Vercruysse
Consulting Partner | Rona Consulting Group, the Lean practice of Moss Adams
In this webinar you will learn:
How the Hoshin practice evolves over time
When to use an X-Matrix vs. an A3
The relationship between visual management and Hoshin Kanri
The relationship between developing people and the must-do, can’t fail few Hoshins
Project Planning: How to Achieve the ImpossibleMindGenius
Nobody launches a new project and intends for it to fail. But time and again projects do fail, for a vast range of reasons.
But there are ways of stacking the odds in your favour. Among the most important is resisting the very human urge to jump straight in. Good planning is vital for success.
This document discusses the concepts of projects and project management. It begins with definitions of a project as a temporary endeavor undertaken to create a unique product or service. Key aspects of projects mentioned include them being limited in time, goal-centric, and impacting existing organizations. Examples of projects like building a house or developing a new product are provided. The document then discusses what constitutes a project team and management. It provides insights into evaluating different project models and highlights factors like control, discipline, and organization type that determine the best model. The rest of the document offers perspectives on project failures, principles of high reliability organizations, and practical tools for project planning like the work breakdown structure, Gantt chart, PERT planning and managing scope.
The document describes a hands-on project management workshop where participants test the project management process, framework, and templates by working together in project teams on a mock project. The workshop involves multiple test cases where the project team members take on roles like project manager, business expert, IT expert, and assume a character to work through the project initiation, planning, execution, and closure phases. The goal is for participants to experience how the new project management approach works in practice and identify lessons learned to improve the process.
Nadun De Silva will lead a project management workshop covering key topics:
1) An introduction to project management principles and practices, emphasizing the importance of tools.
2) A discussion of project methodologies like Waterfall, Agile, and PRINCE2 and how to select the appropriate methodology based on factors like client needs and team capabilities.
3) An interactive exercise where participants will build paper towers and experience the project lifecycle from initiation to closure.
Strategy Deployment: Driving Strategies Across the SystemKaiNexus
A webinar presented by Presented by Bill Griffith, AVP Integration and Standardization at Broward Health
Hosted by KaiNexus and Mark Graban
In this webinar, Bill will present on:
Background of strategy deployment
Driving factors to utilize KaiNexus
Identifying system strategies
Connecting hospital strategies
Lessons learned
Questions and answers
Bill Griffith has worked as a senior executive coach to transform healthcare by eliminating waste, over $1 Billion in cost enhancements, and reducing length of stay while increasing volume in key service lines. Bill has a strong operational background in Lean Six Sigma, implementing in multiple industries around the world. He has identified process improvements that have eliminated millions of dollars of waste while adding time back for customers and associates.
Prosci Webinar - Bringing Structure and Intent to Building Your Enterprise Ch...Prosci ANZ
No core competency will be more important in the future than the ability to deliver expected results from change. Building an enterprise-wide change management capability improves agility, mitigates saturation and improves change portfolio outcomes. But an enterprise capability takes more than “want to” and chatter. In this session, learn how to bring structure and intent to building your change management capabilities.
This document provides an overview of project management for social impact projects. It discusses that project management is important for social impact projects to increase productivity, efficiency, meet deadlines, and achieve goals on time and on budget. It then describes the key phases of the project cycle management approach, including programming, identification, appraisal and financing, implementation, and evaluation. It also discusses the logical framework approach tool used for project planning and management.
The document provides information on project design and setup for social impact projects. It discusses collecting data on community needs, analyzing problems through problem trees, and defining objectives. It emphasizes that project scope, timeline, and budget are key constraints to consider. Effective project charters clearly outline the project purpose, scope, estimates, risks, and governance structure to plan appropriately and gain authorization to start the project. Overall, the document stresses the importance of thoroughly understanding community issues, designing logical solutions, and properly setting up projects before implementation.
Human Factors in Project Management: Stakeholder ManagementIan Cammack
This document provides an overview of stakeholder management for project management. It begins by defining stakeholders as groups who have an interest in the project outcomes. It then outlines a stakeholder management process involving identifying stakeholders and success criteria, conducting stakeholder analysis, implementing strategies, and monitoring changes and satisfaction. The document discusses identifying internal and external stakeholders and analyzing their power, interests, and other factors. It provides examples of stakeholder mapping and discusses strategies for different levels of stakeholder commitment. Reading recommendations are provided on further researching stakeholder management.
What every project manager should know about change managementEdda Nömmela
Managing change is an essential part of successful project management. It focuses on how change is implemented and deals with influencing people, the most unpredictable aspect. Change management includes activities like change analysis, stakeholder engagement, communication, and managing resistance. It is important for every project manager to understand the basics of change management as most projects do not have a dedicated resource for it, and people's support often determines a project's success.
This presentation was provided by Maureen Adamson of Adamson & Associatess during the initial session of the NISO Training series, Project Management for the Information Community: Managing and Communicating the Process. The date was Feb 22, 2019.
The document outlines a project management basics workshop that provides an introduction to project management concepts and techniques. The workshop covers key principles of project management, technical aspects like process groups and knowledge areas, and behavioral skills like effective communication and problem solving. Participants will learn project management fundamentals through exercises and apply them to mapping, initiating, planning, and leading mock projects.
The document provides five ideas for successful project management: 1) Create implementation teams around a compelling vision and mission; 2) Identify the value beneficiaries will receive from outcomes; 3) Accept that requirements will change and evolve outcomes incrementally; 4) Plan, work, and deliver incrementally in small batches; 5) Manage by focusing on the effort remaining to complete outcomes rather than percentage of work done.
Simple & Practical Project Management for Digital Marketing TeamsDigitangle
An introduction and overview of project management methodologies, and some quick tips to help manage your own time, improve communication and get things done in a digital marketing team.
This document discusses various aspects of project management including:
1) Common project management mistakes like not being transparent about status and not properly accounting for risk.
2) Project lifecycles including initiation, planning, execution, and closure. Methodologies like waterfall are also discussed.
3) Leadership topics like effective communication, trust building, motivation, and delegation are covered. The importance of leadership from the beginning of a project is emphasized.
Prosci - Stop talking about "What you do" and Start talking about "What you d...Prosci ANZ
The document summarizes a Prosci webinar on changing how change management professionals talk about their work. It suggests focusing less on "what you do" like plans and activities, and more on "what you deliver" such as improved change outcomes and realizing project benefits that depend on employee adoption. The webinar covers why this reframing is important, how to talk about change management in the context of business problems and leaders' priorities, and what words and messages to use in descriptions, pitches and other communications. Attendees are encouraged to discuss how they help improve results rather than just listing tasks.
Building a Better Way, Every Day: The Value of Small ImprovementsKaiNexus
Presented by Evan Graczyk and Bob Bell
In this webinar, you will learn about:
1) Developing a Continuous Improvement Culture
Why small ideas are important
How rigid should the improvement structure be?
How to evolve this culture based on internal and external input
2) Managing a Continuous Improvement Culture
Challenges in a complex organizational structure
Unique challenges in construction
Evan Graczyk
Continuous Improvement Manager, Woodfin Heating & Oil
Evan has a bachelor's degree in Industrial Engineering from Clemson University, along with a Lean Six Sigma Green Belt certification from Clemson. Previous roles include being a Lean Process Engineer at Schaeffler Group and a Lean Manufacturing Engineer at BorgWarner.
Bob Bell
Financial Planning and Analysis, Woodfin
Bob has a BBA in Marketing from the University of Georgia, a PBC in Information Technology from the University of Richmond, and an MBA from the UVA Darden School of Business. He earned his Six Sigma Green Belt while working at Circuit City. His background includes Retail (Operations & Finance), Information Technology, Inventory Management and Financial Planning and Analysis.
Challenges of Project Management “Communication & Collaboration-VSRVSR *
4th International Convention on Project ManagementOnTarget 2010
PMI Pune Chapter
“Collaboration and Communication” Critical Success Factors for Projects in the Flat World
Challenges of Project Management “Communication & Collaboration
Presented by Jess Orr in a webinar hosted by KaiNexus on 2/8/18.
In this webinar, you will learn:
Why and when to use the A3 / TBP problem-solving tool
Overview of the 8 components of an A3
Example of how to build an actual A3 using an everyday example
Recommended resources for further learning
Using Hoshin Kanri to Align and Coordinate Your Lean StrategyKaiNexus
A webinar hosted by KaiNexus, presented by:
Joanna Omi
Consulting Director | Rona Consulting Group, the Lean practice of Moss Adams
Craig Vercruysse
Consulting Partner | Rona Consulting Group, the Lean practice of Moss Adams
In this webinar you will learn:
How the Hoshin practice evolves over time
When to use an X-Matrix vs. an A3
The relationship between visual management and Hoshin Kanri
The relationship between developing people and the must-do, can’t fail few Hoshins
Project Planning: How to Achieve the ImpossibleMindGenius
Nobody launches a new project and intends for it to fail. But time and again projects do fail, for a vast range of reasons.
But there are ways of stacking the odds in your favour. Among the most important is resisting the very human urge to jump straight in. Good planning is vital for success.
This document discusses the concepts of projects and project management. It begins with definitions of a project as a temporary endeavor undertaken to create a unique product or service. Key aspects of projects mentioned include them being limited in time, goal-centric, and impacting existing organizations. Examples of projects like building a house or developing a new product are provided. The document then discusses what constitutes a project team and management. It provides insights into evaluating different project models and highlights factors like control, discipline, and organization type that determine the best model. The rest of the document offers perspectives on project failures, principles of high reliability organizations, and practical tools for project planning like the work breakdown structure, Gantt chart, PERT planning and managing scope.
The document describes a hands-on project management workshop where participants test the project management process, framework, and templates by working together in project teams on a mock project. The workshop involves multiple test cases where the project team members take on roles like project manager, business expert, IT expert, and assume a character to work through the project initiation, planning, execution, and closure phases. The goal is for participants to experience how the new project management approach works in practice and identify lessons learned to improve the process.
Nadun De Silva will lead a project management workshop covering key topics:
1) An introduction to project management principles and practices, emphasizing the importance of tools.
2) A discussion of project methodologies like Waterfall, Agile, and PRINCE2 and how to select the appropriate methodology based on factors like client needs and team capabilities.
3) An interactive exercise where participants will build paper towers and experience the project lifecycle from initiation to closure.
Strategy Deployment: Driving Strategies Across the SystemKaiNexus
A webinar presented by Presented by Bill Griffith, AVP Integration and Standardization at Broward Health
Hosted by KaiNexus and Mark Graban
In this webinar, Bill will present on:
Background of strategy deployment
Driving factors to utilize KaiNexus
Identifying system strategies
Connecting hospital strategies
Lessons learned
Questions and answers
Bill Griffith has worked as a senior executive coach to transform healthcare by eliminating waste, over $1 Billion in cost enhancements, and reducing length of stay while increasing volume in key service lines. Bill has a strong operational background in Lean Six Sigma, implementing in multiple industries around the world. He has identified process improvements that have eliminated millions of dollars of waste while adding time back for customers and associates.
Prosci Webinar - Bringing Structure and Intent to Building Your Enterprise Ch...Prosci ANZ
No core competency will be more important in the future than the ability to deliver expected results from change. Building an enterprise-wide change management capability improves agility, mitigates saturation and improves change portfolio outcomes. But an enterprise capability takes more than “want to” and chatter. In this session, learn how to bring structure and intent to building your change management capabilities.
This document provides an overview of project management for social impact projects. It discusses that project management is important for social impact projects to increase productivity, efficiency, meet deadlines, and achieve goals on time and on budget. It then describes the key phases of the project cycle management approach, including programming, identification, appraisal and financing, implementation, and evaluation. It also discusses the logical framework approach tool used for project planning and management.
The document provides information on project design and setup for social impact projects. It discusses collecting data on community needs, analyzing problems through problem trees, and defining objectives. It emphasizes that project scope, timeline, and budget are key constraints to consider. Effective project charters clearly outline the project purpose, scope, estimates, risks, and governance structure to plan appropriately and gain authorization to start the project. Overall, the document stresses the importance of thoroughly understanding community issues, designing logical solutions, and properly setting up projects before implementation.
Project Charter template (contains Scope Section) project nameExe.docxstilliegeorgiana
Project Charter template (contains Scope Section): project name:Executive Summary
Where did this project come from?
Why is it being done?
What impact will the project create (internally, externally)?
What strategic plan does it contribute to?
What does the customer receive/not receive by project end?
What key assumptions are driving this project?
What risks could challenge project success?Goals
What business/organization goal(s) does this project support?
What business need is being satisfied by this project?Objectives
What, specifically, needs to be done to meet project/customer requirements/expectations/goal?
What is the target of the project?
Note: Ensure each objective contributes to the goal. Check to satisfy the "SMART" criteriaScope:
What does the work of the project to meet goal include/not include?Work IncludesWork does not IncludePhases ⁄ Deliverables:
What are the major components of work to meet the goals/objectives/scope?
What are the customer, process, and project deliverables within each phase?
Phase
Description of Phase
Deliverables
Internal
External
Assumptions:
What unknowns are being made known in this project?
What uncertainties are considered true, real, or certain for planning purposes?
What trial balloons are being floated to verify information?
Assumption
Rationale
Probability of Assumption being True
Impact to Project if Assumption is not True
Risks:
What events could jeopardize this project's success?
Risk
Supporting Detail (Analysis to be continued in Risk Management Plan/ Register)
Constraints:
What is restricting this project?
What standards, regulations, technologies, resource availability impact this project?
Constraint
Supporting Detail
Initial Project SizingBudget:
What are the estimated costs to complete this project (document variability, range, precision at this point)
What is the financial justification for this project?
(i.e. Benefit Cost Analysis, Return on Investment, NPV . . .)
What financial gains are there to doing/not doing this project?High Level Schedule:
When are the phases/deliverables planned to begin/end?
Phase/Deliverable
Time
Milestones:
What major points are important to communicate/measure against?
When should/will they occur?Resource Requirements:
What specialized resources are necessary to complete this project?
Team Member
Role
Responsibility
Sponsor
Project Manager
Management Approaches:
How will status be taken?
How will project be communicated?
How will change be managed?
How will issues be escalated?
How will the risk be managed?
Communication Type
Stakeholders
Frequency
Agenda/ Content
Responsible
Distribution Media
Note: These may be separate plans within the context of the integrated project planSign-offs/Reviews:
At what points will management/customer/team/peer reviews be conducted? For what ...
The document outlines the session agenda for a project management training session, including introductions, an overview of why project management is important, a project management framework, group exercises on stakeholders and risk, and a close. It also provides biographical details on the facilitator, including his professional experience managing projects and information systems, academic qualifications including an MBA and PhD research, and his company LearningTalk which provides management training and consultancy.
The document outlines an agenda for a project management training session. It includes an introduction to project management, discussions of stakeholders and project planning, exercises on stakeholders and risk, and breaks for coffee and lunch. Joe Houghton is introduced as the facilitator with experience in project management, consulting, and teaching.
Vulnerability Management Program Development ProgramSusan Cox
The document discusses establishing a leadership development program at Entergy's fleet department to address problems caused by a lack of effective leadership. The program will focus on improving current leaders' skills and training employees to become future servant leaders. It will develop skills like compassion, adaptability, managing change, and strategic thinking. The program's strategies and objectives will be discussed along with the participants. The goal is to improve leadership abilities to benefit both Entergy and its fleet department through this training initiative.
The document discusses the challenges of modern project management. It begins by defining a project and the key characteristics. It then discusses project management processes according to PMI, including the five process groups. It outlines the typical project life cycle and what constitutes project success. Common reasons for project failure are listed, such as poor requirements, unrealistic timelines, and scope creep. The document then discusses project management maturity models from ad-hoc to optimized. Finally, it provides best practices for project management, such as managing stakeholders, risks, issues, and change, and the benefits of PMP certification.
The document provides an agenda for a one-day training program on project management. The training will cover various topics related to project design, planning, implementation, evaluation and common challenges. It also includes profiles of project managers and an exercise for attendees to plan implementation of a hypothetical project.
Project Management Strategies for the Environmental LeaderMieko Ozeki
Do you feel like you have a million projects going on at your organization? Are you having a difficult time keeping track of and managing these projects? This webinar will discuss best practices for developing project management systems that optimize communication and effectively achieve short and long term project goals. The purpose of the presentation is to provide environmental leaders with a tool box of technical solutions to help organize the multitude of projects while preventing burn out and maintaining sanity.
Mieko Ozeki is the Sustainability Projects Coordinator at the University of Vermont and is a Senior Fellow of the Environmental Leadership Program.
The document presents an evaluation framework for assessing the JISC Business and Community Engagement (BCE) programme. It identifies key outcomes and impacts to evaluate at the programme, workstream, and project levels. These include impacts on strategies, activities, and wider engagement. The framework provides an initial assessment of the type of impacts each workstream may have. Evaluation should be an ongoing process throughout project delivery and involve external independent evaluators and stakeholders.
Fighting poverty with what works - The IPA mission across the globe by Sarah ...IFPRIMaSSP
1) Innovations for Poverty Action (IPA) is a non-profit research organization that works to reduce poverty through evidence-based policy. It has conducted over 300 randomized evaluations across 50 countries.
2) IPA Malawi has grown since starting work in 2009, now employing 17 staff and overseeing a $1.6 million annual budget. It focuses on education, health, enterprise development, and agriculture.
3) Randomized controlled trials are an important tool for impact evaluation but are not fully utilized in Malawi. IPA Malawi has completed over 11 research projects in areas like agriculture, rural development, and governance.
In this webinar, you will be provided a model for explaining how the current world of work is shifting with models for managing team conflict and dealing with the emotions of project team members and stakeholders.
1. into. to project and project management (1)tehreem fatima
The document provides an overview of projects and project management. It defines a project as a temporary endeavor undertaken to create a unique product, service, or result, with defined start and end dates, goals, budget, resources and stakeholders. Project management is described as the planning, organizing, and controlling of resources to achieve project goals on time, within budget and to the required specification. The key project management processes are initiating, planning, executing, monitoring and controlling, and closing. The document discusses project life cycles and organizational structures for project management such as functional, projectized, and matrix structures.
The document is the agenda for a project management class covering various topics including: defining project management terms and characteristics, discussing project management life cycles and roles, and having group activities on agile, risk, and procurement management issues. The instructor will cover traditional project management, levels of project management, project management life cycles, and roles and responsibilities of team members. Groups will discuss challenges in agile, risk, and procurement management as they relate to their own organizations.
This keynote presentation is intended for those executives who do not recognize that project, program, and portfolio management is a vital core competence for every enterprise today.
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.
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.
Originally presented at XP2024 Bolzano
While agile has entered the post-mainstream age, possibly losing its mojo along the way, the rise of remote working is dealing a more severe blow than its industrialization.
In this talk we'll have a look to the cumulative effect of the constraints of a remote working environment and of the common countermeasures.
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.
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.
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.
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.
Designing and Sustaining Large-Scale Value-Centered Agile Ecosystems (powered...Alexey Krivitsky
Is Agile dead? It depends on what you mean by 'Agile'. If you mean that the organizations are not getting the promised benefits because they were focusing too much on the team-level agile "ways of working" instead of systemic global improvements -- then we are in agreement. It is a misunderstanding of Agility that led us down a dead-end. At Org Topologies, we see bright sparks -- the signs of the 'second wave of Agile' as we call it. The emphasis is shifting towards both in-team and inter-team collaboration. Away from false dichotomies. Both: team autonomy and shared broad product ownership are required to sustain true result-oriented organizational agility. Org Topologies is a package offering a visual language plus thinking tools required to communicate org development direction and can be used to help design and then sustain org change aiming at higher organizational archetypes.
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
3. What is a Project?
PCM-LFA
Project: A temporary endeavor undertaken
to create a unique product,service, or result.
Temporary means that the project has a start date and an end date.
A unique product, service, or result means that the project is not a routine task that happens over
and over again.
4. “Project” Vs “Programme”
Project: a group of activities undertaken to produce a Project Purpose in a fixed time frame.
Programme: a series of projects whose objectives together contribute to a common Overall
Objective, at sector, country or even multi-country level.
PCM-LFA
5. Projects differ in size, scope cost and
time, but all have the following
characteristics:
A start and a finish
A life cycle involving a series of phases in between the beginning and end
A budget
A set of activities which are sequential, unique and non-repetitive
Use of resources which may require coordinating
Centralized responsibilities for management and implementation
Defined roles and relationships for participants in the project
PCM-LFA
6. Project Cycle Management “PCM”
Project Cycle Management is an approach to managing projects. It determines particular
phases of the Project, and outlines specific actions and approaches to be taken within these
phases.
PCM-LFA
structure
structure
structure
7. The EU Project Cycle
That projects respect and contribute to overarching policy objectives of the EC such as respect of human
rights, poverty alleviation and to cross-cutting issues such as gender equality, protection of the environment.
That projects are relevant to an agreed strategy and to the real problems of target groups and beneficiaries.
That projects are feasible, meaning that objectives can be realistically achieved within the constraints of the
operating environment and the capabilities of the implementing agencies.
That benefits generated by projects are sustainable.
PCM-LFA
8. PCM Phases
PCM-LFA
Key decisions, information
requirements and responsibilities are
defined at each phase.
The phases in the cycle are progressive
– each phase needs to be completed
for the next to be tackled with
success.
New programming draws on evaluation
to build experience as part of the
institutional learning process.
10. The Programming Phase
Programming refers to the development “negotiation” process undertaken at a governmental level,
and is multi-annual and indicative. The output of the programming process is an agreed multi-
annual Indicative Programme
What happens during this phase?
The situation at national and sectoral level is analyzed to identify problems, constraints and
opportunities which co-operation be could addressed. This involves a review of socio-economic
indicators, and of national and donor priorities.
PCM-LFA
14. The Identification Phase
Target groups and beneficiaries analysis
Problem Analysis
Objectives Analysis
Stakeholders (relevant projects and partners to address these problems) analysis
Provide initial structure of the project
PCM-LFA
15. The Appraisal & Financing Phases
A detailed Logical Framework with Indicators, and Implementation, Activity and Resource
Schedules, is produced.
Financing Proposal is drafted and forms the specific basis of agreement between the donor and
the implementing agency.
PCM-LFA
16. The Implementation Phase
Project management is responsible in this phase:
1. Inception / start-up period
2. Main implementation period
3. Final / closure period
Throughout the implementation:
1. Planning and re-planning
2. Monitoring
3. Reporting
PCM-LFA
17. The Evaluation Phase
Types of Evaluation
1. Mid-term evaluation
2. final evaluation
3. Ex-post evaluation
PCM-LFA
Criteria for Evaluation
1. Relevance
2. Impact
3. Efficiency
4. Effectiveness
5. Sustainability
22. Why Project Management?
A nonprofit in Jordan goes over budget.
A group of aid workers in Turkey does not have the time to deliver
disaster relief supplies before the monsoon season arrives.
An organization in India learns that their donors are not satisfied
with the housing that they have built.
What do all of these stories have in common?
PMSI
24. COMPLEX STAKEHOLDERS
In a traditional business, the project manager is accountable just to the board of management or
the business owner. In a social development organization, the project manager is accountable to
multiple agencies and management: the government, donors, civil society organizations, and the
target population.
PMSI
- Kamal Kanti Biswas,
Ipas, Bangladesh
25. DELAYED OUTCOMES
In the private sector [your work] has a more immediate and direct impact. In the development sector, on the
other hand, the biggest benefits from a project [appear] after the project ends.
PMSI
- Ali Kamal,
Oxfam, Peru
26. Most common types of challenges:
Outcomes that are difficult to define and measure
Unreasonable donor requirements
Complex social problems with many causes
Challenging geographic, political, or cultural settings
Complicated relationships with many stakeholders
PMSI
27. The Skills of Project Managers
Project management is the profession of planning, organizing, and managing resources so
that project goals are achieved. The primary challenge of project management is to
achieve all of the project's goals while keeping within project constraints, such as schedule,
quality, and budget
Guide to the PMD Pro
PMSI
28. The Skills of Project Managers
Personal
Prioritizing
tasks, managing
time, organizing
work
Leadership
Communication,
conflict
resolution,
inspiration
Technical
Budgeting,
scheduling,
coordinating,
etc.
Subject
Matter
Public Health,
Education,
Environment,
etc.
PMSI
29. The Phases of Project Management
PMSI
Design
Set Up
Planning
Implementation
Mentoring and
Evaluation
31. Project Design
In Bangladesh, Ipas noticed that women were getting sick or dying because they could not
access reproductive health services. They decided to strengthen reproductive health
rights and services.
In India, Pragya noticed that people in mountainous regions did not have the training to
get jobs. They decided to start a job skills training program.
In Mexico, CIMMYT noticed that local farmers were not using the latest agricultural
research. They decided to teach local farmers about their organization's research.
ProjectDesign
32. Project Design
Every social impact project starts in the same way: someone
notices a problem and decides to do something about it.
ProjectDesign
33. Problems & Solutions
"If I were given one hour to save
the world, I would spend 59
minutes defining the problem and
one minute resolving it.” — Albert Einstein
ProjectDesign
34. Collecting Data
The community's needs
Past and existing projects in the community
The community's strengths and assets
The stakeholders in the community
ProjectDesign
35. Collecting Data Tools
• Scientific papers, government reports,
• or reports of previous projects.
RECORDS
REVIEW
• Bring a few members of the community
• together and ask them questions as a group
FOCUS
GROUPS
• Ask a few questions to communitySURVEYS
ProjectDesign
36. The Problem Analysis
Constructing a problem tree involves the following steps:
1. Identify major problems existing within a given situation (brainstorming)
2. Select an individual starter problem
3. Look for related problems to the starter problem
4. Establish hierarchy of cause and effects:
1. Problems which are directly causing the starter problems are put below
2. Problems which are direct effects of the starter problem are put above
5. Complete with all other problems accordingly
6. Connect the problems with cause-effect arrows
7. Review the diagram and verify its validity and completeness
ProjectDesign
37. The Problem Analysis
Keep in mind:
Problems have to be worded as negative situations as they exist
Problems should be as specific as possible – what is the problem, who does it affect?
Problems have to be existing problems, not future ones or imagined ones
The position of the problem in the hierarchy does not indicate its importance
A problem is not the absence of a solution, but an existing negative situation,
that is a “lack of” something
ProjectDesign
38. Understanding Your Problem
After my team and I analyzed the data we collected about the Infant mortality in
community A and community B, we found that in community A the Infant mortality is
higher in comparison to community B, we found some likely causes:
Poor sanitation practices, such as not washing hands
Poor nutrition for mothers and infants
High rates of bacterial infections
- Safgia Nil,
WB, Nigeria
ProjectDesign
40. Problem Tree
• Step 2: Write down
the effects of your
problem. What
issues does this
problem cause?
Place them above
the problem.
ProjectDesign
41. Problem Tree
• Step 3: Write the
causes of the
problem on sticky
notes. Place them
beneath the
problem.
ProjectDesign
42. Problem Tree
• Step 4: Where did
the causes come
from? What are
the causes of the
causes?
ProjectDesign
43. Problem Tree
There is no one “correct” tree – there can be many perspectives
and different problems between different people and groups!
ProjectDesign
45. The Objectives Analysis
Compiling a tree of objectives involves the following steps:
Step 1: Reformulate all negative situations of the problems analysis into positive situations that
are: Desirable
Realistically achievable
Step 2: Check the means-ends relationships thus derived to ensure validity and completeness of the
hierarchy
Step 3: If necessary; Revise statements; Add new objectives if these seem to be relevant and
necessary to achieve the objective at the next higher level
Delete objectives which do not seem suitable / convenient or necessary
ProjectDesign
46. Designing a Solution
Meet overall objectives of your organization
Relevant to the target group
Realistic
Sustainable
Eliminate one or more of the causes
ProjectDesign
47. The Objectives Analysis
Remember! LFA is an iterative process. This means that as you define your
Objectives Tree based on the Problem Tree, you will check whether the
problems were clearly identified, and whether the logic still holds
between them. You can (and should!) be altering your Problem Tree as you
go along.
The clearer the problem is stated in the Problem Tree, the easier it is
to identify the logical link between problems, and then to define clear
objectives.
ProjectDesign
50. Identifying scope
Imagine a builder, who has been asked by the town to build a new school. He has been given
some money to spend, and a deadline of next June. But no one has told the builder how many
classrooms the school needs, whether there should be a playground, or the ages of the children
who will attend the school. Will the builder produce a school that satisfies the town?
ProjectSetUp
51. Identifying scope
Project scope: The tasks and activities that will need to be done.
Product scope: The products or services that will be delivered.
ProjectSetUp
52. Three Constraints
Scope: the products, services, or work that you promise to provide.
The scope for one project might be "one bridge will be built." For another project,
the scope might be "1,000 children will be taught to read."
ProjectSetUp
53. WILL SPECIFYING THE SCOPE KEEP ME
FROM BEING FLEXIBLE?
You planned on training 2,000 farmers on new irrigation techniques and recorded that target
in the project charter. However, only 1,900 farmers show up to your workshops. Does this
mean that your project has failed?
Probably no, but why? No one expects you to predict the future, so the scope of your
project should allow for a little bit of uncertainty
ProjectSetUp
54. WILL SPECIFYING THE SCOPE KEEP ME
FROM BEING FLEXIBLE?
Product Scope: 2,000 farmers will be trained on new irrigation techniques, with a
tolerance of +/- 5%.
A tolerance of +/- 5% means that the project will still be successful if 5% fewer farmers are
trained than our target (1,900 farmers), or if 5% more farmers are trained than our target
(2,100 farmers).
ProjectSetUp
55. Three Constraints
• A nonprofit in Jordan goes over budget.
The organization in Jordan did not finish under the required budget.
• A group of aid workers in Turkey does not have the time to deliver disaster relief supplies
before the monsoon season arrives.
The organization in Turkey did not finish during the required schedule.
• An organization in India learns that their donors are not satisfied with the housing that they
have built.
The organization in India did not produce the required scope.
ProjectSetUp
57. Project Set Up
Establish project governance
Align on scope and requirements
Authorize the start of the project
ProjectSetUp
58. PROJECT CHARTERS
Project
purpose
What is the
purpose of this
project? What
problem is it
addressing?
Project
scope
What outcomes
and outputs will
this project
create?
Project
estimates
Activities,
schedule and
budgets
ProjectSetUp
59. PROJECT CHARTERS
Project
risks
What might go
wrong?
Project
change log
What changes
have been made
to the original
project design?
Project
governance
Who is in
charge?
ProjectSetUp
73. Project Design & Set Up
Projects have constraints of time, budget, and scope.
During the project design phase, a problem is researched, solutions are designed, and
funding is secured.
During the project set up phase, the governance structure is created, the scope is
specified, and the project is officially started.
ProjectSetUp
74. Understanding Your Real Goal
Project managers are often hired during the project set up phase. If you
are joining an organization for the first time during project set up, you
need to do more than just read the project proposal. You need to deeply
understand your organization's goals, beneficiaries, and mission.
PMSI