The presentation describes approaches how to effectively check project health. Whether as an audit or as a proactive method to mitigate risk of project failure.
At this time of the year it becomes important to understand how your projects are doing. Doing a health check will give you a great and instant view on what is going right and what needs to be improved and more importantly is the project still a viable option and will bring in the benefits
Lessons from 40 PPM Experts on Making the Transition from Project Management ...Ricardo Viana Vargas
Changing project management to project leadership isn’t easy, but the rewards can be significant. Hear from Ricardo and other 39 experts as they share leadership secrets that had a major impact on enterprise projects they managed.
PROJECT AUDIT
A formal review of any aspect of a project.
An audit is a systematic, independent, documented assessment using standards and set criteria.
The presentation describes approaches how to effectively check project health. Whether as an audit or as a proactive method to mitigate risk of project failure.
At this time of the year it becomes important to understand how your projects are doing. Doing a health check will give you a great and instant view on what is going right and what needs to be improved and more importantly is the project still a viable option and will bring in the benefits
Lessons from 40 PPM Experts on Making the Transition from Project Management ...Ricardo Viana Vargas
Changing project management to project leadership isn’t easy, but the rewards can be significant. Hear from Ricardo and other 39 experts as they share leadership secrets that had a major impact on enterprise projects they managed.
PROJECT AUDIT
A formal review of any aspect of a project.
An audit is a systematic, independent, documented assessment using standards and set criteria.
This is a presentation I gave at the 2007 PMI NCR Symposium on how to conduct a Project Audit. Contact me at Larry.Cooper@IGPLI.Net if you have questions.
Understanding the Project Management Body of Knowledge (PMBOK®) Guide: Transi...ASPE, Inc.
The 4th edition of A Guide to the Project Management Body of Knowledge (PMBOK® Guide) continues the on-going efforts of the Project Management Institute to provide practitioners with an easy to understand and implement standard for the fundamental practices of project management. As the basis for much of the Project Management Professional (PMP) examination, understanding the PMBOK® Guide is fundamental not only for practitioners but for all those planning on taking the exam. This presentation provides an overview of the major differences between the PMBOK® Guide's 3rd and 4th editions, including the areas of process changes, terminological changes, and differences in emphasis.
Project scope can be described as "the work that needs to be accomplished to deliver the End Result (product or service or other project's objectives) with the specified features and functions that includes meetings, reports, analysis and all the other parts of Project Management.
The Changing Landscape of Project Management in 2018Richard Kok
The Project Management landscape is changing and so are the skills required to be a good project manager. Structured and progressive skills are intermingled and hybrid methodologies are common place these days.
ESOFT Metro Campus - Diploma in Software Engineering - (Module VII) Introduction to Project Management
(Template - Virtusa Corporate)
Contents:
What is a Project?
History of the Project Management
Attributes of a Project
What is Project Management?
Why Project Management Important?
The Triple Constraints of a Project
Project Stakeholders
Performing Organizational Structures
Project Management Life Cycle
Project Management Processes
Nine Knowledge Areas
Integration Management
Scope Management
Time Management
Cost Management
Quality Management
Human Resource Management
Communication Management
Risk Management
Procurement Management
In today's fast-paced business environment, successful project management has its place on the organizational hall-of-fame.
All major corporations have recognized that the future of their corporate success lies in their employees' abilities to effectively manage overlapping, complex projects.
Learn how to reduce costs by improving supply chain efficiency b2 b gateway...BrightpearlHQ
Todays agenda
The Brightpearl Solution
Eliminate the need to re-key data and reducing errors
Increase efficiencies and reduce costs
Become EDI compliant with Trading Partner requirements
Q&A
This is a presentation I gave at the 2007 PMI NCR Symposium on how to conduct a Project Audit. Contact me at Larry.Cooper@IGPLI.Net if you have questions.
Understanding the Project Management Body of Knowledge (PMBOK®) Guide: Transi...ASPE, Inc.
The 4th edition of A Guide to the Project Management Body of Knowledge (PMBOK® Guide) continues the on-going efforts of the Project Management Institute to provide practitioners with an easy to understand and implement standard for the fundamental practices of project management. As the basis for much of the Project Management Professional (PMP) examination, understanding the PMBOK® Guide is fundamental not only for practitioners but for all those planning on taking the exam. This presentation provides an overview of the major differences between the PMBOK® Guide's 3rd and 4th editions, including the areas of process changes, terminological changes, and differences in emphasis.
Project scope can be described as "the work that needs to be accomplished to deliver the End Result (product or service or other project's objectives) with the specified features and functions that includes meetings, reports, analysis and all the other parts of Project Management.
The Changing Landscape of Project Management in 2018Richard Kok
The Project Management landscape is changing and so are the skills required to be a good project manager. Structured and progressive skills are intermingled and hybrid methodologies are common place these days.
ESOFT Metro Campus - Diploma in Software Engineering - (Module VII) Introduction to Project Management
(Template - Virtusa Corporate)
Contents:
What is a Project?
History of the Project Management
Attributes of a Project
What is Project Management?
Why Project Management Important?
The Triple Constraints of a Project
Project Stakeholders
Performing Organizational Structures
Project Management Life Cycle
Project Management Processes
Nine Knowledge Areas
Integration Management
Scope Management
Time Management
Cost Management
Quality Management
Human Resource Management
Communication Management
Risk Management
Procurement Management
In today's fast-paced business environment, successful project management has its place on the organizational hall-of-fame.
All major corporations have recognized that the future of their corporate success lies in their employees' abilities to effectively manage overlapping, complex projects.
Learn how to reduce costs by improving supply chain efficiency b2 b gateway...BrightpearlHQ
Todays agenda
The Brightpearl Solution
Eliminate the need to re-key data and reducing errors
Increase efficiencies and reduce costs
Become EDI compliant with Trading Partner requirements
Q&A
1. ENGAGED executive sponsorship
2. EXPERIENCED implementation team
3. REALISTIC scope and expectations
4. COLLABORATION among implementation partners
5. DETAILED DEFINITION of business value
6. LEADERSHIP through organizational change
A series of modules on project cycle, planning and the logical framework, aimed at team leaders of international NGOs in developing countries. (Part 4 of 11)
There is a handout to go with this presentation, a sample Watsan stakeholder analysis: http://www.slideshare.net/Makewa/4-watsan-stakeholder-analysis-jan091
Project organisation and erp implementation methodGaurav Kumar
The Project Organization defines the human infrastructure of the project. This task is designed to define the project organization chart, the roles, and the relationships of the project team. The organizational structure clearly identifies roles and responsibilities of each position, augmenting the existing role definitions where necessary to cover all of the responsibilities. The Project Organization technique that is used in this step provides a standard set of roles and responsibilities which can be customized for a particular project. This should cover all personnel resources required, both full and part time.
ERP, PDM, CRM, and EDM system critical success factors (CSF) have significant impacts on the success or failure of the project.
What are these CSF’s and how can a project asses their compliance against them?
Estimation is critical to IT demand management as today's senior IT executives deal with a familiar challenge - how to balance the size of the development team with the company's software wish list. Modern estimation techniques offer critical insight into this challenge. In this presentation, you will learn the ins and outs of estimation and how to effectively utilize estimation to ensure project success.
Expectations from IT Team
Project Methodology - Why it is as important as the Technology for your Product
Gaps in Recent Graduates
How to bridge these gaps?
Proposed Title Fear and Loathing in Agility: Long Live the Accounting Departm...Laszlo Szalvay
"A dead ScrumMaster is a useless ScrumMaster,” echo the votary of Ken Schwaber (Co-Founder of Scrum) folklore. In this session hosted by Pat Reed (Agile Alliance Board Member) and Laszlo Szalvay (Executive at SolutionsIQ) we will explore how and why the accounting department needs to be your biggest champion as you embark on your next agile transformation. Pat and Laszlo will walk through concrete steps and real world examples of how capitalization works with Scrum and what you need to tell the accountants so they don’t shoot you.
So don’t end up a dead ScrumMaster.
“A dead ScrumMaster is a useless ScrumMaster,” echo the votary of Ken Schwaber (Co-Founder of Scrum) folklore. In this session hosted by Pat Reed (Agile Alliance Board Member) and Laszlo Szalvay (Executive at SolutionsIQ) we will explore how and why the accounting department needs to be your biggest champion as you embark on your next agile transformation. Pat and Laszlo will walk through concrete steps and real world examples of how capitalization works with Scrum and what you need to tell the accountants so they don’t shoot you. So don’t end up a dead ScrumMaster.
Nowadays, as the software industry is slowly becoming more mature, software measurement and performance measurement are becoming increasingly important. Organizations need to know their productivity and competitiveness in software development projects for various reasons. In many software development contracts, targets are set for the suppliers to reach. These targets are based on software metrics like productivity, speed of delivery and software quality. In order to check if the targets are reached, it is necessary to measure the functional size of the software product that is delivered and also the functional size of the software development project that is carried out, as there is usually a difference between these two sizes. To be able to use functional size in contracts, it must be measured in an objective, repeatable, verifiable and therefore defensible way. That being the case, the industry’s best practice is to use an ISO/IEC standard for functional size measurement, e.g. Nesma, COSMIC or IFPUG function points. However, these methods only measure the functional user requirements from the total software requirements to be delivered. In activities like project estimation and productivity measurement, the influence of the non-functional requirements is expressed in the Project Delivery Rate (PDR) which is expressed in effort hours per function point. If more than the average amount of non-functional requirements need to be realized in a project (or more severe non-functional requirements), the PDR used should also be higher. In the industry it is customary to set productivity targets based on an average (or calibrated) influence of non-functional requirements and this works quite fine in traditional software projects. In software development projects that are executed in an agile way, this is not always the case. When working agile, there are forces that influence the traditional way of performance measurement significantly, resulting in a number of serious issues. In this paper these issues are explained and a method to overcome these issues is proposed.
How To Build A Credible Performance Measurement Baselineguest9da059
IPM 2009 Conference briefing. The Performance Measurement Baseline is the project controls vehicle that connects Cost, Schedule, and Technical Performance in a single database.
Similar to Pre planning for large ERP/CRM initiative (20)
Essence Of Project Management In Ten Bulletssureshgk
Summarizing my core project management approach in ten bullets. There are more things to take care but I believe these are the top ten things to keep in mind.
Six point approach to managing transformationssureshgk
While managing transformation projects (system or business) we need to keep an eye on too many parameters. What are the top few ? From over a decade of management experience I have chosen 6 things to watch. Hope some of you may find it valuable.
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
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Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
1. How Much Pre-
Panning Do I
Need?
A structured way of looking at
challenges and building best
approach for future
Bobby Spaid (bobbyspaid@ymail.com), SVP / CIO, Consultant , Information Services
Suresh Gopalakrishnan (sgk_00@yahoo.com), Program Manager, Fujitsu America Inc
2. Approach
Objective: Highlight criticality of a thorough planning phase before
embarking on large ERP/CRM initiatives
Case Study Firm: Large Consumer Goods Distribution Company
Solution: A best practice approach based on benefit map
2
3. Why Failures?
Projects fail to meet schedule or budget (or both) despite availability of
abundant materials on best practices, lessons learned, good quality PM
education etc.
One of the main reason for early shut down or completion with huge
budget overrun of large ERP implementations is due to under estimation
of effort during pre-project planning (RFP) stage
Even if the initial numbers are published as "ESTIMATE“, more often than
not, it will be treated as ”FINAL”
No one remembers ‘Assumptions’ attached to an estimate
Is it lack of methodologies and/or competence during implementation?
Or is it due to lack of proper planning before the start of the project?
3
4. 36 Common Project Failure Reasons
From article “IT Project Management: Infamous Failures, Classic Mistakes, and
4
Best Practices” by R. Ryan Nelson, University of Virginia
5. How to correct it?
Theoretically, after a project is launched, concentrating on top ten
mistakes should increase your success rate close to 100%
But that is not always the case
Expectation is already set based on the “ESTIMATE” prepared before the
project launch
Too late to correct
5
6. Case In Point – ERP Implementation at a
Distribution company
ACTUAL – 40+ Months
PRE-PLANNING PLANNED
PHASE DURATION – 19Months
6
7. Case In Point – Contd..
Business spent more than a year building flow diagrams as above
These depicts “To Be “ state after implementation of new ERP software
7
8. Case In Point – Contd..
At the end of this exercise RFP was prepared and floated
Then months spent on
Evaluating ERP software packages
Selecting a vendor to implement
Average vendor response estimated approx. 6 months for global
design/development, which includes around 7K hrs of custom
development
Then rollout to all five warehouses, 2-3 months apart ~19 months total
During project discovery phase, team estimated 25K hrs of custom
development work to make the ERP software meet business requirements
Mid 2010 it was estimated to take another 2-3 years for completion
What Happened?
Misalignment between software’s capability and business requirement
Gaps in business processes between distribution centers
Business processes changed as time passed making global design obsolete
8
9. A Sample Case Of Misalignment
Assumption: System
RFP mentioned will consider
“Ability to print label 1. Inventory stocked in
during shipping” warehouse
2. Inventory yet to be
put away
3. Inventory sitting in
trucks yet to be received
9
10. Project Beginning
Most softwares available in the market meet assumption#1, but 2 and 3
were totally outside its ability
During discovery phase team found out it will take 3-4 months to write a
program that would satisfy all the requirements of label printing
There were more than 30 cases of similar misalignments !!
10
11. Depth of Requirement?
Level of requirement
definition at RFP stage – Full project
before project is awarded
duration and
to a system integrator or
product selection budget decided at
this point (though
with assumptions)
Level of requirement
definition during
discovery phase after
project start
Level of requirement
definition during design
phase – just before
development phase
11
12. Top three mistakes
Firm took a common approach to avoid “Analysis Paralysis”
During RFP preparation there was no involvement of SME’s (Subject
Matter Experts) on customer side who understand the software’s
capabilities in detail
Firm had no priority of requirements – all were very high irrespective of
whether it is critical to business or not
Lack of benefit map
12
13. Framework For Success (Not a silver bullet!)
• Bring in solution architects
and conduct a high level
review of business
1. Discover & processes
Align • Analyze top ten business
process that supports
firm’s competitive edge
2. Define &
Initiate
• Generate a benefit map
• Define clear guidelines to
measure the “SUCCESS”:
• Bring IT and Business into 3. Monitor &
same page Measure
• Conduct business impact
assessment • Measure the outcome
against pre-defined “To-
Be”s
• Ongoing evaluation to
ensure business need and
solution are aligned
• People first (as always!) 13
14. Potential Benefits
Ensures there is a clear business case that justifies the project
Convert the business case to Benefit Map (see a sample slide#16)
This helps prioritization of requirements
Ensures availability of mutually agreed criteria (between IT and Business)
to measure the success
Business realizes and agrees how the new system will help them improve
performance
Realistic, instead of inflated, expectation is set at the outset
Business understands how new software can offer additional features that
could potentially improve firm’s competitive edge
Monitor continuously through survey
Above all, no ‘unrealistic’ budget expectation is set
14
