This document provides an overview of key concepts in project management. It defines a project as a problem scheduled for solution, with the goal of overcoming obstacles to achieve desired objectives. The major objectives of project management are performance, scope, cost, and time. Cost is a function of these other objectives. Successful project management requires defining the problem, developing solutions, planning, execution, monitoring progress, and closing the project. It is important to learn from each project by evaluating what went well and opportunities for improvement. Maintaining the proper project management system, which includes factors like culture, organization, and control, is crucial for consistent success.
Rescuing and Reviving Troubled Software ProjectsBarry Curry
This presentation guides the audience through a well proven process for rescuing and reviving troubled software projects and is based on over 20 years of experience in industry. From investigation to re-planning, kick off and running the project, tools and techniques for project rescue are described that can be applied to all types of software projects. This practical and effective approach provides a unique insight into what is required to rescue a project and get that project back on track.
Rescuing and Reviving Troubled Software ProjectsBarry Curry
This presentation guides the audience through a well proven process for rescuing and reviving troubled software projects and is based on over 20 years of experience in industry. From investigation to re-planning, kick off and running the project, tools and techniques for project rescue are described that can be applied to all types of software projects. This practical and effective approach provides a unique insight into what is required to rescue a project and get that project back on track.
How visual project management helps project managers ensure their projects are delivered on time. This webinar, titled “Why Engineering Projects are Late - And How to Prevent Them From Being So,”
Learn about ViewPoint, a revolutionary visual project methodology that simplifies managing projects, enabling project teams to rapidly improve project performance.
Fundamentals of Project Management for non project managers and beginners , a very simplified version for those who don't have any Project Management background. Please give feedback if any to upgrade future presentations
Management : is the process of using organizational resources to achieve organizational goals through Planning, Organizing, Controlling and leading.
It is thus, a set of activities directed at an organization’s resources with the aim of achieving organizational goals in an efficient and effective manner.
Have you or your organization fallen victim to one of the classic website blunders? Was it organization by board member, stock photo syndrome, design by committee, vanishing volunteer web developer, or something else? We will discuss 10 classic website blunders we have witnessed that rendered potentially successful projects ineffective engagement tools, and tell you how to avoid them.
How visual project management helps project managers ensure their projects are delivered on time. This webinar, titled “Why Engineering Projects are Late - And How to Prevent Them From Being So,”
Learn about ViewPoint, a revolutionary visual project methodology that simplifies managing projects, enabling project teams to rapidly improve project performance.
Fundamentals of Project Management for non project managers and beginners , a very simplified version for those who don't have any Project Management background. Please give feedback if any to upgrade future presentations
Management : is the process of using organizational resources to achieve organizational goals through Planning, Organizing, Controlling and leading.
It is thus, a set of activities directed at an organization’s resources with the aim of achieving organizational goals in an efficient and effective manner.
Have you or your organization fallen victim to one of the classic website blunders? Was it organization by board member, stock photo syndrome, design by committee, vanishing volunteer web developer, or something else? We will discuss 10 classic website blunders we have witnessed that rendered potentially successful projects ineffective engagement tools, and tell you how to avoid them.
Welcome to WIPAC Monthly the magazine brought to you by the LinkedIn Group Water Industry Process Automation & Control.
In this month's edition, along with this month's industry news to celebrate the 13 years since the group was created we have articles including
A case study of the used of Advanced Process Control at the Wastewater Treatment works at Lleida in Spain
A look back on an article on smart wastewater networks in order to see how the industry has measured up in the interim around the adoption of Digital Transformation in the Water Industry.
Saudi Arabia stands as a titan in the global energy landscape, renowned for its abundant oil and gas resources. It's the largest exporter of petroleum and holds some of the world's most significant reserves. Let's delve into the top 10 oil and gas projects shaping Saudi Arabia's energy future in 2024.
Immunizing Image Classifiers Against Localized Adversary Attacksgerogepatton
This paper addresses the vulnerability of deep learning models, particularly convolutional neural networks
(CNN)s, to adversarial attacks and presents a proactive training technique designed to counter them. We
introduce a novel volumization algorithm, which transforms 2D images into 3D volumetric representations.
When combined with 3D convolution and deep curriculum learning optimization (CLO), itsignificantly improves
the immunity of models against localized universal attacks by up to 40%. We evaluate our proposed approach
using contemporary CNN architectures and the modified Canadian Institute for Advanced Research (CIFAR-10
and CIFAR-100) and ImageNet Large Scale Visual Recognition Challenge (ILSVRC12) datasets, showcasing
accuracy improvements over previous techniques. The results indicate that the combination of the volumetric
input and curriculum learning holds significant promise for mitigating adversarial attacks without necessitating
adversary training.
Student information management system project report ii.pdfKamal Acharya
Our project explains about the student management. This project mainly explains the various actions related to student details. This project shows some ease in adding, editing and deleting the student details. It also provides a less time consuming process for viewing, adding, editing and deleting the marks of the students.
Industrial Training at Shahjalal Fertilizer Company Limited (SFCL)MdTanvirMahtab2
This presentation is about the working procedure of Shahjalal Fertilizer Company Limited (SFCL). A Govt. owned Company of Bangladesh Chemical Industries Corporation under Ministry of Industries.
Cosmetic shop management system project report.pdfKamal Acharya
Buying new cosmetic products is difficult. It can even be scary for those who have sensitive skin and are prone to skin trouble. The information needed to alleviate this problem is on the back of each product, but it's thought to interpret those ingredient lists unless you have a background in chemistry.
Instead of buying and hoping for the best, we can use data science to help us predict which products may be good fits for us. It includes various function programs to do the above mentioned tasks.
Data file handling has been effectively used in the program.
The automated cosmetic shop management system should deal with the automation of general workflow and administration process of the shop. The main processes of the system focus on customer's request where the system is able to search the most appropriate products and deliver it to the customers. It should help the employees to quickly identify the list of cosmetic product that have reached the minimum quantity and also keep a track of expired date for each cosmetic product. It should help the employees to find the rack number in which the product is placed.It is also Faster and more efficient way.
Water scarcity is the lack of fresh water resources to meet the standard water demand. There are two type of water scarcity. One is physical. The other is economic water scarcity.
Sachpazis:Terzaghi Bearing Capacity Estimation in simple terms with Calculati...Dr.Costas Sachpazis
Terzaghi's soil bearing capacity theory, developed by Karl Terzaghi, is a fundamental principle in geotechnical engineering used to determine the bearing capacity of shallow foundations. This theory provides a method to calculate the ultimate bearing capacity of soil, which is the maximum load per unit area that the soil can support without undergoing shear failure. The Calculation HTML Code included.
CFD Simulation of By-pass Flow in a HRSG module by R&R Consult.pptxR&R Consult
CFD analysis is incredibly effective at solving mysteries and improving the performance of complex systems!
Here's a great example: At a large natural gas-fired power plant, where they use waste heat to generate steam and energy, they were puzzled that their boiler wasn't producing as much steam as expected.
R&R and Tetra Engineering Group Inc. were asked to solve the issue with reduced steam production.
An inspection had shown that a significant amount of hot flue gas was bypassing the boiler tubes, where the heat was supposed to be transferred.
R&R Consult conducted a CFD analysis, which revealed that 6.3% of the flue gas was bypassing the boiler tubes without transferring heat. The analysis also showed that the flue gas was instead being directed along the sides of the boiler and between the modules that were supposed to capture the heat. This was the cause of the reduced performance.
Based on our results, Tetra Engineering installed covering plates to reduce the bypass flow. This improved the boiler's performance and increased electricity production.
It is always satisfying when we can help solve complex challenges like this. Do your systems also need a check-up or optimization? Give us a call!
Work done in cooperation with James Malloy and David Moelling from Tetra Engineering.
More examples of our work https://www.r-r-consult.dk/en/cases-en/
Hierarchical Digital Twin of a Naval Power SystemKerry Sado
A hierarchical digital twin of a Naval DC power system has been developed and experimentally verified. Similar to other state-of-the-art digital twins, this technology creates a digital replica of the physical system executed in real-time or faster, which can modify hardware controls. However, its advantage stems from distributing computational efforts by utilizing a hierarchical structure composed of lower-level digital twin blocks and a higher-level system digital twin. Each digital twin block is associated with a physical subsystem of the hardware and communicates with a singular system digital twin, which creates a system-level response. By extracting information from each level of the hierarchy, power system controls of the hardware were reconfigured autonomously. This hierarchical digital twin development offers several advantages over other digital twins, particularly in the field of naval power systems. The hierarchical structure allows for greater computational efficiency and scalability while the ability to autonomously reconfigure hardware controls offers increased flexibility and responsiveness. The hierarchical decomposition and models utilized were well aligned with the physical twin, as indicated by the maximum deviations between the developed digital twin hierarchy and the hardware.
3. IMPORTANCE OF
MANAGEMENT
Some organizations have begun to ask their
contractors to provide only project managers
who have been certified as professionals by
The Project Management Institute.
3
4. WHAT IS A PROJECT?
• “A project is a problem scheduled for
solution.” This definition forces us to
recognize that projects are aimed at solving
problems and that failure to define the
problem properly is what sometimes gets us
into trouble.
4
5. What is the problem?
• A desired objective is not a problem by itself. The
key to a problem is that there is an obstacle that
prevents you from closing the gap.
• A problem is a gap(achieving your objective)
between where you are and where you want
to be, with an obstacle that prevents easy
movement to close the gap.
• Problem solving consists of finding ways of
overcoming or getting around obstacles.
5
6. WHAT IS PROJECT MANAGEMENT?
• Project management is the planning, scheduling,
and controlling of project activities to meet
project objectives.
• The major objectives that must be met include
performance, cost, and time goals, while at the
same time you control or maintain the scope of the
project at the correct level.
6
7. The scope of project
• The scope of a project should remain constant
throughout the life of the job.
• Unforeseen problems or an inadequately defined
problem the most common reason for scope
changes is that something is forgotten.
• In most cases the magnitude (scope) of the work
increases, as a result of overlooked details.
Continue to see more…
7
8. …The scope of project
• Scope generally increases.
The only time project scope decreases is when the
budget is cut, and some of the originally planned
work is put on hold.
• The problem with scope changes is that they tend
to be small and incremental, if a number of them
occur, the project budget or schedule may suffer.
This is a fairly common cause of project failures.
8
9. Project Manager & The Scope
• A project manager has a responsibility to
keep stakeholders informed about the impact
of scope changes on the project, protecting
them from surprises at the end of the job and
protecting the project manager from being
evaluated on original targets rather than on
revised ones.
9
10. The Four Project Objectives are…
• Performance
• scope
• Cost
• Time
Continue…There are more!
10
11. Performance, scope, Cost& Time
• Performance: The quality of the work being
done.
• Scope: The magnitude of the work to be
performed.
• Cost: The cost of project work, directly
related to the human and physical resources
applied.
• Time: The schedule that must be met.
11
12. The relation between the four project
objectives:
12
Cost=f(P,T,S)
To understand this eq. go on…
13. Continue…What did the equation say?
• cost is a function ( f ) of performance (P), time (T), and
scope (S). As P and S increase, cost generally
increases.
• The relationship between time and cost, however, is
not linear. As a rule, cost increases as the time to do
the project decreases below a certain optimum time.
• If the duration is shortened, it is often necessary to
pay premium labor rates as a consequence. Further,
worker errors often increase, resulting in costs for
corrections, and productivity often declines. Move…
13
14. Comment:
• Enough people are thrown at a project, it can be
completed in whatever time is desired. This is simply
not true. but the idea is the cause of many project
fiascos.
14
15. THE HUMAN SIDE OF PROJECT MANAGEMENT
• Factors(components)affect the success of a project:
• The Right People
• The Right Type of Management
• One of the key ingredients is having the right people on the
job and managing them appropriately.
15
16. STEPS IN MANAGING A PROJECT
• Define the problem
• Develop solution options
• Plan the project
• Execute the plan
• Monitor and control progress
• Close the project.
To see more about them the…↓
16
17. Define the problem
• What client need is being satisfied by the
project?
• It helps to visualize the desired end result.
17
18. Develop solution options
• How many different ways might you go about
solving the problem?
• Brainstorm solution alternatives (you can do
this alone or as a group).
• Is it more or less costly than other suitable
choices?
18
19. Plan the project
• Planning is answering questions—what must
be done, by whom, for how much, how,
when, and so on.
19
20. Execute the plan
• Once the plan is drafted, it must be
implemented. Interestingly, people
sometimes go to great effort to put together
a plan, then fail to follow it. If a plan is not
followed, there is not much point in planning,
is there?
20
21. Monitor and control progress
• Unless progress is monitored, you cannot be
sure you will succeed. It would be like using a
roadmap to reach a destination.
• Control: What are you expected to do as a manager?
If a deviation from the plan is discovered, you
must ask what must be done to get back on
track, or—if that seems impossible—how the
plan should be modified to reflect new
realities.
21
22. Strategy vs. Tactics
• Strategy: The approach being used to do
the project.
• Tactics: The steps taken to implement
the strategy or approach chosen.
22
23. Close the project.
• The project is finished, but there is a final
step that should be taken.
• The point is to learn something from what
you just did.
• What was done well? What should be
improved? What else did we learn? We can
always improve on what we have done.
23
24. The Project Management System
• In order to manage projects successfully, it is
necessary to have a system. A full project
management system consists of seven
components.
• If any one of the seven components is not in
place or does not function satisfactorily, then
you will have some difficulty managing
projects.
24
26. Human Factors
A project manager must be able to deal effectively
with all of the parts of this subsystem in order to
be successful.
• Leadership.
• Negotiation.
• Team building.
• Motivation.
• Communication.
• Decision making.
26
27. Continue..The seven components
• Methods refer to the tools of your trade.
• The culture of an organization affects
everything you do.
• Organization:Every organization must deal with
the assignment and definition of each person’s
authority, responsibility, and accountability.
• Planning: Every organization needs a good
methodology for planning projects if it is to be
successful.
27
28. Continue… Information & Control
• Good historical data are needed for planning
projects.
• The control subsystem is supported by the
planning and information subsystems.
28
29. As a Summary… Key Points to Remember
• A project is a problem scheduled for solution.
• If the problem is not defined correctly, you may
find the right solution to the wrong problem!
• Focus on desired outcomes. How will you know
when you achieve them?
• Try to learn from every project by doing a final
audit.
• If you have no plan, you have no control.
29
30. Continue…Key Points to Remember
• The people who must execute the plan should
participate in preparing it.
• Keep all project documentation in a project
notebook, but back it up with an electronic
database if possible.
• Require signatures for changes in scope in order to
alert everyone as to the impact of the change on
project costs, deadlines, etc.
• Risk analysis is part of planning. For every risk
identified, develop a contingency plan, when
possible.
30
31. To see more about this subject…you can take
the book whose name is the Fundamentals of
Project Management{Actually, you have it!}.
we are sure, it is rich by information!
31