PRINCE2 Cloud - by Ashish Dhoke

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projectingIT

PRINCE2 Structure - explained through Cloud methodology Visit www.projectingit.com to know more about us.

Key Terms for…

 Principles
 Themes
 Processes
 Products

2 Termbles

The main problem we were asked to help solve was scope instability: for years, the organization had been fighting to receive the entire scope upfront and, as time passed, this became less and less possible. Our customers’ (Telecommunication Service Providers) business required better responsiveness and flexibility. In the session we will describe our approach for the implementation: evolution. How we helped the managers to evolve and in parallel evolved our coaching practices. The session will show many examples of successful attempts at evolving and also of failures (which provide great opportunities for learning). The session should be a good kick-starter for lean agile implementation.

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Projects in Controlled Environment (PRINCE2) Certification is one of the most popular and globally acknowledged credential in project management. PRINCE2 certification is the de facto standard in UK and is recognized internationally. To build an organize approach towards project management is the primary aim of PRINCE2. Simplilearn brings to you online PRINCE2 exam prep course that gives you the liberty to study for PRINCE2 exam at your pace from your own place. This presentation of PRINCE2 exam training is based on PRINCE2 exam syllabus and is prepared by our certified and experienced instructors. Understand PRINCE2 themes, PRINCE2 principles and PRINCE2 methodology through this presentation and improve your knowledge and confidence on PRINCE2 topics towards attaining your PRINEC2 certification goal.

ContentsPrefaceChapter 1 Overview1.0 Introduc.docx

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Contents Preface Chapter 1: Overview 1.0 Introduction 1.1 Understanding Project Management 1.2 Defining Project Success 1.3 Success, Trade-Offs, and Competing Constraints 1.4 The Project Manager–Line Manager Interface 1.5 Defining the Project Manager’s Role 1.6 Defining the Functional Manager’s Role 1.7 Defining the Functional Employee’s Role 1.8 Defining the Executive’s Role 1.9 Working with Executives 1.10 Committee Sponsorship/Governance 1.11 The Project Manager as the Planning Agent 1.12 Project Champions 1.13 The Downside of Project Management 1.14 Project-Driven versus Non–Project-Driven Organizations 1.15 Marketing in the Project-Driven Organization 1.16 Classification of Projects 1.17 Location of the Project Manager 1.18 Differing Views of Project Management 1.19 Public-Sector Project Management 1.20 International Project Management 1.21 Concurrent Engineering: A Project Management Approach 1.22 Added Value 1.23 Studying Tips for the PMI® Project Management Certification Exam 2 Answers Problems Chapter 2: Project Management Growth: Concepts and Definitions 2.0 Introduction 2.1 General Systems Management 2.2 Project Management: 1945–1960 2.3 Project Management: 1960–1985 2.4 Project Management: 1985–2012 2.5 Resistance to Change 2.6 Systems, Programs, and Projects: A Definition 2.7 Product versus Project Management: A Definition 2.8 Maturity and Excellence: A Definition 2.9 Informal Project Management: A Definition 2.10 The Many Faces of Success 2.11 The Many Faces of Failure 2.12 The Stage-Gate Process 2.13 Project Life Cycles 2.14 Gate Review Meetings (Project Closure) 2.15 Engagement Project Management 2.16 Project Management Methodologies: A Definition 2.17 Enterprise Project Management Methodologies 2.18 Methodologies Can Fail 2.19 Organizational Change Management and Corporate Cultures 2.20 Project Management Intellectual Property 2.21 Systems Thinking 2.22 Studying Tips for the PMI® Project Management Certification Exam Answers 3 Problems Chapter 3: Organizational Structures 3.0 Introduction 3.1 Organizational Work Flow 3.2 Traditional (Classical) Organization 3.3 Developing Work Integration Positions 3.4 Line-Staff Organization (Project Coordinator) 3.5 Pure Product (Projectized) Organization 3.6 Matrix Organizational Form 3.7 Modification of Matrix Structures 3.8 The Strong, Weak, or Balanced Matrix 3.9 Center for Project Management Expertise 3.10 Matrix Layering 3.11 Selecting the Organizational Form 3.12 Structuring the Small Company 3.13 Strategic Business Unit (SBU) Project Management 3.14 Transitional Management 3.15 Barriers to Implementing Project Management in Emerging Markets 3.16 Seven Fallacies that Delay Project Management Maturity 3.17 Studying Tips for the PMI® Project Management Certification Exam Answers Problems Chapter 4: Organizing and Staffing The Project Office and Team 4.0 Introduction 4.1 The Staffing Environment 4.2 Sel.

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