PRINCE2 is a best practice project management methodology developed by the UK government. It focuses on dividing projects into manageable stages, products, quality reviews, and clear roles and responsibilities to drive projects towards their business case. While less comprehensive than PMBOK, PRINCE2 provides a prescriptive process structure and emphasizes the business case, products, change control, and configuration management. Using PRINCE2 after learning PMBOK allows leveraging its strengths in getting started, structuring the methodology, and key techniques.
I am Continuously seeking to improve my competencies and skills to provide first class professional Project Management training courses; and develop my scope experience in Project Management functions.
I am confident that my innovative and results-focused approach would make significant contribution to the continued success of your organization.
this is the first presentations uploaded to Slide Share,
For more information do not hesitate to contact me.
Ahmad H. Maharma - PMP®
Ramallah, Palestine
Phone: + (972) (2) 2968644
Mobile: + (972) (599) 001155E-Mail: ahmad.maharma@gmail.com
This document discusses project controls and management. It describes the purpose of controls as ensuring a project remains viable, produces required products that meet quality criteria, and is carried out according to schedule, resources, and costs. It then outlines various control tools and stages, including monitoring progress, managing tolerances, using product descriptions and work packages, conducting quality control, managing issues and changes, reviewing risks, and closing the project.
I am Continuously seeking to improve my competencies and skills to provide first class professional Project Management training courses; and develop my scope experience in Project Management functions.
I am confident that my innovative and results-focused approach would make significant contribution to the continued success of your organization.
this is the first presentations uploaded to Slide Share,
For more information do not hesitate to contact me.
Ahmad H. Maharma - PMP®
Ramallah, Palestine
Phone: + (972) (2) 2968644
Mobile: + (972) (599) 001155E-Mail: ahmad.maharma@gmail.com
The document provides background information on two speakers, Christophe Debou and Tomasz de Jastrzebiec Wykowski, who will be presenting at the Agile Eastern Europe Conference on killing the myths about Agile and CMMI. The speakers' backgrounds demonstrate experience with both traditional approaches like CMMI and adaptive approaches like Scrum and Kanban. The presentation will discuss what Agile and CMMI are, compare their structures and contents, and address common problems and misconceptions when combining the two frameworks.
Project quality management involves determining quality policies, objectives, and responsibilities to ensure the project satisfies its intended needs. It includes three key processes:
1. Plan Quality - Identifying quality requirements and how compliance will be demonstrated.
2. Perform Quality Assurance - Auditing quality requirements and control measurements to ensure proper standards are used.
3. Perform Quality Control - Monitoring and recording results to assess performance and recommend improvements.
Quality and grade are different - quality is fulfilling requirements while grade is categorization based on technical characteristics. Precision means repeated measurements are consistent while accuracy means values are close to true values.
A short presentation (28 slides) describing the PM methodology (Projects IN Controlled Environment - Ver 2) from the executive / senior management perspective.
This document provides an overview of the Capability Maturity Model Integration (CMMI) version 1.2. It discusses the history and development of CMM models. CMMI version 1.2 integrates different CMM models and focuses on systems engineering and software engineering. It describes the staged maturity levels from initial to optimizing, and the key process areas addressed at each level. Finally, it notes that organizations should not skip maturity levels, as each level provides foundations for continuous process improvement.
I am Continuously seeking to improve my competencies and skills to provide first class professional Project Management training courses; and develop my scope experience in Project Management functions.
I am confident that my innovative and results-focused approach would make significant contribution to the continued success of your organization.
this is the first presentations uploaded to Slide Share,
For more information do not hesitate to contact me.
Ahmad H. Maharma - PMP®
Ramallah, Palestine
Phone: + (972) (2) 2968644
Mobile: + (972) (599) 001155E-Mail: ahmad.maharma@gmail.com
This document discusses project controls and management. It describes the purpose of controls as ensuring a project remains viable, produces required products that meet quality criteria, and is carried out according to schedule, resources, and costs. It then outlines various control tools and stages, including monitoring progress, managing tolerances, using product descriptions and work packages, conducting quality control, managing issues and changes, reviewing risks, and closing the project.
I am Continuously seeking to improve my competencies and skills to provide first class professional Project Management training courses; and develop my scope experience in Project Management functions.
I am confident that my innovative and results-focused approach would make significant contribution to the continued success of your organization.
this is the first presentations uploaded to Slide Share,
For more information do not hesitate to contact me.
Ahmad H. Maharma - PMP®
Ramallah, Palestine
Phone: + (972) (2) 2968644
Mobile: + (972) (599) 001155E-Mail: ahmad.maharma@gmail.com
The document provides background information on two speakers, Christophe Debou and Tomasz de Jastrzebiec Wykowski, who will be presenting at the Agile Eastern Europe Conference on killing the myths about Agile and CMMI. The speakers' backgrounds demonstrate experience with both traditional approaches like CMMI and adaptive approaches like Scrum and Kanban. The presentation will discuss what Agile and CMMI are, compare their structures and contents, and address common problems and misconceptions when combining the two frameworks.
Project quality management involves determining quality policies, objectives, and responsibilities to ensure the project satisfies its intended needs. It includes three key processes:
1. Plan Quality - Identifying quality requirements and how compliance will be demonstrated.
2. Perform Quality Assurance - Auditing quality requirements and control measurements to ensure proper standards are used.
3. Perform Quality Control - Monitoring and recording results to assess performance and recommend improvements.
Quality and grade are different - quality is fulfilling requirements while grade is categorization based on technical characteristics. Precision means repeated measurements are consistent while accuracy means values are close to true values.
A short presentation (28 slides) describing the PM methodology (Projects IN Controlled Environment - Ver 2) from the executive / senior management perspective.
This document provides an overview of the Capability Maturity Model Integration (CMMI) version 1.2. It discusses the history and development of CMM models. CMMI version 1.2 integrates different CMM models and focuses on systems engineering and software engineering. It describes the staged maturity levels from initial to optimizing, and the key process areas addressed at each level. Finally, it notes that organizations should not skip maturity levels, as each level provides foundations for continuous process improvement.
I am Continuously seeking to improve my competencies and skills to provide first class professional Project Management training courses; and develop my scope experience in Project Management functions.
I am confident that my innovative and results-focused approach would make significant contribution to the continued success of your organization.
this is the first presentations uploaded to Slide Share,
For more information do not hesitate to contact me.
Ahmad H. Maharma - PMP®
Ramallah, Palestine
Phone: + (972) (2) 2968644
Mobile: + (972) (599) 001155
E-Mail: ahmad.maharma@gmail.com
Compare project management tool - FMS vs Redminemekongsolution
FMS and Redmine are both open-source, web-based project management tools that are cross-platform. FMS is designed to support CMMI processes and focuses on processes, while Redmine focuses on flexibility and web 2.0 features. Redmine supports features like Gantt charts, wikis, and version control integration that FMS lacks. Both tools support basic project management tasks and multiple projects, but FMS additionally supports senior managers and customers.
This document discusses the process of managing stage boundaries in project management. It outlines key activities such as planning the next stage, updating project plans and business cases, reporting on stage end, and creating exception plans if needed. Checklists are provided to ensure all necessary tasks are completed when transitioning between stages of a project.
International project management standards like PRINCE2 and PMI provide benefits to organizations. PRINCE2 is a prescriptive method for managing projects developed by the UK government. It is widely used in over 50 countries and provides principles, themes and processes. PMI focuses on project management knowledge areas and processes and is non-prescriptive. While different, PRINCE2 and PMI standards are complementary and both aim to promote best practices for successful project delivery.
The document summarizes the 42 processes in the Project Management Body of Knowledge (PMBOK) organized by knowledge area and process group. There are 5 process groups (initiating, planning, executing, monitoring and controlling, closing) containing 42 processes across 13 knowledge areas (integration management, scope management, time management, cost management, quality management, human resource management, communications management, risk management, procurement management).
The document provides an overview of key concepts in project management. It defines a project as a temporary endeavor with a definitive beginning and end, aimed at producing a unique product or service. Project success is defined as satisfying or exceeding customer requirements, being completed on time and within budget, and being accepted by the customer. Key areas of project management discussed include scope, issue, cost, quality, communication, risk, and change management. Common project management tools like Gantt charts, PERT charts, and work breakdown structures are also introduced.
Agile Importance in Pharmaceutical IndustryVijay Brzee
The document discusses how pharmaceutical companies can adapt to an increasingly agile environment. It faces pressures like expiring patents, fewer drug approvals, and increased generics. Agile practices can help accelerate innovation, design for supply chain needs, and rapidly commercialize products. The document outlines areas where agile works well and describes agile principles, benefits, tools, and knowledge/skills needed. It also discusses PMI agile domains of practice and questions if an organization is ready to adopt agile approaches.
The document summarizes revisions made to the Project Management Body of Knowledge (PMBOK) standards in 2013, including the PMBOK Guide 5th Edition, the Standard for Program Management 3rd Edition, and the Standard for Portfolio Management 3rd Edition. Key changes include a new knowledge area on stakeholder management, seven new processes, renaming of processes, and an increased emphasis on alignment between the standards and with ISO 21500.
The document discusses PPM Studio, a software tool that helps organizations implement CMMI processes. It provides an overview of PPM Studio's functionality, licensing models, and integrations. PPM Studio uses a staged representation to help organizations progress through CMMI maturity levels from initial to optimized. It supports key process areas at each level to help improve processes and productivity.
George Jucan: Using PMCDF to Advance One's CareerPMI SWOC
George Jucan
George Jucan is a well known in the project management community as a successful IT project management consultant, speaker at public events, trainer and author of high-impact project management articles.
George is an experienced Project Manager Professional (PMP) with 20 years of technical and management experience in complex environments, both in public and private sector. He provides consulting services in methodology definition and capability assessment, business reengineering and organizational restructuring, projects audit and recovery, as well as hands-on management of projects.
George Jucan is currently a member of the Core Team for the upcoming PMBOK® Guide 5th Edition.
Moreover, George is currently the Vice-Chair of the Canadian Advisory Committee for the upcoming ISO 21500 project management standard. He is also the Chair of PMI Information Systems SIG, as well as a Board member of PMI Southern Ontario Chapter.
This document provides an executive brief on IT Governance based on CMMI from Techserv. It discusses that CMMI is a process improvement approach that provides organizations with effective processes to improve performance. It integrates functions and provides guidance for quality processes and appraising current processes. Implementing CMMI can result in improvements in areas like cost, schedule, productivity and quality. The brief then outlines Techserv's approach to CMMI implementation which includes steps like proposal, gap analysis, project planning and execution, training, and appraisal preparation.
The document discusses the seven principles, themes, and processes of PRINCE2. The seven principles are continuing business justification, tailoring to individual projects, focusing on products, managing by exception, defining roles and responsibilities, learning from experience, and engaging in progressive elaboration. The seven themes are business case, organization, quality, plans, risk, change, and progress. The seven processes are starting up a project, initiating a project, directing a project, managing a stage, managing product delivery, controlling a stage, and closing a project.
The document provides an overview of managing business intelligence projects successfully using PRINCE2 methodology. It discusses key success factors such as solid requirements, controlled project environment, and delegating powers to the project sponsor. It then describes the customized PRINCE2 processes used in BI projects including starting up a project, initiating a project, directing a project, controlling project stages, managing product delivery, managing stage boundaries, and closing a project. It also outlines the responsibilities of the project board, project sponsor, senior user, senior supplier, project manager, and team manager in the project organization.
AGILE PORTUGAL 2016: Adopted agile in a CMMI L5 enterprise: what were the fin...Délio Almeida
This document outlines the results and experiences of a company adopting Agile practices within an existing CMMI Level 5 enterprise. It describes the 5 phases of the process improvement, including defining Agile methodology, conducting pilots, deploying improvements, monitoring deployment, and evaluating effects. Key results included certifying 40 Scrum Masters, achieving sprint goals 86% of the time on average, and preliminary indications of a 7% improvement in net margins. Challenges included maintaining an Agile culture and slower than expected introduction of new tools. Overall, the company was able to successfully blend Agile and CMMI practices and saw benefits from the adoption of Agile.
The document introduces project management and key concepts including the Project Management Institute (PMI), the Project Management Body of Knowledge (PMBOK) Guide, the five process groups of project management (initiating, planning, executing, monitoring and controlling, closing), and the nine knowledge areas that describe competencies for project managers including scope, time, cost, quality, human resources, communications, risk, procurement, and stakeholder management.
The document discusses project management approaches for elearning development, comparing traditional and agile methods. It introduces scrum and kanban, two popular agile frameworks, outlining their key principles, roles, and processes. Scrum uses timeboxed sprints and prescribed meetings while kanban focuses on visualizing and limiting workflow. Both aim to deliver value continuously through collaboration, adaptation, and incremental improvements. The document advocates adopting agile practices to enable faster time to market, better quality, and greater alignment with changing needs.
Here are the key steps to review and tailor your project as required:
1. Review the project definition, approach, product description, and core team appointments with the Project Board to ensure agreement and buy-in.
2. Present the outline Business Case and projected benefits to the Project Board for review and approval.
3. Obtain Project Board approval of the Initiation Stage Plan, including development of Project Initiation Documentation, committed resources, reporting/control mechanisms, tolerances, logistical support, and understanding of initiation stage risks.
4. Confirm with the Project Board that the initiation stage work defined in the plan is authorized to start.
5. Inform corporate or programme management that the project has been initiated.
PMI is a global non-profit professional association with over 600,000 members that develops standards for project management. PMI has engaged with agile practices since 2004 by hosting agile tracks at conferences and referencing iterative development in the PMBOK Guide. In 2011, PMI launched the PMI-ACP certification for Agile project management. While traditional PM focuses on detailed planning and control, agile emphasizes iterative planning, continuous feedback loops, and self-organizing teams. The PMBOK Guide practices can be mapped to agile practices like release planning, iteration planning, and prioritized backlogs.
The document describes various inputs used in project management processes across the five process groups of initiating, planning, executing, monitoring and controlling, and closing. The major inputs include the project charter, requirements documentation, scope baseline, activity list, project schedule, cost estimates, quality metrics, risk register, and project management plan. These inputs guide the project processes and help generate required outputs.
International Project Management Standards - PRINCE2, PMI & Co. And Their Ben...Stefan Ondek, PMP, CSPM
Brief summary and comparison of top international project management standards (focus on PRINCE2 and PMI), their benefits, certification levels & requirements. Contains also key information about training courses on these project management standards.
PRINCE2 - Skillshare @ Betahaus| Sofia 18. March 2013 Martin Boudikianov
The document provides an overview of the PRINCE2 project management methodology. It discusses key topics such as the basic principles, components, and benefits of using PRINCE2. The presentation covers what makes a PRINCE2 project, including defining success and establishing terms of reference upfront. It also outlines the methodology's process model, organization, and emphasis on controls like risk management, quality reviews, and change control.
I am Continuously seeking to improve my competencies and skills to provide first class professional Project Management training courses; and develop my scope experience in Project Management functions.
I am confident that my innovative and results-focused approach would make significant contribution to the continued success of your organization.
this is the first presentations uploaded to Slide Share,
For more information do not hesitate to contact me.
Ahmad H. Maharma - PMP®
Ramallah, Palestine
Phone: + (972) (2) 2968644
Mobile: + (972) (599) 001155
E-Mail: ahmad.maharma@gmail.com
Compare project management tool - FMS vs Redminemekongsolution
FMS and Redmine are both open-source, web-based project management tools that are cross-platform. FMS is designed to support CMMI processes and focuses on processes, while Redmine focuses on flexibility and web 2.0 features. Redmine supports features like Gantt charts, wikis, and version control integration that FMS lacks. Both tools support basic project management tasks and multiple projects, but FMS additionally supports senior managers and customers.
This document discusses the process of managing stage boundaries in project management. It outlines key activities such as planning the next stage, updating project plans and business cases, reporting on stage end, and creating exception plans if needed. Checklists are provided to ensure all necessary tasks are completed when transitioning between stages of a project.
International project management standards like PRINCE2 and PMI provide benefits to organizations. PRINCE2 is a prescriptive method for managing projects developed by the UK government. It is widely used in over 50 countries and provides principles, themes and processes. PMI focuses on project management knowledge areas and processes and is non-prescriptive. While different, PRINCE2 and PMI standards are complementary and both aim to promote best practices for successful project delivery.
The document summarizes the 42 processes in the Project Management Body of Knowledge (PMBOK) organized by knowledge area and process group. There are 5 process groups (initiating, planning, executing, monitoring and controlling, closing) containing 42 processes across 13 knowledge areas (integration management, scope management, time management, cost management, quality management, human resource management, communications management, risk management, procurement management).
The document provides an overview of key concepts in project management. It defines a project as a temporary endeavor with a definitive beginning and end, aimed at producing a unique product or service. Project success is defined as satisfying or exceeding customer requirements, being completed on time and within budget, and being accepted by the customer. Key areas of project management discussed include scope, issue, cost, quality, communication, risk, and change management. Common project management tools like Gantt charts, PERT charts, and work breakdown structures are also introduced.
Agile Importance in Pharmaceutical IndustryVijay Brzee
The document discusses how pharmaceutical companies can adapt to an increasingly agile environment. It faces pressures like expiring patents, fewer drug approvals, and increased generics. Agile practices can help accelerate innovation, design for supply chain needs, and rapidly commercialize products. The document outlines areas where agile works well and describes agile principles, benefits, tools, and knowledge/skills needed. It also discusses PMI agile domains of practice and questions if an organization is ready to adopt agile approaches.
The document summarizes revisions made to the Project Management Body of Knowledge (PMBOK) standards in 2013, including the PMBOK Guide 5th Edition, the Standard for Program Management 3rd Edition, and the Standard for Portfolio Management 3rd Edition. Key changes include a new knowledge area on stakeholder management, seven new processes, renaming of processes, and an increased emphasis on alignment between the standards and with ISO 21500.
The document discusses PPM Studio, a software tool that helps organizations implement CMMI processes. It provides an overview of PPM Studio's functionality, licensing models, and integrations. PPM Studio uses a staged representation to help organizations progress through CMMI maturity levels from initial to optimized. It supports key process areas at each level to help improve processes and productivity.
George Jucan: Using PMCDF to Advance One's CareerPMI SWOC
George Jucan
George Jucan is a well known in the project management community as a successful IT project management consultant, speaker at public events, trainer and author of high-impact project management articles.
George is an experienced Project Manager Professional (PMP) with 20 years of technical and management experience in complex environments, both in public and private sector. He provides consulting services in methodology definition and capability assessment, business reengineering and organizational restructuring, projects audit and recovery, as well as hands-on management of projects.
George Jucan is currently a member of the Core Team for the upcoming PMBOK® Guide 5th Edition.
Moreover, George is currently the Vice-Chair of the Canadian Advisory Committee for the upcoming ISO 21500 project management standard. He is also the Chair of PMI Information Systems SIG, as well as a Board member of PMI Southern Ontario Chapter.
This document provides an executive brief on IT Governance based on CMMI from Techserv. It discusses that CMMI is a process improvement approach that provides organizations with effective processes to improve performance. It integrates functions and provides guidance for quality processes and appraising current processes. Implementing CMMI can result in improvements in areas like cost, schedule, productivity and quality. The brief then outlines Techserv's approach to CMMI implementation which includes steps like proposal, gap analysis, project planning and execution, training, and appraisal preparation.
The document discusses the seven principles, themes, and processes of PRINCE2. The seven principles are continuing business justification, tailoring to individual projects, focusing on products, managing by exception, defining roles and responsibilities, learning from experience, and engaging in progressive elaboration. The seven themes are business case, organization, quality, plans, risk, change, and progress. The seven processes are starting up a project, initiating a project, directing a project, managing a stage, managing product delivery, controlling a stage, and closing a project.
The document provides an overview of managing business intelligence projects successfully using PRINCE2 methodology. It discusses key success factors such as solid requirements, controlled project environment, and delegating powers to the project sponsor. It then describes the customized PRINCE2 processes used in BI projects including starting up a project, initiating a project, directing a project, controlling project stages, managing product delivery, managing stage boundaries, and closing a project. It also outlines the responsibilities of the project board, project sponsor, senior user, senior supplier, project manager, and team manager in the project organization.
AGILE PORTUGAL 2016: Adopted agile in a CMMI L5 enterprise: what were the fin...Délio Almeida
This document outlines the results and experiences of a company adopting Agile practices within an existing CMMI Level 5 enterprise. It describes the 5 phases of the process improvement, including defining Agile methodology, conducting pilots, deploying improvements, monitoring deployment, and evaluating effects. Key results included certifying 40 Scrum Masters, achieving sprint goals 86% of the time on average, and preliminary indications of a 7% improvement in net margins. Challenges included maintaining an Agile culture and slower than expected introduction of new tools. Overall, the company was able to successfully blend Agile and CMMI practices and saw benefits from the adoption of Agile.
The document introduces project management and key concepts including the Project Management Institute (PMI), the Project Management Body of Knowledge (PMBOK) Guide, the five process groups of project management (initiating, planning, executing, monitoring and controlling, closing), and the nine knowledge areas that describe competencies for project managers including scope, time, cost, quality, human resources, communications, risk, procurement, and stakeholder management.
The document discusses project management approaches for elearning development, comparing traditional and agile methods. It introduces scrum and kanban, two popular agile frameworks, outlining their key principles, roles, and processes. Scrum uses timeboxed sprints and prescribed meetings while kanban focuses on visualizing and limiting workflow. Both aim to deliver value continuously through collaboration, adaptation, and incremental improvements. The document advocates adopting agile practices to enable faster time to market, better quality, and greater alignment with changing needs.
Here are the key steps to review and tailor your project as required:
1. Review the project definition, approach, product description, and core team appointments with the Project Board to ensure agreement and buy-in.
2. Present the outline Business Case and projected benefits to the Project Board for review and approval.
3. Obtain Project Board approval of the Initiation Stage Plan, including development of Project Initiation Documentation, committed resources, reporting/control mechanisms, tolerances, logistical support, and understanding of initiation stage risks.
4. Confirm with the Project Board that the initiation stage work defined in the plan is authorized to start.
5. Inform corporate or programme management that the project has been initiated.
PMI is a global non-profit professional association with over 600,000 members that develops standards for project management. PMI has engaged with agile practices since 2004 by hosting agile tracks at conferences and referencing iterative development in the PMBOK Guide. In 2011, PMI launched the PMI-ACP certification for Agile project management. While traditional PM focuses on detailed planning and control, agile emphasizes iterative planning, continuous feedback loops, and self-organizing teams. The PMBOK Guide practices can be mapped to agile practices like release planning, iteration planning, and prioritized backlogs.
The document describes various inputs used in project management processes across the five process groups of initiating, planning, executing, monitoring and controlling, and closing. The major inputs include the project charter, requirements documentation, scope baseline, activity list, project schedule, cost estimates, quality metrics, risk register, and project management plan. These inputs guide the project processes and help generate required outputs.
International Project Management Standards - PRINCE2, PMI & Co. And Their Ben...Stefan Ondek, PMP, CSPM
Brief summary and comparison of top international project management standards (focus on PRINCE2 and PMI), their benefits, certification levels & requirements. Contains also key information about training courses on these project management standards.
PRINCE2 - Skillshare @ Betahaus| Sofia 18. March 2013 Martin Boudikianov
The document provides an overview of the PRINCE2 project management methodology. It discusses key topics such as the basic principles, components, and benefits of using PRINCE2. The presentation covers what makes a PRINCE2 project, including defining success and establishing terms of reference upfront. It also outlines the methodology's process model, organization, and emphasis on controls like risk management, quality reviews, and change control.
This document discusses project management principles and processes. It outlines the key characteristics of projects, including objectives, schedules, complexity, resources needed, and influence from the environment. The document also discusses the project management process groups of initiating, planning, executing, monitoring/controlling, and closing. It emphasizes that project management involves managing processes and people to achieve project goals. Progressive elaboration is discussed as continuously improving plans over time as more information becomes available.
The Presentation is a part of Webinar held on 18-12-2011 and consists of the following topics:
1. PMP Quick Facts-What is PMP, PMI
2.How is Exam structurd and what are the associated expenses
3. What are Process Groups, Knowledge Areas and Processes
The Last Slide contains link to my site, where brief details about the topics mentioned in the presentation has been posted.
This document provides an introduction to the Project Management Professional (PMP) certification. Some key points:
- The PMP exam is administered by the Project Management Institute (PMI) and consists of 200 multiple choice questions over various project management topics with a focus on the five process groups.
- To be eligible for the PMP exam, candidates must have a certain number of project management experience hours and 35 hours of formal training depending on their education level.
- The PMBOK (Project Management Body of Knowledge) published by PMI is the main reference material for the exam and outlines the five process groups, nine knowledge areas, and 42 processes.
- Professional and social responsibility questions make up 9
This document provides an overview of project management office (PMO) concepts including:
- The need for project management to combine specialized knowledge with general management practices.
- Different levels of PMO maturity from supporting individual projects to supporting business strategy.
- Key functions of PMOs ranging from consultative to enterprise-wide support.
- Critical success factors for PMOs such as clear vision, leadership, expectations, and change management.
- Examples of common PMO deliverables like charters, roles and responsibilities, processes, tools, and status reports.
The document discusses project management competencies and certification. It begins by defining key terms like crisis and then discusses how times of crisis can spur positive changes in organizations through increased effectiveness, efficiency, and skills development. It emphasizes that tomorrow's project management requirements are already here and will include skills like IT mastery, language abilities, and virtual collaboration. Superior project management competencies are described as key to surviving in unpredictable environments. The document also provides an overview of project portfolio management, certification benefits for individuals and organizations, and the International Project Management Association (IPMA) certification processes and competency baseline (ICB).
Strivent Service Offerings Differentiators Web 2 9John Streit
The document discusses establishing foundations for repeatable project delivery through best practice models, methodologies, knowledge management, standards, templates and metrics to improve information flow and collaboration between upper management, IT management, project offices, and project teams. It also outlines goals for project delivery optimization including ensuring projects deliver value, working on the right initiatives, doing work efficiently, and knowing project status.
The document discusses the key processes involved in project integration management, scope management, time management, cost management, quality management, human resource management, communication management, procurement management, and risk management. For each knowledge area, the key processes and associated deliverables are listed.
Affinion Group is implementing HP Project and Portfolio Management Center (PPM) across all of its business units to improve visibility and standardize processes. It has implemented PPM in phases, starting with one business unit. Phase I focused on demand management and centralized project prioritization and approval processes. Phase II will leverage the existing configuration and implement resource, project, and program management capabilities across all business units. This will improve project delivery, standardize processes, and provide increased visibility across the organization.
Affinion Group is implementing HP Project and Portfolio Management Center (PPM) across all of its business units to improve visibility and standardize processes. It is taking a phased approach, first implementing PPM in the Affinion Loyalty Group. Phase I focused on centralizing and standardizing proposal processes. Phase II will leverage the existing PPM configuration and implement project, program, and portfolio management capabilities across all business units. This will improve resource management, provide a single source of project information, and deliver self-service reporting capabilities.
Mega Project Management In The Oil & Gas IndustryStephen_Forster
The document discusses challenges with managing mega-projects in the oil and gas industry. It describes a mega-project as having many participants that must coordinate complex activities. The top 5 challenges with mega-projects are identified as document control, performance reporting, change management, risk management, and system turnover. Best practices for resolving the challenges include using integrated software for scheduling, document management, risk analysis, and performance reporting to improve collaboration and project outcomes. The presentation concludes with a case study on a mega-project by Motiva and lessons learned on implementing best practices.
Pmbok 4th edition chapter 3 - Project Management Processes for a Project Ahmad Maharma, PMP,RMP
I am Continuously seeking to improve my competencies and skills to provide first class professional Project Management training courses; and develop my scope experience in Project Management functions.
I am confident that my innovative and results-focused approach would make significant contribution to the continued success of your organization.
this is the first presentations uploaded to Slide Share,
For more information do not hesitate to contact me.
Ahmad H. Maharma - PMP®
Ramallah, Palestine
Phone: + (972) (2) 2968644
Mobile: + (972) (599) 001155E-Mail: ahmad.maharma@gmail.com
Prince2 2009 & its benefits potifob stefan ondekLucie Budíková
This document provides an introduction to PRINCE2, the widely used project management methodology. It discusses what PRINCE2 is, its position and benefits. PRINCE2 is a prescriptive methodology developed by the UK government's Office of Government Commerce to help manage projects. It is non-proprietary and focuses on products, roles and responsibilities. The document outlines PRINCE2's principles, themes and processes and compares it to other project management approaches. It also discusses tailoring PRINCE2 and getting certified in its use.
Cadence is a global project management consulting and training firm known for its robust methodology and action-based approach. It has over 300,000 alumni from 50 countries and helps companies implement organizational project management through training programs for teams, managers, and executives. Successful organizational project management at companies like AkzoNobel has led to benefits like faster response to change, higher performance teams, and a positive impact on business results.
This document provides an introduction to PRINCE2, the widely adopted project management methodology. It discusses what PRINCE2 is, its benefits, and its positioning within the Cabinet Office standards family. PRINCE2 provides an integrated set of processes, themes, and principles for managing projects. It is non-proprietary and focuses on delivering quality products. The document reviews the 2009 refresh of PRINCE2 and its principles, themes, processes and tailoring approach. Certification is available at the foundation and practitioner levels. Training is offered by accredited organizations like POTIFOB.
The document discusses how the project management frameworks PRINCE2 and Agile can work together. It provides overviews of both PRINCE2 and Agile, noting their differences in focus (PRINCE2 focuses on products and Agile focuses on people). It then explores how the two can be mapped and integrated, with PRINCE2 providing governance and Agile teams focusing on delivery, reporting exceptions to wider project management using PRINCE2 processes.
The document discusses CompTIA's Project+ certification for project management. It outlines the importance of project management skills for business success and controlling costs. It then describes the Project+ certification program, which is a foundational certification for individuals with 12 months of experience leading small to medium projects. The Project+ certification focuses on the entire project lifecycle and key skills like planning, communication, and change control. It provides a lower barrier to certification than the PMP and is recommended for various project roles.
it describes the bony anatomy including the femoral head , acetabulum, labrum . also discusses the capsule , ligaments . muscle that act on the hip joint and the range of motion are outlined. factors affecting hip joint stability and weight transmission through the joint are summarized.
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Walmart Business+ and Spark Good for Nonprofits.pdfTechSoup
"Learn about all the ways Walmart supports nonprofit organizations.
You will hear from Liz Willett, the Head of Nonprofits, and hear about what Walmart is doing to help nonprofits, including Walmart Business and Spark Good. Walmart Business+ is a new offer for nonprofits that offers discounts and also streamlines nonprofits order and expense tracking, saving time and money.
The webinar may also give some examples on how nonprofits can best leverage Walmart Business+.
The event will cover the following::
Walmart Business + (https://business.walmart.com/plus) is a new shopping experience for nonprofits, schools, and local business customers that connects an exclusive online shopping experience to stores. Benefits include free delivery and shipping, a 'Spend Analytics” feature, special discounts, deals and tax-exempt shopping.
Special TechSoup offer for a free 180 days membership, and up to $150 in discounts on eligible orders.
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Answers about how you can do more with Walmart!"
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at Integral University, Lucknow, 06.06.2024
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A workshop hosted by the South African Journal of Science aimed at postgraduate students and early career researchers with little or no experience in writing and publishing journal articles.
1. How PRINCE2 Can ®
Complement PMBOK
and Your PMP
JAY M. SIEGELAUB
PMI/ Westchester Chapter
January 8, 2004
2. What is “PRINCE2®”?
PROJECTS ! Registered trademark
! UK Government recognized
IN best practice project
CONTROLLED management methodology
! Open method - no license
ENVIRONMENTS fee
(only cost is books and training)
! Business Case driven
3. PRINCE2® – Overview
CHANGE ORGANIZATION
CONTROL
CONFIGURATION Directing a Project
PLANS
MANAGEMENT Starting
Project
Initiating
a Project
Managing
Stage
Boundaries
Closing
a Project
up a
Controlling
QUALITY IN A Planning a Stage
PROJECT
Managing
Product
Delivery
CONTROLS
ENVIRONMENT
MANAGEMENT BUSINESS
OF RISK CASE
4. PRINCE2®: Components
◆ Organization ◆ Risk
◆ Plans ◆ Quality
◆ Controls ◆ Configuration
◆ Business Case Management
◆ Change Control
Comparable to PMBOK Knowledge Areas
5. The PRINCE2®: Process Model
Corporate or Program Management
Directing a Project
Starting Controlling Managing
up a a Stage Stage Closing a
Project Initiating a Boundaries Project
Project
Managing
Product
Delivery
Planning
Comparable to PMBOK Processes
6. PRINCE2®: Key Techniques
◆ Product-Based Planning (identify what
you’re producing before defining activities;
includes Product Descriptions)
◆ Quality Review (quality control technique
for documentation)
◆ Change Control (how to do it)
◆ Configuration Management (managing
the project’s assets)
7. PMBOK and PRINCE2®–
A Basic Contrast
PMBOK PRINCE2®
Comprehensive Focuses on key risk areas only;
does not claim to be complete
Largely descriptive, Highly prescriptive, especially on
prescriptive on a high level Process Structure, but adaptable
to any size project
Core and facilitating All processes should be
processes; need to be scaled considered; also need to be
to needs of project scaled
Customer requirements driven Business case driven
Sponsor and stakeholders Clear project ownership and
direction by senior management
US/International Standard UK Standard
8. PMBOK & PRINCE2® Components
How they match up...
PMBOK PRINCE2®
Knowledge Areas Components
Integration Combined Processes and
Components, Change Control
Scope, Time, Cost Plans, Business Case
Quality Quality, Configuration Management
Risk Risk
Communications Controls
HR Organization (limited)
Procurement Not covered
9. PMBOK & PRINCE2® Processes
How they match up...
PMBOK P2: Project Level P2: Stage Level
(“phase-by-phase”)
Initiating Starting Up; Directing Managing Stage
Boundaries; Directing
Planning Initiating, Planning Managing Stage
Boundaries; Planning
Executing/ [managed on a stage- Controlling a Stage;
Controlling by-stage basis] Managing Product
Delivery; Directing
Closing Closing A Project Managing Stage
Boundaries
10. PRINCE2® Strengths
◆ Organization (Project Boards; defined roles
and responsibilities; ownership & accountability)
◆ Business case–based; ongoing assessment
of project viability by project owners (Board)
◆ Product-Based Planning (strictly deliverable-
oriented); Product Flow; Product Descriptions
◆ Integrated process structure:
clear statement of how to manage the project
(“How do I get started? What do I do first?”)
11. PRINCE2® Strengths
(continued)
◆ Clear quality management points (esp. Quality
Control), and Quality Assurance roles and
responsibilities
◆ Defined and orderly handling of Work Packages
(Managing Product Delivery)
◆ Fits into ISO 9000 Quality Management System
◆ Consistent with CMM Level 5
12. Organization
senior; accountable; with the
Senior authority to control resources
Management
User
Committee
Project Board day-to-day management of
project; reports to Project
Project Board
Assurance Project
Manager
Project
Support
Team
quality assurance role; acts Leader(s)
for Project Board
Team(s)/
Supplier(s)
Project Board… — represents interests of Business, User & Supplier; decision-makers
— not involved in day-to-day management (no micro-management)
— Senior Management oversight, accountability & resources
13. Business Case - Based
Directing a Project
Starting Initiating a
up a
Project
Project Stage 1 Stage 2
••• Stage n Closing a
Project
• Driving force behind the project and decisions
• Directing a Project = accountable management re-
assesses viability (ie, the Business Case), and regularly
authorizes continuity
14. Product Based Planning
(recommended by PRINCE2®)
◆ “Products” are all the deliverables
◆ “The object of the project is to produce deliverables —
therefore let’s look at the products first…”
◆ Products identified before Activities defined
◆ Establishes the project scope
◆ Related to WBS
Supports: Planning, Change Control, Scope
Management,
Quality Management, and Earned Value Management
15. Product Description Elements
(part of Product Based Planning; recommended by PRINCE2®)
◆ Title
◆ Purpose
◆ Composition
◆ Derivation
◆ Format & Presentation
◆ Allocated Resource
◆ Quality Criteria
◆ Type of Quality Check Required & Quality Checkers
Clear basis for creating and checking deliverables
16. Work Packages
! Orderly hand-off of Work Packages – from
Project Manager to teams and/or
contractors, and back to Project Manager
! Well-defined content
(built around Product Description)
! Clear responsibilities, including risk
management, communication,
reporting, and quality control
17. Quality Review Technique
! One type of Quality Control
! Used for documentation, websites, and
other text-oriented deliverables
! Rarely identified as a
quality control tool
! Consensus on completion
and scope verification
! Clear guidance on how-to
18. Change Control
! Component (why it’s being done) and
Technique (how to do it)
! Structured process, incl. impact analysis
! Highlights decision-making authorities
! Ties directly to Business Case
! Overlay to Integrated Change Control
and Scope Control
19. Configuration Management
! Explains why it’s needed, what it’s for, how
to do it
! Includes suggested
configuration records
! Shows link between
Change Control (assessing and authorizing
a change) and Configuration Management
(managing the change)
! Assigns a Configuration Librarian
20. Capability Maturity Model
1- Initial: Ad hoc
2- Repeatable: disciplined process; stability; core
project management methodology
3- Defined: standard, consistent process; integrated
Project Management Methodology and System
Development Methodology; training program
4- Managed: Quality Management
5- Optimizing: Lessons learned;
collecting metrics;
prevent defects;
process change management
21. PMBOK and PRINCE2
– ®
How to get the best out of both…
together !
◆ After you know your PMBOK (and have your PMP) —
use PRINCE2® to get you started, to structure
your methodology
◆ Use key components & techniques
fromPRINCE2®: Organization (“Project Board”),
Product-Based Planning, Product Descriptions,
Quality Review, Configuration Management, Change
Control, Work Packages
◆ Use PMBOK for depth, techniques,
plus HR and Procurement as needed
22. For further information on
PRINCE2®…
UK Government Website:
(they own PRINCE2®: general
information, books and materials)
http://www.ogc.gov.uk/prince/
The APM Group
(they manage PRINCE2®: sell manuals, control
accreditation of trainers and practitioners, etc)
http://www.apmgroup.co.uk/
If you work in the UK, you’ll need to know PRINCE2® !
23. Any
questions?
Jay M. Siegelaub PMP, MBA
Impact Strategies LLC
jay.siegelaub@impstrat.com
(914) 548-0320