The document provides an overview of program management processes including program initiation, execution, and closure. Key aspects covered include defining program scope, developing a program commitment document, conducting a program initiation meeting, tracking progress during execution through status reports and reviews, and monitoring performance against the program plan to identify needed adjustments. The goal is to deliver the program according to its commitments by coordinating multiple projects and stakeholders.
You need to create a formal document that can be used to guide project execution and control. Get this template @ http://www.demandmetric.com/content/project-plan-template
إدارة القيمة المكتسبة مفيدة ومخادعة في التحكم في المشروعات
فيديو دورة الأساسيات: http://prof.planner.teachable.com/p/evm-basics/
دورة المستوى المتقدم: http://www.slideshare.net/MohamedMaged8/contracts-classification
للمزيد: https://www.facebook.com/groups/prof.cost.engineers/
Project Management Body of Knowledge (Scope)Jeffrey Cheah
Scope Management Process in Project Management Body of Knowledge (PMBOK 5th Edition)
Project Management Professional (PMP) topics sourced from the Project Management Institute (PMI)
You need to create a formal document that can be used to guide project execution and control. Get this template @ http://www.demandmetric.com/content/project-plan-template
إدارة القيمة المكتسبة مفيدة ومخادعة في التحكم في المشروعات
فيديو دورة الأساسيات: http://prof.planner.teachable.com/p/evm-basics/
دورة المستوى المتقدم: http://www.slideshare.net/MohamedMaged8/contracts-classification
للمزيد: https://www.facebook.com/groups/prof.cost.engineers/
Project Management Body of Knowledge (Scope)Jeffrey Cheah
Scope Management Process in Project Management Body of Knowledge (PMBOK 5th Edition)
Project Management Professional (PMP) topics sourced from the Project Management Institute (PMI)
Software Development: Fixed Price Model FeaturesVladimir Tursin
This presentation is an insight into Fixed Price model of outsourced software development. Here is a description of Fixed Price model, its budget components, project development process and other details. Prepared by Belitsoft.
NCV 4 Project Management Hands-On Support Slide Show - Module 2Future Managers
This slide show complements the Learner Guide NCV 4 Project Management Hands-On Training by Bert Eksteen, published by Future Managers. For more information visit our website www.futuremanagers.net
In enterprise-wide roles the PMO (Project Management Office or Program Management Office) will have responsibility for management and implementation of a tollgate or stage gate process for program and project approval. The purpose of this process is to ensure that investment decisions are made on a sound basis, that project portfolios have been rationalized and optimized, and that solid baseline foundations exist.
This paper we will take a closer look at the tollgate process and its oversight by the PMO.
BSBPMG522 Undertake project work
1
Housekeeping
Emergency procedures
Mobiles and security Issues
Break times and smoking policy
This course is interactive – ask questions
Practise respect and confidentiality
Ground rules
2
Objectives
Know how to define project
Understand how to develop project plan
Learn how to administer and monitor project
Discover how to finalise and review project
Gain the skills and knowledge required for this unit
Define project
1.1. Access project scope and other relevant documentation
4
Project scope and other relevant documentation may include:
Contract or other agreement
Project brief
Project plan or summary.
The following areas define and form the scope of the project:
The outcomes / benefits
The customers / stakeholders
The work / tasks which are required
The resources (both human and financial)
Criteria by which the project’s success will be evaluated.
Define project
1.2. Define project stakeholders
7
Stakeholders may include:
Clients or customers (internal and external)
Funding bodies
Management, employees and relevant key personnel (internal and external) with special responsibilities
Project sponsor.
Defining stakeholders
A person or organisation who is actively involved in the project
Those whose active interest in your project can exert positive or negative work on the project or the outputs from the project
Those who exert influence over
the project or its deliverables.
Stakeholders who could exert influence include:
Customers
End users
Sponsors
Program managers
Portfolio managers
The project team
Other functional managers
Operation managers
Sellers
Legal department.
Activity 1A
11
Define project
1.3. Seek clarification from delegating authority of any issues related to project and project parameters
12
Delegating authority may include:
Customer or client
Funding body
Manager or management representative
Project sponsor.
Project parameters may include:
Risks associated with project, including WHS
Procurement requirements associated with project
Project finances or budget
Integration of project within organisation
Legislative and quality standards
Physical, human and technical resources available or required for project
Reporting requirements
Scope of project
Time lines.
Activity 1B
15
Define project
1.4. Identify limits of own responsibility and reporting requirements
16
The project manager is responsible for:
Organising the project into one or more sub-projects
Managing the day-to-day aspects of the project
Resolving planning and implementation issues
Monitoring progress and budgets
Organise reporting requirements.
Monitoring budgets
It could be argued that the establishment of the human and financial resources necessary to deliver the project is the most crucial element for the success of the project.
This process must be established during the project definition and scoping stage.
Notwithstanding this, it is critica.
BSBPMG522 Undertake project work
1
Housekeeping
Emergency procedures
Mobiles and security Issues
Break times and smoking policy
This course is interactive – ask questions
Practise respect and confidentiality
Ground rules
2
Objectives
Know how to define project
Understand how to develop project plan
Learn how to administer and monitor project
Discover how to finalise and review project
Gain the skills and knowledge required for this unit
Define project
1.1. Access project scope and other relevant documentation
4
Project scope and other relevant documentation may include:
Contract or other agreement
Project brief
Project plan or summary.
The following areas define and form the scope of the project:
The outcomes / benefits
The customers / stakeholders
The work / tasks which are required
The resources (both human and financial)
Criteria by which the project’s success will be evaluated.
Define project
1.2. Define project stakeholders
7
Stakeholders may include:
Clients or customers (internal and external)
Funding bodies
Management, employees and relevant key personnel (internal and external) with special responsibilities
Project sponsor.
Defining stakeholders
A person or organisation who is actively involved in the project
Those whose active interest in your project can exert positive or negative work on the project or the outputs from the project
Those who exert influence over
the project or its deliverables.
Stakeholders who could exert influence include:
Customers
End users
Sponsors
Program managers
Portfolio managers
The project team
Other functional managers
Operation managers
Sellers
Legal department.
Activity 1A
11
Define project
1.3. Seek clarification from delegating authority of any issues related to project and project parameters
12
Delegating authority may include:
Customer or client
Funding body
Manager or management representative
Project sponsor.
Project parameters may include:
Risks associated with project, including WHS
Procurement requirements associated with project
Project finances or budget
Integration of project within organisation
Legislative and quality standards
Physical, human and technical resources available or required for project
Reporting requirements
Scope of project
Time lines.
Activity 1B
15
Define project
1.4. Identify limits of own responsibility and reporting requirements
16
The project manager is responsible for:
Organising the project into one or more sub-projects
Managing the day-to-day aspects of the project
Resolving planning and implementation issues
Monitoring progress and budgets
Organise reporting requirements.
Monitoring budgets
It could be argued that the establishment of the human and financial resources necessary to deliver the project is the most crucial element for the success of the project.
This process must be established during the project definition and scoping stage.
Notwithstanding this, it is critic ...
Are you gearing up for the Project Management Professional (PMP) exam? Feeling a tad overwhelmed by the sheer volume of information you need to absorb? Well, fear not, because we've got you covered! In this comprehensive guide, we'll delve into 100 WATERFALL PMP Questions and Answers that will help you ace the exam with confidence. So, grab your coffee, get comfy, and let's dive right in!
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
1. Program Management
Authored by Bhawani Nandan Prasad
(MS Computer Science and MBA)
#1 Program Initiation
A Program is defined as any product / service to customer where there are Multiple Engineering
groups within a Business Unit or across Business Units involved in delivering the solution to the
customers as per their expectations. The Program management is typically found in a Solution
to customer, where Product Genes / Modules / Infrastructure Genes are used as reusable
components. Programs could be any one of the following
a. Where multiple Business Units are contributing products / components to the final
solution delivered to the customer
b. Where multiple projects within the same Business Units are contributing products /
components to the final solution delivered to the customer
c. Where there are customizations to infrastructure components towards the final
solution
d. Where along with the product delivered by one Business Unit, hardware procurement
and infrastructure setup is provided by another Business Units
Program Initiation Phase begins when the customer accepts the proposal after formal demo and
approves the SOW/Contract. The Contract and other commercial documents such as MSAs,
SOWs, LOIs, POs are confidential and is for restricted circulation. The PD/Program Manager
2. prepares a Program Commitment Document based on the SOW / MSA / LOI / PO with budgeted
cost and resources. The Program Commitment Document serves as an internal SOW for the
Program / Project Manager.
This Phase includes steps like appointing Program manager and participating project managers,
identifying the Program methodology, deliverables, identifying and exploring alternatives,
validation of Estimates (L0), identifying the General Skill Requirements essential to execute the
Program successfully, Risk assessment, Mitigation planning and other critical factors affecting
the Program.
Procedure: 0. Handover from Pre-sales
1. Opportunity storyboard with customer business objectives clearly stated
2. RFP
3. Proposal
4. RMW covering all risks area
5. Estimation sheets
6. Inputs for PCD
7. Minutes of meetings held with customer during solution demo with the customer
8. Any other supporting documentation provided by customer that is required for project
execution
9 Documentation provided by Company to customer/demo version no used during fitment
study
10 Solution document with alternatives considered
Partners involvement
o List down any commitments, responsibilities, communication requirements etc. if
the contract involves a partner
3. List of Stakeholders from Customer’s end
List Customer’s personnel interacting during Product fitment study
Technical handover
[a] Work-in-progress to be transitioned (Eg. Signed off contract, Updated RMW after
identification of additional risks after project is awarded)
[b] Communication Details with Customer and Other Stakeholders
Customer expectations (explicit and implicit) and Polaris
response/commitments
1. Hardware
2. Software related
3. License
4. Tools
5. Third party integration
6. Information security ( eg ODC specifications, IS trainings, BCP, FTP etc)
7. Language translation
8. SLA, OLAs, Acceptance criteria
9. Unstated customer requirements ( if any )
10. Features
11. Performance
Open Actions / Other Issues
Procedure:1.Prepare Program Commitment Document (PCD)
4. Sl. # Activities
1 Understand about the Program
Discuss with pre-sales team using the handover note and understand the following
Proposed estimates and detailed effort estimations
Risks at the time of proposal
Unstated customer expectations and Polaris commitments / response
2 Define and Validate Scope of the Program
Define / Validate the scope of the program clearly and the acceptance criteria. Underline
the customer priorities, constraints and preferences in the scope. Document the exclusions
if any.
3 Prepare Contractual commitment Tracker
Understand the signed Contract / SOW / LOI / Purchase order / MSA and translate the
contractual obligations into Contractual commitment Tracker of plan tracker . Document IPR
related points explicitly.
4 Identify Major Milestones and deliverables for the Program
Identify the major milestones for the Program.
Identify the Internal and External Deliverables for the Program based on the SOW.
Identify the development strategy, phases based on project characteristics, costs and
schedules.
5 Identify budgeted project estimates
Identify budgeted effort for the program based on the approved estimates
6 Identify and appoint Project Managers for the contributing projects
Identify and appoint Project Managers and provide orientation on the program.
5. 7 Prepare Program Commitment Document (PCD)
PD/Program manager prepares a Program Commitment Document based on the SOW / MSA
/ LOI / PO with budgeted cost and resources. PCD serves as an internal SOW for the Program.
PCD is mandatory for all programs, regardless of the nature of program, life cycle, billing
type, status of contractual documents (signed or not).
ADD reviews Program Commitment Document with SOW / MSA / LOI / PO to ensure all
relevant aspects are transferred into the PCD.
Approved copy of PCD needs to be handed over to the PMO for P Code creation
Following are the criteria for revising PCD
Change request impacting the PCD in terms of Scope, budget, timelines
Significant changes in team composition
New / Change in commitments
Amendment to SOW/ Renewal of SOW / Contract / PO / MSA
For every scope change in roadmap projects
All versions of PCD need to be signed off and maintained.
8 Handover Program Commitment Document
The PD/Program manager hands over the Program Commitment Document to the PMs and
PMO. PMs ensure that the PCD contains the approved effort, timelines and cost budget
within which the program must be executed. The commitment of Program Manager is to
deliver the program as per the PCD.
Procedure:2.Register the Program in Program Management tool
Create Project code and IP
Email notification is sent to all relevant stakeholders (HR, BSC Head, ADD, PD/Program
manager, QD, IA team, Finance, Account Manager, PM).
Procedure: 3. Plan for Program Initiation
Program Startup Checklist
Revisit Project/Program methodology
Identify Architecture of the Program
6. Revisit Project/Program Estimates - Estimation tool
Revisit Risks - Risk Management Worksheet
Study Alternate Solutions - DAR
The following items should be considered to evaluate each alternative:
Impact on the existing environment
Performance, volume and time considerations
Alternatives of solution approach
Effort and resource estimates for the next phase
Cost/benefit, Pros and cons
Customer Preferences and Constraints
Opportunity Cost
Business and technology risks
Security / Regulatory / Audit requirements
Most popular technology in the application area, Customer Preferences and Constraints,
Opportunity Cost.
After considering the Alternatives, recommend the best option along with justifications.
Prepare Top Level WBS - Program Initiation Report
Identify Major Skill Requirements of the program - Program Plan Tracker
Identify the required Development Environment, Testing Environment and other
requirements
Prepare a draft Program Initiation Report
Procedure: 4. Conduct Program Initiation Meeting
7. Conduct Bootcamp for Programs
o GATE for Solution Engineering methodology / Waterfall methodology
Conduct Program Initiation meeting
o Invite senior management based ob project scroring and complexity requirement
such as BSC Head, AD, PM, QD, PACE Team, CTOO SPC, Platform / Practice Head,
Service / Product Quality Head, Head - Operations HR and BSC HR Director, CTO,
CEO, COO etc
Review / Discuss all these dimensions during the Program Initiation Review
o Program overview, details the scope of the proposed Program/participating
Projects, Budgets, Estimates, Assumptions and Constraints
o Contractual commitments and Acceptance criteria
o CTO contribution - Solution, Design & Architecture, NFR and Infra Genes, all
technology upgrade / porting / migration / re architecture projects (where one
or more applications are expected to be moved to a different technology or
different versions of existing technology)
o Project / service objectives aligning to organization / customer goals
o L0 Architecture
o Design Approach needs to be validated by a panel of experts
o Test approach
o Evaluations of alternatives, recommendation and justifications
o Resource requirements, including Hardware, Software, Staffing and team
composition
o Information Security Management System related checkpoints - ISMS Induction
training, Background check requirements, - Compliance and Security
Requirements of the customer, Data Classification and IP Protection
requirements, Physical Security and Safety requirements, Software / Hardware
Governance, Compliance and Security Risks, BCP Requirements, Customer
insisted Audits
8. o Major Milestones and Project Deliverables. List of hard copy deliverables to
customer based on customer's printing policy
o Issues during Presales handover, Critical Issues highlighted in the Start-up
checklist, if any
o Risk assessment and mitigation planning
o Various customer touch points and the interaction model
o Consider the need for a kick-off meeting with the customer for Konark projects.
As part of kick-off with customer, governance model to be presented, must
include steering committee meeting frequency, and stakeholders commitment to
be obtained.
Program Initiation Workshop / Meeting must be completed within 1 week from the
project commencement.
Obtain commitment for the project milestones / deliverables / timelines from all
relevant stakeholders preferably a sign off mail from all stakeholders.
Update the Program Initiation Report with the deliberations and action points of the
initiation Workshop / Meeting.
Prepare Program Management Plan
Make sure the following are ready post Program initiation ton start Program execution
Approved Program Management Plan
Program and participating projects registered in tools
Approved Program Commitment Document
Program and Support delivery Model
Quantitative Quality Plan
SCM Plan
Risk Management Plan
Checklists and trackers
Review Status Report
MOM
9. #2 Program Execution
The Program Execution Process is used to continuously assess the progress of the Program
vis-à-vis the program management plan and ensure that the all participating teams are making
satisfactory progress towards the Program goals. The purpose is to track all major program
variables - cost, time, scope, and quality of deliverables.
The overall objectives of the process are to:
Track and review actual program accomplishments and results to Program plans.
Revise the Program plan to reflect accomplishments thus far, and to revise the plan for
remaining work, if needed.
Provide visibility into progress as the Program proceeds, so that the team and
management can take corrective action early when program performance varies
significantly from original plans.
This phase involves executing the program management plan and taking
corrective action whenever the program deviated from the plan. In other words, it
involves tracking and controlling the implementation of the project Plan. This phase
incorporates many periodic tasks, such as monitoring project quality and status and
taking corrective steps, if necessary.
Perform Regularly
o Status Monitoring and Control of the program
o Reporting the status to the participating BSCs as planned.
o Conduct Progress Reviews and Communicate with Stakeholders
o Conduct Program Reviews
o Conduct Steering Committee Meeting
o Manage Requirement Changes
o Manage Handovers in the team
o Maintain Program Plans with Corrective actions and revision of program plans
10. o Monitor Commitments
o Monitor Risks
o Monitor the Configuration management activities
o Monitor compliance with the standard organization Process through Quality
facilitation reviews and internal audits
o Monitor Issues and take corrective actions to closure
o Build Interaction Model
Manage Tailoring Options
Identify situations under which some of the procedures or steps mentioned in the process can be
tailored such that it benefits the project in terms of efficiency and productivity.
Program Management Plan contents
1 Introduction
1.1 Purpose & Objectives
1.2 Target audience
1.3 Organization of the document
1.4 Glossary
1.5 References
2 Program Overview
2.1 Business Objectives and general overview
2.2 Problems with the current system
2.3 Scope of the Proposed Solution
2.4 Benefits Realization
2.4.1 Customer Benefits
11. 2.4.2 Company Benefits
2.5 Contractual Commitments
2.6 Stakeholder Involvement
2.7 Program Mission
2.8 Lifecycle Model
2.9 Exclusions
2.10 Acceptance Criteria
2.11 Budgets, Estimates and Schedules
3 Proposed Solution
3.1 Summary of Alternatives
3.2 Recommended Alternative and justification
3.3 Artifacts referred from PAL & Learnings from Role model program
3.4 Critical dependencies and success factors
3.5 Performance Considerations
4 Program Organization & Resource requirements
4.1 Program Organization
4.2 Support Organization
4.3 Solution implementation model
4.4 Governance Model
4.5 Client Interaction model
4.6 Resource requirements
12. 4.7 Infrastructure requirements (Hardware, Software and others)
4.7.1 Hardware requirements (Including desktops)
4.7.2 Software Requirements
4.7.3 Other Requirements
5 Tools and Components
5.1 Re-useable Component
5.2 Training Requirements
5.2.1 Business
5.2.2 Technical
6 Major Milestones and Deliverables
6.1 Major Milestones
6.2 Deliverables (Internal/External)
7 Risks and Mitigation Plan
8 Program Monitoring and Control
8.1 Assumptions
8.2 Dependencies
8.3 Constraints
8.4 Tracking and control Mechanisms
13. 9 Issue Management
9.1 Issue Tracking
9.2 Issue Escalation
10 Program Standards
10.1 Technical Standards
10.2 Performance Standards
10.3 Tailored Options
10.4 Deviations
10.5 Program specific process
10.6 Process improvement
10.7 Knowledge management
10.8 Program closure plan (plan for handover to PEG post warranty support)
10.9 Sign off
Program Management Flowchart
14.
15. Program Monitoring, Review and Closure
Monitor the actual values of the Program planning parameters against the Program management plan
like the attributes of work products and tasks, schedule, cost, effort, size, etc., Monitor involves
measuring the actual values of the above Program planning parameters, compare the actual values to
the estimates in the plan and identify the significant deviations.
Recording actual values of the Program planning parameters includes recording associated contextual
information to help understand the measures. An analysis of the impact that significant deviations have
on determining what corrective actions to take is handled is described in the procedure.