You are home at night and have switched on the TV after dinner and one of the many CSI or Law & Order shows is on. The ATM camera has captured a snapshot of the “bad guy” and it is now thrown into the photo recognition software and a potential suspect’s picture and profile appears on the screen. The underlying software uses a set of mathematical techniques to create a set of eigenpictures that make this otherwise complex pattern recognition possible. Similarly eigenvoices are created in voice recognition systems.
My most recent paper explores one possible way to identify “patterns” in complex projects utilizing the same techniques.
Large scale projects, especially capital construction projects, are notoriously difficult to manage. Project managers, or other stakeholders, require techniques to quickly assess a current state of their project and to better anticipate likely performance trajectories. Ideally, project managers would be able to quickly compare their project against historical projects or known best practices in order to benefit from the wealth of prior experience that exists. Unfortunately, there are very few techniques currently available to project managers that allow them to recognize the project’s state as being similar to circumstances related to other projects.
Project Simplification through Metric AnalysisAcumen
A white paper on the benefits of using project metrics to analyze the health and quality of your projects. In addition, this paper introduces the patented approach of project ribbons for simplified project slice and dice reporting.
1Dr. LaMar D. Brown PhD, MBAExecutive MSITUnivEttaBenton28
1
Dr. LaMar D. Brown PhD, MBA
Executive MSIT
University of the Cumberlands
Course: 2019-SPR-IG-ITS530-21: 2019_SPR_IG_Analyzing and Visualizing Data_21
Chapter Readings Reflections Journal
Chapter 1: Defining Data Visualization
Summary
In Chapter 1, the author Mr. Kirk describes about the concept of Data Visualization. Data visualization was defined as the visual analysis and communication of data. The chapter also included the historical background survey definition of data visualization by various other authors.
Also, in the book was a set of fascinating recipes that of the components in that involve in the definition. The type of data that is required to be visually analyzed is important before it is being subjected to further processing before visualization.
Mr. Kirk also emphasized the significance of the art and science of making data analysis a fun filled technical and an analytical reading that encourages the use of human perception to make decisions in assistance of visual treats that come in the form of graphs, pie charts among others. The science of data visualization is defined with the implication of truth, evidence and rules that govern the process of visualizing a set of data that can be quintessential in determining the path of an enterprise or an organization.
Highlights:
Upon reading the chapter 1 in this book that was in depth into data visualization, I was able to grasp essential technical and analytical definitions and can say they are quiet telling in terms of the importance on the concept and visual representation of the definitions. The use of some of the citations was a key indicator that data visualization can be defined in various ways and can assist in technical improvements if used in way that is beneficial to all parties.
Ideas and thoughts:
The chapter was a thorough analysis of the concept. However, I was also keen on looking for live examples of visual tools or results of analysis inculcated in this defining place of the book. The big positive is the use of the concept of science and art that can be implemented in the day to day activities to introduce data visualization in any area and can help in making decisions that can set a trend for the growth of an organization. In terms of the course, it was a great read to write this review journal and can hopefully add a firm base to the things to come.
Application:
The concept of data visualization can be implemented in my current work environment. As an IT personnel, I deal with the network infrastructure and constantly come across large chunk of data that will need to be analyzed for its usage stats, bandwidth, performance and benefits of choosing the hardware or software accordingly. To best impact this, the monitoring tools such a s NetFlow helps us in verifying bandwidth over utilization or underutilization to perform a set of tasks before troubleshooting any related issues. Now, the concept of data visualization can be implemented here ...
Project Simplification through Metric AnalysisAcumen
A white paper on the benefits of using project metrics to analyze the health and quality of your projects. In addition, this paper introduces the patented approach of project ribbons for simplified project slice and dice reporting.
1Dr. LaMar D. Brown PhD, MBAExecutive MSITUnivEttaBenton28
1
Dr. LaMar D. Brown PhD, MBA
Executive MSIT
University of the Cumberlands
Course: 2019-SPR-IG-ITS530-21: 2019_SPR_IG_Analyzing and Visualizing Data_21
Chapter Readings Reflections Journal
Chapter 1: Defining Data Visualization
Summary
In Chapter 1, the author Mr. Kirk describes about the concept of Data Visualization. Data visualization was defined as the visual analysis and communication of data. The chapter also included the historical background survey definition of data visualization by various other authors.
Also, in the book was a set of fascinating recipes that of the components in that involve in the definition. The type of data that is required to be visually analyzed is important before it is being subjected to further processing before visualization.
Mr. Kirk also emphasized the significance of the art and science of making data analysis a fun filled technical and an analytical reading that encourages the use of human perception to make decisions in assistance of visual treats that come in the form of graphs, pie charts among others. The science of data visualization is defined with the implication of truth, evidence and rules that govern the process of visualizing a set of data that can be quintessential in determining the path of an enterprise or an organization.
Highlights:
Upon reading the chapter 1 in this book that was in depth into data visualization, I was able to grasp essential technical and analytical definitions and can say they are quiet telling in terms of the importance on the concept and visual representation of the definitions. The use of some of the citations was a key indicator that data visualization can be defined in various ways and can assist in technical improvements if used in way that is beneficial to all parties.
Ideas and thoughts:
The chapter was a thorough analysis of the concept. However, I was also keen on looking for live examples of visual tools or results of analysis inculcated in this defining place of the book. The big positive is the use of the concept of science and art that can be implemented in the day to day activities to introduce data visualization in any area and can help in making decisions that can set a trend for the growth of an organization. In terms of the course, it was a great read to write this review journal and can hopefully add a firm base to the things to come.
Application:
The concept of data visualization can be implemented in my current work environment. As an IT personnel, I deal with the network infrastructure and constantly come across large chunk of data that will need to be analyzed for its usage stats, bandwidth, performance and benefits of choosing the hardware or software accordingly. To best impact this, the monitoring tools such a s NetFlow helps us in verifying bandwidth over utilization or underutilization to perform a set of tasks before troubleshooting any related issues. Now, the concept of data visualization can be implemented here ...
Projects in Contemporary Organizations The past several decades ha.docxbriancrawford30935
Projects in Contemporary Organizations The past several decades have been marked by rapid growth in the use of project management as a means by which organizations achieve their objectives. In the past, most projects were external to the organization—building a new skyscraper, designing a commercial ad campaign, launching a rocket—but the growth in the use of projects lately has primarily been in the area of projects internal to organizations: developing a new product, opening a new branch, implementing a new enterprise software system, improving the services provided to customers, and achieving strategic objectives. As exhilarating as outside projects are, successfully executing internal projects is even more satisfying in that the organization has substantially improved its ability to execute more efficiently, effectively, or quickly, resulting in an agency or business that can even better contribute to society while simultaneously enhancing its own competitive strength. Fundamentally, project management provides an organization with powerful tools that improve its ability to plan, implement, and control its activities as well as the ways in which it utilizes its people and resources.
In this introductory chapter to project management, we begin by defining precisely what a project is. Both the objectives and characteristics of projects are also discussed to help further define them. Next, we address the emergence of project management, the forces that have fostered project management, and recent trends in project management. Following this, we describe the project life cycle. Finally, the chapter concludes with an overview of the structure of the remainder of the text.
THE DEFINITION OF A “PROJECT” PMBOK Guide Glossary
Formally, a project may be defined as “A temporary endeavor undertaken to create a unique product, service, or result” (PMBOK, Project Management Institute, 2013, p. 417). Consistent with this definition, there is a rich variety of projects to be found in our society. Although some may argue that the construction of the Tower of Babel or the Egyptian pyramids were some of the first “projects,” it is probable that cavemen formed a project to gather the raw material for mammoth stew. It is certainly true that the construction of Boulder Dam and Edison’s invention of the light bulb were projects by any sensible definition. Modern project management, however, is usually said to have begun with the Manhattan Project. In its early days, project management was used mainly for very large, complex research and development (R & D) projects like the development of the Atlas Intercontinental Ballistic Missile and similar military weapon systems. Massive construction programs were also organized as projects, including the construction of dams, ships, refineries, and freeways.
As the techniques of project management were developed, mostly by the military, the use of project organization began to spread. Private construction firms found t.
Generalized Analysis of Value Behavior over Time
as a
Project Performance Predictor
As projects have grown more complex our performance analysis frameworks have
remained largely unchanged even as newer more powerful tools have become available
to manage and manipulate large volumes of data. Newer analytical tools provide deeper
insights into existing data sets especially from a statistical point of view but we continue
to use traditional project metrics to assess project performance on both a retrospective
as well as prospective basis.
A comparison of the network diagrams produced by manual generation and by the Microsoft Project Software. An argument that manual generation of network diagrams adds value to the MS Project network diagram by providing slack and float values for projects. This helps deliver more effective fast tracking and crashing calculations for resource leveling purposes.
VERIFYING AN IMAGE OBJECTIVES MATRIX FOR MEASURING THE EFFECTS OF PUBLIC RELA...Dariusz Tworzydło
Summary. This article presents the results of comprehensive research on image in the
internal and external environments of an organization. During the research, the method of
measuring the effect of public relations activities, i.e. the image objectives matrix, was also
verified. The above tool is used to determine the image position of an economic entity, and
to identify possible problems the entity must address in the range of its internal and external
communications. The main conclusion is: The research project, completed in three phases
(external, internal, image assessment), enabled us to optimize the dedicated tools for subsequent image studies, making it easy to see the changes closely, taking into account their
direction. ZETO’s management board has received extensive material that, if appropriately
used, will have a direct impact on showing the direction in which the company should be headed in the coming years. The opinions of institutional clients and employees will help to
determine the strategy for future activities.
Project Management Series By Himadri Banerji: The New Frontiers From Himadri ...HIMADRI BANERJI
SDPM is an extension of Critical Chain Project Management, and is practiced widely in Russia.It deals with concepts Resource Critical Path which unlike in CCPM can be multiple, and Resource Productivity depends on country and environment, Success Probability.
Improving Effort Estimation in Agile Software Development ProjectsGedi Siuskus
A key principle in agile software development is to manage changing user needs at different phases of the software project development cycle. It splits the development into smaller iterations (sprints) to keep both developers and customers focused on one of them at the time. By planning and working on small consecutive iterations agile teams reduce uncertainty of changing user needs. However this approach has its drawbacks too. It becomes hard for agile team to plan and estimate the whole project in advance accurately as not much information is available. Therefore agile project planning turns into guesstimation of the effort required. It is based on available information about the system requirements and resources available. This paper proposes a method to improve the agile effort guesstimation by applying functional analysis to size user stories. A number of user stories from a media company are obtained to conduct the case study. The COSMIC method is used to size the user stories in functional points. Next those measurements are later applied to calculate the final project effort. The case study concludes that COSMIC user requirements sizing method can improve effort estimation and benefit agile teams in planning projects.
Keywords: agile, effort estimation, user story, function points, COSMIC.
Assignment 1/AgileProjectCharterTemplateExample.pdf
C Example Project/Program Charter
Template
THIS APPENDIX CONTAINS AN EXAMPLE of a project charter template that can be used to define the
macro layer in a hybrid, managed agile development approach. This template is provided as an
example and is intended to be customized to fit the project and business environment that it is
used in.
Project overview
Background
Provide a brief description of the background behind the problem that the project or program is
intended to address to a sufficient level to allow the reader to understand the context of the problem.
Problem Statement
Provide a brief description of the problem that the project or program is intended to address from a
business or operational management perspective.
Project Vision
Write a concise vision statement that summarizes the purpose and intent of the project and describes
what the world will be like when the project is completed. The vision statement should reflect a bal-
anced view that will satisfy the needs of diverse customers as well as those of the developing organiza-
tion. It may be somewhat idealistic, but it should be grounded in the realities of existing or anticipated
387
388 E X A M P L E P R O J E C T / P R O G R A M C H A R T E R T E M P L AT E
customer markets, enterprise architectures, organizational strategic directions, and cost and resource
limitations. Consider using the following template:
◾ For (target customer)
◾ Who (statement of the need or opportunity)
◾ The (product name)
◾ Is a (product category)
◾ That (key benefit, compelling reason to buy or use)
Success Criteria
What are the success criteria for the project? How do you know if the project has been successful?
Project Approach/Development Process
Identify the development process and/or any deviations from the standard methodology that will be
used for this project or program.
Project plan
This section outlines the plan for managing the project.
Scope
The project scope defines the range of the proposed products and services the project will deliver.
Scope can be represented using a context diagram, an event list, and/or a feature table. Scope might
be subdivided into the scope of the initial product release and planned growth strategies for subse-
quent releases. It is also important to define what the project will not include, so describe limitations
and exclusions, such as product features or characteristics that a stakeholder might anticipate, but
which are not planned to be included in the project.
In Scope
The project scope provides an overview of the user stories that the project will deliver. Scope might be
subdivided into the scope of the initial product release and planned growth strategies for subsequent
releases.
Release Priority Story # Story Name Description
E X A M P L E P R O J E C T /P R O G R A M C H A R T E R T E M P L AT E 389
Out of Scope
It’s also important to define what the ...
Graph-based analysis of resource dependencies in project networksGurdal Ertek
It is a challenge to visualize high dimensional data such as project data to yield new and interesting types of insights. To address this, we augment the traditional PERT network diagram with additional nodes that represent resources, and with arcs from the resource nodes to the activities that use those resources. Subsequently, we apply various graph layout algorithms that can reveal the hidden patterns in the graph data. Finally, we also map various attributes of the activities to the features of activity nodes. We illustrate the applicability and usefulness of our methodology through two case studies, where we visualize data from a benchmark data library and from the real world.
http://ertekprojects.com/gurdal-ertek-publications/
http://ieeexplore.ieee.org/xpl/articleDetails.jsp?arnumber=7363999&newsearch= true&queryText=gurdal%20ertek
bit.ly/1SbBk49
The “Science” versus “Inner World” of Project ManagementGlen Alleman
Project management is concerned with what can be referred to as the “external world.” As project managers we belong to this external world. The discipline of project management is not concerned with our private “inner” thoughts, dreams, and hopes regarding our profession. The science of project management is concerned with the “objective” reality of projects, rather than with the “subjective” experience of that reality.
MBA 6941, Managing Project Teams 1 Course Learning Outco.docxalfredacavx97
MBA 6941, Managing Project Teams 1
Course Learning Outcomes for Unit V
Upon completion of this unit, students should be able to:
2. Analyze the behavioral characteristics of individual project team members.
2.1 Outline the elements of a project schedule and how these elements can be affected by the
behavioral characteristics of project team members.
2.2 Describe key processes of project schedule management in relation to each project team
member and his or her behavioral characteristics.
6. Discuss conflict management and negotiation strategies.
6.1 Describe the implications of the precedence diagram method regarding managing team tasks
and avoiding conflicts.
6.2 Describe the role of the critical path regarding task assignments and the negotiation of resource
allocation within the project team.
Reading Assignment
Chapter 13: Time
Unit Lesson
One of the primary duties of the project manager is to make sure that the project can be completed on time with
the approved schedule while managing other project constraints including the amount of time each team member
has to spend on his or her part of the project. In addition, it is important for a project manager to understand the
behavioral characteristics of each project member in order to assign each individual the tasks that are best suited
for him or her to complete. One of the best ways to do this is to simply talk to people within your organization. Get
to know them and what their capabilities are. Also, speak to others who work with them or have worked with them
in the past, including immediate supervisors. These are the people who will know the strengths and weaknesses
of those you are considering to work with you. You cannot successfully manage a project schedule without a
clear understanding of the project resources and activities.
It is important to know that time is the only “triple constraint” typically owned by the project manager. The
output of time management is an element of keen interest in communications to senior management and
other stakeholders. The project schedule starts with the decomposition of the scope, which is performed by
the team. The project schedule according to the Project Management Institute [PMI] (2013) is one of the
primary sources of team conflicts.
In order to reduce the possibility of these conflicts, some key considerations to keep in mind regarding time
management include the following:
Because time estimates are more accurate if they are based on smaller sizes, estimates should be
based on work breakdown structure (WBS) or how much time they believe a specific portion of the
project should take.
Estimates should be provided by the person that has experience doing the work and not by the
project manager.
Consider historical information such as activities duration estimation, resource estimation, and other
factors from previous and similar projects as they can help with estima.
Application of system life cycle processes to large complex engineering and c...Bob Prieto
The complexity of megaprojects and programs continues to grow and with it the challenges of delivering ever larger and more complex programs. These large complex programs open the door to many new opportunities but also to increased challenges in delivery and sustainment throughout their lifecycle. Prior articles have described the open nature of this large complex program system and compared its attributes to many we find in the world of relativistic physics. These challenges must be addressed recognizing that they arise from a combination of physical, fiscal and human attributes in a realm of complexity which challenges the very foundations of project management theory.
This paper looks at hard systems aspects as contrasted with the soft system aspects more characteristic of an open system. Its purpose is to adapt a systems engineering framework associated with the hard closed elements of these large complex project systems without losing site of the overall open systems nature of large complex programs.
The systems life cycle process codified in ISO 15288 lends itself to application in large complex engineering and construction programs.
Engineering and construction project startupBob Prieto
This paper looks at engineering and construction project startup for three different project execution approaches. While specific to this industry, project professionals in other industries may find it is a good analog for their own efforts.
The paper underscores that:
• Large complex projects require strong foundations
• A day at the beginning of a project is just as valuable as a day at the end
• Strong project foundations are built during project startup
• Vertical startup is enabled by the use of a dedicated startup team
• Project startup should consider lessons learned on other projects
This paper addresses project startup for three general types of contracts:
• Pure design or engineering contracts typically performed for the Owner
• Design/build contracts performed for the Owner but recognizes that engineering may be undertaken by an engineering subcontractor within the D/B team
• Pure construction contract
Projects in Contemporary Organizations The past several decades ha.docxbriancrawford30935
Projects in Contemporary Organizations The past several decades have been marked by rapid growth in the use of project management as a means by which organizations achieve their objectives. In the past, most projects were external to the organization—building a new skyscraper, designing a commercial ad campaign, launching a rocket—but the growth in the use of projects lately has primarily been in the area of projects internal to organizations: developing a new product, opening a new branch, implementing a new enterprise software system, improving the services provided to customers, and achieving strategic objectives. As exhilarating as outside projects are, successfully executing internal projects is even more satisfying in that the organization has substantially improved its ability to execute more efficiently, effectively, or quickly, resulting in an agency or business that can even better contribute to society while simultaneously enhancing its own competitive strength. Fundamentally, project management provides an organization with powerful tools that improve its ability to plan, implement, and control its activities as well as the ways in which it utilizes its people and resources.
In this introductory chapter to project management, we begin by defining precisely what a project is. Both the objectives and characteristics of projects are also discussed to help further define them. Next, we address the emergence of project management, the forces that have fostered project management, and recent trends in project management. Following this, we describe the project life cycle. Finally, the chapter concludes with an overview of the structure of the remainder of the text.
THE DEFINITION OF A “PROJECT” PMBOK Guide Glossary
Formally, a project may be defined as “A temporary endeavor undertaken to create a unique product, service, or result” (PMBOK, Project Management Institute, 2013, p. 417). Consistent with this definition, there is a rich variety of projects to be found in our society. Although some may argue that the construction of the Tower of Babel or the Egyptian pyramids were some of the first “projects,” it is probable that cavemen formed a project to gather the raw material for mammoth stew. It is certainly true that the construction of Boulder Dam and Edison’s invention of the light bulb were projects by any sensible definition. Modern project management, however, is usually said to have begun with the Manhattan Project. In its early days, project management was used mainly for very large, complex research and development (R & D) projects like the development of the Atlas Intercontinental Ballistic Missile and similar military weapon systems. Massive construction programs were also organized as projects, including the construction of dams, ships, refineries, and freeways.
As the techniques of project management were developed, mostly by the military, the use of project organization began to spread. Private construction firms found t.
Generalized Analysis of Value Behavior over Time
as a
Project Performance Predictor
As projects have grown more complex our performance analysis frameworks have
remained largely unchanged even as newer more powerful tools have become available
to manage and manipulate large volumes of data. Newer analytical tools provide deeper
insights into existing data sets especially from a statistical point of view but we continue
to use traditional project metrics to assess project performance on both a retrospective
as well as prospective basis.
A comparison of the network diagrams produced by manual generation and by the Microsoft Project Software. An argument that manual generation of network diagrams adds value to the MS Project network diagram by providing slack and float values for projects. This helps deliver more effective fast tracking and crashing calculations for resource leveling purposes.
VERIFYING AN IMAGE OBJECTIVES MATRIX FOR MEASURING THE EFFECTS OF PUBLIC RELA...Dariusz Tworzydło
Summary. This article presents the results of comprehensive research on image in the
internal and external environments of an organization. During the research, the method of
measuring the effect of public relations activities, i.e. the image objectives matrix, was also
verified. The above tool is used to determine the image position of an economic entity, and
to identify possible problems the entity must address in the range of its internal and external
communications. The main conclusion is: The research project, completed in three phases
(external, internal, image assessment), enabled us to optimize the dedicated tools for subsequent image studies, making it easy to see the changes closely, taking into account their
direction. ZETO’s management board has received extensive material that, if appropriately
used, will have a direct impact on showing the direction in which the company should be headed in the coming years. The opinions of institutional clients and employees will help to
determine the strategy for future activities.
Project Management Series By Himadri Banerji: The New Frontiers From Himadri ...HIMADRI BANERJI
SDPM is an extension of Critical Chain Project Management, and is practiced widely in Russia.It deals with concepts Resource Critical Path which unlike in CCPM can be multiple, and Resource Productivity depends on country and environment, Success Probability.
Improving Effort Estimation in Agile Software Development ProjectsGedi Siuskus
A key principle in agile software development is to manage changing user needs at different phases of the software project development cycle. It splits the development into smaller iterations (sprints) to keep both developers and customers focused on one of them at the time. By planning and working on small consecutive iterations agile teams reduce uncertainty of changing user needs. However this approach has its drawbacks too. It becomes hard for agile team to plan and estimate the whole project in advance accurately as not much information is available. Therefore agile project planning turns into guesstimation of the effort required. It is based on available information about the system requirements and resources available. This paper proposes a method to improve the agile effort guesstimation by applying functional analysis to size user stories. A number of user stories from a media company are obtained to conduct the case study. The COSMIC method is used to size the user stories in functional points. Next those measurements are later applied to calculate the final project effort. The case study concludes that COSMIC user requirements sizing method can improve effort estimation and benefit agile teams in planning projects.
Keywords: agile, effort estimation, user story, function points, COSMIC.
Assignment 1/AgileProjectCharterTemplateExample.pdf
C Example Project/Program Charter
Template
THIS APPENDIX CONTAINS AN EXAMPLE of a project charter template that can be used to define the
macro layer in a hybrid, managed agile development approach. This template is provided as an
example and is intended to be customized to fit the project and business environment that it is
used in.
Project overview
Background
Provide a brief description of the background behind the problem that the project or program is
intended to address to a sufficient level to allow the reader to understand the context of the problem.
Problem Statement
Provide a brief description of the problem that the project or program is intended to address from a
business or operational management perspective.
Project Vision
Write a concise vision statement that summarizes the purpose and intent of the project and describes
what the world will be like when the project is completed. The vision statement should reflect a bal-
anced view that will satisfy the needs of diverse customers as well as those of the developing organiza-
tion. It may be somewhat idealistic, but it should be grounded in the realities of existing or anticipated
387
388 E X A M P L E P R O J E C T / P R O G R A M C H A R T E R T E M P L AT E
customer markets, enterprise architectures, organizational strategic directions, and cost and resource
limitations. Consider using the following template:
◾ For (target customer)
◾ Who (statement of the need or opportunity)
◾ The (product name)
◾ Is a (product category)
◾ That (key benefit, compelling reason to buy or use)
Success Criteria
What are the success criteria for the project? How do you know if the project has been successful?
Project Approach/Development Process
Identify the development process and/or any deviations from the standard methodology that will be
used for this project or program.
Project plan
This section outlines the plan for managing the project.
Scope
The project scope defines the range of the proposed products and services the project will deliver.
Scope can be represented using a context diagram, an event list, and/or a feature table. Scope might
be subdivided into the scope of the initial product release and planned growth strategies for subse-
quent releases. It is also important to define what the project will not include, so describe limitations
and exclusions, such as product features or characteristics that a stakeholder might anticipate, but
which are not planned to be included in the project.
In Scope
The project scope provides an overview of the user stories that the project will deliver. Scope might be
subdivided into the scope of the initial product release and planned growth strategies for subsequent
releases.
Release Priority Story # Story Name Description
E X A M P L E P R O J E C T /P R O G R A M C H A R T E R T E M P L AT E 389
Out of Scope
It’s also important to define what the ...
Graph-based analysis of resource dependencies in project networksGurdal Ertek
It is a challenge to visualize high dimensional data such as project data to yield new and interesting types of insights. To address this, we augment the traditional PERT network diagram with additional nodes that represent resources, and with arcs from the resource nodes to the activities that use those resources. Subsequently, we apply various graph layout algorithms that can reveal the hidden patterns in the graph data. Finally, we also map various attributes of the activities to the features of activity nodes. We illustrate the applicability and usefulness of our methodology through two case studies, where we visualize data from a benchmark data library and from the real world.
http://ertekprojects.com/gurdal-ertek-publications/
http://ieeexplore.ieee.org/xpl/articleDetails.jsp?arnumber=7363999&newsearch= true&queryText=gurdal%20ertek
bit.ly/1SbBk49
The “Science” versus “Inner World” of Project ManagementGlen Alleman
Project management is concerned with what can be referred to as the “external world.” As project managers we belong to this external world. The discipline of project management is not concerned with our private “inner” thoughts, dreams, and hopes regarding our profession. The science of project management is concerned with the “objective” reality of projects, rather than with the “subjective” experience of that reality.
MBA 6941, Managing Project Teams 1 Course Learning Outco.docxalfredacavx97
MBA 6941, Managing Project Teams 1
Course Learning Outcomes for Unit V
Upon completion of this unit, students should be able to:
2. Analyze the behavioral characteristics of individual project team members.
2.1 Outline the elements of a project schedule and how these elements can be affected by the
behavioral characteristics of project team members.
2.2 Describe key processes of project schedule management in relation to each project team
member and his or her behavioral characteristics.
6. Discuss conflict management and negotiation strategies.
6.1 Describe the implications of the precedence diagram method regarding managing team tasks
and avoiding conflicts.
6.2 Describe the role of the critical path regarding task assignments and the negotiation of resource
allocation within the project team.
Reading Assignment
Chapter 13: Time
Unit Lesson
One of the primary duties of the project manager is to make sure that the project can be completed on time with
the approved schedule while managing other project constraints including the amount of time each team member
has to spend on his or her part of the project. In addition, it is important for a project manager to understand the
behavioral characteristics of each project member in order to assign each individual the tasks that are best suited
for him or her to complete. One of the best ways to do this is to simply talk to people within your organization. Get
to know them and what their capabilities are. Also, speak to others who work with them or have worked with them
in the past, including immediate supervisors. These are the people who will know the strengths and weaknesses
of those you are considering to work with you. You cannot successfully manage a project schedule without a
clear understanding of the project resources and activities.
It is important to know that time is the only “triple constraint” typically owned by the project manager. The
output of time management is an element of keen interest in communications to senior management and
other stakeholders. The project schedule starts with the decomposition of the scope, which is performed by
the team. The project schedule according to the Project Management Institute [PMI] (2013) is one of the
primary sources of team conflicts.
In order to reduce the possibility of these conflicts, some key considerations to keep in mind regarding time
management include the following:
Because time estimates are more accurate if they are based on smaller sizes, estimates should be
based on work breakdown structure (WBS) or how much time they believe a specific portion of the
project should take.
Estimates should be provided by the person that has experience doing the work and not by the
project manager.
Consider historical information such as activities duration estimation, resource estimation, and other
factors from previous and similar projects as they can help with estima.
Application of system life cycle processes to large complex engineering and c...Bob Prieto
The complexity of megaprojects and programs continues to grow and with it the challenges of delivering ever larger and more complex programs. These large complex programs open the door to many new opportunities but also to increased challenges in delivery and sustainment throughout their lifecycle. Prior articles have described the open nature of this large complex program system and compared its attributes to many we find in the world of relativistic physics. These challenges must be addressed recognizing that they arise from a combination of physical, fiscal and human attributes in a realm of complexity which challenges the very foundations of project management theory.
This paper looks at hard systems aspects as contrasted with the soft system aspects more characteristic of an open system. Its purpose is to adapt a systems engineering framework associated with the hard closed elements of these large complex project systems without losing site of the overall open systems nature of large complex programs.
The systems life cycle process codified in ISO 15288 lends itself to application in large complex engineering and construction programs.
Engineering and construction project startupBob Prieto
This paper looks at engineering and construction project startup for three different project execution approaches. While specific to this industry, project professionals in other industries may find it is a good analog for their own efforts.
The paper underscores that:
• Large complex projects require strong foundations
• A day at the beginning of a project is just as valuable as a day at the end
• Strong project foundations are built during project startup
• Vertical startup is enabled by the use of a dedicated startup team
• Project startup should consider lessons learned on other projects
This paper addresses project startup for three general types of contracts:
• Pure design or engineering contracts typically performed for the Owner
• Design/build contracts performed for the Owner but recognizes that engineering may be undertaken by an engineering subcontractor within the D/B team
• Pure construction contract
I have previously written about the transition that I believe is necessary in project management thinking related to large complex projects. In those writing I describe the shift as analogous to the shift from Newtonian to relativistic physics. Subsequently, I have compared the nature of large complex programs to open systems. Reflecting back, classical project management theory was very much based on closed systems thinking and early applications of systems thinking to projects and engineering was also very much based on closed systems thinking.
This is analogous to the closed systems of Newton and Einstein’s correction of his original General Theory of Relativity through the introduction of the cosmological constant to close a system which he believed behaved mechanistically and not expanding. In hindsight the cosmological constant was not necessary but does suggest some properties of the universe and became relevant in explaining an accelerating expansion of the universe. Subsequently, there was at least one special case where the deterministic nature of a closed system broke down when considering General Relativity suggesting at least some open nature to this system.
Systems nature of large complex projectsBob Prieto
This paper explores the system characteristics and behaviors of large engineering and construction programs with a particular focus on those that would be characterized as complex. It recognizes the interrelated and interacting elements of both programs and projects as they strive to form a complex whole. Large complex programs and projects are not well bounded as classical project management theory as espoused by Taylor, Gantt and Fayol would have us believe but rather behave in both independent and interconnected ways in a dynamic systems environment.
Large complex programs demonstrate the evolutionary nature of all complex systems; uncertainty; and emergence that comes with human actions and interactions. They struggle from insufficient situational awareness, treating the program to be more well-bounded than reality would suggest and using simplified models to understand the complexity inherent in execution. Best practices from project management literature were typically not derived from such environments and, worse, have fallen short on other large complex programs and projects.
In the engineering and construction industry governance needs and requirements exist at
multiple levels. These include:
• Governmental and industry level governance (laws, regulations, codes, standards)
• Enterprise level (encompassing social (stakeholder), political, economic (market,
shareholder, financial institutions), cultural (corporate and national/local),
technological)
• Portfolio and programs
• Project
This paper focuses on the portfolio and program level, collectively referred to as program in
this paper.
Strengthen outcome based capital project deliveryBob Prieto
Over the course of my career I have looked at a number of underperforming mega-projects. In every instance there was a common element of underperformance, the lack of clarity around the strategic business outcomes to be accomplished. Conversely, some of the best performing projects exhibited high clarity of recognized and shared outcomes.
This paper looks at the imperative to continue the shift to outcomes based contracts versus more traditional output based contracting forms. This shift is discussed from the perspective of the engineering and construction industry in the United States but draws upon the experience in other countries and other sectors.
Today’s infrastructure and facilities are “smart”. At least that is our objective as we seek to enhance lifecycle performance and capital efficiency. These “smart” facilities transcend any given sector and bring new challenges to the engineering and construction industry. In some ways our more traditional projects are today outcomes focused or capabilities delivering IT projects with bits of concrete and steel wrapped around them!
This “smart” focus is not limited to just a technology and systems dimension but goes further, demanding an increased and increasing environmental, social and governance (ESG) focus as well. Together “smart” and ESG create a greatly expanded set of interfaces for program and project managers to manage.
Rework in Engineering & Construction ProjectsBob Prieto
This paper is focused on engineering and construction projects which will experience increased emphasis as nations increase their focus on economic stimulus and climate change. It deals narrowly with the inevitable rework these projects often experience and which contributes to the cost and schedule growth we all too often witness. The objective of this paper is to:
• Categorize rework factors into four broad categories – project, human, organizational and complexity
• Identify rework impacts not just on cost and schedule but importantly morale and trust.
• Recognize that strategies exist to reduce the potential for required rework
• Suggest four dozen control points.
In this paper I will attempt to:
• Outline some of the systems of systems challenges that we will likely face.
• Discuss the emergent nature of both the challenges as well as the potential resultant outcomes.
• Draw attention to some of the driving forces acting both on this system of systems as well as the national and sectoral programs that may emerge to respond to this challenge.
• Highlight some of the feedback loops which may exist or emerge from both apparent and hidden coupling.
• Discuss system of system risks, program risks and where our perceptions and appetite for such risks may change over time.
• Outline some particular challenges for program managers as they are engaged in addressing this challenge.
A growing world requires improved and expanded infrastructure. Juxtapose that with the need for massive public investment driven by pandemic created economic weakness and the prospects for significant investment in infrastructure is improved, but as history has taught us not necessarily assured.
We have been through other infrastructure stimulus programs focused on so-called shovel ready projects and have been disappointed. But whether we define them as “shovel ready” or otherwise we need infrastructure projects, especially the largest of them, to be successful.
In this paper we will look at common reasons large scale infrastructure projects fail and importantly suggest some strategies and tactics to improve their success rate.
This paper builds on my beliefs that the prevailing theory of project management has failed us with respect to large complex projects. I have written extensively on this including highlighting that the assumptions of Gantt and Fayol fall short at scale and complexity. In this paper I examine the successes that underpin modern project management theory and seek to understand how the resulting approach to project management has failed to deliver comparable successes with regularity. As I explored these questions, I sought to understand the unique characteristics of the Atlas and Polaris missile programs; the subsequent institutionalization of the perceived success factors; and importantly, did perception and reality align. In other words, have we made an incomplete set of assumptions and institutionalized them?
Impact of correlation on risks in programs and projects Bob Prieto
One of the most under considered elements of cost and schedule risk is the correlation that exists within various WBS elements of a project or across projects comprising a program. Failure to adequately consider correlation between various activities and projects compounds the impact of other factors present in large complex projects.
This paper looks at the special case of decision making under uncertainty. The relationship between uncertainty and complexity is explored as is their joint relationship with large complex projects. The importance of getting these projects well founded from an ability to manage uncertainty is discussed and the aspects of these strong foundations is described
Post Dorian Engineering & Construction in the BahamasBob Prieto
As the task of recovery and rebuilding in the Bahamas post hurricane Dorian begins, it is important to understand that it cannot be business as usual. The increasing frequency and severity of hurricanes, driven by global climate change, cannot be ignored. Building codes will have to be further strengthened and development in coastal areas rethought.
Debating project decisions in an ai enabled environmentBob Prieto
I had the opportunity to watch the first debate between AI powered IBM Debater and a recognized human expert debater. I will not spoil the outcome for those who have not yet watched the debate but I will underscore one key aspect - all learned more about both sides of the position as a result of the debate.
We have seen a construct for the management of large
complex projects laid out in the earlier chapters. In these chapters we will simply lay out some of the main concepts and
considerations for a practitioner. Each of these can be more
extensively developed.
In the world of physics, classical theory breaks down at
scale. Conventional project management theory similarly
seems to break down at scale. The theoretical construct I
have been building to in this book is very much focused on this
project realm where scale and complexity rule.
In developing this theoretical construct I have essentially
considered three simple hypotheses, the first of which is:
Large complex projects are not well served by
conventional project management theory and
practice.
This hypothesis was demonstrated at the outset of this
book and the differential behavior between large and
traditionally scaled projects has been previously noted.
The second hypothesis considered relates to the Theory of
Management as applied to the management of projects. In
simplest terms this hypothesis says:
- The Theory of Project Management does not draw
fully on the richness of the Theory of Management
This hypothesis is demonstrated as we explored the
extensions of the Theory of Management to address chaos and
complexity and the more limited extensions of project
management theory.
The third and final hypothesis we considered focused on
the Theory of Projects, positing:
Large complex projects have significantly different
attributes than the more traditional projects which
comprise the basis for classical project management
theory
This chapter summarizes various aspects of large
projects and provides a foundation to consider what a new
Theory of Project Management for large complex projects may
look like.
In this chapter we will look at a few of the project attributes
that we observe in large complex projects and suggest they
may serve as a basis for a neo-classical Theory of Large
Complex Projects.
Theory of Management of Large Complex Projects - Chapter 7Bob Prieto
The world of large complex projects is challenging to say the least with a majority of these projects significantly under performing. It is this weak performance regime that underpins the key premise of "Theory of Management of Large Complex Projects" – project management theory as it currently exists and is applied to large complex projects falls short, significantly short, of what these projects require.
I have decided to serialize this book for the benefit of those interested in better understanding and improving project performance. If you are interested in purchasing a copy of the 400 page paperback you may click on http://www.lulu.com/us/en/shop/bob-prieto/theory-of-management-of-large-complex-projects/paperback/product-22342232.html
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
Remote sensing and monitoring are changing the mining industry for the better. These are providing innovative solutions to long-standing challenges. Those related to exploration, extraction, and overall environmental management by mining technology companies Odisha. These technologies make use of satellite imaging, aerial photography and sensors to collect data that might be inaccessible or from hazardous locations. With the use of this technology, mining operations are becoming increasingly efficient. Let us gain more insight into the key aspects associated with remote sensing and monitoring when it comes to mining.
Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.