What is a Project and Project Management? This presentation helps you to gain more knowledge about how to manage a project and helps in understanding the Project Life Cycle.
Project management tools and techniquesTata Dinyuy
The different tools and techniques used to plan projects ( both micro and macro projects) including human, material, financial and scheduling techniques (how to draw up Gantt charts, work breakdown schedule, network diagrams and the Program Evaluation and Review Technique)
What is a Project and Project Management? This presentation helps you to gain more knowledge about how to manage a project and helps in understanding the Project Life Cycle.
Project management tools and techniquesTata Dinyuy
The different tools and techniques used to plan projects ( both micro and macro projects) including human, material, financial and scheduling techniques (how to draw up Gantt charts, work breakdown schedule, network diagrams and the Program Evaluation and Review Technique)
This presentation explains the basics of a Project Management Framework (PMF). Why you need one, what the basic phases are, and goals/activities of each phase.
The role and responsibilities of the project manager ProofHub
For aspiring project managers, this slide brings an insight to the roles and responsibilities that a manager needs to perform. So let’s take a look at what it is about being a project manager:
it includes 21 slides, having definition of project, project management, project management cycle.
it also explains all the phases of PMC.
it also includes characteristics, advantages and disadvantages of project management cycle.
Learn the 5 Key Project Management Phases that every project manager knows. Perfect information for those business professionals curious about how project managers plan their projects.
https://mloey.github.io/courses/pmp2017.html
We will discuss the following: Project Management Processes, Initiating Process, Planning Process, Executing Process, Monitoring and controlling Process, Closing Process, Knowledge Areas, Project Management Process and Knowledge Area Mapping
The concepts and processes on how to perform project schedule management according to PMBOK Guide 6th edition. You'll find key concepts and terms, plan schedule management, define activities, sequence activities, estimate activity duration, develop schedule, and control schedule.
PMP Lecture 1: Introduction to Project ManagementMohamed Loey
https://mloey.github.io/courses/pmp2017.html
https://www.youtube.com/watch?v=XUoEr6kee6k&list=PLKYmvyjH53q13_6aS4VwgXU0Nb_4sjwuf&index=1&t=2s
We will discuss the following: History of Project Management, Project Management, Program Management, Portfolio Management, Project Management Office, PMBOK, PMI.
In this chapter, you will learn how to:
✔ Use the Backstage view to open and save Project files.
✔ Work with commands on different tabs of the ribbon interface, the major visual
change introduced in Project 2010.
✔ Use different views to see Project information presented in different ways.
This presentation explains the basics of a Project Management Framework (PMF). Why you need one, what the basic phases are, and goals/activities of each phase.
The role and responsibilities of the project manager ProofHub
For aspiring project managers, this slide brings an insight to the roles and responsibilities that a manager needs to perform. So let’s take a look at what it is about being a project manager:
it includes 21 slides, having definition of project, project management, project management cycle.
it also explains all the phases of PMC.
it also includes characteristics, advantages and disadvantages of project management cycle.
Learn the 5 Key Project Management Phases that every project manager knows. Perfect information for those business professionals curious about how project managers plan their projects.
https://mloey.github.io/courses/pmp2017.html
We will discuss the following: Project Management Processes, Initiating Process, Planning Process, Executing Process, Monitoring and controlling Process, Closing Process, Knowledge Areas, Project Management Process and Knowledge Area Mapping
The concepts and processes on how to perform project schedule management according to PMBOK Guide 6th edition. You'll find key concepts and terms, plan schedule management, define activities, sequence activities, estimate activity duration, develop schedule, and control schedule.
PMP Lecture 1: Introduction to Project ManagementMohamed Loey
https://mloey.github.io/courses/pmp2017.html
https://www.youtube.com/watch?v=XUoEr6kee6k&list=PLKYmvyjH53q13_6aS4VwgXU0Nb_4sjwuf&index=1&t=2s
We will discuss the following: History of Project Management, Project Management, Program Management, Portfolio Management, Project Management Office, PMBOK, PMI.
In this chapter, you will learn how to:
✔ Use the Backstage view to open and save Project files.
✔ Work with commands on different tabs of the ribbon interface, the major visual
change introduced in Project 2010.
✔ Use different views to see Project information presented in different ways.
This presentation by the Children's Rights Council (www.CRCkids.org) helps define the concept of children's rights and includes CRC's very own "Children's Bill of Rights."
Authors: Anitra Stevenson, Marcus Trelaine, with additional help.
Legal Disclaimer:
The legal information provided in this slideshow is for general reference and educational purposes only.
It is the intention of CRCKids.org and the Children's Rights Council to provide a comprehensive resource of useful, accurate general information about the law and help individuals learn more about and strategize their own specific legal needs to make more informed decisions.
Although every effort has been made to ensure that the information presented is helpful, explanations of legal principles have been simplified to present material in an easier to understand format for use by the general public. Moreover, laws can vary considerably in different jurisdictions (from state to state and from county to county) and are subject to frequent changes, as well as diverse interpretations dependent upon the facts unique to a particular situation.
CRCkids.org is not operated by a law firm, nor does the Children's Rights Council claim to be an authority on the legal subject matter contained herein. This slideshow is offered as an instructive guideline and represents one source of information among many, and should not be construed as advice to replace the counsel of a qualified and licensed professional to determine specific legal rights. It is the responsibility of any person or entity using this slideshow to determine the applicable information and facts, and the recommendation of CRCkids.org and the Children's Rights Council to read other material, research additional sources and consult with appropriate legal, financial or clinical professionals before making any decisions that could affect the outcome of a legal proceeding, financial obligation, treatment evaluation, or other important determination.
CRCkids.org and the Children's Rights Council make no representation, guarantee, or warranty (express or implied) as to the legal ability, competence, or quality of representation which may be provided by any attorney, political representative, practitioner, public agency, private service provider or court which are listed herein.
CRCkids.org, along with the Children's Rights Council and its chapters, affiliates and contributors to this slideshow, shall have neither liability nor responsibility to any person or entity with respect to any loss or damage caused or alleged to be caused, directly or indirectly, by the information contained on this slideshow or for any legal representation provided by any person or entity listed in this slideshow.
This was a presentation I built and delivered for an annual Project Management Symposium in 2009. I borrowed heavily from a presentation I did in 2008 at the SAPPHIRE convention in Orlando, but I changed up the stories a bit and linked into some great content by Penelope Sue Greenberg, Ralph H. Greenberg, Yvonne Lederer Antonucci from the Kelly School of Business 2007 titled “Creating & Sustaining Trust in Virtual teams”.
its now on my blog at http://bloomportu.wordpress.com/
From Learning Tree International's workshop at Showcase Ontario 2011.
This presentation will provide information on defining clear Project goals & cover these 5 objectives:
Why we need clear project goals
The project life cycle
Goal statement and deliverables
Planning and managing implementation
Smooth project closure
Performance Report Grading Guide
PM/582 r4
2Individual Assignment: Performance ReportPurpose of Assignment
At the end of every project, a project manager needs to be able to pull together all of the reporting done throughout the project’s life cycle to create a cohesive report. This report is given to stakeholders, the project team, and even those outside of the project. This assignment focuses on the development of that performance report and includes metrics to illustrate whether or not the project was a success.
Resources Required
University of Phoenix Material: Performance Report TemplateGrading Guide
Content
Met
Partially Met
Not Met
Comments:
The student creates a full performance report for the OLLO Case Study using the modified information from previous weeks.
The student indicates the stakeholders who would receive the report.
The student includes specific metrics on the performance report to demonstrate if the project was successful or not at the time of reporting.
The student includes an approximately 200- to 250-word explanation in each area of the template to help indicate what each of the metrics demonstrate, lessons learned, team functioning throughout the project, etc.
Total Available
Total Earned
10.5
#/10.5
Writing Guidelines
Met
Partially Met
Not Met
Comments:
The paper—including tables and graphs, headings, title page, and reference page—is consistent with APA formatting guidelines and meets course-level requirements.
Intellectual property is recognized with in-text citations and a reference page.
Paragraph and sentence transitions are present, logical, and maintain the flow throughout the paper.
Sentences are complete, clear, and concise.
Rules of grammar and usage are followed including spelling and punctuation.
Total Available
Total Earned
4.5
#/4.5
Assignment Total
#
15
#/15
Additional comments:
Performance Report Template
www.ProjectManagementDocs.com
Performance Report
<Project Name>
Company Name
Street Address
City, State Zip Code
Date
Project Performance Report
Project Cost and Schedule Performance Report
Project:
Date: 05/01/20xx
WBS Element
Planned Value (PV)
Earned Value (EV)
Actual Cost (AC)
Cost Variance (CV)
1.0 Product Planning
$45,000
$43,500
$44,000
($500)
2.0 Product Design
$75,000
$73,000
$71,000
$2,000
3.0 Product Build
$90,000
$90,000
$91,000
($1,000)
4.0 Product Testing
$55,000
5.0 Product Implementation
$35,000
Totals:
$300,000
$206,500
$206,000
$500
1. Current Status of Risks and Issues –
2. Significant Achievements –
3. Challenges Identified -
4. Is this project successful or not? Why? -
5. Team Function (did they perform well or not together as a team and why?) –
6. Lessons Learned – (provide at least 2-3 examples)
PAGE
1
Work Breakdown Structure 1
Work Breakdown Structure
Maria Duplantier, Rinelle Pierce, Dorothea Terry
31 July 2017
PM/582
Professor Mark Block
Executive Summary Comment by Mark Block.
4 Project Goals, Scope, and CharterChaosDigital VisionGe.docxgilbertkpeters11344
4 Project Goals, Scope, and Charter
Chaos/Digital Vision/Getty Images
Learning Objectives
By the end of this chapter, you will be able to:
• Define important project management terms, including project goals, objectives, deliverables, and outcomes,
and understand how they fit into the project planning framework.
• Explain the purpose of strategic planning in linking organizational goals to programs and projects.
• Create project goals, objectives, and metrics.
• Write a project charter and scope of work.
• Discuss constraints and their role in project management.
• Identify aspects of project planning that can affect the success of a project.
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co-cn
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bar81677_04_c04_115-148.indd 115 9/9/14 10:46 AM
Introduction
Pretest
1. The goal of a project is to produce satisfactory deliverables on time and within budget.
a. True
b. False
2. Organizations do not always view projects that exceed their budgets as failures.
a. True
b. False
3. Organizations that avoid committing to long-term goals are more agile and therefore
more effective.
a. True
b. False
4. A statement of project goals describes top management’s expectations for a project.
a. True
b. False
5. Satisfying customers means meeting their service or product requirements.
a. True
b. False
6. The end users who purchase a product from a retail outlet are stakeholders in the
project process.
a. True
b. False
Answers can be found at the end of the chapter.
Introduction
You have probably been part of an organization or team activity that did not appear to have
direction, purpose, or goals. This kind of experience sometimes produces frustration, espe-
cially in organizations that are supposed to have a purpose, simply because people want to
know that they are part of something larger than themselves and that they can make a dif-
ference. Sometimes organizations have goals, but it seems like only top management knows
what they are. This chapter will explore the value of having organizational and project goals
and sharing them with the people charged with realizing them.
This chapter follows up on earlier chapters that dealt with the field of project management,
project phases in the cycle, and organizational design. The chapter will address how projects
are started, how they are aligned with the organization’s goals, and how individual project
goals and objectives are set to serve customers.
Once a project is selected and initiated in phase 1, phase 2 involves defining the project in a
project plan and preparing the project framework for execution. The next five chapters will
address the highlights and critical activities and tools used in this phase. This chapter discusses
important front-end planning activities such as setting project goals and objectives, linking the
H1
sec_n sec_t
bar81677_04_c04_115-148.indd 116 9/9/14 10:46 AM
Section 4.1 Project Goals and Objec.
Pearson HND BTEC Level 5 HNDManaging a Successful Business Pr.docxAASTHA76
Pearson HND BTEC Level 5 HND
Managing a Successful Business Project (MSBP)
LO 1
[email protected]
Managing a Successful Business Project
Learning Outcomes
By the end of this module you will be able to:
Establish project aims, objectives and timeframes based on the chosen theme.
Conduct small-scale research, information gathering and data collection to generate knowledge to support your project.
Present your project and communicate appropriate recommendations based on meaningful conclusions drawn from the evidence findings and/or analysis.
Reflect on the value you have gained from conducting a project and its usefulness to support sustainable organisational performance.
LO1 : Establish project aims, objectives and timeframes based on the chosen theme.
P1 - Devise project aims and objectives for a chosen scenario.
P2 - Produce a project management plan that covers aspects of cost, scope, time, quality, communication, risk and resources.
P3 - Produce a work breakdown structure and a Gantt Chart to provide timeframes and stages for completion.
What is project management and what does it involve?
What is project management and what does it involve?
Most firms day to day operations serve customers through a network of inter connecting business processes, as business volumes change, the loading on these processes can increase or decrease (Nokes et. al. 2003) and there is often a need for some adaption in each process.
There may be a cumulative effect of many adaptions just to change of one of the processes, and as markets are subject to rapid change firms cannot afford to wait for gradual adaptions to take effect, therefore projects are required to provide a structure for making changes at a faster rate.
Nokes et al suggests that “ as markets increase and product cycles shorten the importance of projects will increase”. Projects are required to replace old and inefficient ways of doing things to methods better suited to modern market conditions.
Projects and the management of projects may be needed to tackle new problems.
Benefit of using case studies
In the aftermath of a series of acquisitions and mergers, a large financial services firm found itself attempting to operate with nearly seven hundred job titles for many similar positions due to the continued use of multiple legacy HR systems. The organization wanted to develop and implement a common set of job families and titles that could be used across the entire organization. Realizing the complexity of the task as well as a lack of internal expertise, they decided to seek external resources to carry out the work (Kaplan & Norton, 1996).
In order to begin developing a general overview of the project’s scope and cost, it is often helpful to collect information about how others have approached the same issue. This can be done through informal benchmarking efforts, consulting with colleagues.
An Introduction to Monitoring and Evaluation of Healthcare Projects. Monitoring and Evaluation is an integral component for the success of any donor-funded project as it provides accountability and well-informed decisions through the use of data and plan that guides implementation
Definition of Project, Difference between Project and Program, PMLC, Project Management Life Cycle, Project Manager Vs Line Managers, Challenges in International Projects
The new Proactive SWOT Matrix that I have developed utilises graphical annotation to convey a visual analysis of the information based on their weight and impact, thus providing meaningful evaluation for identifying strengths and opportunities whilst mitigating for weakness and threats based on the competency level and the impact it may have on the project.
Context statement establishes the project's external framework and environment. The context statement defines the role of the project within organisational strategy and its contribution to organisation’s goals and objectives.
The following presentation provides an insight into the importance of Project Rationale and helps learners with ways of constructing a rationale for their project within the organisational context.
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As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
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Accpac to QuickBooks Conversion Navigating the Transition with Online Account...PaulBryant58
This article provides a comprehensive guide on how to
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India Orthopedic Devices Market: Unlocking Growth Secrets, Trends and Develop...Kumar Satyam
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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.
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.
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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.
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
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𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
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[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
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2. Projects are planned and implemented in terms of
their Goals and Objectives set by the Project
Champion and Stakeholders
Goals and Objectives must be clearly defined and
established at the outset.
Goals are outcomes whilst Objectives are activities
that will result in the desired outcome
3. Goal and Objectives can be seen as a contract
between the project manager and sponsors
(Watson, 1998).
not set in stone and can be changed with the
agreement of those involved should the project
requirements change during the process
all changes must be agreed upon between the
project manager and sponsors, and
communicated to project team.
4. what are Project Goals and Objective?
To answer this question three interrelated
queries need to be identified:
• What are the project objectives?
• What are the outputs from project?
• What are the criteria for assessing project success?
Bee and Bee (1997) argue that the answer to above
queries provide the vital foundation for successful
completion of all subsequent project stages
5. Project Objectives need to be aligned with organisational,
team, and individual Objectives to ensure that common
focus is set on common goals (Bee and Bee, 1997).
To ensure successful alignment following
issues need to be considered:
•Organisational objectives
•Team Objectives
•Individual Objectives
Organisational Objectives are outcomes that the Firm want
to achieve. Project Objectives are the activities involved in
achieving the Firm’s goals (Field and Keller, 1998).
6. Objectives are the underlying basis for the project
activities and express goals in SMART terms
They specify what the outcome will be and what
activities are required for agreed gaols
They state final outcomes in terms of improved
percentages/ratios, or new products/processes
Objectives help define the project in terms of its
purpose and perceived benefits, therefore it need to
contain both quantitative and qualitative information
(Turner, 1997).
7. Objectives need to be SMART:
•Specific: clearly stated with specific outcomes.
•Measureable: so the end of each objective can be
identified and measured against success criteria
•Achievable: attainable given the available
resources, time, and technology, in accordance with
required quality.
•Realistic: sensible, pragmatic, and prioritised
activities for achieving set goals.
•Timely: planned and attained tasks according to
base line and prioritisation of hierarchy of needs.
8. Objectives are developed within the limits set by the project triple
constraints – also known as primary objectives - of time,
resources, and scope, in accordance with required quality for
project output
Cost
Quality
Time Scope
Smith (2008) argues that satisfying all three primary objectives in
full is almost impossible. Preferences must be applied in deciding
the relative importance of each constraint in relation to goals.
9. Goals are desired outcomes whilst Objectives are a set of activities
for achieving goals.
They need to be developed and established at the outset and
communicated to everyone involved.
Project goals and objectives must be aligned with organisational
goals and objectives in order to gain approval and contribute to
overall organisational strategy.
Objectives should be SMART and set within the limits of triple
constraint.
Goals are broad long term outcomes and objectives are specific
measurable short term activities that will articulate project goals.
11. References
Bee, R, and Bee, F, 1997, Project Management The People Challenge,
London, Cromwell Press
Field, M, and Keller L, 1998, Project Management, London,
International Thomson Business Press
Meredith, J. R., and Mantel, S. J., 1995, Project Management A
Managerial Approach, 3rd Ed, USA, Wiley and Sons. Inc.
Smith, N. J., 2008, Engineering Project Management, Oxford, 3rd Ed,
Blackwell Publishing Ltd
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