Describe an overall framework for project integration management as
it relates to the other project management knowledge areas and the
project life cycle
Project communications management involves identifying stakeholders, planning communications, distributing information, managing stakeholder expectations, and reporting performance. Effective communication is key, as project managers spend most of their time communicating. The communication process includes encoding messages, transmitting messages through a medium which can include noise, and decoding the message. Planning communications involves analyzing requirements, selecting communication methods and models. Information is then distributed according to the plan using various written and verbal techniques. Stakeholder expectations are managed through applying communication and interpersonal skills. Performance is reported using tools like Gantt charts and S-curves.
Manage Stakeholder Engagement involves communicating and working with stakeholders to meet their needs, address issues, and foster involvement. It allows the project manager to increase support and minimize resistance. Key inputs include the project management plan, project documents, enterprise environmental factors, and organizational process assets. Tools include expert judgment, communication skills, meetings, and interpersonal skills. Outputs include change requests, updates to the project management plan and project documents.
Project communication management involves planning, collecting, distributing, and managing project information. The key processes are:
1. Plan Communications Management - Developing a communication plan based on stakeholder needs and a communication requirements analysis.
2. Manage Communications - Creating, distributing, and storing project information according to the communication plan using various communication methods and technology.
3. Control Communications - Monitoring and controlling communications throughout the project to ensure stakeholder information needs are met. This includes reviewing performance reports, issues logs, and work performance data.
The document discusses prototype modeling. A prototype is a preliminary model or version of a final product that is created to test concepts or processes. There are several types of prototyping including throwaway, evolutionary, incremental, and extreme prototyping. The prototype modeling process involves requirements gathering, quick design, building the prototype, customer evaluation, review and updates. Prototypes allow users to provide feedback early in the development process and help reduce costs, time, and risks.
The document discusses various aspects of software maintenance including:
1. Software maintenance is the modification of software after delivery to correct bugs, improve performance, or adapt to changes. It includes activities like corrective, perfective, adaptive, and preventive maintenance.
2. Important reasons for software maintenance include adapting to changing environments, fixing bugs, and improving performance with upgrades.
3. Common software maintenance models include the quick fix model, iterative enhancement model, reuse model, Boehm's model, and Taute maintenance model. Each has different processes and advantages.
Describe the five project management process groups, the typical level of activity for each, and the interactions among them
http://sif.uin-suska.ac.id/
http://fst.uin-suska.ac.id/
http://www.uin-suska.ac.id/
A business case is an argument, usually documented, that is intended to convince a decision maker to approve some kind of action. The document itself is sometimes referred to as a business case.
PMP Training - 08 project quality managementejlp12
This document discusses project quality management. It defines quality as the degree to which a project fulfills requirements. Quality management aims to create policies and procedures to ensure the project meets customer needs. The key aspects of quality management covered are planning quality, performing quality assurance to ensure standards are followed, and performing quality control to monitor results and recommend improvements. Quality planning techniques include cost-benefit analysis, design of experiments, and statistical sampling. Quality control uses tools like control charts, cause-and-effect diagrams, histograms, Pareto charts, and run charts. The output is a quality management plan that monitors and controls quality.
Project communications management involves identifying stakeholders, planning communications, distributing information, managing stakeholder expectations, and reporting performance. Effective communication is key, as project managers spend most of their time communicating. The communication process includes encoding messages, transmitting messages through a medium which can include noise, and decoding the message. Planning communications involves analyzing requirements, selecting communication methods and models. Information is then distributed according to the plan using various written and verbal techniques. Stakeholder expectations are managed through applying communication and interpersonal skills. Performance is reported using tools like Gantt charts and S-curves.
Manage Stakeholder Engagement involves communicating and working with stakeholders to meet their needs, address issues, and foster involvement. It allows the project manager to increase support and minimize resistance. Key inputs include the project management plan, project documents, enterprise environmental factors, and organizational process assets. Tools include expert judgment, communication skills, meetings, and interpersonal skills. Outputs include change requests, updates to the project management plan and project documents.
Project communication management involves planning, collecting, distributing, and managing project information. The key processes are:
1. Plan Communications Management - Developing a communication plan based on stakeholder needs and a communication requirements analysis.
2. Manage Communications - Creating, distributing, and storing project information according to the communication plan using various communication methods and technology.
3. Control Communications - Monitoring and controlling communications throughout the project to ensure stakeholder information needs are met. This includes reviewing performance reports, issues logs, and work performance data.
The document discusses prototype modeling. A prototype is a preliminary model or version of a final product that is created to test concepts or processes. There are several types of prototyping including throwaway, evolutionary, incremental, and extreme prototyping. The prototype modeling process involves requirements gathering, quick design, building the prototype, customer evaluation, review and updates. Prototypes allow users to provide feedback early in the development process and help reduce costs, time, and risks.
The document discusses various aspects of software maintenance including:
1. Software maintenance is the modification of software after delivery to correct bugs, improve performance, or adapt to changes. It includes activities like corrective, perfective, adaptive, and preventive maintenance.
2. Important reasons for software maintenance include adapting to changing environments, fixing bugs, and improving performance with upgrades.
3. Common software maintenance models include the quick fix model, iterative enhancement model, reuse model, Boehm's model, and Taute maintenance model. Each has different processes and advantages.
Describe the five project management process groups, the typical level of activity for each, and the interactions among them
http://sif.uin-suska.ac.id/
http://fst.uin-suska.ac.id/
http://www.uin-suska.ac.id/
A business case is an argument, usually documented, that is intended to convince a decision maker to approve some kind of action. The document itself is sometimes referred to as a business case.
PMP Training - 08 project quality managementejlp12
This document discusses project quality management. It defines quality as the degree to which a project fulfills requirements. Quality management aims to create policies and procedures to ensure the project meets customer needs. The key aspects of quality management covered are planning quality, performing quality assurance to ensure standards are followed, and performing quality control to monitor results and recommend improvements. Quality planning techniques include cost-benefit analysis, design of experiments, and statistical sampling. Quality control uses tools like control charts, cause-and-effect diagrams, histograms, Pareto charts, and run charts. The output is a quality management plan that monitors and controls quality.
This document discusses project communication management. It emphasizes that project managers spend most of their time communicating with stakeholders, and that effective communication is vital. It outlines various communication methods, both formal and informal, written and oral. It also describes planning communications management, including developing a communications management plan that identifies information needs, responsible parties, and communication methods for stakeholders. The plan is implemented during the manage communications process, which involves status reporting, project records, and ensuring optimal information flow. Communication is controlled by monitoring information flow and triggering improvements to planning or management of communications.
Project integration management involves identifying, defining, combining, and coordinating the various project management processes. It includes developing the project charter, project management plan, directing and managing project work, monitoring and controlling project work, performing integrated change control, and closing the project or phase. The key processes involve developing documents like the project charter and management plan, tracking project progress, managing changes, and finalizing the project.
Chapter01 the systems development environmentDhani Ahmad
This document discusses information systems analysis and design. It covers the modern systems development approach, which includes both process-oriented and data-oriented methods. Four main types of information systems are described: transaction processing systems, management information systems, decision support systems, and expert systems. The systems development life cycle is outlined as having six phases: project identification and selection, project initiation and planning, analysis, design, implementation, and maintenance. Alternatives to the traditional life cycle like prototyping, rapid application development, and joint application design are also discussed.
Dokumen ini berisi petunjuk soal UTS praktikum pemrograman web yang meminta peserta membuat database dosen dengan tabel tertentu menggunakan MySQL dan membangun antarmuka programnya menggunakan template AdminLTE untuk mengelola data dosen melalui fitur-fitur dasar CRUD dan cetak serta ekspor data.
The document discusses project communication management. It describes communication management as including processes to ensure the information needs of the project and stakeholders are met through developing artifacts and activities that achieve effective information exchange. It notes communication management has two parts - developing a strategy and implementing the strategy. It then lists various communication techniques and considerations for effective management, such as interactive, push, and pull communication, as well as monitoring communications to meet information needs as defined in the communications management plan.
Project governance provides a framework to ensure projects deliver expected value. It involves defining what the organization wants to achieve, how projects will be planned and executed, and how success will be measured. Implementing a project governance model based on a maturity framework like OGC P3M3 can improve budget/schedule predictability, productivity, quality and customer satisfaction. Reaching level 3 maturity involves defining standard processes in key areas like risk management and implementing them consistently across projects.
This document provides an overview of Module 13 on Project Stakeholder Management. The module contains 4 lessons that cover key concepts, planning stakeholder engagement, managing engagement, and monitoring engagement. Each lesson defines the process, describes inputs and outputs, and lists tools that can be used. The overall goal is to identify stakeholders, understand their needs, develop engagement strategies, communicate with stakeholders, and ensure strategies remain effective as the project evolves.
This document summarizes a presentation on project integration management. It discusses the key processes involved, including developing a project charter, management plan, directing work, monitoring and controlling work, integrated change control, and closing a project. It also covers strategic planning techniques for selecting projects like SWOT analysis and weighted scoring models. Meeting tools and project management software help with integration and execution. The overall goal of integration management is coordinating all aspects of a project throughout its life cycle.
The document discusses key competencies, capabilities, and concepts for effectively managing programs and change. It covers linking programs and projects to strategy, different organization structures for programs, the roles of program and project managers, establishing a program life cycle and change management process, and the importance of governance, benefits management, and stakeholder management for program success.
Describe the systems view of project management and how it applies to information technology (IT) projects
http://sif.uin-suska.ac.id/
http://fst.uin-suska.ac.id/
http://www.uin-suska.ac.id/
This document discusses the importance of results-based monitoring and evaluation (M&E) in government. It defines results-based M&E as regularly collecting data on performance indicators to see if projects are achieving their goals. Traditional M&E focuses only on implementation, while results-based M&E demonstrates whether goals are being met. The document provides examples of a results chain from inputs to long-term goals and explains why selecting outcome indicators is important for monitoring progress toward outcomes. Results-based M&E helps improve management, focus interventions, demonstrate successes, and ensure accountability by showing that programs are producing benefits.
This document discusses fundamentals, techniques, and assistance tools for validating requirements. It outlines the context and goals of requirements validation, including quality criteria to evaluate requirements against and risks of insufficient validation. The document presents principles of validation, such as involving stakeholders, separating defect detection from correction, leveraging multiple independent views, and using appropriate documentation formats. Validation techniques and assistance tools are also covered.
The document discusses the results of a study on the effects of exercise on memory and thinking abilities in older adults. The study found that regular exercise can help reduce the decline in thinking abilities that often occurs with age. Older adults who exercised regularly performed better on cognitive tests and brain scans showed they had greater activity in important areas for memory and learning compared to less active peers.
The document outlines two project governance models for a project between a vendor and customer. Model I describes the vendor taking primary responsibility for overall governance, requirements gathering, status reporting, and delivery management. Model II describes the customer taking primary responsibility for governance, receiving requirements and schedules from the vendor, coordinating status calls, and overseeing delivery management. Both models specify the responsibilities of the vendor and customer project teams.
The document outlines a presentation on project communication management. It discusses the importance of communication management, defining it as ensuring timely and appropriate planning, collection, creation, distribution, storage, retrieval, management, control, monitoring, and disposition of project information. It also covers communicating with stakeholders, various communication forms and tools, developing a communication plan, addressing requirements problems, and controlling communications.
This document provides an overview of project communications management. It discusses developing a communications strategy and implementation plan, carrying out communication activities, and monitoring communications. Key aspects covered include communication mechanisms, dimensions, skills, emerging practices, considerations for agile projects, and the processes of plan communications management, manage communications, and monitor communications. The inputs, tools and techniques, and outputs of each process are also outlined.
Copy and paste to access the full recording: http://www.castsoftware.com/news-events/event/gartner-technical-debt?gad=ss
-------------------------------------------------------
In this webinar David Norton of Gartner Research discusses recent findings on Technical Debt that estimates industry IT debt is at $500 billion—and on target to reach $1 trillion by 2015. He also talks about the importance of Software Analysis & Measurement to manage Technical Debt, how to measure debt continuously to control TCO of the application lifecycle and include debt measurement in project management and prioritization.
The document discusses the importance of project communications management. It emphasizes planning, managing, and controlling communications through various formal and informal methods. This includes understanding individual and group communication needs, distributing important information in an effective and timely manner, and using technology to enhance information creation and distribution. The key is having the right communication skills and running effective meetings to optimize the flow of information throughout the project life cycle.
Project integration management involves coordinating all aspects of a project. It includes developing a project plan by combining other planning processes, executing the project plan, and managing integrated changes. A key part is developing a comprehensive project plan that guides execution and coordinates all planning documents. Effective project integration also requires managing stakeholder relationships, executing work as planned, and having processes to identify, evaluate, and approve or reject changes throughout the project lifecycle.
This document discusses project communication management. It emphasizes that project managers spend most of their time communicating with stakeholders, and that effective communication is vital. It outlines various communication methods, both formal and informal, written and oral. It also describes planning communications management, including developing a communications management plan that identifies information needs, responsible parties, and communication methods for stakeholders. The plan is implemented during the manage communications process, which involves status reporting, project records, and ensuring optimal information flow. Communication is controlled by monitoring information flow and triggering improvements to planning or management of communications.
Project integration management involves identifying, defining, combining, and coordinating the various project management processes. It includes developing the project charter, project management plan, directing and managing project work, monitoring and controlling project work, performing integrated change control, and closing the project or phase. The key processes involve developing documents like the project charter and management plan, tracking project progress, managing changes, and finalizing the project.
Chapter01 the systems development environmentDhani Ahmad
This document discusses information systems analysis and design. It covers the modern systems development approach, which includes both process-oriented and data-oriented methods. Four main types of information systems are described: transaction processing systems, management information systems, decision support systems, and expert systems. The systems development life cycle is outlined as having six phases: project identification and selection, project initiation and planning, analysis, design, implementation, and maintenance. Alternatives to the traditional life cycle like prototyping, rapid application development, and joint application design are also discussed.
Dokumen ini berisi petunjuk soal UTS praktikum pemrograman web yang meminta peserta membuat database dosen dengan tabel tertentu menggunakan MySQL dan membangun antarmuka programnya menggunakan template AdminLTE untuk mengelola data dosen melalui fitur-fitur dasar CRUD dan cetak serta ekspor data.
The document discusses project communication management. It describes communication management as including processes to ensure the information needs of the project and stakeholders are met through developing artifacts and activities that achieve effective information exchange. It notes communication management has two parts - developing a strategy and implementing the strategy. It then lists various communication techniques and considerations for effective management, such as interactive, push, and pull communication, as well as monitoring communications to meet information needs as defined in the communications management plan.
Project governance provides a framework to ensure projects deliver expected value. It involves defining what the organization wants to achieve, how projects will be planned and executed, and how success will be measured. Implementing a project governance model based on a maturity framework like OGC P3M3 can improve budget/schedule predictability, productivity, quality and customer satisfaction. Reaching level 3 maturity involves defining standard processes in key areas like risk management and implementing them consistently across projects.
This document provides an overview of Module 13 on Project Stakeholder Management. The module contains 4 lessons that cover key concepts, planning stakeholder engagement, managing engagement, and monitoring engagement. Each lesson defines the process, describes inputs and outputs, and lists tools that can be used. The overall goal is to identify stakeholders, understand their needs, develop engagement strategies, communicate with stakeholders, and ensure strategies remain effective as the project evolves.
This document summarizes a presentation on project integration management. It discusses the key processes involved, including developing a project charter, management plan, directing work, monitoring and controlling work, integrated change control, and closing a project. It also covers strategic planning techniques for selecting projects like SWOT analysis and weighted scoring models. Meeting tools and project management software help with integration and execution. The overall goal of integration management is coordinating all aspects of a project throughout its life cycle.
The document discusses key competencies, capabilities, and concepts for effectively managing programs and change. It covers linking programs and projects to strategy, different organization structures for programs, the roles of program and project managers, establishing a program life cycle and change management process, and the importance of governance, benefits management, and stakeholder management for program success.
Describe the systems view of project management and how it applies to information technology (IT) projects
http://sif.uin-suska.ac.id/
http://fst.uin-suska.ac.id/
http://www.uin-suska.ac.id/
This document discusses the importance of results-based monitoring and evaluation (M&E) in government. It defines results-based M&E as regularly collecting data on performance indicators to see if projects are achieving their goals. Traditional M&E focuses only on implementation, while results-based M&E demonstrates whether goals are being met. The document provides examples of a results chain from inputs to long-term goals and explains why selecting outcome indicators is important for monitoring progress toward outcomes. Results-based M&E helps improve management, focus interventions, demonstrate successes, and ensure accountability by showing that programs are producing benefits.
This document discusses fundamentals, techniques, and assistance tools for validating requirements. It outlines the context and goals of requirements validation, including quality criteria to evaluate requirements against and risks of insufficient validation. The document presents principles of validation, such as involving stakeholders, separating defect detection from correction, leveraging multiple independent views, and using appropriate documentation formats. Validation techniques and assistance tools are also covered.
The document discusses the results of a study on the effects of exercise on memory and thinking abilities in older adults. The study found that regular exercise can help reduce the decline in thinking abilities that often occurs with age. Older adults who exercised regularly performed better on cognitive tests and brain scans showed they had greater activity in important areas for memory and learning compared to less active peers.
The document outlines two project governance models for a project between a vendor and customer. Model I describes the vendor taking primary responsibility for overall governance, requirements gathering, status reporting, and delivery management. Model II describes the customer taking primary responsibility for governance, receiving requirements and schedules from the vendor, coordinating status calls, and overseeing delivery management. Both models specify the responsibilities of the vendor and customer project teams.
The document outlines a presentation on project communication management. It discusses the importance of communication management, defining it as ensuring timely and appropriate planning, collection, creation, distribution, storage, retrieval, management, control, monitoring, and disposition of project information. It also covers communicating with stakeholders, various communication forms and tools, developing a communication plan, addressing requirements problems, and controlling communications.
This document provides an overview of project communications management. It discusses developing a communications strategy and implementation plan, carrying out communication activities, and monitoring communications. Key aspects covered include communication mechanisms, dimensions, skills, emerging practices, considerations for agile projects, and the processes of plan communications management, manage communications, and monitor communications. The inputs, tools and techniques, and outputs of each process are also outlined.
Copy and paste to access the full recording: http://www.castsoftware.com/news-events/event/gartner-technical-debt?gad=ss
-------------------------------------------------------
In this webinar David Norton of Gartner Research discusses recent findings on Technical Debt that estimates industry IT debt is at $500 billion—and on target to reach $1 trillion by 2015. He also talks about the importance of Software Analysis & Measurement to manage Technical Debt, how to measure debt continuously to control TCO of the application lifecycle and include debt measurement in project management and prioritization.
The document discusses the importance of project communications management. It emphasizes planning, managing, and controlling communications through various formal and informal methods. This includes understanding individual and group communication needs, distributing important information in an effective and timely manner, and using technology to enhance information creation and distribution. The key is having the right communication skills and running effective meetings to optimize the flow of information throughout the project life cycle.
Project integration management involves coordinating all aspects of a project. It includes developing a project plan by combining other planning processes, executing the project plan, and managing integrated changes. A key part is developing a comprehensive project plan that guides execution and coordinates all planning documents. Effective project integration also requires managing stakeholder relationships, executing work as planned, and having processes to identify, evaluate, and approve or reject changes throughout the project lifecycle.
This document provides an overview of project management. It discusses the advantages of formal project management, defines what a project is, and outlines key project attributes such as having a unique purpose and being temporary. It also discusses project constraints like time, scope and cost. The document then covers topics like project stakeholders, knowledge areas, tools and techniques, success factors, and the importance of organizational support and culture for projects.
ESOFT Metro Campus - Diploma in Software Engineering - (Module VII) Introduction to Project Management
(Template - Virtusa Corporate)
Contents:
What is a Project?
History of the Project Management
Attributes of a Project
What is Project Management?
Why Project Management Important?
The Triple Constraints of a Project
Project Stakeholders
Performing Organizational Structures
Project Management Life Cycle
Project Management Processes
Nine Knowledge Areas
Integration Management
Scope Management
Time Management
Cost Management
Quality Management
Human Resource Management
Communication Management
Risk Management
Procurement Management
1. The document discusses project integration management and its key processes and knowledge areas. It maps the processes to the five process groups and provides descriptions of integration management.
2. It then provides more detailed descriptions of six key processes: develop project charter, develop project management plan, direct and manage project work, manage project knowledge, monitor and control project work, and perform integrated change control.
3. For each process, it lists the inputs, tools and techniques, and outputs, and provides explanations of activities within several of the processes.
This chapter discusses project integration management, which involves coordinating all aspects of a project throughout its life cycle. It describes developing a project plan that integrates all project documents, executing the project plan, and managing changes through an integrated change control process. The key is pulling all project elements together to achieve overall success. Good project integration involves coordinating planning, execution, and changes across the entire project and all knowledge areas.
This document outlines the course objectives and units for a Project Management course. The course aims to develop skills for planning, managing, and delivering successful software projects. The key objectives are to manage projects through each stage of the software development life cycle, learn activity planning and risk management, and deliver projects that support organizational goals. The first unit covers project evaluation, planning, methodologies, objectives setting, risk evaluation, and stepwise project planning. It includes topics such as importance of software project management, project portfolio management, and cost-benefit evaluation.
This document outlines the course objectives and units for a Project Management course. The course aims to teach students to plan, manage, and deliver successful software projects throughout the software development lifecycle. The first unit covers evaluating and planning projects, including importance of project management, methodologies, project categorization, setting objectives, risk evaluation, and stepwise project planning. Additional details are provided on project phases, stakeholders, management skills, and challenges with software projects.
This document discusses project governance for the "STAR Service Center" case study. It begins with an introduction to the project and outlines the project governance framework, which included a project owner, director, board, manager, and team. It then analyzes the case study based on four principles of effective project governance: ensuring single accountability, aligning ownership with service delivery, separating stakeholder and decision-making roles, and distinguishing project and organizational governance structures. The analysis finds that accountability was clear but some roles like the senior user were not well-defined initially. It also notes that the director had multiple roles that may have contributed to project delays. In conclusion, it recommends following a clear governance framework and avoiding multi-role players to help projects
This document discusses project integration management, which involves coordinating tasks, resources, stakeholders, changes and variables to ensure successful project completion. It outlines the key knowledge areas and processes in project integration management. These include developing a project charter and project management plan, directing and managing project work, monitoring and controlling project work, performing integrated change control, and closing the project. Project integration management is essential for coordinating all aspects of a project and achieving the project's objectives.
This document provides information about project monitoring, controlling, and auditing. It introduces the members of Group 10 and defines monitoring as collecting, recording, and reporting on time, cost, and performance. It discusses the purpose and benefits of monitoring, as well as who serves as monitors. The document also covers project controlling, areas of control, and the construction and contents of audit reports. Finally, it defines public-private partnerships and their objectives and characteristics.
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This document discusses project management frameworks and concepts. It begins with an overview of objectives like defining a project and constraints. It then covers various topics related to project management including the project life cycle, stakeholder management, program and portfolio management, the project management office (PMO), distinguishing projects from operations, the role of the project manager, and how organizational factors influence project management. Different types of organizational structures are also examined, such as functional, projectized, and matrix structures.
The document provides an overview of software project management. It defines what a project and software project are, discusses key characteristics of projects, and compares projects to operations. It also outlines important aspects of project management including the project management process groups, knowledge areas, factors that influence projects, and the roles of the project manager, project management office, and how organizational structure can affect a project.
The document discusses project planning and management. It defines why project plans are important, including developing an initial course of action and mechanism to detect variances. Key elements of project plans include descriptions of organization, management processes, work breakdown, schedule and budget. Effective project execution involves managing the work outlined in the plan using tools and techniques. Risk management is also essential, starting with early risk identification and mitigation strategies incorporated into the project plan and execution. Integrated change control framework coordinates identifying, evaluating and managing changes throughout the project lifecycle.
Projects require planning, organizing, and monitoring to ensure they are completed on time and within budget. Key aspects of project management include defining the project scope, identifying required tasks, estimating durations and resources, developing a schedule, assigning team roles and responsibilities, monitoring progress, and assessing outcomes for continuous improvement. Effective project managers apply skills such as communication, problem-solving, and people management to lead teams through a project life cycle from initiation to closure.
Chapter 06 of ICT Project Management based on IOE Engineering syllabus. This chapter provides knowledge on project management processes, overlaps of process groups in a phase and mapping of project management.Provided by Project Management Sir of KU.
Topic 1 - Introduction of Project Management.pdfHuyNguyen657394
The document provides an introduction to project management concepts including the Project Management Institute (PMI) and Project Management Professional (PMP) credential. It discusses the project life cycle and key roles of a project manager. The five process groups of initiating, planning, executing, monitoring and controlling, and closing a project are also summarized.
There are multiple project management methods that can be used to ensure a project’s specific objectives are delivered on time and on budget. To select the most effective project management strategy for your business, you need to know what each methodology involves and how they differ from one another.
Part 2 Deep Dive: Navigating the 2024 Slowdownjeffkluth1
Introduction
The global retail industry has weathered numerous storms, with the financial crisis of 2008 serving as a poignant reminder of the sector's resilience and adaptability. However, as we navigate the complex landscape of 2024, retailers face a unique set of challenges that demand innovative strategies and a fundamental shift in mindset. This white paper contrasts the impact of the 2008 recession on the retail sector with the current headwinds retailers are grappling with, while offering a comprehensive roadmap for success in this new paradigm.
Navigating the world of forex trading can be challenging, especially for beginners. To help you make an informed decision, we have comprehensively compared the best forex brokers in India for 2024. This article, reviewed by Top Forex Brokers Review, will cover featured award winners, the best forex brokers, featured offers, the best copy trading platforms, the best forex brokers for beginners, the best MetaTrader brokers, and recently updated reviews. We will focus on FP Markets, Black Bull, EightCap, IC Markets, and Octa.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
How are Lilac French Bulldogs Beauty Charming the World and Capturing Hearts....Lacey Max
“After being the most listed dog breed in the United States for 31
years in a row, the Labrador Retriever has dropped to second place
in the American Kennel Club's annual survey of the country's most
popular canines. The French Bulldog is the new top dog in the
United States as of 2022. The stylish puppy has ascended the
rankings in rapid time despite having health concerns and limited
color choices.”
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
How to Implement a Strategy: Transform Your Strategy with BSC Designer's Comp...Aleksey Savkin
The Strategy Implementation System offers a structured approach to translating stakeholder needs into actionable strategies using high-level and low-level scorecards. It involves stakeholder analysis, strategy decomposition, adoption of strategic frameworks like Balanced Scorecard or OKR, and alignment of goals, initiatives, and KPIs.
Key Components:
- Stakeholder Analysis
- Strategy Decomposition
- Adoption of Business Frameworks
- Goal Setting
- Initiatives and Action Plans
- KPIs and Performance Metrics
- Learning and Adaptation
- Alignment and Cascading of Scorecards
Benefits:
- Systematic strategy formulation and execution.
- Framework flexibility and automation.
- Enhanced alignment and strategic focus across the organization.
Top mailing list providers in the USA.pptxJeremyPeirce1
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[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
2. Learning Objectives
• Describe an overall framework for project integration management as
it relates to the other project management knowledge areas and the
project life cycle
• Describe project plan development, including project plan
content, using guidelines and templates for developing plans, and
performing a stakeholder analysis to help manage relationships
• Explain project plan execution, its relationship to project planning, the
factors related to successful results, and tools and techniques to assist
in project plan execution
• Understand the integrated change control process, planning for and
managing changes on information technology projects, and
developing and using a change control system
• Describe how software can assist in project integration management
2
3. The Key to Overall Project Success:
Good Project Integration Management
• Project managers must coordinate all of the other knowledge
areas throughout a project’s life cycle
• Many new project managers have trouble looking at the “big
picture” and want to focus on too many details
• Project integration management is not the same thing as
software integration
3
4. Project Integration Management
Processes
• Project Plan Development: taking the results of other
planning processes and putting them into a
consistent, coherent document—the project plan
• Project Plan Execution: carrying out the project plan
• Integrated Change Control: coordinating changes across the
entire project
4
6. Figure 4-2. Framework for Project
Integration Management
6
Focus on pulling everything to-
gether to reach project success!
7. Project Plan Development
• A project plan is a document used to coordinate all project
planning documents
• Its main purpose is to guide project execution
• Project plans assist the project manager in leading the project
team and assessing project status
• Project performance should be measured against a baseline
plan
7
8. What Is done during
Project Plan Development…
• Determine Project Management Methodology
• Work through Iterations
• Meet Resource Managers to get Best Resources
• Apply Risk Reserves to Schedule and Budget
• Analyze the Skills/Knowledge of Stakeholders
• Meet Stakeholders to identify their roles on the project
• Other projects impact on your project
• Agree on Reporting Formats and Communication Plans
• Team Members Buy-in of PM Plan
• Hold meetings with Sponsor What cant be done
• Crash , Fast Track and Present Options
8
9. Life During the Planning
Sign-
offs, Interactions, Negotiations, Compressing, Juggling, beggin
g , crying
9
10. Attributes of Project Plans
Just as projects are unique, so are project plans
• Plans should be dynamic
• Plans should be flexible
• Plans should be updated as changes occur
• Plans should first and foremost guide project execution
• Realistic
• Buy-in from all stake holder
10
11. Common Elements of a Project Plan
• Introduction or overview of the project
• Description of how the project is organized
• Management and technical processes used on the project
• Work to be done, schedule, and budget information
11
12. What the Winners Do
"The winners clearly spell out what needs to be done in a
project, by whom, when, and how. For this they use an
integrated toolbox, including PM tools, methods, and
techniques…If a scheduling template is developed and
used over and over, it becomes a repeatable action that
leads to higher productivity and lower uncertainty.
Sure, using scheduling templates is neither a
breakthrough nor a feat. But laggards exhibited almost
no use of the templates. Rather, in constructing
schedules their project managers started with a clean
sheet, a clear waste of time." *
12
13. Stakeholder Analysis
• A stakeholder analysis documents important (often sensitive)
information about stakeholders such as
– stakeholders’ names and organizations
– roles on the project
– unique facts about stakeholders
– level of influence and interest in the project
– suggestions for managing relationships
13
14. Sample Stakeholder Analysis
14
Key Stakeholders
Ahmed Susan Erik Mark David
Organization Internal
senior
management
Project team Project team Hardware
vendor
Project
manager for
other
internal
project
Role on
project
Sponsor of
project and
one of the
company's
founders
DNA
sequencing
expert
Lead
programmer
Supplies
some
instrument
hardware
Competing
for company
resources
Unique facts Demanding,
likes details,
business
focus,
Stanford
MBA
Very smart,
Ph.D. in
biology,
easy to work
with, has a
toddler
Best
programmer
I know,
weird sense
of humor
Start-up
company, he
knows we
can make
him rich if
this works
Nice guy,
one of oldest
people at
company,
has 3 kids in
college
Level of
interest
Very high Very high High Very high Low to
medium
Level of
influence
Very high;
can call the
shots
Subject
matter
expert;
critical to
success
High; hard
to replace
Low; other
vendors
available
Low to
medium
Suggestions
on managing
relationship
Keep
informed, let
him lead
conversation
s ,do as he
says and
quickly
Make sure
she reviews
specification
s and leads
testing; can
do some
work from
home
Keep him
happy so he
stays;
emphasize
stock
options;
likes
Mexican
food
Give him
enough lead
time to
deliver
hardware
He knows
his project
takes a back
seat to this
one, but I
can learn
from him
15. Project Plan Execution
• Project plan execution involves managing and performing the
work described in the project plan
• The majority of time and money is usually spent on execution
• The application area of the project directly affects project
execution because the products of the project are produced
during execution
15
16. What Went Wrong?
• Many people have a poor view of plans based on past experiences. Senior
managers often require a plan, but then no one follows up on whether the
plan was followed.
• For example, one project manager said he would meet with each project
team leader within two months to review their plans. The project manager
created a detailed schedule for these reviews. He cancelled the first meeting
due to another business commitment. He rescheduled the next meeting for
unexplained personal reasons. Two months later, the project manager had
still not met with over half of the project team leaders.
• Why should project members feel obligated to follow their own plans when
the project manager obviously did not follow his?
16
17. Important Skills for Project Execution
• General management skills like
leadership, communication, and political skills
• Product skills and knowledge
• Use of specialized tools and techniques
17
18. Tools and Techniques for
Project Execution
• Work Authorization System: a method for ensuring that
qualified people do work at the right time and in the proper
sequence
• Status Review Meetings: regularly scheduled meetings used
to exchange project information
• Project Management Software: special software to assist in
managing projects
18
20. Integrated Change Control
• Integrated change control involves identifying, evaluating, and
managing changes throughout the project life cycle (Note: 1996
PMBOK called this process “overall change control”)
• Three main objectives of change control:
– Influence the factors that create changes to
ensure they are beneficial
– Determine that a change has occurred
– Manage actual changes when and as they
occur
20
22. Change Control in
Information Technology Projects
• Former view: The project team should strive to do exactly what was
planned on time and within budget
• Problem: Stakeholders rarely agreed up-front on the project scope,
and time and cost estimates were inaccurate
• Modern view: Project management is a process of constant
communication and negotiation
• Solution: Changes are often beneficial, and the project team should
plan for them
22
23. Change Control System
• A formal, documented process that describes when and how
official project documents and work may be changed
• Describes who is authorized to make changes and how to
make them
• Often includes a change control board (CCB), configuration
management, and a process for communicating changes
23
24. Change Control Boards (CCBs)
• A formal group of people responsible for approving or
rejecting changes on a project
• CCBs provide guidelines for preparing change
requests, evaluate change requests, and manage the
implementation of approved changes
• Includes stakeholders from the entire organization
24
25. Making Timely Changes
• Some CCBs only meet occasionally, so it may take too long for
changes to occur
• Some organizations have policies in place for time-sensitive
changes
– “48-hour policy” allows project team members to make
decisions, then they have 48 hours to reverse the decision pending
senior management approval
– Delegate changes to the lowest level possible, but keep everyone
informed of changes
25
26. Configuration Management
• Ensures that the products and their descriptions are
correct and complete
• Concentrates on the management of technology by
identifying and controlling the functional and physical
design characteristics of products
• Configuration management specialists identify and
document configuration requirements, control
changes, record and report changes, and audit the
products to verify conformance to requirements
26
27. Suggestions for Managing
Integrated Change Control
View project management as a process of constant communications and
negotiations
Plan for change
Establish a formal change control system, including a Change Control Board
(CCB)
Use good configuration management
Define procedures for making timely decisions on smaller changes
Use written and oral performance reports to help identify and manage change
Use project management and other software to help manage and
communicate changes
27
28. Using Software to Assist in
Project Integration Management
• Several types of software can be used to assist in project
integration management
– Documents can be created with word processing software
– Presentations are created with presentation software
– Tracking can be done with spreadsheets or databases
– Communication software like e-mail and Web authoring tools facilitate
communications
– Project management software can pull everything together and show
detailed and summarized information (see Appendix A for details)
28