The document discusses project life cycles and risk management. It provides an overview of the project cycles used by the Asian Development Bank and World Bank. It then discusses the four phases of a typical project life: pre-investment, investment, operations, and evaluation. The document also outlines steps for risk management, including identifying uncertainties, analyzing risks, prioritizing risks, mitigating risks, planning for emergencies, and measuring/controlling risks. Effective risk management is important for any project to avoid severe consequences.
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)
PPT with overall coverage of the project evaluation and all the topic of project evaluation and post project evaluation are covered in this ppt.It includes all the topic of project evaluation:-
=>which of the project should be evaluated?
=>cost&timing
=>social analysis
=>environmental analysis
=>progress report
=>final report
and many more topics are covered in this ppt for the brief description of project evaluation and some left out topics are numerical of project evaluation.
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)
PPT with overall coverage of the project evaluation and all the topic of project evaluation and post project evaluation are covered in this ppt.It includes all the topic of project evaluation:-
=>which of the project should be evaluated?
=>cost&timing
=>social analysis
=>environmental analysis
=>progress report
=>final report
and many more topics are covered in this ppt for the brief description of project evaluation and some left out topics are numerical of project evaluation.
Project Management equips the business professional with leading methodologies and practices in the health project management field. Public health professional need to manage different health related programme intervention, development and evaluation. Professionals need to accompany the knowledge about the project management and this chapter describes all the matters of project management. Project management is a requirement for professionals in many fields, with many employers now identifying project management skills as vital for corporate success.
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.
In a competitive global economy, project managers can't survive without leaning efficient Project Management. So here’s a presentation giving an insight into the different components of project management. Discover more about Project Management and what benefits it offers, and choose understand its related concepts.
Project Management equips the business professional with leading methodologies and practices in the health project management field. Public health professional need to manage different health related programme intervention, development and evaluation. Professionals need to accompany the knowledge about the project management and this chapter describes all the matters of project management. Project management is a requirement for professionals in many fields, with many employers now identifying project management skills as vital for corporate success.
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.
In a competitive global economy, project managers can't survive without leaning efficient Project Management. So here’s a presentation giving an insight into the different components of project management. Discover more about Project Management and what benefits it offers, and choose understand its related concepts.
CP7301 Software Process and Project Management notesAAKASH S
UNIT I DEVELOPMENT LIFE CYCLE PROCESSES 9
Overview of software development life cycle – introduction to processes – Personal Software
Process (PSP) – Team software process (TSP) – Unified processes – agile processes –
choosing the right process Tutorial: Software development using PSP
20
UNIT II REQUIREMENTS MANAGEMENT 9
Functional requirements and quality attributes – elicitation techniques – Quality Attribute
Workshops (QAW) – analysis, prioritization, and trade-off – Architecture Centric
Development Method (ACDM) – requirements documentation and specification – change
management – traceability of requirements
Tutorial: Conduct QAW, elicit, analyze, prioritize, and document requirements using ACDM
UNIT III ESTIMATION, PLANNING, AND TRACKING 9
Identifying and prioritizing risks – risk mitigation plans – estimation techniques – use case
points – function points – COCOMO II – top-down estimation – bottom-up estimation – work
breakdown structure – macro and micro plans – planning poker – wideband delphi –
documenting the plan – tracking the plan – earned value method (EVM)
Tutorial: Estimation, planning, and tracking exercises
UNIT IV CONFIGURATION AND QUALITY MANAGEMENT 9
identifying artifacts to be configured – naming conventions and version control –
configuration control – quality assurance techniques – peer reviews – Fegan inspection –
unit, integration, system, and acceptance testing – test data and test cases – bug tracking –
causal analysis
Tutorial: version control exercises, development of test cases, causal analysis of defects
UNIT V SOFTWARE PROCESS DEFINITION AND MANAGEMENT 9
Process elements – process architecture – relationship between elements – process
modeling – process definition techniques – ETVX (entry-task-validation-exit) – process
baselining – process assessment and improvement – CMMI – Six Sigma
Tutorial: process measurement exercises, process definition using ETVX
Forecasting is the estimation of relevant future events based on the past events and happenings. It involves a detailed analysis of the past and present events to get a clear cut idea of the probable events in the future.
For more such innovative content on management studies, join WeSchool PGDM-DLP Program: http://bit.ly/ZEcPAc
Understanding the Project Management Body of Knowledge (PMBOK®) Guide: Transi...ASPE, Inc.
The 4th edition of A Guide to the Project Management Body of Knowledge (PMBOK® Guide) continues the on-going efforts of the Project Management Institute to provide practitioners with an easy to understand and implement standard for the fundamental practices of project management. As the basis for much of the Project Management Professional (PMP) examination, understanding the PMBOK® Guide is fundamental not only for practitioners but for all those planning on taking the exam. This presentation provides an overview of the major differences between the PMBOK® Guide's 3rd and 4th editions, including the areas of process changes, terminological changes, and differences in emphasis.
In this Business Analysis Training, you will learn basics of Business Analysis. Topics covered in this session are:
Introduction to Business Analysis
• What is a Project?
• Business Process – What and Why?
• Who is a Project Manager?
• Who is a Business Analyst?
• What is Business Analysis and why is it important?
• Roles, Responsibilities and Necessary Skills for a Business Analyst
• Current Trends in BA
For more information, click on this link:
https://www.mindsmapped.com/courses/business-analysis/fundamentals-of-business-analysis/
In this Business Analysis training session, you will learn about Introduction to Business Analysis. Topics covered in this session are:
Introduction to Business Analysis
• What is a Project?
• Business Process – What and Why?
• Who is a Project Manager?
• Who is a Business Analyst?
• What is Business Analysis and why is it important?
• Roles, Responsibilities and necessary Skills for a Business Analyst
Introduction to SDLC
• Requirement Analysis
• Design Phase
• Development Phase
• Testing Phase
• Release & Maintenance
• Current Trends in BA
For more information, click here: https://www.mindsmapped.com/courses/business-analysis/business-analysis-training-for-beginners-as-per-babok-v3/
In this Business Analysis training session, you will learn about basics of Business Analysis. Topics covered in this session are:
• Introduction to Business Analysis
• What is a Project?
• Business Process – What and Why?
• Who is a Project Manager?
• Who is a Business Analyst?
• What is Business Analysis and why is it important?
• Roles, Responsibilities and necessary Skills for a Business Analyst
• Introduction to SDLC
• Requirement Analysis
• Design Phase
• Development Phase
• Testing Phase
• Release & Maintenance
• Current Trends in BA
For more information, click here: https://www.mindsmapped.com/courses/business-analysis/become-a-business-analyst-with-hands-on-practice/
In this Business Analysis Training session, you will learn, basics of Business Analysis. Topics covered in this session are:
Introduction to Business Analysis
• What is a Project?
• Business Process – What and Why?
• Who is a Project Manager?
• Who is a Business Analyst?
• What is Business Analysis and why is it important?
• Roles, Responsibilities and necessary Skills for a Business Analyst
To learn more about this course, visit this link: https://www.mindsmapped.com/courses/business-analysis/foundation-level-business-analyst-training/
Aviation industry often face turbulence due to mismanagement. Successful Project Management is necessary to make this Industry and Airlines profitable and survivable
Planning a Project
Business Project Management Plan
Project Feasibility
Identifying and managing risk
Effective work schedule
Monitoring a Business Project
Managing Change
In this business analysis training session, you will learn introduction to Business Analysis. Topics covered in this course are:
Introduction to Business Analysis
• What is a Project?
• Business Process – What and Why?
• Who is a Project Manager?
• Who is a Business Analyst?
• What is Business Analysis and why is it important?
• Roles, Responsibilities and Necessary Skills for a Business Analyst
To know more, visit this link: https://www.mindsmapped.com/courses/business-analysis/become-a-business-analyst-hands-on-practice-with-real-life-templates/
Similar to Project Life Cycle and Phases with Risk Management discussion (20)
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2. To be able to understand the
phases of a Project Life we first
have to understand the different
interpretations of a Project Life
Cycle as interpreted by different
global organizations that deal with
governments.
3. • ADB Project Cycle
Completion
/ Evaluation
Implementatio
n
Country
Partnership
Strategy /
Regional
Cooperation
Strategy
Preparation
Approval
4. • World Bank Project Cycle
Evaluation (6)
Implementation
and Completion
(5)
Implementation
and
Supervision (4)
Country
Assistance
Strategy (1)
Identification (2)
Preparation,
Appraisal and
Board Approval
(3)
5. Cycle Order
ADB
World Bank
1
Country Partnership
Strategy / Regional
Cooperation Strategy
Country Assistance
Strategy
2
Preparation
Identification
3
Approval
Preparation, Appraisal
and Board Approval
4
Implementation
Implementation and
Supervision
5
Completion /
Evaluation
Implementation and
Completion
6
Evaluation
6. I. Pre – Investment
II. Investment
III. Operations
IV. Evaluation
Support Studies:
•Opportunity Study
•Pre-feasibility Study
•Feasibility Study
•Appraisal and Decision
Negotiation and Contracting
Engineering Design
•Construction and Training
•Start-up
7.
8. • Objective/s:
• Find Promising Business Opportunities
• Screen According to Criteria
• Classify for Further Study or Later Consideration
• Characteristics:
• Preliminary Information from Knowledgeable
Individuals and Promotion Agencies
10. • Investment
Opportunities
• Demand
• Linkages
• Problems
• Resources
• Development
• Trade
• Technology
• Government Policy
• External Constraints
• Sources of Ideas
• National, Regional
Development Plans
• Sector Studies
• Local Resource Studies
• Other Countries’
Experience
• Product Classification
Lists
11. • Size and Growth of Market
• Local Resources
• Plant Size
• Appropriate Technology
• Size of Investment
• Estimated Financial Indicators
• Requirements and Constraints
12. • Varies according to Investigator
• Investor
• Lender
• Risk of All Concerned
13. • Set-up Screening System to Measure Long-Term
Potential
• Concentrate on Best Prospects
• Quick Negative Decision Better than Delay
• Assure Commitment of Potential Sponsor to
Implementation
14. Micro
• Business Concept
• Investors
• Market
• Resources
• Entrepreneur
• Criteria Satisfaction
Macro
• Business
Climate
• Business Cycle
• Economic Trend
17. • Related to preparation of investment studies
C
• Collecting
O
• Organizing
P
• Processing
A
• Analyzing
18. •
•
•
•
•
•
•
•
•
•
Executive Summary
Project Background and Basic Idea
Market Analysis and Marketing Concept
Raw Materials and Supplies
Location, Site and Environment
Engineering and Technology
Organization and Overhead Costs
Human Resources
Implementation, Planning and Budgeting
Financial Analysis and Investment
Appraisal
19. Objectives:
• Refinement of Business Idea
• Preliminary Evaluation of Alternative Approaches
• Preliminary Assessment of Strengths and Weaknesses of
Concept
Characteristics:
Sketchy, Based more on rough aggregate estimates than
on detailed analysis
20. Objectives:
• Preliminary Project Assessment
• Identify Project Alternatives
• Identify Critical Aspects that Require Special Support
Studies
Characteristics:
Intermediate Level of Detail Based Primarily on Secondary
Data
21. Objectives:
Provide Commercial, Technical, Financial and Economic
Information Needed for Investment Decision-Making
•
•
•
•
•
•
Characteristics:
Clear Project Concepts and Criteria
Comprehensive Project Design
Reliable Information, Often Primary Data
Quantified Prediction or Performance
Detailed Analysis with High Confidence Level
Consistent and Defensible Conclusion
22. Objectives:
Provide Detailed Technical Analysis of Critical Design
Features
Characteristics:
•
•
•
•
Limited Scope
Performed by Technical Experts
Answer Key Questions
Degree of Rigor Commensurate with Stage of Project
Development
25. • All Sectors of Economy
• Revenue and Non-revenue Projects
• All Types of Projects
•
•
•
•
•
•
New Investment
Modernization
Expansion
Privatization
Technology Acquisition
Equipment Replacement
• Public and Private Investment
26. • Commitment of Scarce
Resources
• Expectation of Future
Benefits
• Inherent Uncertainties
29. • Is it compatible with other Investment
Activities?
• Is the Project potentially bankable?
• Does the project make the best use of
the Sponsor’s Resources?
• Do I have the capacity to energize the
project and to retain its momentum in the
face of obstacles to growth?
30. Local Partner
(on the ability of Foreign
Partner to contribute more
equity)
Foreign Partner
(on the reason to offer lower
price for participation)
• “Political and Economic Risk”
• “He can afford it.”
• “The exchange rate is wrong.”
• “He wants our market.”
• “Low Purchasing Power in the
Marketplace”
• “Uncertain Future Earnings”
• “Workers’ Demands”
• “Book Value is Irrelevant”
32. • Does the Project Make Sense for the Country?
• Consistent with Development Goals?
• Positive Impact on Macro-economic Indicators?
• Satisfy Economic Rate of Return Criterion?
33. • Purpose
• Project Background
• Analysis of
• Commercial / Market
• Technology
• Environmental Impacts
• Institutional / Managerial
• Financial
• Economic and Social
• Conclusion
34. • Is it a Sound Business Concept?
• Is there a Market for Product
/ Service?
• Is the Marketing Strategy
Viable?
• Are the Sales Projections
Realistic?
35. • Is the production at a competitive price?
• Is the process technology accessible?
• Are the operating conditions sustainable?
• Will we be able to provide the quality demanded by the
market?
• Are the inputs to the planning reliable?
• Are there adequate technical personnel?
36. • Do process emissions and effluents
meet or exceed regulated standards?
• Are products environmentally
acceptable?
• Do impacts indicate future regulatory
actions?
37. • Are the following Competent?
• Entrepreneur
• Implementation Management
• Operations Management
• Is the organization capable of executing
necessary functions?
38. • Are the financial resources adequate to
planning?
• Will there be adequate returns to the
investor?
• Are the financial criteria of other
participants satisfied?
• Are the financial risks and risk sharing
acceptable?
• Is the financial structure acceptable?
41. • The process of identification, analysis and either
acceptance or mitigation of uncertainty in investment
decision-making.
• Occurs anytime an investor or fund manager analyzes
and attempts to quantify the potential for losses in an
investment and then takes the appropriate action (or
inaction) given their investment objectives and risk
tolerance.
• Inadequate risk management can result in severe
consequences for companies as well as individuals. For
example, the recession that began in 2008 was largely
42. Any project organization is subject to risks. One which finds
itself in a state of perpetual crisis, is failing to manage
risks properly.
Failure to manage risks is characterized by inability to
decide what to do, when to do it, and whether enough
has been done.
Risk Management is a facet of Quality, using basic
techniques of analysis and measurement to ensure that
risks are properly identified, classified, and managed.
43. • Identify Uncertainties
Explore the entire project plans and look for areas of uncertainty.
• Analyze Risks
Specify how those areas of uncertainty can impact the performance
of the project, either in duration, cost or meeting the users'
requirements.
• Prioritize Risks
Establish which of those Risks should be eliminated completely,
because of potential extreme impact, which should have regular
management attention, and which are sufficiently minor to avoid
detailed management attention.
44. • Mitigate Risks
Take whatever actions are possible in advance to reduce the effect
of Risk. It is better to spend money on mitigation than to include
contingency in the plan.
• Plan for Emergencies
For all those Risks which are deemed to be significant, have an
emergency plan in place before it happens.
• Measure and Control
Track the effects of the risks identified and manage them to a
successful conclusion.
45.
46.
47. • UNIDO Methodology for the Identification, Preparation
and Evaluation of Investment Projects, Costa Rica, Sept
23-27, 2002
• http://www.investopedia.com/terms/r/riskmanagement.as
p
• http://www.netcomuk.co.uk/~rtusler/project/principl.html