This document explores the different aspects of Project Management and critically examines
the management of the recent PPARS project. This was a project which involved the development of a personnel and recruitment system for the HSE in Ireland.
It will also highlight the traps and obstacles
associated with the management of this project.
Agile vs Waterfall | Difference between Agile and Waterfall | EdurekaEdureka!
YouTube Link: https://youtu.be/rvTejAg_fbY
**DevOps Certification Courses - https://www.edureka.co/devops-certification-courses **
This Edureka session on ‘waterfall vs agile’ will compare both the approaches of software
development. This will help you select one of them as per your needs. This Session will focus on pointers like:
What is waterfall?
Pros and cons of waterfall
What is Agile?
Pros and cons of Agile
Comparison of Waterfall and Agile
Which model to use when and where?
Follow us to never miss an update in the future.
YouTube: https://www.youtube.com/user/edurekaIN
Instagram: https://www.instagram.com/edureka_learning/
Facebook: https://www.facebook.com/edurekaIN/
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LinkedIn: https://www.linkedin.com/company/edureka
Castbox: https://castbox.fm/networks/505?country=in
Agifall - Combining Waterfall and Agile Development Process for Digital and S...Mark Fromson
We all know waterfall has generally fallen out of favour and agile is the new process wunderkind. However, is pure agile really appropriate, or even possible, for the majority of our current digital projects? If the technical team is driving the agile development process from the start, just how and when do we integrate the user experience and creative contribution into the project lifecycle? Does agile really mean development first with no upfront design or specification, or, is there a better way to make agile development more effective when it begins? Certainly agile can be problematic for client projects when the statement of work contract is king for establishing project scope ahead of time. So how do we successfully integrate the benefits of agile into client-vendor engagements without putting either party at risk? This presentation topic is on how to effectively combine the best of waterfall and agile into a hybrid process model called “Agifall.” No process is perfect, but Agifall just might be the one that works best for your next project.
My lesson learned about 10 months experience with Tribe Squad model. What I've learned so far, what traps, and how we solve many problems along the way.
Agile vs Waterfall | Difference between Agile and Waterfall | EdurekaEdureka!
YouTube Link: https://youtu.be/rvTejAg_fbY
**DevOps Certification Courses - https://www.edureka.co/devops-certification-courses **
This Edureka session on ‘waterfall vs agile’ will compare both the approaches of software
development. This will help you select one of them as per your needs. This Session will focus on pointers like:
What is waterfall?
Pros and cons of waterfall
What is Agile?
Pros and cons of Agile
Comparison of Waterfall and Agile
Which model to use when and where?
Follow us to never miss an update in the future.
YouTube: https://www.youtube.com/user/edurekaIN
Instagram: https://www.instagram.com/edureka_learning/
Facebook: https://www.facebook.com/edurekaIN/
Twitter: https://twitter.com/edurekain
LinkedIn: https://www.linkedin.com/company/edureka
Castbox: https://castbox.fm/networks/505?country=in
Agifall - Combining Waterfall and Agile Development Process for Digital and S...Mark Fromson
We all know waterfall has generally fallen out of favour and agile is the new process wunderkind. However, is pure agile really appropriate, or even possible, for the majority of our current digital projects? If the technical team is driving the agile development process from the start, just how and when do we integrate the user experience and creative contribution into the project lifecycle? Does agile really mean development first with no upfront design or specification, or, is there a better way to make agile development more effective when it begins? Certainly agile can be problematic for client projects when the statement of work contract is king for establishing project scope ahead of time. So how do we successfully integrate the benefits of agile into client-vendor engagements without putting either party at risk? This presentation topic is on how to effectively combine the best of waterfall and agile into a hybrid process model called “Agifall.” No process is perfect, but Agifall just might be the one that works best for your next project.
My lesson learned about 10 months experience with Tribe Squad model. What I've learned so far, what traps, and how we solve many problems along the way.
Implementing an effective Project Intake Process is a key success factor for expanding the value of your Project Management Office. Your Intake Processes function as the Gate Keeper for your PMO and are the foundation for effectively managing your PMO Project Portfolio. Facilitating the process that allows your organization to define, approve, and implement within the limited resources available is a big step toward expanding the value of your PMO beyond just successful project delivery. This session will provide real life examples of a functioning Intake Process in today’s rapidly changing business environment, as well as provide high-level take-aways that you can use to improve your organizations Project Intake Process
Project Management And Implementation Methodology OverviewSlideTeam
“You can download this product from SlideTeam.net”
Presenting this set of slides with name Project Management And Implementation Methodology Overview. This is a five stage process. The stages in this process are Project Management, Implementation, Methodology, Overview. This is a completely editable PowerPoint presentation and is available for immediate download. Download now and impress your audience. https://bit.ly/32UUtov
This presentation explains a simple 5 step process for establishing a process for measuring standardisation of PMO processes across a number of projects.
It also includes how you can download a copy of the PMO Standardisation Tracking Template.
** PMP® Training: https://www.edureka.co/pmp **
This Edureka tutorial on Project Management Tools & Techniques will give you the list of various tools and techniques, used by the project managers for delivering a successful project. This PPT will help you to learn to the following topics:
1. Project Management Methodologies
2. When to use Project Management Techniques?
3. How to choose the right PM Tools & Techniques?
4. Various Project Management Tools
Our latest webinar "Software Development with Agile Waterfall Hybrid Method" presents you the pros and cons of both methodologies, Agile and Waterfall.
Watch our webinar to learn more about what kind of projects the Hybrid model works for best, and how exactly you can implement a Hybrid approch in software development and benefit from the advanced features of codeBeamer ALM software.
Learn from the Experts: Using DORA Metrics to Accelerate Value Stream FlowDevOps.com
When responding to digital disruption, organizations are embracing DevOps practices and value stream thinking, but find it tough to measure their progress.
Organizations need to find a way to make it easy to inspect team and global metrics for incremental adaptation to accelerate the flow of value through every team’s workflow or pipeline. In this webinar, we’ll explore how to automate transparency into the 4 key metrics for throughput and stability as defined by DORA’s Accelerate State of DevOps Reports.
Join Helen Beal, DevOpsologist at Ranger4, and Jeff Keyes from Plutora for this webinar where they will teach you about the key metrics for DevOps success.
Looking through a value stream lens they will show you:
What the key metrics are;
How to make it easy for people to use them;
How they evolve flow over time.
Project Management Methodologies - Mind MapWAJAHAT IQBAL
Using my Experience in Project Management Domain for the last 18 Years I have shared my thought process on the methodology and the best practises both for PMP & PRINCE2 Standards and converted my valuable insights into a brief and to the point Mind Map.I hope it helps the readers who are new to Project Management or wants to know more about this complex professional domain.Good Luck
Your valuable comments and Feedback is most welcome - Wajahat Iqbal
Agile practices continue to improve as organizations move forward with adoption and adaption. However, as they move forward, they often run into daunting challenges—coordinating projects with highly complex requirements and interdependencies; navigating highly political environments; and finding ways to fund, report, and integrate agile project work into existing organizational processes. Jamie Mades has found that the Lean Agile Portfolio bridges these gaps, applying lean product development flow principles to identify high-value initiatives and speed completion of work. It reduces risk and uncertainty using agile development practices to realize those initiatives. Jamie discusses how to break down silos across all areas, reduce the divide between agile practices and senior executive requirements, and improve collaboration. Using a $500M portfolio at a Fortune 100 company as an example, he reviews how they seamlessly integrated agile planning into the annual funding cycle and coordinated highly complex work across the organization. Join Jamie to learn where you need to drive changes and where you can adapt agile practices to meet organizational needs.
YouTube Link: https://youtu.be/3s2S-SNFCo4
** Edureka Certification Training: https://www.edureka.co **
This Edureka PPT on "Scaled Agile Framework" will help you understand how the scaled agile framework is used to scale agile practices and principles for large, complex and mission-critical projects. The topics discussed in this course are listed below:
Challenges of scaling agile
What is the Scaled Agile Framework (SAFe)?
Levels of Scaled Agile Framework
Configurations of SAFe
Advantages and Disadvantages of SAFe
Follow us to never miss an update in the future.
YouTube: https://www.youtube.com/user/edurekaIN
Instagram: https://www.instagram.com/edureka_learning/
Facebook: https://www.facebook.com/edurekaIN/
Twitter: https://twitter.com/edurekain
LinkedIn: https://www.linkedin.com/company/edureka
Castbox: https://castbox.fm/networks/505?country=in
YouTube Link: https://youtu.be/WjwEh15M5Rw
** Certified Scrum Master Training: https://www.edureka.co/certified-scrum-master-certification-training **
This Edureka PPT on ‘Agile Methodology’ will discuss What is Agile and the various Agile frameworks that implement the Agile methodology. This tutorial on Agile Methodologies covers the below topics:
1. Why do we need Agile?
2. What is Agile?
3. Key terms of Agile
4. Advantages of Agile
5. How to implement Agile?
6. Various Agile Frameworks
Check out our Playlist: https://bit.ly/2KlsEva
Blog Series: https://bit.ly/2KmfQVd
Follow us to never miss an update in the future.
YouTube: https://www.youtube.com/user/edurekaIN
Instagram: https://www.instagram.com/edureka_learning/
Facebook: https://www.facebook.com/edurekaIN/
Twitter: https://twitter.com/edurekain
LinkedIn: https://www.linkedin.com/company/edureka
Castbox: https://castbox.fm/networks/505?country=in
A proposed framework for Agile Roadmap Design and MaintenanceJérôme Kehrli
Maintaining a relevant and meaningful roadmap while adopting a state of the art Agile methodology is challenging and somewhat antonymous.
This presentation proposes a framework for designing and maintaining an Agile Roadmap.
Scaling Scaled Agile: Lessons Learned at UnitedHealth GroupCA Technologies
So maybe your organization has established a release train and it is going well. Now you have been asked to run multiple release trains as part of a portfolio. What’s the same? What’s different? At UnitedHealth Group, one of our largest agile portfolios has six plus release trains, 35 plus scrum teams and hundreds of people all working together to deliver a common business outcome using the scaled agile framework.
This interactive discussion will highlight what we have implemented, what lessons we have learned and what challenges lie ahead in our pursuit for continuous improvement.
For more information, please visit http://cainc.to/Nv2VOe
3The Project Management ProcessGroups A Case StudyAft.docxgilbertkpeters11344
3
The Project Management Process
Groups: A Case Study
After reading this chapter, you will be able to:
1. Describe the five project management process groups, the typical level of
activity for each, and the interactions among them
2. Understand how the project management process groups relate to the project
management knowledge areas
3. Discuss how organizations develop information technology project manage-
ment methodologies to meet their needs
4. Review a case study of an organization applying the project management
process groups to manage an information technology project, and understand
the contribution that effective project initiation, project planning, project
execution, project monitoring and controlling, and project closing make to
project success
OPENING CASE
rica Bell was in charge of the Project Management Office (PMO)
for her consulting firm. The firm, JWD (Job Well Done)
Consulting, had grown to include more than 200 full-time consul-
tants and even more part-time consultants. JWD Consulting pro-
vides a variety of consulting services to assist organizations in
selecting and managing information technology projects. The firm
focuses on finding and managing high-payoff projects and develop-
ing strong metrics to measure project performance and benefits to the
organization after the project is implemented. The firm’s emphasis
Objectives
E
on metrics and working collaboratively with its customers gives it
an edge over many competitors.
Joe Fleming, the CEO, wanted his company to continue to grow
and become a world-class consulting organization. Since the core of
the business was helping other organizations with project manage-
ment, he felt it was crucial for JWD Consulting to have an exemplary
process for managing its own projects. He asked Erica to work with
her team and other consultants in the firm to develop several intranet
site applications that would allow them to share their project man-
agement knowledge. He also thought it would make sense to make
some of the information available to the firm’s clients. For example,
the firm could provide project management templates, tools, articles,
links to other sites, and an “Ask the Expert” feature to help build
relationships with current and future clients. Since JWD Consulting
emphasizes the importance of high-payoff projects, Joe also wanted
to see a business case for this project before proceeding.
Recall from Chapter 1 that project management consists of nine knowledge
areas: integration, scope, time, cost, quality, human resources, communications,
risk, and procurement. Another important concept to understand is that projects
involve five project management process groups: initiating, planning, executing,
monitoring and controlling, and closing. Tailoring these process groups to meet
individual project needs increases the chance of success in managing projects. This
chapter describes each project management process group in detail through.
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.
Implementing an effective Project Intake Process is a key success factor for expanding the value of your Project Management Office. Your Intake Processes function as the Gate Keeper for your PMO and are the foundation for effectively managing your PMO Project Portfolio. Facilitating the process that allows your organization to define, approve, and implement within the limited resources available is a big step toward expanding the value of your PMO beyond just successful project delivery. This session will provide real life examples of a functioning Intake Process in today’s rapidly changing business environment, as well as provide high-level take-aways that you can use to improve your organizations Project Intake Process
Project Management And Implementation Methodology OverviewSlideTeam
“You can download this product from SlideTeam.net”
Presenting this set of slides with name Project Management And Implementation Methodology Overview. This is a five stage process. The stages in this process are Project Management, Implementation, Methodology, Overview. This is a completely editable PowerPoint presentation and is available for immediate download. Download now and impress your audience. https://bit.ly/32UUtov
This presentation explains a simple 5 step process for establishing a process for measuring standardisation of PMO processes across a number of projects.
It also includes how you can download a copy of the PMO Standardisation Tracking Template.
** PMP® Training: https://www.edureka.co/pmp **
This Edureka tutorial on Project Management Tools & Techniques will give you the list of various tools and techniques, used by the project managers for delivering a successful project. This PPT will help you to learn to the following topics:
1. Project Management Methodologies
2. When to use Project Management Techniques?
3. How to choose the right PM Tools & Techniques?
4. Various Project Management Tools
Our latest webinar "Software Development with Agile Waterfall Hybrid Method" presents you the pros and cons of both methodologies, Agile and Waterfall.
Watch our webinar to learn more about what kind of projects the Hybrid model works for best, and how exactly you can implement a Hybrid approch in software development and benefit from the advanced features of codeBeamer ALM software.
Learn from the Experts: Using DORA Metrics to Accelerate Value Stream FlowDevOps.com
When responding to digital disruption, organizations are embracing DevOps practices and value stream thinking, but find it tough to measure their progress.
Organizations need to find a way to make it easy to inspect team and global metrics for incremental adaptation to accelerate the flow of value through every team’s workflow or pipeline. In this webinar, we’ll explore how to automate transparency into the 4 key metrics for throughput and stability as defined by DORA’s Accelerate State of DevOps Reports.
Join Helen Beal, DevOpsologist at Ranger4, and Jeff Keyes from Plutora for this webinar where they will teach you about the key metrics for DevOps success.
Looking through a value stream lens they will show you:
What the key metrics are;
How to make it easy for people to use them;
How they evolve flow over time.
Project Management Methodologies - Mind MapWAJAHAT IQBAL
Using my Experience in Project Management Domain for the last 18 Years I have shared my thought process on the methodology and the best practises both for PMP & PRINCE2 Standards and converted my valuable insights into a brief and to the point Mind Map.I hope it helps the readers who are new to Project Management or wants to know more about this complex professional domain.Good Luck
Your valuable comments and Feedback is most welcome - Wajahat Iqbal
Agile practices continue to improve as organizations move forward with adoption and adaption. However, as they move forward, they often run into daunting challenges—coordinating projects with highly complex requirements and interdependencies; navigating highly political environments; and finding ways to fund, report, and integrate agile project work into existing organizational processes. Jamie Mades has found that the Lean Agile Portfolio bridges these gaps, applying lean product development flow principles to identify high-value initiatives and speed completion of work. It reduces risk and uncertainty using agile development practices to realize those initiatives. Jamie discusses how to break down silos across all areas, reduce the divide between agile practices and senior executive requirements, and improve collaboration. Using a $500M portfolio at a Fortune 100 company as an example, he reviews how they seamlessly integrated agile planning into the annual funding cycle and coordinated highly complex work across the organization. Join Jamie to learn where you need to drive changes and where you can adapt agile practices to meet organizational needs.
YouTube Link: https://youtu.be/3s2S-SNFCo4
** Edureka Certification Training: https://www.edureka.co **
This Edureka PPT on "Scaled Agile Framework" will help you understand how the scaled agile framework is used to scale agile practices and principles for large, complex and mission-critical projects. The topics discussed in this course are listed below:
Challenges of scaling agile
What is the Scaled Agile Framework (SAFe)?
Levels of Scaled Agile Framework
Configurations of SAFe
Advantages and Disadvantages of SAFe
Follow us to never miss an update in the future.
YouTube: https://www.youtube.com/user/edurekaIN
Instagram: https://www.instagram.com/edureka_learning/
Facebook: https://www.facebook.com/edurekaIN/
Twitter: https://twitter.com/edurekain
LinkedIn: https://www.linkedin.com/company/edureka
Castbox: https://castbox.fm/networks/505?country=in
YouTube Link: https://youtu.be/WjwEh15M5Rw
** Certified Scrum Master Training: https://www.edureka.co/certified-scrum-master-certification-training **
This Edureka PPT on ‘Agile Methodology’ will discuss What is Agile and the various Agile frameworks that implement the Agile methodology. This tutorial on Agile Methodologies covers the below topics:
1. Why do we need Agile?
2. What is Agile?
3. Key terms of Agile
4. Advantages of Agile
5. How to implement Agile?
6. Various Agile Frameworks
Check out our Playlist: https://bit.ly/2KlsEva
Blog Series: https://bit.ly/2KmfQVd
Follow us to never miss an update in the future.
YouTube: https://www.youtube.com/user/edurekaIN
Instagram: https://www.instagram.com/edureka_learning/
Facebook: https://www.facebook.com/edurekaIN/
Twitter: https://twitter.com/edurekain
LinkedIn: https://www.linkedin.com/company/edureka
Castbox: https://castbox.fm/networks/505?country=in
A proposed framework for Agile Roadmap Design and MaintenanceJérôme Kehrli
Maintaining a relevant and meaningful roadmap while adopting a state of the art Agile methodology is challenging and somewhat antonymous.
This presentation proposes a framework for designing and maintaining an Agile Roadmap.
Scaling Scaled Agile: Lessons Learned at UnitedHealth GroupCA Technologies
So maybe your organization has established a release train and it is going well. Now you have been asked to run multiple release trains as part of a portfolio. What’s the same? What’s different? At UnitedHealth Group, one of our largest agile portfolios has six plus release trains, 35 plus scrum teams and hundreds of people all working together to deliver a common business outcome using the scaled agile framework.
This interactive discussion will highlight what we have implemented, what lessons we have learned and what challenges lie ahead in our pursuit for continuous improvement.
For more information, please visit http://cainc.to/Nv2VOe
3The Project Management ProcessGroups A Case StudyAft.docxgilbertkpeters11344
3
The Project Management Process
Groups: A Case Study
After reading this chapter, you will be able to:
1. Describe the five project management process groups, the typical level of
activity for each, and the interactions among them
2. Understand how the project management process groups relate to the project
management knowledge areas
3. Discuss how organizations develop information technology project manage-
ment methodologies to meet their needs
4. Review a case study of an organization applying the project management
process groups to manage an information technology project, and understand
the contribution that effective project initiation, project planning, project
execution, project monitoring and controlling, and project closing make to
project success
OPENING CASE
rica Bell was in charge of the Project Management Office (PMO)
for her consulting firm. The firm, JWD (Job Well Done)
Consulting, had grown to include more than 200 full-time consul-
tants and even more part-time consultants. JWD Consulting pro-
vides a variety of consulting services to assist organizations in
selecting and managing information technology projects. The firm
focuses on finding and managing high-payoff projects and develop-
ing strong metrics to measure project performance and benefits to the
organization after the project is implemented. The firm’s emphasis
Objectives
E
on metrics and working collaboratively with its customers gives it
an edge over many competitors.
Joe Fleming, the CEO, wanted his company to continue to grow
and become a world-class consulting organization. Since the core of
the business was helping other organizations with project manage-
ment, he felt it was crucial for JWD Consulting to have an exemplary
process for managing its own projects. He asked Erica to work with
her team and other consultants in the firm to develop several intranet
site applications that would allow them to share their project man-
agement knowledge. He also thought it would make sense to make
some of the information available to the firm’s clients. For example,
the firm could provide project management templates, tools, articles,
links to other sites, and an “Ask the Expert” feature to help build
relationships with current and future clients. Since JWD Consulting
emphasizes the importance of high-payoff projects, Joe also wanted
to see a business case for this project before proceeding.
Recall from Chapter 1 that project management consists of nine knowledge
areas: integration, scope, time, cost, quality, human resources, communications,
risk, and procurement. Another important concept to understand is that projects
involve five project management process groups: initiating, planning, executing,
monitoring and controlling, and closing. Tailoring these process groups to meet
individual project needs increases the chance of success in managing projects. This
chapter describes each project management process group in detail through.
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.
2 days agoShravani Kasturi DiscussionCOLLAPSETop of Form.docxherminaprocter
2 days ago
Shravani Kasturi
Discussion
COLLAPSE
Top of Form
The organization projects have a different strategical plan that can help in enterprise goals achievements. There are some of the projects that require some of the bulky of the activities that will help the business management to achieve the implemented goals and objectives using different ideas. There is a uniqueness of the project that can be detected to show some of the differences in the process and ensuring there is goals achievement in the completion of the project process. It is important to consider timelines when expecting the completion of the project.
The projects and daily activities have some of the differences since the projects take too long for its completion while daily activities take a short period. The implementation of the daily activities requires the business to have a continuous operation as deployed by business management. Moreover, the daily activities have no indicated date or schedule plans which are implemented in the project process to help in achieving the business goals.
The organization should create group management to help in making better decisions that will lead to effective practices that will increase the effectiveness of the project management by considering the team members' support and idea-sharing. The organization project should be recorded to make a comparison in some of the areas such as members' roles and responsibilities. Moreover, business management is recommended to focus on some of the areas where they consider the quality of the project's goals achievements. According to Jissink, Rohrbeck, & Schweitzer (2017), the implementation of the group or project team requires effective leadership skills to help in influencing the members for the project successful completion.
Ultimately, some of the challenges occur due to the use of information technology in some areas. The cybersecurity has been issued that interferes with most of the projects since there are some of the members that can leak the information to other business competitors thus exposing the business project planning. Moreover, the budget allocation can also be affected by the use of IT thus creating difficulties in project management, Papke-Shields, & Boyer-Wright (2017). The project's uniqueness should consider some of the needs in planning and having effective preparation for successful project completion.
Bottom of Form
22 hours ago
Nikesh Bantu
Discussion 7
COLLAPSE
Top of Form
The organization is progressively setting out for massive scope change projects to adjust to a continually changing business condition. An assortment of elements impacts the multifaceted nature of projects along these lines making their extension hard to characterize and oversee. For these projects to accomplish their key objectives, it can't be essential to break down their degree into controllable constituents, yet additionally to line the pieces back again into a durable entirety.
As ass.
Red Zuma Project RED ZUMA PROJECT- BucherRED ZUMA PROJ.docxdanas19
Red Zuma Project
RED ZUMA PROJECT- Bucher
RED ZUMA PROJECT
(PARTS 1 and 2)
Brian J. Bucher
Liberty University
BUSI-313-B02
June 5, 2017
Bachelors of Science in Business Administration: Leadership
APA Style
RED ZUMA PROJECT MEMO
1. When is the project estimated to be completed? How long will the project take?
The project is estimated to be completed on 1/11/16. The project will take 260 working days.
2. What is the critical path for the project?
The critical path is shown in red on the Gantt chart below. The tasks in the critical path are 1.1, 1.2, 1.4, 1.7, 1.8, 1.10, 1.11, 1.12, 1.14, 1.15, & 1.16.
3. Which activity has the greatest amount of slack?
The activity has the greatest amount of slack is task 1.5 Detailed Marketing Plan with a total of 179 days of slack.
4. How sensitive is this network?
The project is not sensitive because the activities that are not on the critical paths have a lot of slack and there is only one critical path.
5. Identify two sensible milestones and explain your choices.
Build Prototypes is most important milestones because based on that then worker know what to build.
Install Production Equipment is also important milestones because if they install something that is not supposed to be installed then project gets delay and it will be over budget.
GANTT CHART
NETWORK DIAGRAM (With Critical Path)
SCHEDULE TABLE WITH SLACK
PART 2A MEMO
1. Which if any of the resources are over allocated?
Marketing Specialist, Design Engineer and Industrial Engineer.
2. Assume that the project is time constrained and try to resolve any over allocation problems by leveling within slack. What happens?
When I leveled the slack it removed the over allocation off of the Detailed Marking Plan, but it did not resolve all over allocations. It also reduced the number of slack days on the Manufacturing study by 10 days to 0 days. It also reduced the 179 days of slack on the Details Marketing Plan to 134 days. The Manufacturing Process went from 55 days to 10 days and the Lab Test Prototypes went from 5 to 0 days. The Order Components task did not change and stayed at 27 days of slack.
3. What is the impact of leveling within slack on the sensitivity of the network?
(Include a Gantt chart with the schedule table after leveling within slack).
The Red Zuma project schedule changed with the leveling because it added in multiple paths as well as reducing the overall slack days.
GANTT CHART Leveling within Slack
GANTT CHART Free and Total Slack
4. Assume that the project is resource constrained and no additional personnel are available. How long will the project take given the resources assigned? (Hint: Undo leveling performed in Part A before answering this question.)
With no additional personnel added, the project timeline will need to increase to 310 days with a new finish date of 03/21/2016.
5. How does the new duration compare with the estimated completion date generated.
Red Zuma Project RED ZUMA PROJECT- BucherRED ZUMA PROJ.docxaudeleypearl
Red Zuma Project
RED ZUMA PROJECT- Bucher
RED ZUMA PROJECT
(PARTS 1 and 2)
Brian J. Bucher
Liberty University
BUSI-313-B02
June 5, 2017
Bachelors of Science in Business Administration: Leadership
APA Style
RED ZUMA PROJECT MEMO
1. When is the project estimated to be completed? How long will the project take?
The project is estimated to be completed on 1/11/16. The project will take 260 working days.
2. What is the critical path for the project?
The critical path is shown in red on the Gantt chart below. The tasks in the critical path are 1.1, 1.2, 1.4, 1.7, 1.8, 1.10, 1.11, 1.12, 1.14, 1.15, & 1.16.
3. Which activity has the greatest amount of slack?
The activity has the greatest amount of slack is task 1.5 Detailed Marketing Plan with a total of 179 days of slack.
4. How sensitive is this network?
The project is not sensitive because the activities that are not on the critical paths have a lot of slack and there is only one critical path.
5. Identify two sensible milestones and explain your choices.
Build Prototypes is most important milestones because based on that then worker know what to build.
Install Production Equipment is also important milestones because if they install something that is not supposed to be installed then project gets delay and it will be over budget.
GANTT CHART
NETWORK DIAGRAM (With Critical Path)
SCHEDULE TABLE WITH SLACK
PART 2A MEMO
1. Which if any of the resources are over allocated?
Marketing Specialist, Design Engineer and Industrial Engineer.
2. Assume that the project is time constrained and try to resolve any over allocation problems by leveling within slack. What happens?
When I leveled the slack it removed the over allocation off of the Detailed Marking Plan, but it did not resolve all over allocations. It also reduced the number of slack days on the Manufacturing study by 10 days to 0 days. It also reduced the 179 days of slack on the Details Marketing Plan to 134 days. The Manufacturing Process went from 55 days to 10 days and the Lab Test Prototypes went from 5 to 0 days. The Order Components task did not change and stayed at 27 days of slack.
3. What is the impact of leveling within slack on the sensitivity of the network?
(Include a Gantt chart with the schedule table after leveling within slack).
The Red Zuma project schedule changed with the leveling because it added in multiple paths as well as reducing the overall slack days.
GANTT CHART Leveling within Slack
GANTT CHART Free and Total Slack
4. Assume that the project is resource constrained and no additional personnel are available. How long will the project take given the resources assigned? (Hint: Undo leveling performed in Part A before answering this question.)
With no additional personnel added, the project timeline will need to increase to 310 days with a new finish date of 03/21/2016.
5. How does the new duration compare with the estimated completion date generated ...
Running Head PROJECT MANAGEMENT METHODOLOGIES & TOOLS1PROJE.docxtodd581
Running Head: PROJECT MANAGEMENT METHODOLOGIES & TOOLS 1
PROJECT MANAGEMENT METHODOLOGIES & TOOLS 5
PROJECT MANAGEMENT METHODOLOGIES & TOOLS
Mekdes Asaminew
Rasmussen College
05/16/2020
FAQ document
What are project management tools?
These are the instruments which project managers use to plan, execute as well as manage plans in one centralized virtual location. These tools vary from team to team depending on the tasks to be performed in the project. The project management tools include; project management software, real-time instant messaging tool, knowledge base tool and file sharing tool.
What is project management software?
This is computer software which helps the project team members to collaborate during the project, plan all their activities as well as to record all the collected data.
What is a real-time instant messaging tool?
It is a tool that allows team members of a particular project to talk and video call with colleagues in real time. This tool helps improve collaboration of the team members and allows all people to collectively provide their opinions on different matters during carrying out the project.
What is knowledge base tool?
It involves a search database that allows individual to store the combined wisdom of the team members and ensures that the information is accessible to all members
What is a file sharing tool?
It is a tool which allows people to save sync and share files. It ensures that all the documents provided by team members are well stored and easily retrievable for future reference. (Bilal.et.al, 2017)
What are project management methodologies?
Project management methodologies are basically the different techniques which are used to approach a given project; every methodology of project management has its unique process and workflow. They are classified into “traditional or sequential methodologies, agile methodologies, the change management methodologies and process-based methodologies.”
What are the traditional or sequential methodologies?
These are the methods of managing a project which involve a sequence of tasks which lead to the final deliverables and project managers are required to ensure that the tasks are worked on them in a given order. The methodologies classified under this category include;
· Waterfall project management methodology; involves completing a certain task before beginning another task in a linked sequence of objects which adds up to the general goal. It is used in projects that create physical objects like building a computer.
· Critical path method; it involves prioritizing and allocating available raw materials to ensure the most crucial task is done as well as rescheduling lower priority task.
· Critical chain project management; involves a technique for putting main concentration on the needed materials.
What are agile methodologies?
These are project management methodologies which prioritize on shorter iterative cycles and flexibility. They are categorized .
CHAPTER 2 Strategic Management and Project SelectionMore and m.docxcravennichole326
CHAPTER 2
Strategic Management and Project Selection
More and more, the accomplishment of important tasks and goals in organizations today is being achieved through the use of projects. The phrases we hear and read about daily at our work and in conversations with our colleagues, such as “management by projects” and “project management maturity,” reflect this increasing trend in our society. The explosively rapid adoption of such a powerful tool as project management to help organizations achieve their goals and objectives is certainly awesome. In addition to project management’s great utility when correctly used, however, its utility has also led to many misapplications. As frequently noted by both consultants and industry project experts, there are many projects that:
• fall outside the organization’s stated mission,
• are completely unrelated to the strategy and goals of the organization, or
• have excessive funding levels relative to their expected benefits.
In addition to the growth in the number of organizations adopting project management, there is also accelerating growth in the number of multiple, simultaneous, and often interrelated projects in organizations. Thus, the issue naturally arises as to how one manages all these projects. Are they all really projects? (It has been suggested that perhaps up to 80 percent of all “projects” are not actually projects at all, since they do not include the three project requirements for scope, budget, and due date.) Should we be undertaking all of them? Among those we should implement, what should be their priorities?
It is not unusual these days for organizations to be wrestling with hundreds of new projects. With so many ongoing projects it becomes difficult for smaller projects to get adequate support, or even the attention of senior management. Three particularly common problems in organizations trying to manage multiple projects are:
1. Delays in one project cause delays in other projects because of common resource needs or technological dependencies.
2. The inefficient use of corporate resources results in peaks and valleys of resource utilization.
3. Bottlenecks in resource availability or lack of required technological inputs result in project delays that depend on those scarce resources or technology.
As might be expected, the report card on organizational success with management by projects is not stellar. For example, an early research study (Thomas et al., 2001) found that 30 percent of all projects were canceled midstream, and over half of completed projects were up to 190 percent over budget and 220 percent late. This same study found that the primary motivation of organizations to improve and expand their project management processes was due to major troubled or failed projects, new upcoming mega-projects, or to meet competition or maintain their market share. Those firms that “bought” project management skills from consultants tended to see it as a “commodity.” These fi ...
The agile software development methods have demonstrated success in increasing responsiveness to the needs of customers. So the most of software industry preferred the agile methods. These methods have
increased demand by the companies, but the agile methods at larger scale are more challenging and
problematic compared to the smaller projects. For that, to become the norm for a large and complex project a new adaptive agile framework is proposed. Also, the proposed framework will help to achieve long-term organizational and learning of agile teams and help to increase the employee motivation and satisfaction by improving their skill. Thus the organizations will have success in sustaining their team and increasing its productivity.
Benchmarking of Project Management Office EstablishmentExtr.docxjasoninnes20
Benchmarking of Project Management Office Establishment:
Extracting Best Practices
Bjørn Andersen1; Bjørnar Henriksen2; and Wenche Aarseth3
Abstract: This paper deals with best practices in establishing, developing, and implementing project management offices �PMOs�. First,
a brief overview of the theoretical background for PMOs is presented. The research approach is described, along with an overview of the
benchmarking partners used. In the main part of this paper, various aspects of a PMO’s life cycle are discussed based on observations from
the benchmarking partners. Through the benchmarking study, we have discovered that although the PMO design differs greatly, certain
key characteristics, responsibilities, and tasks are very similar. Successful PMOs take on responsibility for different project-related
functions and core tasks related to development of shared methodology and processes for handling of projects, training and competence
development within project management, proposing of new projects, and quality assurance of projects. The success of the PMO is related
to ensuring the necessary authority of the PMO, real organizational authority as well as academic and social credibility, top management
support, and that the PMO covers true needs in the organization.
DOI: 10.1061/�ASCE�0742-597X�2007�23:2�97�
CE Database subject headings: Project management; Bench marks; Best management practice; Change management; Life cycles.
Introduction
Many organizations, especially above a certain size and with an
extensive degree of project work, have taken the step to establish
centralized project management offices �PMOs� to take on
responsibility for project-related functions and coordinate project-
related activities. There are large variations in terms of organiza-
tional location of such PMOs and the responsibilities/tasks they
hold.
This gap in perceptions of PMOs and their impact led several
companies we continuously work with to ask the question “what
seems to be best practice in this area?” These companies were all
in the process of establishing a PMO or redefining/formalizing
existing project support functions in a PMO, and thus saw the
need for some kind of roadmap for designing and implementing a
project management office. As a result, a comparative bench-
marking study was undertaken, using a sample of companies who
had accumulated experiences in this field as data sources. The
purpose was to identify any common factors, positive and nega-
tive, that seemed to dictate the success rate of a PMO.
Theoretical Background
Historical Background and Development
Project offices have for quite some time been used as a means for
administrating large projects, based on the need for an overall,
coherent approach. Project offices were established to coordinate
portfolios of projects, and these offices facilitated experience
transfer and benchmarking among the projects. In addition, such
project offices often functioned as a “project monitor ...
Nine keys to successful delegation in Project Managementmrinalsingh385
Project Management Professional (PMP®) certification has been ranked the number 1 certification and is globally acknowledged as a standard for demonstrating your experience, education and ability to lead complex projects as project managers. It also helps you get a better salary.
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The process involved in the identification and verification of people using iris scanning is examined in this paper. The advantages and disadvantages associated with the utilisation of such a technology are also explored. A number of legal and ethical issues are highlighted. Iris scanning is looked at in comparison to other forms of Biometric technologies. Future work in the area of Biometrics is also considered in light of current developments.
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Knowledge Management: A Literature ReviewOlivia Moran
Is technology the key critical factor, which determines the success or failure of a
Knowledge Management (KM) implementation initiative? Are there other factors,
which contribute to its success or failure?
KM is concerned with sharing and managing information. People need to be seen as
the primary key to its success, as they play a very crucial role. People hold substantial
amounts of information and they need to be encouraged to share it. Technology is
available to support knowledge sharing, but this does not mean that people will
automatically give it up.
This paper examines the human element of knowledge management
This document will examine issues pertaining to feature extraction, classification and prediction. It will
consider the application of these techniques to unlabelled Electroencephalogram (E.E.G.) data in an
attempt to discriminate between left and right hand imagery movements
Complexity Versus Comprehendability: Simplifying Wireless SecurityOlivia Moran
This paper will follow the use of unsecured wireless networks in the city of Derry. Derry established a city wide open access network in 2008, thereby providing ideal conditions for the study of security issues pertaining to unsecured open access networks.
The paper will attempt to uncover the
reasoning behind the failure of individuals to take suitable security measures in light of threats that exist.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
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Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
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Business Valuation Principles for EntrepreneursBen Wann
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What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
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Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
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Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
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Personal Brand Statement:
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.
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
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Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s Dholera
Project Management: A Critical Examination of the PPARS Project
1. Project Management
A Critical Examination Of The PPARS Project
Project Management: A Critical Examination Of The PPARS Project 1
2. About The Author
Olivia Moran is a leading training specialist who
specialises in E-Learning instructional design and is a
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Project Management: A Critical Examination Of The PPARS Project 2
3. INTRODUCTION
In this document the authors will give a brief introduction into projects and why they are so
important. They will then look at the different aspects of Project Management and critically examine
the management of the recent PPARS project. The authors will also highlight the traps and obstacles
associated with the management of this project.
Every business wants to build a profitable and sustainable position against the competition. This is
only achieved through heavy investment in time, money and effort in a bid to formulate a wining
strategy and satisfy customer needs and requirements.
Also every company at some point has undertaken some kind of project. A Project is defined by Gray
and Larson (2003:5), as “a complex, non-routine, one-time effort limited by time, budget, resources
and performance specifications designed to meet customer needs”.
According to Burke (1999:3), project management is defined by the body of knowledge as, “The
application of knowledge, skills, tools and techniques to project activities in order to meet
stakeholder’s needs and expectations from a project”.
Managing a project is not a task to be taken lightly. There are as many project failures, as there are
successes. Project managers are involved in all kinds of activities. These range from motivating their
staff to co-ordinating project tasks and activities. It is their job to ensure that the project is finished
on time, within the projected budget and that it satisfies the needs of the end users.
Project managers are often put in a position where it is necessary to make trade-offs in terms of time,
cost, scope and quality. It is their job to manage all these different trade-offs.
PROJECT INITITATION
Initiation is the first stage in any project. It usually involves a formal request from management to
consider focusing on a particular problem or the possibility of improving the way things are done.
Generally, during this stage a number of potential end users are involved in discussions to try and
determine whether or not there is a need for a particular kind of system.
In 1997, the Irish Health Authority (IHA) became aware of the fact that the majority of departments
or groups in the Health Boards did not have a formal or computerised HR system in place. Most were
using manual paper based systems. The IHA believed that these business processes could be
completed in a more efficient and effective way. Thus, the PPARS (Personnel, Payroll, Attendance
and Related Systems) project team was initiated in 1999 for the purpose of implementing the SAP
(Systems Application and Products is the name of the German software company who supplied the
software for the PPARS project) HR management system into the Irish Health Service. The National
project office is based in Sligo. Its main objectives are the development, implementation and support
of the project and the system. The project scope is wide (See Appendix 1). The SAP system is
composed of numerous modules that carry out a specific business task.
Project Management: A Critical Examination Of The PPARS Project 3
4. PRINCIPLES OF GOOD PROJECT
MANAGEMENT
IDENTIFICATION OF REQUIREMENTS
The first step in a project is the identification of requirements. This process is of major importance
and should be dedicated as much time as is deemed necessary. “The right approach is for the IT
specialist to spend as much time as it takes with potential users, finding out about their information
needs” (Bee & Bee 2001:69). Employee involvement is critical at this stage. There should be extensive
discussion with perspective users regarding the requirements for the new system. These people do
the job everyday, so it makes sense that they are in the best position to identify needs and
requirements.
In this way everyone gets to pitch in. This usually results in increased motivation and helps to gain
employee support of the new system. It also leads to smoother implementation. It is important
however not set expectations. This can lead to disappointment when the system is implemented, if it
is not what the employee expected it to be.
This stage involves utilising numerous research techniques. The most commonly used are interviews
to gather facts and opinions, questionnaires which are very cost effective and observation.
Requirements can also be determined by examining the different procedures in place. It may be
possible to look at the problems with the existing system. Reports may also be useful.
“The main deliverables from this stage are a clear and very specific statement of requirements to be
met” (Bee & Bee 2001:70). This statement is known as a system specification. From this standards for
evaluation can be drawn up.
This stage can be frustrating for all involved. The HSE changed their minds about what they wanted
and required numerous times. The scope of the project changed regularly. A sufficient amount of
time was not spent getting this stage right. People were fussy about the objectives (See Appendix 2).
This is understandable since the project encompassed many different departments and thus, it was
more difficult to establish agreed upon requirements.
It is evident that early in the project the plan was flawed. The plan was not amended as required.
Deloitte, one of the consultancies used, wanted to redefine the scope of the project after pilots were
carried out to learn from them. However, the department would not wait and carried on with the
plans they already had. As outlined in the VFM Report 5, (6:35), “The failure to pause after the pilots
and learn from the experience as well as bed down the new systems, militated against clear project
definition. A pause would have allowed for a more defined scope to be established and, potentially,
for the negotiation of a fixed price contract for the subsequent agencies”.
Project Management: A Critical Examination Of The PPARS Project 4
5. ORGANISATIONAL INTEGRATION
The approach that a project manager adopts is dependant on the type of organisational structure. A
new organisational structure was a necessity in order to reform the health service in Ireland. It could
no longer withstand the increasing pressures being weighed on it. The health service consisted of
over 60 bodies and agencies, which are each responsible for a different area of the H.S.E. The
management of all these components was a major task. Recent studies showed that they were not
being strategically managed. This in turn, lead to fragmentation and overlapping, leading to
confusion on who is responsible for the various services? The H.S.E structure that now exists was
created taking many things into consideration (See Appendix 3).
This new structure was only introduced after the initiation of the PPARS project. The HSE were
pushing a new strategy. They believed that they could use IT to bring about this strategic change.
This is a critical mistake. IT systems should only be used to compliment the business processes and the
way business is done. Business processes need to be examined first. Only then can one consider using
IT to make these processes faster or easier. Management thought that they could force the change
by using a computer system like PPARS.
TEAM MANAGEMENT
“A work team generates positive synergy through coordinated effort. Their individual efforts
results in a level of performance that is greater than the sum of the inputs” (Robbins 2001:258).
Teams are necessary for the completion of a project. By having people work together they produce
better results than working apart i.e. the concept of synergy. The sums of its parts are greater than
the whole. A project often requires a wide mixture of talents and skills.
Campion et al 1996, proposed that team effectiveness consists of 4 general categories. These include
work design, composition, context and process. (See Appendix 4).
The PPARS project suffered from poorly understood team roles. The team members did not
understand what was expected of them and what work they were suppose to do. Managers failed to
check the work that they were doing if any at all. The members were unsure as to what authority
they had to make decisions. Therefore, they avoided making decisions causing time delays and
further confusion.
The team often suffered from low morale. Different team members had highlighted problems with
the project. However, their concerns were never taken on board.
PROJECT PLANNING
A project requires a huge amount of planning if it is to run smoothly. A good plan will include an
overview that according to Mantel et al (2001:56) is a “Brief description of the project and its
deliverables, together with a list of the major milestones or significant events in the project
schedule”.
The PPARS project is the second biggest implementation of SAP in Europe. No project was ever
undertaken like this before. This added to its complexity, as there was nothing to compare it to. A
project the size of PPARS required clarity regarding outcomes to ensure it aligned with strategic
direction.
Project Management: A Critical Examination Of The PPARS Project 5
6. Also, a schedule is drawn up. This indicates major milestones. A milestone is a place where certain
tasks are expected to be completed. Keeping to the time allocated to each milestone is very
important. One task may be dependent on the completion of another. The majority of the PPARS
milestones were not met on time.
Management were responsible for carrying out an analysis of resources needed. Planners must
determine how much and what kind of resources will be required for the project. These resources
include time, finance and personnel. All these should be budgeted. Management were over-
optimistic. Their estimations were miles apart from the actual figures, as they had not carried out a
detailed cost analysis. Many decisions were based on broad assumptions.
Evaluation and assessment metrics are complied at this stage. This looks at when and how often the
various elements of the project will be monitored. Actual performance needs to be compared to the
expected.
Contingency plans need to be in place prior to the commencement of the project. The success of any
project is dependant on its ability to adapt to changes that may occur in the internal and external
environment. However, Mantel et al (2001:57) point out “No amount of current planning can solve
current crises – but preplanning may prevent or soften the impact of some”. It seems that very little
time was spent on these particular plans. They were not amended when new information came to
light.
A common vocabulary should have been complied to help clarify certain points. In this way it is clear
what is meant by a particular term and everyone can take the same meaning out of it. Thus it
reduces misunderstanding, stress and conflict.
At this point all elements in the contract need to be discussed and agreed upon. Mantel et al
(2001:56) reckons that a contract should include all of the following “all reporting requirements; the
technical specifications of all deliverables; agreements on delivery dates, incentives, and penalties
for non-compliance; specific procedures for making changes in the deliverables; project review dates
and procedures and similar agreements”.
The planning stage resulted in the production of a project mission statement. “To develop a fully
integrated Human Resource System, inclusive of payroll and attendance/ absence which would meet
the business requirements of a modern, dynamic, Human Resources Function in the Irish Health
Service” (www.ppars.ie). This statement of purpose, distinguishes it from all other projects. It is short
and concise. Ideally, it prevents project team members from drifting away from the projects goals
and objectives.
RISK MANAGEMENT
“In a project environment, because of the essential uniqueness of projects, some uncertainty must
always remain, and hence the emphasis of management becomes to manage the risk” (Turner
1999).
In 2002 the Hay document was produced. This highlighted areas for concern. The proposals set forth
in the document were simply ignored. The management of the project were responsible for
determining the possibility of these occurring, as well as the impact that they would have on the
project if they do. Management failed to put measures in place to reduce the chance of the risk
occurring.
Project Management: A Critical Examination Of The PPARS Project 6
7. It seems that little or no contingency plans were drawn up. These plans could have limited damage
done by the risk occurring. Management also neglected to amend the project plans as new
information became available. The mangers of any project should aim to eliminate, reduce or deter
the identified risks.
The authors can not understand the reasoning behind ignoring the report. Risks were identified and
nothing was done. If you knew a big storm was brewing, would you not board up the windows? If
the department intended to ignore the document and its findings, why did they have it produced in
the first place?
PROJECT CONTROL
“A management function that involves observing and measuring organisational performance and
environmental activities and modifying the plans and activities of the organisation when necessary”.
(O’Brien & Marakas 2006:554)
Controlling involves comparing projected figures with actual results. The differences between the
two figures should be identified. The reason for the deviation between the two results should be
highlighted. The manager should aim to minimise these deviations. This may involve having to
amend the project plan. The manager controls quality, human resources and finance.
The quality of work done at all stages of the project is critical to satisfying customer needs. Having
good quality controls in place ensures a more efficient project. A project must aim to stay within its
budget. Management must have measures in place in order to monitor the activities and costs of
every task. They also need to keep an eye on the performance levels of the employees.
The PPARS project was overseen by a National Steering Committee. The chairman of this committee
is Pat Harvey, who is the CEO at the North Western Health Board. This committee represents the
views of the numerous different departments which make up the HSE. The committee was set up to
“Monitor progress on the implementation on the implementation of the project at national level and
across the various agencies” (www.ppars.ie/project organisation).
PROJECT VISIBILITY
Communication is fundamental to any project. Specific goals and objectives should be communicated
to all team members and relevant project stakeholders. Communication will lead to a better
designed product that will be more easily implemented. There are numerous ways in which
management can communicate effectively with all project members. These include; face to face,
video conferencing, email, networks, notice boards and charts.
PROJECT STATUS & CORRECTIVE ACTION
Project managers must keep a close eye on the status of the project. This can be achieved through
the completion of a project status report. If the project status is not in line with the plan corrective
action may be necessary. Bee & Bee (1999:47), outline the importance of taking corrective action.
“When the American space shuttles have just climbed a few miles they can often be seen to make
some minor corrections to their altitude before they leave the atmosphere. This small correction at
the beginning of the flight is instrumental in them reaching the exact location where they are
planning to do their work. Leaving the altitude correction until later could require a much bigger
correction or make it impossible to reach the target position at all”.
Project Management: A Critical Examination Of The PPARS Project 7
8. This same principal applies to project management. It is much easier to fix a problem when it occurs
rather than later. Corrective action may result in having to get team members to work longer hours
or more shifts. It may even be necessary to change leadership.
Many of the problems encountered by the PPARS project were predicted some time before their
occurrence. Management failed to take recommendations on board that would have limited the
impact of these problems or prevented them from occurring altogether. They ignored team members
who identified problems. In June 2005 Mr John O’Brien, CEO at St. James Hospital where PPARS had
been piloted, wrote to the HSE highlighting his concerns, stating that the system threatened the
hospital’s basic functioning. He suggested that the system should not go any further until all flaws
had been sorted out. (Hunter: 2005)
PROJECT LEADERSHIP
Leadership involves “Motivating people to use their abilities and skills most effectively and
efficiently to achieve organisational objectives. Without direction people tend to do their work
according to their personal view of what tasks should be done, how and in what order”. (Hunger &
Wheelan:143)
Senior management of the HSE were responsible for choosing the project manager. The project
manager has the overall control or leadership over the project. When selected the project manager
hired other managers to look after certain aspects of the project. He had overall responsibility for
the completion of the project and reported directly to the top management.
The National Project Director of the PPARS project is Anthony Reilly. He has overall leadership of the
project. All team members have to report to him. The project had a reporting system in place, which
highlighted who reports to whom. (See Appendix 5). However, this wasn’t communicated to
employees.
Lack of project leadership was very evident from examining this case. The project manager was the
official responsible for the successful completion of the project. However, he was expected to do a
job but was not given any authority to make and implement decisions that were made. This point is
highlighted in the C & AG’s report on PPARS, where it said that neither the national project director
nor the national project team had the authority to direct when or how the implementation would
take place in individual agencies.
In some cases, individuals did not even know if they had the authority to make decisions. The
decision making process established in this project was not very effective. It was very difficult to get
all involved to agree on decisions. This was mainly due to the size and the structure of the national
projects board.
Lack of leadership lead to increased delays, bad decision-making and poor conflict resolution. It also
increased the risk of failure. It is almost impossible for a project to be successful if people are not
given the authority they need and are not held responsible for their decisions and performance.
It seems as though no one has been held accountable for the poor management of the project. The
authors feel that the Department of Children and Health should be held responsible. They were the
people who forced the project to go ahead even though many people had voiced concerns. They
continued on with the project and ignored good advice.
Project Management: A Critical Examination Of The PPARS Project 8
9. CONSULTANCY
When embarking on a new project that is like nothing undertaken before it may be wise to hire a
consultant. This is a person who has expert knowledge in a particular field of study. A consultant can
provide the company with an objective view, often turning a threatening situation into one full of
opportunities.
Consultants can come with years of experience. They learn through a trial and error process.
According to Kent “one thing consultants are extremely good at is learning from the experience
themselves. They will leave a programme with further insights into how companies work, and the
pros and cons of taking a certain approach to instigating change”.
While consultants can be a fountain of knowledge their use should be limited. They are extremely
expensive, charging very high prices for their service. The company must be able to justify the cost.
In order to do this they must in money terms measure the contribution made by the consultant. This
is hard to do, as all inputs are not necessarily tangible.
The amount of control given to the consultant should be kept to a minimum. ‚Handing over whole-
scale responsibility for a change programme to a consultancy can be more problematic . . . this
approach means the organisation losses significant control over its own change process”, argues
Whittington, professor of strategic management at oxford’s business school.
The PPARS project has been criticised for its excessive use of consultants. At one stage in the project,
they began hiring consultants to advise them on the use of other consultants. The total amount of
money spent on consultants and contractors is estimated to be in the region of €57 million. The idea
of handing off responsibility of recruiting consultants to another consultancy firm seem ludicrous.
Doing this lead to a loss in control.
In the VFM (report 51) ‚The principal consulting and contract payments were in respect of advice
and support from Deloitte - €38.5 million, project implementation assistance from BISL - €3.3 million
and payments to contractors to configure the system and provide technical support - €11.7 million”.
The consultants that were hired should have been closely monitored, however in the case of PPARS
this was not what happened. Those in charge of the project seem as though they had no idea as to
what work the consultants were doing or not doing. The consultants often failed to reach major
milestones. No penalties were ever followed up.
The PPARS project is one that is highly complex, as there is no other similar project to compare it to in
Europe. The HSE did not have the expertise required to implement the SAP product. According to
Mary Harney, The Tanaiste ‚The health service management did not have the internal capability to
manage this complex project without an over-reliance on external consultancy resources”. (Hunter
2005).
Consultants with this knowledge had to be hired. One would wonder whether or not these
consultants actually were knowledgeable in the area of SAP software. The management of the
multiple contractors made the situation more complex. This was very evident in the coordination of
activities. There were numerous hidden costs incurred from the use of consultants. There were no
controls in place to alert management or stop over spending.
Project Management: A Critical Examination Of The PPARS Project 9
10. IMPLEMENTATION
The system was implemented after much debate. It was rolled out in four different places, which
covered a workforce of around 37,000. Numerous flaws became apparent. Mary Harney commented
on the suspension of the rollout saying, “The extent of the incoherence was not known before
PPARS implementation work commenced”. Over 2500 variations in payment arrangements across the
entire health system were discovered. With reports of one nurse in Sligo being overpaid by 1 million
euro.
Implementation did not run smoothly. The rollout of the system to other departments has now been
suspended. Another project called Financial Information Systems Project (FISP) has also been paused.
Training is referred to as “the planned acquisition of knowledge, skills and abilities required to
perform effectively in a given role or job . . . its purpose is to improve specific skills or abilities that
will result in better work performances (Gunningle, Hearty, Morley 2000:218).
Training is a very powerful tool when it comes to implementing a new system. If employees are
trained in the skills and competencies needed to use the system, they are more likely to be committed
to it.
CONCLUSION
The HSE should have incorporated a project reporting system. Regular meetings should have taken
place (with all project members) to determine reasons why goals were not being achieved).
The schedules and budgets composed during the planning stage should have been adjusted or
modified.
The PPARS project displays many of the characteristics associated with bad project management. The
entire project was poorly planned. Budgets and projected times were seriously underestimated.
The project team lacked staff who where competent in terms of the skills and abilities required to
complete the project. This lead to the recruitment of multiple consultants and contractors. It is
evident that management had problems with managing and co-coordinating them all. This seems to
have paralyzed management’s ability to control the activities of the project.
The scope of the PPARS project had been changed numerous times as the needs and requirements of
the HSE changed. It was decided the scope of the PPARS would be widened. This resulted in reduced
clarity and lead to the project becoming more complex.
The amount of resources (time, money, personnel) allocated to the project where not controlled and
monitored. This resulted in the PPARS project coming in over time and budget.
Lack of leadership contributed greatly to the projects failure. The project manager was expected to
do a job but was not given any authority necessary to do it right.
The management of the entire PPARS project has been publicly criticized. It has caused considerable
embarrassment not only for the HSE but also for the Government. In the words of Enda Kenny, a
Finna Gael is quoted as saying “It’s like a case study in how not to run a project”.
Project Management: A Critical Examination Of The PPARS Project 10
11. BIBLIOGRAPHY
Bee, F. & Bee, R. (2001) Managing Information and Statistics. Chartered Institute of Personnel and
Development: London
Burke, R. (1999) Project Management Planning and Control Techniques, 3rd ed. West Sussex: John
Wiley & Sons Ltd
Comptroller & Auditor General (2005) Report on Value for Money Examination, Development of
Human Resource Management System for the Health Service (PPARS). Government of Ireland
Gray, C. & Larson, E. (2003) Project Management, The Managerial Process, 2nd ed. New York: Mc
Graw-Hill Irwin
Gunningle, P. & Heraty, N. & Morley, M. (2002) Human Resource Management in Ireland, 2nd ed.
Dublin: Gill & Macmillan
Hunger, D. & Wheelan, T. (2003) Essentials of Strategic Management, 3rd ed. New Jersey: Pearson
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Hunter, N. (2005) PPARS ‘Classic Mistakes’. Irish Health [online] 13 December. URL:
http://irishhealth.com/?level=4&id=8660 [Date visited: 10 January 2006]
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Kent, S. (2005) Outer Limits. Journal of People Management, Vol.11 No.13 :41 - 42
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Robbins, S. (2001) Organizational Behaviour, 9th ed. New Jersey: Prentice Hall
Songini, M. (2005) Irish agency halts work on two SAP applications projects. Computer World [online]
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Project Management: A Critical Examination Of The PPARS Project 11