E-Learning Software Platform/ App Documentation for Project Management subject (Bachelor's Degree). Full description of all its Life Cycles, Project Scope, Beneficiaries, Impact on Institution, Marketing, etc.
Presentation of this project: https://www.slideshare.net/MarjoToska/e-learning-presentation-pptx/MarjoToska/e-learning-presentation-pptx
Don't forget to give credits.
Enjoy ;)
Architectural drivers are key requirements that influence a system's structure and include functional requirements, quality attributes, and constraints. Quality attributes can be presented through scenarios that describe a source of stimulus, the stimulus, environment, artifact response, and response measure. Possible business constraints include targeted markets, costs and schedules, while technical constraints involve computers, languages, hardware, software, tools, and standards.
This document discusses requirements gathering for software development projects. It defines what requirements are, including business, functional, and technical requirements. It emphasizes the importance of gathering accurate and complete requirements through techniques like interviews, questionnaires, and prototyping. A good requirement is described as being complete, correct, clear, verifiable, necessary, feasible, prioritized, consistent, traceable, modular, and design-independent. The document provides an assignment with questions to help gather requirements for various goals and problems.
The document discusses the requirements life cycle management process. It describes the key tasks in requirements management, which include tracing requirements to ensure alignment, maintaining requirements for reuse, prioritizing requirements based on value and risk, assessing the impact of changes, and gaining approval from stakeholders. The overall process aims to establish meaningful relationships between requirements and designs, manage changes effectively, and ensure requirements continue to meet stakeholder needs throughout the life cycle.
Requirement analysis and specification, software engineeringRupesh Vaishnav
The document discusses the key tasks in requirements engineering including inception, elicitation, elaboration, negotiation, specification, validation and management. It describes each task such as inception involves establishing a basic understanding of the problem and potential solutions through questioning stakeholders. Elicitation involves drawing requirements from stakeholders through techniques like meetings. Specification can take the form of documents, models, scenarios or prototypes. The requirements specification is an important output and should have certain characteristics like being unambiguous and traceable.
The document discusses the role of a business analyst (BA). It defines business analysis as identifying business needs and solutions, which may include systems development, process improvement, or strategic planning. As a generalist, the BA understands both business and technology perspectives. Key BA roles include defining project scope, eliciting requirements, documenting requirements, communicating requirements, identifying solutions, and verifying solutions meet requirements. The BA acts as a bridge between technical and business stakeholders. Essential skills for BAs are facilitation, communication, analysis, and requirements management.
In this Business Analysis Training session you will learn, Requirement Elicitation Techniques. Topics covered in this session are:
• Requirements Engineering
• Project Scope
• Landscape of Requirements
• Properties of Requirements
• Types of Requirements
• Stakeholder
• Requirements Elicitation
• Techniques
To learn more about this course, visit this link: https://www.mindsmapped.com/courses/business-analysis/foundation-level-business-analyst-training/
The document discusses the importance of taking a big picture view before solving a problem. It explains that seeing the overall context helps with identifying stakeholders, defining roles and responsibilities, estimating tasks, and determining deliverables and processes. Taking a big picture perspective allows analysts to understand business problems and opportunities more fully in order to determine the best solution approach. The document then discusses different types of business analysis approaches and how they relate to factors like formality, change management, communication, and complexity.
Architectural drivers are key requirements that influence a system's structure and include functional requirements, quality attributes, and constraints. Quality attributes can be presented through scenarios that describe a source of stimulus, the stimulus, environment, artifact response, and response measure. Possible business constraints include targeted markets, costs and schedules, while technical constraints involve computers, languages, hardware, software, tools, and standards.
This document discusses requirements gathering for software development projects. It defines what requirements are, including business, functional, and technical requirements. It emphasizes the importance of gathering accurate and complete requirements through techniques like interviews, questionnaires, and prototyping. A good requirement is described as being complete, correct, clear, verifiable, necessary, feasible, prioritized, consistent, traceable, modular, and design-independent. The document provides an assignment with questions to help gather requirements for various goals and problems.
The document discusses the requirements life cycle management process. It describes the key tasks in requirements management, which include tracing requirements to ensure alignment, maintaining requirements for reuse, prioritizing requirements based on value and risk, assessing the impact of changes, and gaining approval from stakeholders. The overall process aims to establish meaningful relationships between requirements and designs, manage changes effectively, and ensure requirements continue to meet stakeholder needs throughout the life cycle.
Requirement analysis and specification, software engineeringRupesh Vaishnav
The document discusses the key tasks in requirements engineering including inception, elicitation, elaboration, negotiation, specification, validation and management. It describes each task such as inception involves establishing a basic understanding of the problem and potential solutions through questioning stakeholders. Elicitation involves drawing requirements from stakeholders through techniques like meetings. Specification can take the form of documents, models, scenarios or prototypes. The requirements specification is an important output and should have certain characteristics like being unambiguous and traceable.
The document discusses the role of a business analyst (BA). It defines business analysis as identifying business needs and solutions, which may include systems development, process improvement, or strategic planning. As a generalist, the BA understands both business and technology perspectives. Key BA roles include defining project scope, eliciting requirements, documenting requirements, communicating requirements, identifying solutions, and verifying solutions meet requirements. The BA acts as a bridge between technical and business stakeholders. Essential skills for BAs are facilitation, communication, analysis, and requirements management.
In this Business Analysis Training session you will learn, Requirement Elicitation Techniques. Topics covered in this session are:
• Requirements Engineering
• Project Scope
• Landscape of Requirements
• Properties of Requirements
• Types of Requirements
• Stakeholder
• Requirements Elicitation
• Techniques
To learn more about this course, visit this link: https://www.mindsmapped.com/courses/business-analysis/foundation-level-business-analyst-training/
The document discusses the importance of taking a big picture view before solving a problem. It explains that seeing the overall context helps with identifying stakeholders, defining roles and responsibilities, estimating tasks, and determining deliverables and processes. Taking a big picture perspective allows analysts to understand business problems and opportunities more fully in order to determine the best solution approach. The document then discusses different types of business analysis approaches and how they relate to factors like formality, change management, communication, and complexity.
Everything You Need to Know About Unit Testing in Test Driven Development (TDD) with Case Studies!
TDD can be defined as a programming practice that instructs developers to write new code only if an automated test has failed. This avoids duplication of code.
The primary goal of TDD is to make the code clearer, simple and bug-free.
This PDF contains the case studies of Test Driven Development. Special thanks to the Experts- Jeff Langr, Frederico Gonçalves and J. B. Rainsberger for their valuable comments!
These case studies are the part of our blog on "How to do Unit Testing in Test Driven Development(TDD)?" which covers the following topics-
1) What is Unit Testing?
2) What is Test-Driven Development (TDD)?
3) Example of TDD with Unit Tests
4) Best Practices for Writing Unit Tests
5) Benefits of Unit Testing
6) Limitations of Unit Testing in the Traditional Approach
7) Case Studies of TDD
Blog Link-
https://www.simform.com/unit-testing-tdd/#casestudies
The document discusses requirements analysis for software engineering projects. It describes requirements analysis as bridging system requirements and software design by providing models of system information, functions, and behavior. The objectives of analysis are identified as identifying customer needs, evaluating feasibility, allocating functions, and establishing schedules and constraints. Common analysis techniques discussed include interviews, use cases, prototyping, and specification documentation.
Business Analysis Core Standard Knowledge AreasAyo Apampa
The document discusses the core standard knowledge areas of business analysis as defined by the International Institute of Business Analysis (IIBA). It outlines the six core knowledge areas which are: business analysis planning and monitoring, elicitation and collaboration, requirements life cycle management, strategy analysis, requirements analysis and design definition, and solution evaluation. For each knowledge area, it lists the key tasks involved at a high level. It also provides additional details on some of the knowledge areas such as elicitation and collaboration and requirements life cycle management.
The document provides an overview of business analysis. It defines business analysis as understanding an organization's structure, policies, and operations in order to identify needs for change and help achieve goals. It describes the scope, roles, skills, responsibilities, and importance of business analysis. It also introduces ZaranTech, a company that provides business analysis training through various modes including instructor-led online sessions.
This document discusses principles of requirements engineering including process, roles, and artifacts. It describes the major roles in requirements engineering like requirements engineer, product owner, and domain expert. It also discusses principles for process models including defining activities, artifacts, tools, roles, and milestones. The document contrasts activity-orientation which focuses on methods and interdependencies versus artifact-orientation which focuses on artifacts and interdependencies. It also contrasts problem-orientation which involves understanding the problem space first before proposing solutions versus solution-orientation which involves proposing solutions before fully understanding the problem.
The document discusses the Rapid Application Development (RAD) model. It describes the RAD model as an incremental development model where components are developed in parallel as mini-projects and delivered quickly to get early customer feedback. The phases of the RAD model include business modeling, data modeling, process modeling, application generation, and testing. The RAD model aims to reduce development time, increase reusability, and encourage early customer feedback through quick iterations. However, it requires highly skilled developers and designers and is costly to implement.
Software requirements engineering lecture 01Abdul Basit
This document discusses requirements engineering and its importance in software project success. It defines requirements engineering and outlines the key processes: elicitation, analysis, specification, verification and validation, and management. Case studies show that requirements engineering impacts several critical success factors, including user involvement, clear requirements, proper planning, and realistic expectations. When done thoroughly through multiple release cycles, requirements engineering can help deliver projects on time and on budget by ensuring the development team is building the right system to meet user needs.
Tthe 8-step business analysis process that you can apply whether you are in an agile environment or a traditional one, whether you are purchasing off-the-shelf software or building custom code, whether you are responsible for a multi-million dollar project or a one-week project.
Depending on the size and complexity of your project, you can go through these steps quickly or slowly, but to get to a successful outcome you must go through them
This document discusses requirements analysis and design. It covers the types and characteristics of requirements, as well as the tasks involved in requirements engineering including inception, elicitation, elaboration, negotiation, specification, validation, and management. It also discusses problems that commonly occur in requirements practices and solutions through proper requirements engineering. Additionally, it outlines goals and elements of analysis modeling, including flow-oriented, scenario-based, class-based, and behavioral modeling. Finally, it discusses the purpose and tasks of design engineering in translating requirements models into design models.
The document discusses the key tasks in requirements engineering: inception to initially understand user needs, elicitation to gather requirements, elaboration to further analyze and model requirements, negotiation to reconcile conflicts, specification to formally document requirements, validation to verify requirements quality, and management to track requirements throughout the project. The tasks involve collaborative activities like interviews and workshops to capture ambiguous and changing user needs and transform them into clear, consistent requirements that form the basis for subsequent software design and development.
Objectives:
1. To understand the different processes in the realm of ‘Requirements Engineering’.
2. To see the challenges in requirements development and the importance of getting requirements right in an IT project.
3. To understand the different techniques used in different phases and processes of requirements development and management.
This document is containing details about Business Analysis & Business Analyst the agendas are as below :
Introduction to Business Analysis
Scope of Business Analyst in IT & Non-IT Organizations
Require Skill Matrix & Prerequisites for Business Analyst
Business Analysis Methodology
Role Business Analyst in SDLC
Alternatives & BA Professional Courses
Introduction to CMMi Levels & Role of BA in CMMi Levels
Requirements elicitation techniques are used to uncover requirements for software systems from stakeholders. Two common techniques are focus groups and storyboarding. Focus groups involve bringing stakeholders together to discuss needs, which provides insights but can be difficult to analyze. Storyboarding uses illustrations to visualize a system's functionality for stakeholders and elicit early feedback through a collaborative process. Both techniques have tradeoffs, so the best approach depends on factors like resources, time constraints, and system criticality.
What’s in Your BA Toolkit?Are you frustrated with the tools, or lack of tools, in your Business Analysis Toolkit? Are your current tools hindering your productivity? Learn about what to look for in your toolkit and how to choose the tools that meet your needs.
The document discusses software project planning and estimation. It explains that project planning involves estimating the time, effort, people and resources required. The key activities in planning are estimation, scheduling, risk analysis, quality planning and change management. Estimation techniques include decomposition, using historical data, and empirical models. Factors to consider in estimation include feasibility, resources like people and tools, and make-or-buy decisions about reusable software.
The document provides guidance on business process modelling and mapping. It defines business process modelling and the three main types of process models. Process mapping is described as a technique to diagrammatically model processes by representing the steps, participants, and decision logic through a visual map. The document then provides instructions on how to produce a process map, including identifying boundaries and participants, drawing the initial flow, and adding and reviewing details like swimlanes and decision points. An example process map is also included to demonstrate a completed map.
The document discusses concepts related to software project scheduling, including:
- Software project scheduling involves distributing estimated effort across the planned project duration by allocating effort to specific tasks.
- There are two perspectives on software scheduling - either working within a prescribed end date or setting the end date based on the software team's estimates.
- Basic principles of software scheduling include compartmentalizing tasks, determining dependencies, allocating time estimates, validating effort, and defining responsibilities, outcomes, and milestones.
- Tracking project schedules involves comparing actual progress to planned schedules through status meetings, reviews, and milestone completions.
This document discusses requirement elicitation techniques used in systems analysis and design. It describes requirement elicitation as identifying stakeholder needs through interviews, meetings, ethnography and other techniques. It outlines best practices for elicitation including preparing for interviews and meetings, using scenarios, questionnaires, and observation to understand user needs and ensure requirements are unambiguous, complete, verifiable and consistent. The goal of elicitation is to gather requirements that accurately reflect stakeholder needs.
This document discusses functional and non-functional requirements. Functional requirements describe the behavior of a system and support user goals, while non-functional requirements describe how the system works and make it more usable. Functional requirements should include data descriptions, screen operations, workflows, and access controls. Non-functional requirements should cover usability, reliability, performance, and supportability. Non-functional requirements are further classified into categories like process, delivery, implementation, and external constraints.
Requirements Analysis And Design DdefinitionOD Ali
The document outlines the key tasks involved in requirements analysis and design definition according to the Business Analysis Body of Knowledge (BABOK). It discusses 7 tasks: 1) Specify and model requirements, 2) Verify requirements, 3) Validate requirements, 4) Define requirements architecture, 5) Define design options, 6) Analyze potential value, and 7) Recommend solutions. For each task, it describes the purpose, inputs, elements, guidelines/tools, techniques, stakeholders, and outputs. The overall aim is to analyze requirements, define design options, evaluate solutions, and recommend the best one to achieve the desired future state.
E-Learning Software Platform/ App Presentation for Project Management subject (Bachelor's Degree).
Documentation of this presentation: https://www.slideshare.net/MarjoToska/project-management-application-form-fully-customizable-template
Don't forget to give credits.
Enjoy ;)
Curriculum design, employability and digital identityJisc
From Jisc's student experience experts group meeting in Birmingham on 21 April 2016.
https://www.jisc.ac.uk/events/student-experience-experts-group-meeting-20-apr-2016
Everything You Need to Know About Unit Testing in Test Driven Development (TDD) with Case Studies!
TDD can be defined as a programming practice that instructs developers to write new code only if an automated test has failed. This avoids duplication of code.
The primary goal of TDD is to make the code clearer, simple and bug-free.
This PDF contains the case studies of Test Driven Development. Special thanks to the Experts- Jeff Langr, Frederico Gonçalves and J. B. Rainsberger for their valuable comments!
These case studies are the part of our blog on "How to do Unit Testing in Test Driven Development(TDD)?" which covers the following topics-
1) What is Unit Testing?
2) What is Test-Driven Development (TDD)?
3) Example of TDD with Unit Tests
4) Best Practices for Writing Unit Tests
5) Benefits of Unit Testing
6) Limitations of Unit Testing in the Traditional Approach
7) Case Studies of TDD
Blog Link-
https://www.simform.com/unit-testing-tdd/#casestudies
The document discusses requirements analysis for software engineering projects. It describes requirements analysis as bridging system requirements and software design by providing models of system information, functions, and behavior. The objectives of analysis are identified as identifying customer needs, evaluating feasibility, allocating functions, and establishing schedules and constraints. Common analysis techniques discussed include interviews, use cases, prototyping, and specification documentation.
Business Analysis Core Standard Knowledge AreasAyo Apampa
The document discusses the core standard knowledge areas of business analysis as defined by the International Institute of Business Analysis (IIBA). It outlines the six core knowledge areas which are: business analysis planning and monitoring, elicitation and collaboration, requirements life cycle management, strategy analysis, requirements analysis and design definition, and solution evaluation. For each knowledge area, it lists the key tasks involved at a high level. It also provides additional details on some of the knowledge areas such as elicitation and collaboration and requirements life cycle management.
The document provides an overview of business analysis. It defines business analysis as understanding an organization's structure, policies, and operations in order to identify needs for change and help achieve goals. It describes the scope, roles, skills, responsibilities, and importance of business analysis. It also introduces ZaranTech, a company that provides business analysis training through various modes including instructor-led online sessions.
This document discusses principles of requirements engineering including process, roles, and artifacts. It describes the major roles in requirements engineering like requirements engineer, product owner, and domain expert. It also discusses principles for process models including defining activities, artifacts, tools, roles, and milestones. The document contrasts activity-orientation which focuses on methods and interdependencies versus artifact-orientation which focuses on artifacts and interdependencies. It also contrasts problem-orientation which involves understanding the problem space first before proposing solutions versus solution-orientation which involves proposing solutions before fully understanding the problem.
The document discusses the Rapid Application Development (RAD) model. It describes the RAD model as an incremental development model where components are developed in parallel as mini-projects and delivered quickly to get early customer feedback. The phases of the RAD model include business modeling, data modeling, process modeling, application generation, and testing. The RAD model aims to reduce development time, increase reusability, and encourage early customer feedback through quick iterations. However, it requires highly skilled developers and designers and is costly to implement.
Software requirements engineering lecture 01Abdul Basit
This document discusses requirements engineering and its importance in software project success. It defines requirements engineering and outlines the key processes: elicitation, analysis, specification, verification and validation, and management. Case studies show that requirements engineering impacts several critical success factors, including user involvement, clear requirements, proper planning, and realistic expectations. When done thoroughly through multiple release cycles, requirements engineering can help deliver projects on time and on budget by ensuring the development team is building the right system to meet user needs.
Tthe 8-step business analysis process that you can apply whether you are in an agile environment or a traditional one, whether you are purchasing off-the-shelf software or building custom code, whether you are responsible for a multi-million dollar project or a one-week project.
Depending on the size and complexity of your project, you can go through these steps quickly or slowly, but to get to a successful outcome you must go through them
This document discusses requirements analysis and design. It covers the types and characteristics of requirements, as well as the tasks involved in requirements engineering including inception, elicitation, elaboration, negotiation, specification, validation, and management. It also discusses problems that commonly occur in requirements practices and solutions through proper requirements engineering. Additionally, it outlines goals and elements of analysis modeling, including flow-oriented, scenario-based, class-based, and behavioral modeling. Finally, it discusses the purpose and tasks of design engineering in translating requirements models into design models.
The document discusses the key tasks in requirements engineering: inception to initially understand user needs, elicitation to gather requirements, elaboration to further analyze and model requirements, negotiation to reconcile conflicts, specification to formally document requirements, validation to verify requirements quality, and management to track requirements throughout the project. The tasks involve collaborative activities like interviews and workshops to capture ambiguous and changing user needs and transform them into clear, consistent requirements that form the basis for subsequent software design and development.
Objectives:
1. To understand the different processes in the realm of ‘Requirements Engineering’.
2. To see the challenges in requirements development and the importance of getting requirements right in an IT project.
3. To understand the different techniques used in different phases and processes of requirements development and management.
This document is containing details about Business Analysis & Business Analyst the agendas are as below :
Introduction to Business Analysis
Scope of Business Analyst in IT & Non-IT Organizations
Require Skill Matrix & Prerequisites for Business Analyst
Business Analysis Methodology
Role Business Analyst in SDLC
Alternatives & BA Professional Courses
Introduction to CMMi Levels & Role of BA in CMMi Levels
Requirements elicitation techniques are used to uncover requirements for software systems from stakeholders. Two common techniques are focus groups and storyboarding. Focus groups involve bringing stakeholders together to discuss needs, which provides insights but can be difficult to analyze. Storyboarding uses illustrations to visualize a system's functionality for stakeholders and elicit early feedback through a collaborative process. Both techniques have tradeoffs, so the best approach depends on factors like resources, time constraints, and system criticality.
What’s in Your BA Toolkit?Are you frustrated with the tools, or lack of tools, in your Business Analysis Toolkit? Are your current tools hindering your productivity? Learn about what to look for in your toolkit and how to choose the tools that meet your needs.
The document discusses software project planning and estimation. It explains that project planning involves estimating the time, effort, people and resources required. The key activities in planning are estimation, scheduling, risk analysis, quality planning and change management. Estimation techniques include decomposition, using historical data, and empirical models. Factors to consider in estimation include feasibility, resources like people and tools, and make-or-buy decisions about reusable software.
The document provides guidance on business process modelling and mapping. It defines business process modelling and the three main types of process models. Process mapping is described as a technique to diagrammatically model processes by representing the steps, participants, and decision logic through a visual map. The document then provides instructions on how to produce a process map, including identifying boundaries and participants, drawing the initial flow, and adding and reviewing details like swimlanes and decision points. An example process map is also included to demonstrate a completed map.
The document discusses concepts related to software project scheduling, including:
- Software project scheduling involves distributing estimated effort across the planned project duration by allocating effort to specific tasks.
- There are two perspectives on software scheduling - either working within a prescribed end date or setting the end date based on the software team's estimates.
- Basic principles of software scheduling include compartmentalizing tasks, determining dependencies, allocating time estimates, validating effort, and defining responsibilities, outcomes, and milestones.
- Tracking project schedules involves comparing actual progress to planned schedules through status meetings, reviews, and milestone completions.
This document discusses requirement elicitation techniques used in systems analysis and design. It describes requirement elicitation as identifying stakeholder needs through interviews, meetings, ethnography and other techniques. It outlines best practices for elicitation including preparing for interviews and meetings, using scenarios, questionnaires, and observation to understand user needs and ensure requirements are unambiguous, complete, verifiable and consistent. The goal of elicitation is to gather requirements that accurately reflect stakeholder needs.
This document discusses functional and non-functional requirements. Functional requirements describe the behavior of a system and support user goals, while non-functional requirements describe how the system works and make it more usable. Functional requirements should include data descriptions, screen operations, workflows, and access controls. Non-functional requirements should cover usability, reliability, performance, and supportability. Non-functional requirements are further classified into categories like process, delivery, implementation, and external constraints.
Requirements Analysis And Design DdefinitionOD Ali
The document outlines the key tasks involved in requirements analysis and design definition according to the Business Analysis Body of Knowledge (BABOK). It discusses 7 tasks: 1) Specify and model requirements, 2) Verify requirements, 3) Validate requirements, 4) Define requirements architecture, 5) Define design options, 6) Analyze potential value, and 7) Recommend solutions. For each task, it describes the purpose, inputs, elements, guidelines/tools, techniques, stakeholders, and outputs. The overall aim is to analyze requirements, define design options, evaluate solutions, and recommend the best one to achieve the desired future state.
E-Learning Software Platform/ App Presentation for Project Management subject (Bachelor's Degree).
Documentation of this presentation: https://www.slideshare.net/MarjoToska/project-management-application-form-fully-customizable-template
Don't forget to give credits.
Enjoy ;)
Curriculum design, employability and digital identityJisc
From Jisc's student experience experts group meeting in Birmingham on 21 April 2016.
https://www.jisc.ac.uk/events/student-experience-experts-group-meeting-20-apr-2016
This document summarizes a teaching methodology workshop on planning cross-curriculum cooperation projects. The workshop covered:
1. Defining what a project method is and how to use it. Participants engaged in a practical exercise building towers in groups.
2. Developing project proposals, including drafting aims, objectives, activities, timelines, and evaluations. Groups created proposals focused on skills development and cross-curriculum themes.
3. Discussing the use of eTwinning and other digital tools to support international collaboration on projects. Groups presented their initial project ideas and received feedback.
This document provides an overview of basics concepts in project management including definitions of a project, common project elements, the role of a project manager, the project life cycle, and identifying project opportunities and stakeholders. It discusses evaluating potential projects based on factors like costs, benefits, and resources. The document also covers assembling a project team and organization structure.
The document provides an agenda for a one-day training program on project management. The training will cover various topics related to project design, planning, implementation, evaluation and common challenges. It also includes profiles of project managers and an exercise for attendees to plan implementation of a hypothetical project.
This document provides guidance for students on the capstone project requirements for the Bachelor of Science in Information Technology (BSIT) program. It outlines that the capstone project is intended to allow students to integrate and apply what they have learned. It describes the key elements that should be included in a capstone proposal such as an abstract, introduction, goals/objectives, methodology, and work plan. Students are expected to complete an independent project that demonstrates their mastery of IT concepts and solves an authentic problem.
The document provides guidance for participating in a project management training session, including instructions to mute videos, speak one at a time, participate constructively, and use English as the medium of interaction. It then defines project management, explains the importance of project management for achieving goals on time and on budget. It discusses the project life cycle including initiation, planning, execution, and closure phases.
The course introduces students to data mining in its interdisciplinary nature, with the goal of being exposed to and being able to obtain variety of data, process them, quickly find one’s feet, and perform exploratory analysis as a basis for drawing conclusions for decision-making and/or subsequent automation and prediction employing machine learning models.
The Machine Learning course follows the Data Mining course with introducing students to the most widely used machine learning algorithms and building machine learning models for prediction, decision-making, and/or automation of data analysis in a computer program /application.
This document discusses a teaching experiment conducted by Dr. Steve Cayzer at the University of Bath where students on an MSc program in Innovation & Technology Management were tasked with formulating a knowledge management (KM) strategy for themselves. The students went through a workshop where they discussed KM concepts and developed strategies around people, processes, and technologies. Some groups focused more on technologies while others emphasized processes. The experiment provided lessons for the students about KM and helped increase their awareness and appreciation of KM, though not all groups were fully able to implement their strategies as intended. The teaching experiment provided insights into how students engage with KM topics and could potentially enhance student learning and curriculum development.
A Practical Approach Of Teaching Software EngineeringAmy Cernava
This 3-month university course aimed to provide students with practical software engineering experience through a real-world project. 12 students developed a tool called APE in teams over 5 phases. The initial plan proved overly optimistic and delays in analysis and design meant cutting functionality. Students gained experience in communication, technical challenges, and the software process through this project. Both students and supervisors learned important lessons about project planning and management.
This document discusses organizational structures for managing projects. It describes how firms typically develop organizational structures as they grow, with a focus on specialization. Functional, projectized, and matrix organizational structures are described and their pros and cons for managing projects are discussed. The document also discusses challenges for project managers, including acquiring resources and dealing with uncertainty. It introduces the concept of a Project Management Office to help manage administrative and process issues for projects. Key factors in managing project teams such as political skills, motivation, and conflict resolution are also covered.
The cost item I would like to consider contingency reserve for is the software developers. I would want to consider a 20% contingency reserve for this item. As our application is unique, developing it may encounter unforeseen challenges that cause delays or require additional work from the developers. Setting a 20% contingency reserve would help account for the risk of needing to pay the developers for extra time or resources required to complete the project.
This document discusses strategies for developing staff capability through professional development. It proposes a "Ready, Set, Go" approach that recognizes learning as timely, supported and outcomes-focused. The "Ready" phase would identify existing networks and informal learning. The "Set" phase would communicate the training plan. The "Go" phase would encourage collaboration through activities like communities of practice, mentoring and team-based projects.
Introduction to the Software Sustainability Institute and a record of the discussion held at the JISC RI Software Sustainability Workshop on the 12th May 2010.
The document summarizes a workshop that uses the D4 curriculum development approach to address metrics related to teaching excellence and learning gain. The workshop walks participants through the four stages of the D4 approach: Discover, Dream, Design, and Deliver. In the Discover stage, participants share experiences of great learning. In the Dream stage, they envision ideal graduate attributes. In the Design stage, they map skills development or plan learning activities. Finally, in the Deliver stage, participants reflect and create action plans. The presenters analyze strengths of the approach such as being experiential, positively framed, and structured to promote holistic, team-based curriculum design and action toward goals like attainment, retention, and employability
Your HR project to develop a centralized model of deliveri.docxdanhaley45372
Your HR project to develop a centralized model of delivering HR services has progressed through very critical stages of the project thus far. It is now time to present actionable, decision-making information to project leaders. This can be best accomplished when projects have been successfully managed, devoid of any major risks, and have been properly closed out and finalized.
Write a five to six (5-6) page paper in which you:
1. Explain what it means to successfully direct and manage project work and identify and discuss 3-4 strategies you might use to manage and sustain progress in your HR project. Be specific.
2. Identify and discuss a minimum of 3 strategies that could be used to address and resolve any risks within the control of the project. HINT: See Exhibit 14.5 in the textbook. Is any one of the strategies you selected more important than the others? Why?
Exhibit 14.5
RISK EVENT RESOLUTION STRATEGIES RISKS WITHIN PROJECT CONTROL
Understand and control WBS
Closely monitor and control activity progress
Closely manage all project changes
Document all change requests
Increase overtime to stay on schedule
Isolate problems and reschedule other activities
Research challenging issues early
RISKS PARTIALLY WITHIN PROJECT CONTROL
Establish limits to customer expectations
Build relationships by understanding project from client’s perspective
Use honesty in managing client expectations
Work with client to reprioritize cost, schedule, scope, and/or quality
Carefully escalate problems
Build team commitment and enthusiasm
RISKS OUTSIDE PROJECT CONTROL
Understand project context and environment
Actively monitor project environment
Understand willingness or reluctance of stakeholders to agree to changes
3. Describe 2-3 actions a project manager may take as they begin to close out the project. Be sure to justify using the actions you discuss.
4. Review Project Management in Action: The Power of Lessons Learned (pages 518-520 in the textbook) and provide an overview to the project team on the significance of the information. Be specific.
Pg 518-520 from book
PROJECT MANAGEMENT IN ACTION The Power of Lessons Learned Projects are discrete. They have a beginning and an end, at which time the project team disbands and moves on to other things. Despite the fact there has inevitably been significant tacit learning during the project, there is often only a limited capture of this into a sharable form for future reuse. Too often, as the project team dissolves, the learning fades into the memories of individuals minds. This makes it extremely difficult for others to benefit in the future from the insights learned. The usual excuses for this loss echoing through the corridors include just too hard, not enough time, team disbanded before we had the chance, and many more. The key error here is the incorrect assumption that learning during or from projects is an added bonus or a nice- to-have luxury. This is not the case in best.
The document discusses facilitating small group activities and projects in blended and online courses. It provides an example of a group presentation project from a cell biology course. The project was divided into phases with discrete tasks and deadlines. Groups were assigned roles and used discussion forums and Dropbox to collaborate. The project was graded based on meeting deadlines and a rubric evaluating the final presentation. The document emphasizes dividing projects into timed segments, clearly defining roles and expectations, and providing tools to enable remote collaboration for successful group work.
The document is the agenda for a project management class covering various topics including: defining project management terms and characteristics, discussing project management life cycles and roles, and having group activities on agile, risk, and procurement management issues. The instructor will cover traditional project management, levels of project management, project management life cycles, and roles and responsibilities of team members. Groups will discuss challenges in agile, risk, and procurement management as they relate to their own organizations.
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2. 1
1. PROJECT SUMMARY
1.1 Project title
E-Learning
1.2 Project applicant
Name/surnameof project manager: MarjoToska
Position:Project Manager
Organisation/institution:
Postaladdress:
Tel.:
Mobile:
E-mail: marjo.toska@cit.edu.al
Website: emeraldental.com
1.3 Other team member(s) (if applicable)
(Please provide namesonly)
Agjelos Hashani
Rizaldo Pasho
1.4 Beneficiaryinstitution(s)
(Please provide namesand countriesonly)
1.5 Estimated start date
(day/month/year)
1.6 Estimated enddate
(day/month/year)
1.7 Expectedproject duration
(months)
24.1.2020 24.6.2020 5
1.8 Total project costin EUR 1.9 Requested(institutionName) grant in EUR
€ 10,000 € 10,000
1.10 Projectdescription(Max 1500 characters)
Did youever have difficulty rememberingthat last step of the exercise? Or feeling confused how the professor
went from one pointto another?Well our platformwill help youwith that.
Our aim is to create a simple user interface, that will be understandableby anyone, notraining required. There
will be an area to edit recordingsand addvoice-overs. This features will be accessible by professors and
studentsalike. Another feature will be a commentsection where bothparties can write for anythingthat’s
unclear or clarify it. Videos can be downloaded, sothey can be savedlocally andbe accessed offline.
This platform will enhance the understanding, engagementandconsequently, theperformanceof students. It
will provide professorsaninterface to create/ record their work. This will lead to reduced time andeffort in
their end, andincreased focus and productivity onstudentsend.
3. 2
This would avoidexcess repetition of materials onseminars/ lectures due to the studentsforgetting/ nottaking
notes. The app wouldbe platformindependent, accessible on any device, at any time.
2. PROJECT RATIONALE
2.1 Background (Max1500 characters)
Please provideabrief descriptionof the motivationsthatledtothe presentationof the currentproposal.Should
the proposal be a follow-up of any other activity please elaborate on that as well.
The main motivationis thatstudentshavemore thanone subject to focus on, andthat information tendsto be
forgottenthe more time it passes. Somecan have upto 6 hoursof complex subjects a day. Somecan have
seminarsafter lectures consecutively the very same day, andthe info is lost if not spreadduring the week.
Othersmight even haveother obligationsbesides university. After all we’re not robots.
Another motiveis that studentsspendalot of time searching the internet to find a solutionor a explanation,
andfind outthat it’smisleading or irrelevant with the topic. Why waste time listening/ reading otherpeople’s
work thatcan barely be understood, whenyoucan have the essence of a certain topic explained perfectly by
yourprofessorthat is competentfor oureducation.
2.2 Perceivedneeds (Max1500 characters)
ESTABLISH A CORE PROJECTTEAM
To developa platformlike this, we need to establisha core project team that wouldbe only committedto this
project.
The project managerwill recruit handpickedindividualswith specific skills to meet the project and stakeholders
demands. Theseindividualsshouldbe from within (ENTER INSTUTUTION NAME)sothey have a clear goal of
Institution’sobjectives. ThePM will alsobe able to assignspecialists to help/ guide in any obstacles the team
may face.
CLOUD
The mostefficient way to store the platformis on a Cloud. But what is a Cloud?
Cloudcomputingis the on-demandavailability of computersystemresources, especially datastorage and
computingpower, without direct active managementby the user. This means the appinformation, records,
videos, userscredentials will be stored ona remote data center. The benefits will be online data storageand
backupsolutions, 24/7 platformuptimeandtechnical support. Itwill also reduce IT costs, because it removes
the expert cloud/ server staff wages, fewer energy consumption, fewer time delays andhardware/ software
systemequipmentsor upgrades.
2.3 Objectives(Max1500 characters)
Please provide brief information on the main features of the proposed activity with particular attention to
appropriate, practical and consistent information. Nonspecific and abstract, overambitious goals are to be
avoided
4. 3
-Develop a project scope: Define all the necessary goals, deliverables, features, functions, tasks, deadlines, and
costsof the project.
-Developa project charter: Define roles and responsibilities, identifies the main stakeholders, anddefines the
authority of the project manager. Have all participantsagree andsign uponthese agreed criterias.
-Developa Work BreakdownStructure:After the roles of each project member are assignedin Project Charter,
the work to be executed by the team is defined in a deliverable oriented hierarchical decomposition.
-Improvestudentsengagement
-Increasethe Institutionsquality oneducation
-Time efficiency
-Inhouseteam composition
-Builda strongercommunity:Createsa stronger bondbetween instructorsto students, andstudentstostudents
-Create a forum system.
2.4 Justification(Max1500 characters)
Fromwhat we’ve learned sofar in this course, no project can start withouthavinga clear visionandgoals. That’s
why project scope comes asthe first objective, to define all the necessary goals, deliverables, features,
functions, tasks, deadlines, andcostsof the project.
The project charter is almostas importantas the scope, because every project participant agrees andsigns on
the given terms andsignals the project commitment.
Then we can proceed to ournext step in the developmentladder, Work BreakdownStructure. It is a key project
deliverable that organizesthe team's work intomanageable sections.
As we mentionedbefore, studentsengagementis our primary objective. We are interested to polishtheir skills,
commitmentandunderstandingtoovercomecertain problems.
Our Institution’squality willbe improvedaswell, because studentsare the main columnof it, and they reflect
their knowledge andwork.
2.5 Have there beenany previouseffortsto tackle the perceivedneeds? (Max1000 characters)
Do the projectobjectivesrelatetoanyspecificpreviousprojectsthathave takenplace inthe institution/
country/regionof operations,undertakenbyinternational organisationsorotherparties?
Usually educationalinstitutionsusepre-built platformslike Google Classroomandthe likes of it anddon’tgo
anothermile for the student’s fulfilment.
Google Classroomfor example, has the samevision andobjectives as our project. Frombuildinga strongerbond
andcommunity toenhance the student’s learningexperience.
So in thisspectrum, our platform is uniquein its nature. It feels like youhavethe instructor hired personally for a
private lecture.
5. 4
2.6 Beneficiary(ies) (Max1500 characters)
-EnhanceMarketing:
Having a personalplatform will make ourinstitutionprivileged in comparisonto other universities, and can serve
as a great publi(enter Instututionname)y for the institute. Notonly it will benefit the current studentsand
professors, it will also attract potentialstudentsto apply andbe a partof it.
-Investitors:
Based onthe share marketprinciples, more people will want a piece of thisfast rising, prestigiousinstitution.
This will attract potential investmentsandcashinflows, and can be translatedinto fundingresearch and
development, innovativeprojectsand ideas or create an offsite campusin a far future.
-Improvedfeedback:
This meansthe studentswill have aninfrastructure to express their opinions, suggestionsorcomplaintsfreely
andtheir wordsto have influence. This will avoid bureaucracies like writing excessive email/ complaints/polls
andnot being intoconsideration. Their initiativesand suggestionswill be heardand putinto gooduse. Students
for students!
2.7 Give detailsof the applicant and the skillsand/or expertise ofkeypersonsinvolvedin thisproject. (Max
1000 characters)
Marjo Toska
Having similar pastmanagingexperiences, hasgiven him better understandingofthis role. Being part of a
studentexchange programin USA, he obtaineduseful communication, resourceandmanagement skills. Also
mistakesbasedon previousexperiences can help preventthose samemistakesagain.
Agjelos Hashani
The Idealist of this project. He givespractical consultationandcooperateswith membersto bringup innovative
ideas. He also inspires project membersto bring outthe best of themselves.
Rizaldo Pasho
He hasexpertise in developingthe code of conductandorganizationalculture. He keeps thingsrunning
smoothly, andhasa great sense of responsibility thataffects others aroundhim.
2.8 Key risks to the project’sobjectives,andproposedmitigating solutions (Max1500 characters)
Budgetreduction can be a major threat in the project development. Thiscan compromiseone of the variables,
suchas extending the time period to complete the project and limits the scope.
Schedule risk, the risk thatactivities may take longer thanexpected. Slippages in schedule typically increase
costsand also delay the receipt of project benefits. The more time it takesto finish a project, the more its
marketvalue decreases.
Unforeseencircumstances are somethingwe cannotcontrol. Justlike any other people, project managersand
developersare humans. Forexample, if someof them gets sick, it can delay the project for anindefinite period
of time or even derail it. (Explanation is on the paragraphbelow.)
6. 5
Resignationof one or more project members could alsobe a potentialrisk. This meansthe project will takemore
time to be finished, as lower staff is available. One of the solutionswouldbe to assign overtime, butthis could
also increase turnoverrate or burnout. Anothersolutionwouldbe to hire new membersandtrain them mid-way
in project development. Butaswe have previously discussed, hiringnew employees wouldpostponethe project
completiontime evenmore.
3. PROJECT ACTIVITIES
3.1 Descriptionof project activities (Max2000 characters)
(Please list,foreachprojectactivity,the objective itaimstoachieve;all objectiveslistedin2.3shouldbe
explainedhere)
-Chat:
Aside from the comment section, a chat systemwill be implemented. The chat will havefeatures like form
groupsof a subject, class, year, student’sprojectson a subject, etc. This will shakeof any rigidnessthe comment
section mightcreate.
-Forum:
A forumsystemwill also be a great additionandit’s implementedon all seriousinstitutions. Studentscanshare
project ideas, complaints, suggestionstothe instituteor platform, or for help ona certain topic. The most
relevant andhelpful comments/postscan be upvotedby usersto be shownhigher in the list or be sortedby
creation date. Professorscan alsopin the mostuseful ones to alwaysbe shownontop, so they can help more
people.
-Inhouseteam composition:
Ideally, project’s participantsshouldbe (ENTER INSTUTUTION NAME)students:Thiswill enhance their
knowledge andskills andbe a valuableadditionfor their Resume. This will motivate themto do a better job
because their peers will be the testers andusers of their system.
3.2 Work plan, participation,and schedule
-Developa project scope:Define all the necessary goals, deliverables, features, functions, tasks, deadlines, and
costsof the project.
The work will be dividedinto individualteamsthat are responsiblefor specific tasks. These teamswill be
coordinatedandsupervisedby team leaders, and they will havea weekly meeting to discussthe development
process, progressor request for help if behind the target.
Developers will participate in smaller building blocks. Team leaders supervise, help andprovide themwith
resources. Project Managercoordinateswith team leaders and guides themin the right track of project work.
Staff has agreed uponto work onworkdays, andwork on weekends if they are behindthe schedule.
3.3 Beneficiary(ies) ownershipofthe project activities (Max 1000 characters)
(Please attachanysupportingofficial strategies,developmentplans,orotherstrategicdocumentsof eachand
all beneficiaries)
7. 6
-Finalize Project Details
We need tomake sure we’ve laid the foundationfor success before the project begins. This meansgetting buy-
in from all stakeholdersandunderstandingtheexpectationsinvolved. Clearly define the scope of the project
itself, includingthe various roles and responsibilitiesof teammembers. Create measurablecriteria for success
andfactor in deliverable dates and create your timeline.
-ChoosingtheRight Teammates
Assign taskstoteam members. Puttogether a winning combinationof skills, talent and personalitiesthat are
right for each particular project. We shouldkeep in mindthat skill sets shouldalign with specific project
requirements.
We will try to avoidhavingtoo many people ona team aswell. For example, Amazonuses the “pizza”
methodology, basedontheidea thata team shouldn’tbelarger than6 to 10 people.
3.4 Evaluation activitiesand/or follow-upindicators(Max1500 characters)
-Improveprogramdesignandimplementation.
It is importanttoperiodically assessandadaptour activities to ensure they are as effective as they can be.
Evaluationcan help us identify areas for improvementandultimately help realize ourgoals more efficiently.
Additionally, when we share resultsaboutwhat was more and less effective, we help advanceenvironmental
education.
-Demonstrateprogramimpact.
Evaluationenables demonstrationofour program’ssuccessor progress. The informationcollected allows to
better communicatingprogram'simpactto others, which is critical for public relations, staff morale, and
attracting andretaining supportfromcurrent and potentialfunders.
-Reliability Indicator
Reliability here implies that the indicatoryields the same results onrepeated trials/ attemptswhen usedto
measure outcomes. Thismeansyielding constantresults of the software when on testing stage.
-Practical Indicator
An indicator mustbe able toutilize locally available resources while at the same time being cost effective.
4. PROJECT RESULTS
4.1 Expectedproject results (Max 2000 characters)
Firstly, we expect the objectives tobe fulfilled. The core of the platform, video, screen recording andcomment
section to be establishedfirst. The app to be launchedand tested onPC’sfirst, then mobile/ tablets operating
systemssuchas Androidand IOS. ImplementChatandForumfeature later will result in positivecriticism and
better feedback if added later in the app. This will surpriseusers andwake an interest in them after usingit for a
while.
-Better educate students/Facilitate professor’swork:
Students’ understanding,engagementandconsequently, theperformancewill be augmented. Itwill provide
professorsan interface to create/ record their work. This will lead to reduced time and effort in their end, and
8. 7
increased focus and productivity onstudentsend. Thiswould avoidexcess repetitionof materials onseminars/
lectures due to the studentsforgetting/ nottakingnotes.
-Investmentforfurther developmentor expansion:
If the platform will have a positivereception, the word of mouthrecommendationswill have the following
results; Peopletrust otherpeople and the experiences they have to report, which means thatwhen they hear
from a friend or a consumerabouta productor brand, they are more likely to buy/use it. This will attract
potentialinvestmentsandcash inflows, and can be translatedinto fundingresearch and development,
innovativeprojects andideas or create an offsite campusin a far future.
4.2 Expectedproject impact (Max 2000 characters)
-Improvetheinstitution’sclimate.
Studentscanbetter managetheir time, as they stopsearching redundantinformationonlineand obtainthe logic
of the given subject directly from their instructor. They can understandhowthe professor approachesa certain
problem, andvice-versa. This will alsoresult in happierstudents, asthey praise their professorsfor the excellent
work, and they won’t criticize or complainso much.
Studentsthatmay be absent dueto work or personalissues, can access the lectures from the platform so they
don’tfall behind.
-EnhanceMarketing:
Having a personalplatform will make ourinstitutionprivileged in comparisonto other universities, and can serve
as a great publi(enter Instututionname)y for the institute. Notonly it will benefit the current studentsand
professors, it will also attract potentialstudentsto apply andbe a partof it.
-Internationalrecognition:
Ownershipof an in-housesoftware will get their attentionand turnpeople’sheads (ENTER INSTUTUTION
NAME)’sway. (ENTER INSTUTUTIONNAME)’sdiplomaswill gain an internationalreputationandbe
acknowledgedas an Institutionwhonurturessuccessful intellectuals.
-Improvedfeedback:
This meansthe studentswill have aninfrastructure to express their opinions, suggestionsorcomplaintsfreely
andtheir wordsto have influence. This will avoid bureaucracies like writing excessive email/ complaints/polls
andnot being intoconsideration. Their initiativesand suggestionswill be heardand putinto gooduse. Students
for students!
4.3 Expectedsustainabilityof projectimpact and potential replicability (Max1000 characters)
The project will eventually come to an end, but its missionandimpact shouldcontinuein the future. Itsfeatures
shouldbe constantly maintainedandupdatedin order for the project toprosper pastits initial launchingphase.
The forum in itself is a great self-improvementmechanism, thatwill be critic in the goodof the community, and
periodically suggestimprovementuponthisproject. The ideas will be virtually infinite and with the right support
they can be further developedand give their ideas life.
Having a self-improvementmechanismin place, it will be a major groundfor investmentandit can sustainitself
indefinitely as long as the community isactive.
9. 8
5. VISIBILITY
5.1 Project publi(enterInstututionname)yanddisseminationofinformation (Max 1000 characters)
Amongthe main objectives of our project is the setupof an effective disseminationactivity andto ensure that
what is going to be implemented, will be able toinvolve a broadaudience duringthe project life cycle and
beyondit.
Social Medias are a major trend nowadays, andcan spreadinformationfast. There are no barriers according to
knowledge or location, andis accessed by anyonewithoutany fees. Promotingcampaignsby payingcan reach a
greater target groupandincrease engagement.
Research publications, scientific newspapers, blogs, websites can spreadthe informationin a more structured,
detailed, scientific manner.
5.2 Use of (ENTER INSTUTUTION NAME) logo and references (Max500 characters)
(enter Instututionname)University
https://(enter Instututionname).edu.al/
Project Scope: Project Scope Statement:
https://www.matchware.com/project-scope
A Character with a Goal Needs To Do Somethingin Order To Reach It.
https://www.beemgee.com/blog/perceived-need/
Learn How To Write S.m.a.r.t. ProjectObjectives (with Examples)
https://thedigitalprojectmanager.com/project-objectives/
Publi(enter Instututionname)y andDissemination
Aneta - http://pyourf.eu/index.php/en/publi(enterInstututionname)y-and-dissemination
6. BUDGET
6.1 Personresponsible forexpenditure
Name/surname:MarjoToska
Position:Project Manager
Postaladdress(if different from 2.2):
Tel.:
Mobile:
E-mail:
6.2 Total cost and (ENTER INSTUTUTIONNAME) contribution
Total projectcost in euro 10,000 €
Requested (ENTERINSTUTUTION
NAME) grant
in euro 10,000 €
% of total cost of project 100 %
10. 9
6.3 Breakdown of estimatedcosts
Please provide the breakdownof estimatedcostsbyusingthe Budgettemplate only.
6.4 Remarks (Max 400 characters)
7. SIGNATURES
For the applicant:
(Please copy andpaste below as many times as needed, in orderfor all team membersto sign)
.
Name:Marjo Toska
Position:Project Manager
Date: 24/1/2020
Signature:
Name:Agjelos Hashani
Position:Team Leader
Date:24/1/2020
Signature:
Name:Rizaldo Pasho
Position:Consultant
Date:24/1/2020
Signature:
Budget Template
Please providea detailed budgetestimateof the Activity, indicating all the amountsin Euro according to the
format € 1000,00 and add budget lines as needed.
Please insert for each budget item:
● a detailed description (e.g. accommodation for 10 participants from -name the countries- for two
nights)
● estimated unitcostperparticipantorperitem of equipmentorotherresource(e.g.roomrateperone
night)
● estimated subtotal related to that budget item (e.g. number of people x number of nights x room
rate)
● amount of the (ENTER INSTUTUTION NAME) contribution you request for that budget item.
Budget line Unit cost Subtotal
Requested
(ENTER
INSTUTUTION