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![Project Charter
Project Name:
Project Sponsor: [Sponsor Name]
Project Manager: [Project Manager Name]
Date: [Insert Date]](https://image.slidesharecdn.com/pmka-m2-250410071253-94e8e3c5/85/Project-management-operations-knowledges-12-320.jpg)
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Project management operations knowledges
- 1. Project Scope Management Projectscope management defines and outlines all work included within a project, such as objectives, tasks, outputs, and deadlines.
- 2. Issues in Documentation Documentationof the scope of the project Ambiguity Incomplete Definition Transience Uncollaborative Scope
- 3. Scope Creep Improper assessment Technological Changes Increase in client knowledge Mandatory change Improper schedule Lackof coordination Improper usage of resources conflicts
- 4. Project communication management Project communication managementis a crucial aspect of project management as it ensures all stakeholders are kept informed about the project’s progress, issues, and changes, thereby facilitating effective decision making and collaboration.
- 5. Create a communicationmanagement plan DECIDE YOUR PURPOSE DETERMINE YOUR AUDIENCE WRITE YOUR MESSAGE CHOOSE YOUR CHANNEL SET A TIMELINE
- 6. Communication & Negotiation@ various levels Acquire Initial Planning Executio n
- 7. Effective communication management. Strongactive listening skills Proficient writing skills Excellent speaking ability Motivating people to become and stay engaged Conflict resolution skills The ability to summarize and recap what you’ve heard
- 8. Task/Activity Event Manager Faculty Coordinator Student Volunteers Industry Guests Marketing Team Finance Team Vendors Event Concept& Objectives R/A C I C C I I Budget Planning & Approval R A I I I R/A I ponsorship & Funding R A C C C R I Venue Booking R C I I I I A Guest & Speaker Invitations R A C I C I I ogistics & Setup R C R/A I I I R Marketing & Promotion C C R I R/A I I Registration & Guest List R C R/A I C I I Networking Sessions Planning R A C C C I I Panel Discussions Setup C C R/A I C I R Catering & Hospitality C C R I I I R Technical Setup (AV, Lights) C C R I I I R/A Event Execution R C R/A I I I R Post-Event Follow-Up & Feedback R A C C C R I
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- 10. Project integration management Projectintegration management is the process of coordinating all the elements of a project to ensure it's completed on time and within budget. Coordinating tasks Managing resources Working with stakeholders Managing conflicts Making trade-offs Evaluating resources
- 11. PIM Elements Developa project charter Develop a PMBOK Plan Project groups Meetings Track work progress Observe deviations Log register Change requests Perform change control Report the status to stakeholders
- 12. Project Charter ProjectName: Project Sponsor: [Sponsor Name] Project Manager: [Project Manager Name] Date: [Insert Date]
- 13. Project integration management Coordinatingtasks Making sure everyone is working on the right tasks and that they're working together efficiently Managing resources Ensuring that resources are used properly and that everyone has access to the resources they need Working with stakeholders Involving stakeholders in the project and making sure they're kept informed Managing conflicts Resolving conflicts between different aspects of the project, such as competing objectives or scheduling conflicts Making trade-offs Deciding when and where to make trade- offs between competing requests Evaluating resources Assessing the situation and making informed decisions about how to use resources
- 14. Issues in Projectintegration management LACK OF TEAM WORK LACK OF RECOGNITION LACK OF REWARDS CULTURAL DIFFERENCES
- 15. Project Resource Management Types of Resources Consumable Reusable
- 16. Resources and theirinfluence AVAILABILITY SOPHISTICATED SKILL COST
- 17. Major Decisions -Resources Materials Manpower Machines Money
- 18. Factors Affecting MaterialsDecision Periodic order quantity Storage requirements & Locations Quantity Discounts Lead time
- 19. Factors Affecting ManpowerDecision Mobilization requirements Availability Skilled Matrix
- 20. Factors Affecting MachineDecision Time Availability/Sharing Preparatory requirement
- 21. Factors Affecting MoneyDecision Agreement – Cash flow Credit Planning Project profitability
- 22. PROJECT QUALITY MANAGEMENT Project quality management is the process of defining quality standards for the deliverables of a project, as well as the quality assurance measures to guarantee those standards are met. It helps control project costs It ensures that the project meets customer expectations It helps avoid rework, which can be expensive
- 23. components of projectquality management Quality planning: Establishes standards and determines how to achieve them Quality assurance: Ensures that processes are working to meet quality requirements Quality control: Verifies that project outputs meet the acceptance criteria Continuous improvement: Involves monitoring and recording results to assess performance
- 24. Key Elements ofProject Quality Management Customer Satisfaction Traceability Matrix Accuracy Precision Tolerance Quality Control Manager Quality Control Audits Quality Control Inspectors Prevention Over Inspection cost of conformance and cost of non-conformance.
- 26. Project Risk Management Projectrisk can be defined as an unforeseen event or activity that can impact the project's progress, result or outcome in a positive or negative way.
- 27. categories for potentialrisks Technical External suppliers Legal Staff
- 28. Factors Causing ProjectRisks Labour strike Change in management Inability to have the required equipment and other resources in hand in time to support the project. Sickness or unanticipated termination of a key team member Key vendor going bankrupt Change in credit policies
- 29. RISK MANAGEMENT PROCESS IDENTIFY RISK PERFORM QUALITATIVEOR QUANTITATIVE NALYSIS DEVELOP RISK RESPONSE STRATEGY IMPLEMENT RISK RESPONSE STRATEGY
- 30. Risk Analysis A RiskAnalysis should address: What could possibly go wrong? What is the likelihood of it happening? How will it affect the project? What can be done about it?
- 31. Risk Probability Score (1-3) Impact Score (1-3) Priority(P × I) Supplier delays 3 (High) 2 (Medium) 6 (High) Minor software bug 1 (Low) 1 (Low) 1 (Low) Key team member leaves 2 (Medium) 3 (High) 6 (High)
- 32. Risk Probability (%) Impact ($) EV ($) Supplier Delay 40% 1,00,00040,000 Scope Creep 30% 80,000 24,000
- 33. Risk Log/Register A RiskLog or Risk Register provides a means of recording the identified risks.
- 34. Ways to MitigateRisks Risk avoidance - Involves developing an alternative strategy that has a higher probability of success but usually at a higher cost associated with accomplishing a project task. Risk sharing - involves partnering with others to share responsibility for the risky activities. Ex: International JV’s Risk transfer – Shifts the risk from the project to another party. Ex: Insurance