This document discusses the key steps and concepts for initiating a project:
1) Define the problem statement, goals, objectives and success criteria to provide clarity around the purpose and expected outcomes of the project.
2) Develop a strategy to solve the problem and gather requirements to understand what needs to be delivered.
3) Identify stakeholders, their roles, and obtain approval on project scope and charter to launch the project with support and buy-in.
Project success requires the creation of a suitable project execution and schedule plan, communication of that plan to all participants and stakeholders and ensuring the plan is executed. Successful project management means meeting all three goals (scope, time, and cost) – and satisfying the project’s sponsor!
#KnowledgeTransferSession: Management by Objectives from the views of Project Management and Coordination
Presented by Syscraft's Project Coordinators: Miss. Kritika Soni and Miss. vivksha Ramnani
SMART(ER) Goals Template for BusinessesSoren Kaplan
SMART(ER) Goals stands for Specific, Measurable, Achievable, Relevant, Time-Bound, Evaluate and Re-Do. Setting SMART(ER) Goals helps to clarify ideas, focus individual or team efforts and efficiently use time and resources. Most importantly, using the SMART(ER) Goals framework sets you up to succeed in achieving your goals.
Project success requires the creation of a suitable project execution and schedule plan, communication of that plan to all participants and stakeholders and ensuring the plan is executed. Successful project management means meeting all three goals (scope, time, and cost) – and satisfying the project’s sponsor!
#KnowledgeTransferSession: Management by Objectives from the views of Project Management and Coordination
Presented by Syscraft's Project Coordinators: Miss. Kritika Soni and Miss. vivksha Ramnani
SMART(ER) Goals Template for BusinessesSoren Kaplan
SMART(ER) Goals stands for Specific, Measurable, Achievable, Relevant, Time-Bound, Evaluate and Re-Do. Setting SMART(ER) Goals helps to clarify ideas, focus individual or team efforts and efficiently use time and resources. Most importantly, using the SMART(ER) Goals framework sets you up to succeed in achieving your goals.
What is Project Management?
-value of project management
-major causes of project
“success , failure”
Improve project performance
Be more successful
Competitive advantage through competency
Proactive VS reactive
Increase visibility by providing roadmaps
A summary of Cliff Consulting\'s way of helping clients reduce costs in their project portfolio, while increasing their chances of success in the most critical projects
Project management and its strategic importanceabhianvbansal
Project management is important because it ensures what is being delivered, is right, and will deliver real value against the business opportunity. Every client has strategic goals and the projects that we do for them advance those goals. ... But a project manager will ensure that the project is part of that realignment. This ppt is for project management and if you find this ppt useful please do like share comment. Thankyou
Scope or: How to Manage Projects for Organization SuccessToby Elwin
Organizations rely on projects to remain competitive. Projects are the way organizations deliver and realize their executive strategies. The ability to deliver a project is the ability to compete. Scope kills projects and projects that are not delivered kill organizations.
Here is the Part 4 of six sigma training course. Skillogic is providing training for both six sigma black and green belt courses along with certification.
Skillogic classroom training available in Bangalore, Chennai and Hyderabad. For mode details visit website.
What is Project Management?
-value of project management
-major causes of project
“success , failure”
Improve project performance
Be more successful
Competitive advantage through competency
Proactive VS reactive
Increase visibility by providing roadmaps
A summary of Cliff Consulting\'s way of helping clients reduce costs in their project portfolio, while increasing their chances of success in the most critical projects
Project management and its strategic importanceabhianvbansal
Project management is important because it ensures what is being delivered, is right, and will deliver real value against the business opportunity. Every client has strategic goals and the projects that we do for them advance those goals. ... But a project manager will ensure that the project is part of that realignment. This ppt is for project management and if you find this ppt useful please do like share comment. Thankyou
Scope or: How to Manage Projects for Organization SuccessToby Elwin
Organizations rely on projects to remain competitive. Projects are the way organizations deliver and realize their executive strategies. The ability to deliver a project is the ability to compete. Scope kills projects and projects that are not delivered kill organizations.
Here is the Part 4 of six sigma training course. Skillogic is providing training for both six sigma black and green belt courses along with certification.
Skillogic classroom training available in Bangalore, Chennai and Hyderabad. For mode details visit website.
Final Class Presentation on Project Audit and Closure.pptGeorgeKabongah2
To understand the process of project audit
To recognize the value of an audit to project management
To determine when to terminate a project
To identify various reasons why a project is terminated
To identify checklist
Phases of Team basics - Team building, required for different projects. Tools required to solve the problems.
Types of communication method and Plan for communication management to achieve it.
Kepner-Tregoe improves the business performance of clients worldwide using proven management methods. We are the ‘gold standard’ in organizational issue resolution – from tactical troubleshooting to strategic decision making. For over 50 years we have collaborated with clients to optimize their business environments and manage business challenges. We achieve rapid results in organizations and install the skills, processes and work environment to create ongoing value.
Lean Six sigma Black Belt Training Part 6Lean Insight
Lean-insight.com is providing lean six sigma training for both black belt and green belts.
For Bangalore training centre you can visit: http://lean-insight.com/six-sigma-training-bangalore/
Understanding the impact of correctly evaluating a project. Why do you need to evaluate and how do you evaluate to have an impact.
Consider the importance of evaluation and implications of not evaluating
• Understand the key concepts of evaluation
• Start to look at tools to help you
• Examine practical ways of measuring success
Visit: www.skillsforhealth,org.uk for more information.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
W.H.Bender Quote 65 - The Team Member and Guest Experience
Project managment fundamentals
1. Project Management Fundamentals
Notes by Whitney Earls
Initiating
Planning
Executing
Monitoring and
Controlling
Closing
CHAPTER 1 Exploring Project Management
Project– Unique endeavorwithaspecificgoal,beginning,end,andbudget
Unique – specificneedforthe same goal indifferentcontext
Goal – solve a problem,take advantage of opportunity
BeginningandEnd – define goal toidentifywhendone
Budget– money,resources,andtime
A projectis NOT Operations.The same taskday afterday
Questionsto ask
What problemare yousolving?
How will yousolve thisproblem?
What isyour plan? – Howlongwork takes,resourcesneeded,how muchtheycost
How will youknowwhenyouare done? – Clearlydefinedobjectivesandsuccesscriteria.Measureable
results
How well didthe projectgo? – Lessonslearned
SkillsRequiredto be a Project Manager
Tech Skills - projectplan, measure projects,andscheduling
BusinessExpertise - bringvalue,organizational business, whatdoesyourcompanydo
Interpersonal Skills - motivate people,interface withpeople
StrongLeadership - inspire otherstodowell
5 ProcessesofProject Management
Initiating–whatproblemare you solvingandhow will youdoit
Planning–how to performproject,whatisitand whenwill youknow it’sdone
Executing– bringresourcestogether,explainprojectprocess
MonitoringandControlling –make sure projectisrunningas plannedandmake adjustments
Closing– lessonslearned,closecontracts,projectperformance,disperseresources
2. Project Management Fundamentals
Notes by Whitney Earls
Executing
Monitiorong
and
Controlling
Closing
Planning
Traditional vs. Agile Style
Traditional foruse whenprojectstepshappenone afteranother
Use When:
- Familiarwith project
- Cleargoal and solution
- Clearscope and deliverables
- Familiartechnology
Agile forwhenthere isnoclearsolution
Solutionisfiguredoutasmovingalong
Requiresiteration/rotationthroughplanning,executing,monitoring,andclosing stepsseveral times
before final closing
Each iterationhasitsown closing
Initiating
Final Closing
3. Project Management Fundamentals
Notes by Whitney Earls
Project ManagementSoftware
Task Management
- MicrosoftExcel
- MicrosoftProject
- Oracle Primavera
- Fast Track Schedule
- OpenProject
- @Task
Word Docs and SpreadSheets
- Google Docs
- MicrosoftExcel
Presentations
- Powerpoint
- Apple Keynote
- Prezi
DocumentSharing& Collaboration
- 37 SignalsBase Camp
- MicrosoftSharePoint
- Enterprise (largerorganizations)
Considerthiswhenchoosingsoftware toworkwith:
- CompanyCulture andworkenvironment
- Cost
- # of Projects
- Complexity
4. Project Management Fundamentals
Notes by Whitney Earls
CHAPETER 2 Initiating a Project
Obtain commitment to start a project
Identify problem to solve and gather info to define project for project summary
Write Problem Statement
Clearly define a problem/opportunity
Don’t jump straight to the solution before defining the problem
Always ask why in association with proposed solutions
Problem statements:
- Keep it Simple
- Not a solutions
- Ask why until underlying reason for project is defined
Define Goals and Objectives
What will project achieve?
Keep it simple and easy to understand
Objectives further define goals, they are smaller detailed goals there are several different kinds
- Business Objectives
- Financial Objectives
- Quality Objectives
- Technical Objectives
- Performance Objectives
Objectives Should Be:
- Set Specific
- Measurable
- Realistic
- Time Related
5. Project Management Fundamentals
Notes by Whitney Earls
Choose a Strategy
Brain Storm the Problem Statement, Goals, and Objectives
Suggest Strategies and Evaluate:
- Does strategy meet objective? (strategy matrix)
- Is strategy feasible?
- Are risks Acceptable? (risk analysis)
- Does strategy fit organization culture?
Gather Requirements
Requirements will detail specific needs of project and what the outcome will look like
Wish lists can get mixed with requirements, make sure to identify true requirements
Identifying True Requirements:
- Requirement meetings/ large or targeted groups
- Work With End User : Observe, report, review
- Interview Key groups/individuals
Gathering Techniques
- Reuse info from similar projects
- Build a prototype
- Business process modeling
- Use case
Document very detailed of what must be accomplished to satisfy objective
Deliverables and Success Criteria
Deliverables – products or services delivered, help define project scope, help measure progress
End deliverables – end product
Intermediate deliverable – delivered during process
6. Project Management Fundamentals
Notes by Whitney Earls
Have deliverables that:
- Can be completed between reports to evaluate progress
- Break up into manageable pieces
Success Criteria Must be Clear and Quantifiable
Assumptions and Risks
Assumption - something taken to be true without confirmation
Ask about expectations to clear up assumptions
- What results do they expect
- What do they consider project success
Risk – situation or event that might negatively affect project
Analyze the risks
Document everything
Scope Statement
Boundaries of project, what a project will and an will not do
Scope Creep – little additions to project that increase scope. Keep to a minimal
Change management – process to adjust for scope additions
Stake Holders
Project Customer – person or group with problem to solve
1. Funds project
2. Influences project
3. Approves deliverables
Sponsor – responsible for project
1. Prioritizes objectives
2. Talks to stakeholders
7. Project Management Fundamentals
Notes by Whitney Earls
3. Suggest improvements
Functional Manager – achieve department goals and manages team
Team Members – perform tasks
Know what motivates stakeholders and how they interact with project (stakeholder analysis)
Obtain Approval
Obtain approval by mail or Face to Face Sign Off (ideal)
Make sure all stake holders understand information
Review project summary
Obtain signatures
Write a Project Charter
Team members need to understand project manager authority
Project Charter, published by sponsor
- Name of project
- Purpose
- Project manager
- Responsibilities
- Authority
- Sponsors Support