How to determine the overall status of a project following the very simple and effective GYR method (green, yellow or red colors are assigned to the different key elements of the project).
Ned Johnson, Director or Project Management. Presentation given at the 2014 Digital PM Summit in Austin, TX on the topics of: audiences for project status reports, core project information, and how it can efficiently role up into portfolio reports.
http://dpm2014.com/
The concepts and processes on how to perform project schedule management according to PMBOK Guide 6th edition. You'll find key concepts and terms, plan schedule management, define activities, sequence activities, estimate activity duration, develop schedule, and control schedule.
Ned Johnson, Director or Project Management. Presentation given at the 2014 Digital PM Summit in Austin, TX on the topics of: audiences for project status reports, core project information, and how it can efficiently role up into portfolio reports.
http://dpm2014.com/
The concepts and processes on how to perform project schedule management according to PMBOK Guide 6th edition. You'll find key concepts and terms, plan schedule management, define activities, sequence activities, estimate activity duration, develop schedule, and control schedule.
A full course I developed based on about ten years of experience in project management in IT projects in the Netherlands and non-profit media projects in Kenya.
Project Controls are the data gathering, data management and analytical processes used to predict, understand and constructively influence the time and cost outcomes of a project or programme; through the communication of information in formats that assist effective management and decision making."
How To Use Scheduling Lead And Lag With 4 Types Of RelationshipsPraveen Malik, PMP
This presentation provides an in-depth analysis of scheduling lead and lag. It has definitions, examples and various diagrammatic representations. It also shows how these can be used with 4 types of scheduling relationships - FS, FF, SS, SF
PMBoK 6 - Chapter 9 for Project Resource Management.
This presentation material is presented for CAPM students of Telkom University Bandung, Indonesia on 16 December 2018.
Chapter 07 of ICt Project Management based on IOE Engineering syllabus. This chapter covers the knowledge on development of project charters, direct and manage project execution, monitor and control project work and more.Provided by Project Management Sir of KU.
This Slideshare presentation is a partial preview of the full business document. To view and download the full document, please go here:
http://flevy.com/browse/business-document/pmp-exam-preparation--200-questions-3196
DOCUMENT DESCRIPTION
200 PMP questions and answers.
PMP exam very very similar questions.
You can increase your chance to pass the exam with seeing very similar questions.
You can use this document for PMP problem solving sessions, PMP preperation classes or to pass PMP.
On Thursday 20th November Tim Banfield, Director of Strategy at the Major Projects Authority [MPA] provided some perspective and first hand experience of how projects can be improved.
Tim was introduced by Alan Macklin, Deputy Chair of APM Board and committee member of ProgM SIG, who hosted the latest webinar in the APM series. Alan, who explained that he knew Tim from his time at the National Audit Office described how helpful he had found ‘his’ landmark reports such as; the NAO Guide: Initiating Successful Projects (see Appendix 1 NAO Guide: Initiating successful projects.)
Tim opened his presentation with his tagline “the right projects, done right.” First of all it was about picking the best projects to achieve policy intent and strategic benefit. We shouldn’t try to do too many projects and those that we do choose absolutely need to be prioritised and delivered properly.
The MPA has a comparatively small team (just 80 members of staff) and needs therefore to target its efforts very carefully. Their priority is to identify the best ways to support individual departments with an emphasis on building capability across government. Their objective is to develop understanding rather than push centralised processes.
They have identified 5 key priorities:
1.Challenge, assure and support – Providing expert advice and support to departments ensuring the delivery of major projects
2.Create project based controls through alignment – Providing project teams space to ‘get on and do’ projects
3.Building long term capability – Continuing to build a cadre of experienced project leaders
4.Building the profession – Ensuring that the Civil Service is the ‘place to come’ for project delivery professionals
5.Strategic prioritisation and front end loading – Having the right conversations about department portfolios / ensuring projects are only started when they are ready
A full course I developed based on about ten years of experience in project management in IT projects in the Netherlands and non-profit media projects in Kenya.
Project Controls are the data gathering, data management and analytical processes used to predict, understand and constructively influence the time and cost outcomes of a project or programme; through the communication of information in formats that assist effective management and decision making."
How To Use Scheduling Lead And Lag With 4 Types Of RelationshipsPraveen Malik, PMP
This presentation provides an in-depth analysis of scheduling lead and lag. It has definitions, examples and various diagrammatic representations. It also shows how these can be used with 4 types of scheduling relationships - FS, FF, SS, SF
PMBoK 6 - Chapter 9 for Project Resource Management.
This presentation material is presented for CAPM students of Telkom University Bandung, Indonesia on 16 December 2018.
Chapter 07 of ICt Project Management based on IOE Engineering syllabus. This chapter covers the knowledge on development of project charters, direct and manage project execution, monitor and control project work and more.Provided by Project Management Sir of KU.
This Slideshare presentation is a partial preview of the full business document. To view and download the full document, please go here:
http://flevy.com/browse/business-document/pmp-exam-preparation--200-questions-3196
DOCUMENT DESCRIPTION
200 PMP questions and answers.
PMP exam very very similar questions.
You can increase your chance to pass the exam with seeing very similar questions.
You can use this document for PMP problem solving sessions, PMP preperation classes or to pass PMP.
On Thursday 20th November Tim Banfield, Director of Strategy at the Major Projects Authority [MPA] provided some perspective and first hand experience of how projects can be improved.
Tim was introduced by Alan Macklin, Deputy Chair of APM Board and committee member of ProgM SIG, who hosted the latest webinar in the APM series. Alan, who explained that he knew Tim from his time at the National Audit Office described how helpful he had found ‘his’ landmark reports such as; the NAO Guide: Initiating Successful Projects (see Appendix 1 NAO Guide: Initiating successful projects.)
Tim opened his presentation with his tagline “the right projects, done right.” First of all it was about picking the best projects to achieve policy intent and strategic benefit. We shouldn’t try to do too many projects and those that we do choose absolutely need to be prioritised and delivered properly.
The MPA has a comparatively small team (just 80 members of staff) and needs therefore to target its efforts very carefully. Their priority is to identify the best ways to support individual departments with an emphasis on building capability across government. Their objective is to develop understanding rather than push centralised processes.
They have identified 5 key priorities:
1.Challenge, assure and support – Providing expert advice and support to departments ensuring the delivery of major projects
2.Create project based controls through alignment – Providing project teams space to ‘get on and do’ projects
3.Building long term capability – Continuing to build a cadre of experienced project leaders
4.Building the profession – Ensuring that the Civil Service is the ‘place to come’ for project delivery professionals
5.Strategic prioritisation and front end loading – Having the right conversations about department portfolios / ensuring projects are only started when they are ready
Getting Really Good at Projects with Salesforce!.pptxRizwanQureshi64
Looking to enhance your project management skills in Salesforce? Watch this recorded session to learn valuable tips and tricks that will make managing projects a breeze. Whether you're new to Salesforce or an experienced user, this video is packed with insights to help you succeed. Discover how to leverage Salesforce tools for effective project management and take your skills to the next level!
What is Project Management?
Why Project Management?
What issues we face in Software Project?
Dimension Of Project Management
Project Manager Responsible
PM Life Cycle in Software
Project Management Framework
Goal Of Project Management
An Introduction to Monitoring and Evaluation of Healthcare Projects. Monitoring and Evaluation is an integral component for the success of any donor-funded project as it provides accountability and well-informed decisions through the use of data and plan that guides implementation
Le slide che ho usato per il mio seminario sul Project Management "Agile" all'Ordine degli Ingegneri di Bergamo. Contengono una introduzione teorica ai princìpi dell'agile PM e alle differenze rispetto ai metodi tradizionali. Poi si soffermano su una serie di strumenti pratici e tecniche che possono supportare la gestione dei progetti secondo queste metodologie.
How To Evaluate A Website With The 2QCV2Q ModelMarcello Brivio
The 2QCV2Q Model, derived from Cicero's "loci", can be used to isolate the elements of a website in order to support the evaluation of its quality and make suggestions for its improvement.
Il concetto di politropia, mutuato dalla retorica psicagogica di Empedocle, applicato all'analisi di un sito web sia a livello del contenuto (testo), sia a livello di interfaccia (paratesto).
Presentazione originale della mia tesi di laurea triennale con tanti insights dall'era d'oro del P2P... Correva l'anno 2004!
The original slideshow I created to present my bachelor's thesis, with many insights from the golden age of P2P... It was year 2004!
The Internet Explained To Your Mum In 5 SlidesMarcello Brivio
A non-digital person could be the client of your next website. Or a stakeholder in a project you will be asked to lead. Or, more probably, your user. These 5 slides are for him/her.
Agile Project Management basics explained through the key values and principles of this methodology. A quick overview of some of the most important agile tools and techniques, like "MoSCoW" priority management and "Timeboxing" priority management.
Integrity in leadership builds trust by ensuring consistency between words an...Ram V Chary
Integrity in leadership builds trust by ensuring consistency between words and actions, making leaders reliable and credible. It also ensures ethical decision-making, which fosters a positive organizational culture and promotes long-term success. #RamVChary
Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
408-784-7371
Foodservice Consulting + Design
Comparing Stability and Sustainability in Agile SystemsRob Healy
Copy of the presentation given at XP2024 based on a research paper.
In this paper we explain wat overwork is and the physical and mental health risks associated with it.
We then explore how overwork relates to system stability and inventory.
Finally there is a call to action for Team Leads / Scrum Masters / Managers to measure and monitor excess work for individual teams.
Employment PracticesRegulation and Multinational CorporationsRoopaTemkar
Employment PracticesRegulation and Multinational Corporations
Strategic decision making within MNCs constrained or determined by the implementation of laws and codes of practice and by pressure from political actors. Managers in MNCs have to make choices that are shaped by gvmt. intervention and the local economy.
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
Public Speaking Tips to Help You Be A Strong Leader.pdfPinta Partners
In the realm of effective leadership, a multitude of skills come into play, but one stands out as both crucial and challenging: public speaking.
Public speaking transcends mere eloquence; it serves as the medium through which leaders articulate their vision, inspire action, and foster engagement. For leaders, refining public speaking skills is essential, elevating their ability to influence, persuade, and lead with resolute conviction. Here are some key tips to consider: https://joellandau.com/the-public-speaking-tips-to-help-you-be-a-stronger-leader/
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
Org Design is a core skill to be mastered by management for any successful org change.
Org Topologies™ in its essence is a two-dimensional space with 16 distinctive boxes - atomic organizational archetypes. That space helps you to plot your current operating model by positioning individuals, departments, and teams on the map. This will give a profound understanding of the performance of your value-creating organizational ecosystem.
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.
Enriching engagement with ethical review processesstrikingabalance
New ethics review processes at the University of Bath. Presented at the 8th World Conference on Research Integrity by Filipa Vance, Head of Research Governance and Compliance at the University of Bath. June 2024, Athens
2. AGENDA
1. Status Colors
2. Key Elements
3. Cost
4. Time
5. Scope
6. Stakeholders
7. Risks
8. Team
9. Overall Project Status
2
Marcello Brivio | www.marcellobrivio.com
3. STATUS COLORS
3
Status colors are a method of communicating quickly
and clearly which projects are progressing well and
which ones are at risk.
My project…
… is on track (OK)
… is slipping (CAUTION!)
… has serious problems (ALERT!)
Marcello Brivio | www.marcellobrivio.com
4. KEY ELEMENT
4
• TIME: Are we on schedule?
• COST: Are we on budget?
• SCOPE: Do we have all we need to meet the
requirements (without affecting the above points)?
• RISKS: Do we know the risks and do we have a
plan to mitigate or retire them?
• TEAM: Is the team functioning well?
• STAKEHOLDERS: Are the stakeholders actively
engaged?
Marcello Brivio | www.marcellobrivio.com
5. TIME
5
• Project plan accepted and key milestones identified.
• Project delivered according to plan.
• Quality of deliverables meeting set standards.
• Project is tracking to schedule.
• Project plan not fully defined.
• Quality of deliverables less than desired.
• Project initiative behind schedule by < 10%.
• Quality of deliverables putting project at risk.
• Project behind schedule by > 10%.
Marcello Brivio | www.marcellobrivio.com
6. COST
6
• Project costs clearly defined
• Project financially viable.
• Project tracking on-budget
• Project costs not fully defined.
• Project costs over budget by <10%
• Project no longer financially viable
• Project costs over budget by >10%
Marcello Brivio | www.marcellobrivio.com
7. SCOPE
7
• Scope of the project clearly defined.
• Project proceeding according to approved scope.
• Project conforms to architectural environment.
• Internal and/or external priorities can alter project scope.
• Pressure to expand scope of project.
• Project solution not fully conform to architectural environment.
• Internal and/or external priorities require a change in scope.
• Project solution does not conform to architectural environment.
Marcello Brivio | www.marcellobrivio.com
8. STAKEHOLDERS
8
• Executive and sponsors actively engaged and committed.
• Stakeholders identified and engagement strategy developed.
• Stakeholders engaged in effective way.
• Executive and sponsor commitment not visible.
• Stakeholder engagement strategy developed but not all key.
• Stakeholders engaged effectively.
• Stakeholder engagement strategy has not been developed.
• Sponsors or key stakeholders groups are not engaged.
Marcello Brivio | www.marcellobrivio.com
9. RISKS
9
• Project Risk management plan is in place.
• Critical risks identified.
• Mitigation strategies created.
• Risks not fully identified.
• Mitigation strategies not fully developed.
• Major project risks not identified.
• Mitigation strategies not identified or not acceptable.
Marcello Brivio | www.marcellobrivio.com
10. TEAM
10
• Project staffed with the required expertise and capability.
• Roles and responsibilities clearly articulated and understood.
• Project team morale and collaboration are high.
• Gaps in required expertise and capability to deliver the project.
• Roles and responsibilities not clearly defined.
• Project team morale and collaboration not optimal.
• Significant gaps in resourcing requirements.
• Project team not functioning at acceptable level.
Marcello Brivio | www.marcellobrivio.com
11. OVERALL PROJECT STATUS
(1/3)
11
The overall status of a project is green when the
following statements are true:
• The project is on track to deliver committed scope by
committed deadline with committed resources/funding.
• There are no impacting risks.
• The project is well controlled. Some issues have been
identified, but effective actions are planned for solving them.
• Most or all key indicators are reporting as green status.
• There is not any key indicator in red status.
Marcello Brivio | www.marcellobrivio.com
12. OVERALL PROJECT STATUS
(2/3)
12
The overall status of a project is yellow when the
following statements are true:
• The project is not on track to deliver committed scope by
committed deadline with committed resources/funding, but
there is a plan to get back to green.
• There are some low impacting risks and issues that need
management but are controllable at the moment.
• The cost may exceed the estimate or budget and/or
sponsor satisfaction is at risk: additional management is
required to bring the project back under control.
• There is not any key indicator in red status.
Marcello Brivio | www.marcellobrivio.com
13. OVERALL PROJECT STATUS
(3/3)
13
The overall status of a project is red when at least
one of the following statements is true:
• The project is not on track and currently there’s no plan to
get back to green.
• There are high impacting risks or issues that will impact
cost and/or schedule.
• The project has serious problems. For example, cost
overruns or rejection by the sponsor are unavoidable. Project
management must take drastic steps to turn the project
around. Requires steering committee intervention.
• One or more key indicators are in red status.
Marcello Brivio | www.marcellobrivio.com