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2. Project formulation phase involves examining the technical, economic, and financial aspects of selected projects through preliminary and detailed project reports.
3. Project appraisal phase involves critically evaluating projects from various angles such as market, technical, financial, economic, and organizational viability.
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Free Video Training on Youtube:
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https://www.slideshare.net/anandbobade/chap-40-project-integration-management-overview
https://www.slideshare.net/anandbobade/chap-41-develop-project-charter
https://www.slideshare.net/anandbobade/chap-42-develop-project-management-plan
https://www.slideshare.net/anandbobade/chap-43-direct-and-manage-project-work
https://www.slideshare.net/anandbobade/pmp-chap44project-integration-management-manageknowledge
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=== Drop me a note on LinkedIn if you want the PPT version ===
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The document discusses project management offices (PMOs), including their implementation, functions, and sustainability. It provides an overview of key PMO roles and categories. Supportive PMOs assist with tasks while controlling and directive PMOs have more authority. The document outlines factors for PMO success, such as clear expectations and communication. It also discusses how PMOs can evolve to meet changing business needs, from a focus on risk reduction to optimizing project portfolios and benefits realization. Ensuring sustainability requires continuous improvement, governance, and standardization of project management practices.
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The document defines key concepts related to projects including:
- A project is a temporary endeavor with a defined beginning and end, undertaken to create a unique product or service.
- Project management is the application of skills and techniques to manage project activities and meet stakeholder needs and expectations.
- Projects are characterized by being temporary and producing unique outputs.
- The primary challenges of project management are delivering project goals within constraints of scope, time, quality and budget.
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Free Video Training on Youtube:
1. Integration Management: https://youtu.be/NdzADFfoRxA
2. Scope Management: https://youtu.be/9u6f2NXlGnI
3. Quality Management: https://youtu.be/8zteKSxDyt4
4. Stakeholder management: https://youtu.be/Vhjc6T9R4d8
PMBOK 6th edition updated slides - Introduction chapters:
Integration – https://www.slideshare.net/anandbobade/chap-40-project-integration-management-overview
Scope - https://www.slideshare.net/anandbobade/pmp-chap-50-scope-management-overview
Schedule: https://www.slideshare.net/anandbobade/chap-60-schedule-management-overview
Cost - https://www.slideshare.net/anandbobade/chap-70-project-cost-management-overview
Quality – https://www.slideshare.net/anandbobade/chap-80-quality-management-overview
Prezentācija par projektu vadību
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Projekts tiek finansēts no Eiropas Savienības struktūrfondu 3. mērķa „Eiropas teritoriālā sadarbība” Centrālā Baltijas jūras reģiona INTERREG IVA pārrobežu sadarbības programmas 2007. - 2013. gadam projekta „Jauniešu iesaiste NVO, sporta un interešu izglītības programmās” Rīgas jaunatnes organizāciju kapacitātes veicināšanas projektu konkursa ietvaros.
Chap 4.1- Develop Project Charter
Youtube video - https://youtu.be/t3SDco3qVcM
PMBOK 6th edition updated slides by process:
https://www.slideshare.net/anandbobade/chap-40-project-integration-management-overview
https://www.slideshare.net/anandbobade/chap-41-develop-project-charter
https://www.slideshare.net/anandbobade/chap-42-develop-project-management-plan
https://www.slideshare.net/anandbobade/chap-43-direct-and-manage-project-work
https://www.slideshare.net/anandbobade/pmp-chap44project-integration-management-manageknowledge
https://www.slideshare.net/anandbobade/chap-45-monitor-and-control-project-work
https://www.slideshare.net/anandbobade/chap-46-perform-integrated-change-control
https://www.slideshare.net/anandbobade/chap-47-project-or-phase-close
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This is PMBOK Guide Monitor and Control Process Group - Part Two. It includes six Knowledge Area - Project Time Management, Project Cost Management, Project Communications Management, Project Procurement Management, Project Stakeholder Management, and Project Risk Management - with six processes - Control Schedule, Control Costs, Control Communications, Control Control Procurements, Control Stakeholder Engagement and Control Risks -.
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A risk is defined as “an uncertain event or condition that, if it occurs, has a positive and negative effect on a project’s objectives.” Risk is inherent with any project, and project managers should assess risk continually and develop plan to address them. The risk management plan contains an analysis of likely risks with both high and low impact, as well as mitigation strategies to help the project avoid being derailed should common problems arise. Risk management plans should be periodically reviewed by the project team in order to avoid having the analysis become stale and not reflective of actual potential project risks. Most critical, risk management plans include a risk strategy.
This module on Managing Risk discusses different type of risk that needs to be taken into account by the management while implementing a project. The other topics converged in this module include probability-impact matrix, Risk Quantification; Mitigating/Transferring risk; Risk audits/Review; Sample Risk plan and how to initiate Risk Management Planning.
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This document provides an overview of tools and techniques used in project management. It begins with outlining the need for 21st century skills like creativity, problem solving, and collaboration in business reports and project management. It then covers the components that make up a project, including the five process groups, ten knowledge areas, and 49 processes. A large portion of the document focuses on cognitive thinking skills and specific tools that can be used within each of the knowledge areas. These include techniques like brainwriting for scope management and SWOT analysis for risk identification. Finally, it discusses the importance of both divergent and convergent thinking for project managers and provides examples of when each type would be needed.
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The document discusses project management offices (PMOs), including their implementation, functions, and sustainability. It provides an overview of key PMO roles and categories. Supportive PMOs assist with tasks while controlling and directive PMOs have more authority. The document outlines factors for PMO success, such as clear expectations and communication. It also discusses how PMOs can evolve to meet changing business needs, from a focus on risk reduction to optimizing project portfolios and benefits realization. Ensuring sustainability requires continuous improvement, governance, and standardization of project management practices.
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The document defines key concepts related to projects including:
- A project is a temporary endeavor with a defined beginning and end, undertaken to create a unique product or service.
- Project management is the application of skills and techniques to manage project activities and meet stakeholder needs and expectations.
- Projects are characterized by being temporary and producing unique outputs.
- The primary challenges of project management are delivering project goals within constraints of scope, time, quality and budget.
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Eelarvete koostamine projektide elluviimiseks
Eelarvestamise olemus ja olulisemad mõisted
Eelarvete koostamise eesmärgid
Eelarvestamise eripära projektipõhises organisatsioonis
Eelarvete koostamise meetodid
Projektide eelarvestamine
Projekti tulude ja kulude arvestus
Kulude arvestuse olemus ja eesmärgid
Projekt kui kuluobjekt
Kulukohtade arvestus ja seosed projekti kuludega
Kululiikide arvestus ja seosed projekti kuludega
Projekti rahakäibe prognoosimine ja eelarvestamine
Laekumiste ja väljamaksete prognoosimine ja eelarvestamine
Kuidas vältida „auke” projekti rahastamisel?
Projekti müügitulude ja kulude eelarvestamine
Projekti materjalikulude ja materjalide eest väljamaksete eelarvestamine
Projekti tööjõukulude ja tööjõukulude eest väljamaksete eelarvestamine
Kas teha ise või palgata alltöövõtjad või FIEd?
Projekti üldkulude ja finantskulude ning nendega seotud väljamaksete eelarvestamine
Praktiline ülesanne: Projekti eelarve (eelarvestatud kasumiaruande) ja rahakäibe prognoosi koostamine
Kuidas arvestada projektide tasuvust?
Projekti rahavoogude planeerimine
Kapitali keskmine hind
Riskide hindamine
Tasuvusarvestustel põhinevad hindamise meetodid
Raha aegväärtuse kontseptsioon
Raha tulevikuväärtus
Raha nüüdisväärtus ja selle arvestusmeetodid
Rahavoogude diskonteerimisel põhinevad hindamise meetodid
Diskontomäära valiku üldised printsiibid
Projekti tulude, kulude ja rahakäibe juhtimine ja controlling
Praktiline ülesanne: Olulisemate finantseelarvete koostamine projektipõhises organisatsioonis (eelarvestatud kasumiaruanne, rahakäibe eelarve, lõppbilanss)
Projekti kasumlikkuse (tulude/kulude) ja rahavoogude analüüs
Finantsanalüüsi olemus, eesmärgid ja vajadus
Projektide finantsanalüüsi läbiviimine ja analüüsitavate näitajate (mõMS Project algajatele
Aja, ressursside ja kulude planeerimine, käivitunud projekti juhtimine, tabelite ja graafikute kujundamine MS Project abil. Harjutused ja ülesanded
Rapid Value
Kuidas lisada protsessidele väärtust ja samal ajal hallata riske? Kuidas õigesti ja vähese vaevaga modelleerida äriprotsesse? Kuidas genereerida tõeseid ametijuhendeid ja -kasutusjuhiseid või näiteks ISO dokumentatsiooni automaatselt?
Millist metoodilist tööriista kasutada projektide edukaks läbiviimiseks?
Projekti alustamise checklist v2 näidis
Näidis projekti aspektidest, mis peaks olema läbi mõeldud enne projekti alustamist.
Kuidas lisada väärtust ja samal ajal hallata riske äriprotsessides.
Kuidas lisada väärtust ja samal ajal hallata riske - äriprotsesside haldamise töövahend, koos parima sisseehitatud oskusteabega.
Projektijuhi finantskoolitus, projekti tulude, kulude ja rahakäibe eelarvesta...
Projektijuhi finantskoolitus, projekti tulude, kulude ja rahakäibe eelarvesta...Rafiko/Sander Karu finants- ja strateegiakoolitused
Valik Sander Karu novembris 2017.a. toimunud avaliku koolituse slaide. Lisainfo http://www.finantskoolitused.ee/Projektijuhi finantsprogramm - projekti tulude, kulude ja rahakäibe eelarvest...
Projektijuhi finantsprogramm - projekti tulude, kulude ja rahakäibe eelarvest...Rafiko/Sander Karu finants- ja strateegiakoolitused
http://www.hot.ee/sanderkaru/ Sander Karu finantskoolitused ja raamatupidamise koolitused juhtidele ja raamatupidajatele. Valik Sander Karu oktoobris 2010 toimunud finantskoolituse "Projektijuhi finantsprogramm - projekti tulude, kulude ja rahavoogude eelarvestamine, juhtimine ja analüüs" slaide.Rahakäibe (rahavoogude) prognoosimine, juhtimine ja analüüs
Rahakäibe (rahavoogude) prognoosimine, juhtimine ja analüüsRafiko/Sander Karu finants- ja strateegiakoolitused
Valik 12-13.02.2018.a. toimunud koolituse "Rahakäibe (rahavoogude) prognoosimine, juhtimine ja analüüs" slaide. Lisainfo http://www.finantskoolitused.ee/Projektijuhi finantskoolitus, projekti tulude, kulude ja rahakäibe eelarvesta...
Projektijuhi finantskoolitus, projekti tulude, kulude ja rahakäibe eelarvesta...Rafiko/Sander Karu finants- ja strateegiakoolitused
http://www.sanderkaru.ee/finantskoolitused/ Sander Karu finantskoolitused ja raamatupidamise koolitused. Valik Sander Karu 20-21. mai 2013 toimunud avaliku finantskoolituse "Projektijuhi finantskoolitus, projekti tulude, kulude ja rahakäibe eelarvestamine, juhtimine ja analüüs" slaide. Olulisemad teemad:
Nüüdisaegse majandusarvestuse ja finantsjuhtimise olemus ning arengusuunad
Projekt ja projektipõhine juhtimine (organisatsioon)
Ettevalmistused projektipõhise organisatsiooni ja projektide finantsjuhtimiseks
Millele keskenduda projektijuhina finantsjuhtimises?
Projektide finantsjuhtimise eripärad
Põhilised finantsmõisted ja –aruanded ning nende seos igapäevase juhtimistegevusega
Tekkepõhine ja kassapõhine arvestus
Miks ja mida „loen välja“ bilansist, kasumiaruandest ja rahavoogude aruandest?
Kuidas mõjutavad projektijuhtimise käigus tehtavad otsused bilanssi, kasumiaruannet ja rahakäibe prognoosi?
Kuidas tekib olukord, et kasum on ja raha ei ole?
Rahakäibe tsükkel – kuidas „raha käib äritegevuses ringi“
Raha konversiooniperioodi leidmine
Eelarvete koostamine projektide elluviimiseks
Eelarvestamise olemus ja olulisemad mõisted
Eelarvete koostamise eesmärgid
Eelarvestamise eripära projektipõhises organisatsioonis
Eelarvete koostamise meetodid
Projektide eelarvestamine
Projekti tulude ja kulude arvestus
Kulude arvestuse olemus ja eesmärgid
Projekt kui kuluobjekt
Kulukohtade arvestus ja seosed projekti kuludega
Kululiikide arvestus ja seosed projekti kuludega
Projekti rahakäibe prognoosimine ja eelarvestamine
Laekumiste ja väljamaksete prognoosimine ja eelarvestamine
Kuidas vältida „auke” projekti rahastamisel?
Projekti müügitulude ja kulude eelarvestamine
Projekti materjalikulude ja materjalide eest väljamaksete eelarvestamine
Projekti tööjõukulude ja tööjõukulude eest väljamaksete eelarvestamine
Kas teha ise või palgata alltöövõtjad või FIEd?
Projekti üldkulude ja finantskulude ning nendega seotud väljamaksete eelarvestamine
Praktiline ülesanne: Projekti eelarve (eelarvestatud kasumiaruande) ja rahakäibe prognoosi koostamine
Kuidas arvestada projektide tasuvust?
Projekti rahavoogude planeerimine
Kapitali keskmine hind
Riskide hindamine
Tasuvusarvestustel põhinevad hindamise meetodid
Raha aegväärtuse kontseptsioon
Raha tulevikuväärtus
Raha nüüdisväärtus ja selle arvestusmeetodid
Rahavoogude diskonteerimisel põhinevad hindamise meetodid
Diskontomäära valiku üldised printsiibid
Projekti tulude, kulude ja rahakäibe juhtimine ja controlling
Praktiline ülesanne: Olulisemate finantseelarvete koostamine projektipõhises organisatsioonis (eelarvestatud kasumiaruanne, rahakäibe eelarve, lõppbilanss)
Projekti kasumlikkuse (tulude/kulude) ja rahavoogude analüüs
Finantsanalüüsi olemus, eesmärgid ja vajadus
Projektide finantsanalüüsi läbiviimine ja analüüsitavate näitajate (mõõdikute) valikProtsesside parendamine kasutades Lean Six Sigma’t
Lühiülevaade sellest, mis on Lean Six Sigma, kuidas töötab selle parendustsükkel DMAIC ning lühidalt ka sellest, kuidas seda oma organisatsioonis juurutada.
Projektijuhi finantskoolitus, projekti tulude, kulude ja rahakäibe eelarvesta...
Projektijuhi finantskoolitus, projekti tulude, kulude ja rahakäibe eelarvesta...Rafiko/Sander Karu finants- ja strateegiakoolitused
http://www.sanderkaru.ee/finantskoolitused/ Sander Karu finantskoolitused ja raamatupidamise koolitused. Valik Sander Karu 15-16.oktoober 2014 toimunud avaliku finantskoolituse "Projektijuhi finantskoolitus, projekti tulude, kulude ja rahakäibe eelarvestamine, juhtimine ja analüüs" slaide. Olulisemad teemad:
Nüüdisaegse majandusarvestuse ja finantsjuhtimise olemus ning arengusuunad
Projekt ja projektipõhine juhtimine (organisatsioon)
Ettevalmistused projektipõhise organisatsiooni ja projektide finantsjuhtimiseks
Millele keskenduda projektijuhina finantsjuhtimises?
Projektide finantsjuhtimise eripärad
Põhilised finantsmõisted ja –aruanded ning nende seos igapäevase juhtimistegevusega
Tekkepõhine ja kassapõhine arvestus
Miks ja mida „loen välja“ bilansist, kasumiaruandest ja rahavoogude aruandest?
Kuidas mõjutavad projektijuhtimise käigus tehtavad otsused bilanssi, kasumiaruannet ja rahakäibe prognoosi?
Kuidas tekib olukord, et kasum on ja raha ei ole?
Rahakäibe tsükkel – kuidas „raha käib äritegevuses ringi“
Raha konversiooniperioodi leidmine
Eelarvete koostamine projektide elluviimiseks
Eelarvestamise olemus ja olulisemad mõisted
Eelarvete koostamise eesmärgid
Eelarvestamise eripära projektipõhises organisatsioonis
Eelarvete koostamise meetodid
Projektide eelarvestamine
Projekti tulude ja kulude arvestus
Kulude arvestuse olemus ja eesmärgid
Projekt kui kuluobjekt
Kulukohtade arvestus ja seosed projekti kuludega
Kululiikide arvestus ja seosed projekti kuludega
Projekti rahakäibe prognoosimine ja eelarvestamine
Laekumiste ja väljamaksete prognoosimine ja eelarvestamine
Kuidas vältida „auke” projekti rahastamisel?
Projekti müügitulude ja kulude eelarvestamine
Projekti materjalikulude ja materjalide eest väljamaksete eelarvestamine
Projekti tööjõukulude ja tööjõukulude eest väljamaksete eelarvestamine
Kas teha ise või palgata alltöövõtjad või FIEd?
Projekti üldkulude ja finantskulude ning nendega seotud väljamaksete eelarvestamine
Praktiline ülesanne: Projekti eelarve (eelarvestatud kasumiaruande) ja rahakäibe prognoosi koostamine
Kuidas arvestada projektide tasuvust?
Projekti rahavoogude planeerimine
Kapitali keskmine hind
Riskide hindamine
Tasuvusarvestustel põhinevad hindamise meetodid
Raha aegväärtuse kontseptsioon
Raha tulevikuväärtus
Raha nüüdisväärtus ja selle arvestusmeetodid
Rahavoogude diskonteerimisel põhinevad hindamise meetodid
Diskontomäära valiku üldised printsiibid
Projekti tulude, kulude ja rahakäibe juhtimine ja controlling
Praktiline ülesanne: Olulisemate finantseelarvete koostamine projektipõhises organisatsioonis (eelarvestatud kasumiaruanne, rahakäibe eelarve, lõppbilanss)
Projekti kasumlikkuse (tulude/kulude) ja rahavoogude analüüs
Finantsanalüüsi olemus, eesmärgid ja vajadus
Projektide finantsanalüüsi läbiviimine ja analüüsitavate näitajate (mõõdikute) valik
Lisainfo finants-Similar to Projektijuhtimine (20)
Projektijuhi finantskoolitus, projekti tulude, kulude ja rahakäibe eelarvesta...
Projektijuhi finantskoolitus, projekti tulude, kulude ja rahakäibe eelarvesta...
Kuidas lisada väärtust ja samal ajal hallata riske äriprotsessides.
Kuidas lisada väärtust ja samal ajal hallata riske äriprotsessides.
Projektijuhi finantskoolitus, projekti tulude, kulude ja rahakäibe eelarvesta...
Projektijuhi finantskoolitus, projekti tulude, kulude ja rahakäibe eelarvesta...
Projektijuhi finantsprogramm - projekti tulude, kulude ja rahakäibe eelarvest...
Projektijuhi finantsprogramm - projekti tulude, kulude ja rahakäibe eelarvest...
Rahakäibe (rahavoogude) prognoosimine, juhtimine ja analüüs
Rahakäibe (rahavoogude) prognoosimine, juhtimine ja analüüs
Projektijuhi finantskoolitus, projekti tulude, kulude ja rahakäibe eelarvesta...
Projektijuhi finantskoolitus, projekti tulude, kulude ja rahakäibe eelarvesta...
Protsesside parendamine kasutades Lean Six Sigma’t
Protsesside parendamine kasutades Lean Six Sigma’t
Projektijuhi finantskoolitus, projekti tulude, kulude ja rahakäibe eelarvesta...
Projektijuhi finantskoolitus, projekti tulude, kulude ja rahakäibe eelarvesta...
Projektijuhtimine
- 1. Projektijuhtimine Katri Targama Patrick Rang
- 3. Projekt 1 minutiga Projekt =
- 18. PERT
- 20. CPM
- 22. WBS
- 28. Riskide hindamine 3 2 5 4 3 2 5 4 3 2 1 1 1 Riski-tegur A*B*C Maandamis-tegevus Kontrolli-meede C Tõenäosus B Mõju A Risk
- 29. Riskide hindamine probleemid, mis vajavad kohest sekkumist. < 25 punkti Kõrge risk probleemid, mis vajavad pidevat jälgimist. 11-24 punkti Keskmine risk probleemid, mis vajavad aeg-ajalt ülevaatamist. 1-10 punkti Madal risk Olulisuse määratlus Riskiteguri skoor Riski aste