The Executive Master in Project Management with Microsoft (EMPM) is an 18-month, online master's program offered by the Universidad de Valencia that focuses on developing project management skills. The program aims to (1) teach students to manage their time and organize projects; (2) train students to reconstruct projects using international project management standards; and (3) prepare students to obtain professional certifications in project management from organizations like PMI and IPMA. The EMPM program uses a blended learning approach with online courses, collaborative software, and five face-to-face seminars. Upon completing the program, students will earn a master's degree from the Universidad de Valencia and several Microsoft and project management certifications.
Foment treball columbusit-mic-productivity-pmbestpractices-recommendations-20...Ramon Costa i Pujol
The document discusses 10 ways to improve the success of projects. It begins by emphasizing the importance of having a global vision of projects that extends beyond just project management. It also stresses the significance of portfolio and program management processes, developing a strong business case, using a standardized methodology, and taking an integrated approach to project management. Other key factors include effective risk management, strong project manager skills, managing stakeholders, implementing change management, and utilizing information systems beyond just scheduling software.
The webinar discussed how SharePoint can support project management at different maturity levels, from basic tracking to portfolio management. It explained how SharePoint lists, libraries, and sites align with collaboration and planning stages. Later stages involve dashboards, approvals, and integrating Project Server and other applications. The webinar also covered factors in deciding whether to adopt Project Server and provided resources for learning more.
Spyros Ktenas
Project Management for Software Development Projects
KTH Royal Institute of Technology
This is the part of the slides relevant to
GE.SI.PMF – Generic Simple Project Management Framework
Doesn’t include PM tools, risk, communication, stakeholders,
PRINCE2, PMBok etc.
The document discusses the Project Management Institute's Aerospace and Defense Specific Interest Group, which is soon becoming a Community of Practice. It provides information on PMI and the benefits of membership in the A&D SIG/CoP, including networking opportunities, knowledge sharing, and professional development resources tailored to the aerospace and defense industries. The summary highlights the group's focus on building communities, sharing knowledge, and helping professionals develop project management skills for the aerospace and defense sectors.
The document discusses an upcoming webinar on using Agile strategies in educational institutions. The webinar will be presented by Hana Siddiquee and will explore how Agile teaching methods can improve student engagement, as well as strategies for preparing the future workforce. Hana Siddiquee is the founder of Agile in Education USA and chairwoman of the Agile in Education Global Virtual Conference. She has implemented Agile teaching methods in over 15 university courses.
The document discusses the results of a survey about Project Portfolio Management (PPM) and Project Management Offices (PMOs). Key findings include:
1) Most organizations have PPM processes, methodologies and tools in place but still see room for improvement in governance, especially regarding risk management and decision making power.
2) While strategic goals guide PPM, portfolios are often defined by business lines rather than goals. Cost reduction is the most common strategic objective for projects.
3) Over 75% of respondents have a PMO to support PPM, most often set up by business line. PMOs' main responsibilities include support, administration and standards.
4) Governance works best for
The Executive Master in Project Management with Microsoft (EMPM) is an 18-month, online master's program offered by the Universidad de Valencia that focuses on developing project management skills. The program aims to (1) teach students to manage their time and organize projects; (2) train students to reconstruct projects using international project management standards; and (3) prepare students to obtain professional certifications in project management from organizations like PMI and IPMA. The EMPM program uses a blended learning approach with online courses, collaborative software, and five face-to-face seminars. Upon completing the program, students will earn a master's degree from the Universidad de Valencia and several Microsoft and project management certifications.
Foment treball columbusit-mic-productivity-pmbestpractices-recommendations-20...Ramon Costa i Pujol
The document discusses 10 ways to improve the success of projects. It begins by emphasizing the importance of having a global vision of projects that extends beyond just project management. It also stresses the significance of portfolio and program management processes, developing a strong business case, using a standardized methodology, and taking an integrated approach to project management. Other key factors include effective risk management, strong project manager skills, managing stakeholders, implementing change management, and utilizing information systems beyond just scheduling software.
The webinar discussed how SharePoint can support project management at different maturity levels, from basic tracking to portfolio management. It explained how SharePoint lists, libraries, and sites align with collaboration and planning stages. Later stages involve dashboards, approvals, and integrating Project Server and other applications. The webinar also covered factors in deciding whether to adopt Project Server and provided resources for learning more.
Spyros Ktenas
Project Management for Software Development Projects
KTH Royal Institute of Technology
This is the part of the slides relevant to
GE.SI.PMF – Generic Simple Project Management Framework
Doesn’t include PM tools, risk, communication, stakeholders,
PRINCE2, PMBok etc.
The document discusses the Project Management Institute's Aerospace and Defense Specific Interest Group, which is soon becoming a Community of Practice. It provides information on PMI and the benefits of membership in the A&D SIG/CoP, including networking opportunities, knowledge sharing, and professional development resources tailored to the aerospace and defense industries. The summary highlights the group's focus on building communities, sharing knowledge, and helping professionals develop project management skills for the aerospace and defense sectors.
The document discusses an upcoming webinar on using Agile strategies in educational institutions. The webinar will be presented by Hana Siddiquee and will explore how Agile teaching methods can improve student engagement, as well as strategies for preparing the future workforce. Hana Siddiquee is the founder of Agile in Education USA and chairwoman of the Agile in Education Global Virtual Conference. She has implemented Agile teaching methods in over 15 university courses.
The document discusses the results of a survey about Project Portfolio Management (PPM) and Project Management Offices (PMOs). Key findings include:
1) Most organizations have PPM processes, methodologies and tools in place but still see room for improvement in governance, especially regarding risk management and decision making power.
2) While strategic goals guide PPM, portfolios are often defined by business lines rather than goals. Cost reduction is the most common strategic objective for projects.
3) Over 75% of respondents have a PMO to support PPM, most often set up by business line. PMOs' main responsibilities include support, administration and standards.
4) Governance works best for
The document discusses how agile and traditional project management frameworks can be used together. It presents an overview of agile principles and compares the project management process groups of traditional and agile approaches. While their techniques differ, the knowledge areas of the PMBOK Guide still apply to both. The document advocates that organizations assess their readiness and a project's suitability before adopting agile practices. Earned value can provide metrics for agile projects if story points are used as the unit of measurement.
The document discusses various tools and resources that the author uses in their professional life as a project manager. It provides a list of blogs, books, online courses, certifications, iPhone apps, LinkedIn groups, membership sites, and podcasts that the author has found useful. The list is not static and will be updated as their needs and tools change.
44
مبادرة
#تواصل_تطوير
المحاضرة الرابعة والأربعون من المبادرة مع
المهندس الاستشاري/ حسين القاضي
استشاري إدارة المشروعات
بعنوان
THE ROAD MAP TO START THE WAY TO BE AN INTERNATIONAL PROJECT MANAGER
التاسعة مساء توقيت مكة المكرمة اليوم الإثنين17أغسطس2020
وذلك عبر تطبيق زووم من خلال الرابط
https://us02web.zoom.us/meeting/register/tZUpcOCqqz0oG9xrS3jh07Oy2l_3NeNiIu5a
علما ان هناك بث مباشر للمحاضرة على وقناة يوتيوب
https://www.youtube.com/user/EEAchannal
للتواصل مع إدارة المبادرة عبر قناة تيليجرام
الرابط
https://t.me/EEAKSA
رابط اللينكدان والمكتبة الالكترونية
www.linkedin.com/company/eeaksa-egyptian-engineers-association/
رابط التسجيل العام للمحاضرات
https://forms.gle/vVmw7L187tiATRPw9
Infographic - How a PMO/PPM tool like PM3 gives one version of the truth Bestoutcome
PM3, Bestoutcome's PPM tool, is designed by practitioners for practitioners. It provides a reporting hub that has one version of the truth for all your proojects and programnmes
This document discusses approaches to maturing project management practices at a national research and development laboratory. It outlines a flexible maturity model approach using industry standard tools and techniques from PMI. The key elements would include assessing current practices, developing a tailored maturation plan, providing training on PMI methodology, and establishing collaborative channels and templates to gradually improve processes over time with a focus on early successes and demonstrating value.
This document provides information about an upcoming PMO symposium to be held in Berlin, Germany from June 25-27, 2012. It includes details about keynote speakers, panel discussions, workshops, and networking opportunities focused on project, program and portfolio management offices. Some of the topics that will be discussed are PMO structures and roles, dashboarding and performance measurement, aligning projects with corporate strategy, and using PMOs to manage innovations. The event aims to provide international insights into leading successful PMOs and driving organizational change.
Symposium 2015 : NASA and Talent Management: Close Encounters of the Three KindsPMI-Montréal
Through its flexible model of knowledge and learning services, NASA meets the development needs of practitioners, project teams, and the organization. By linking business strategy to knowledge and learning approaches, NASA provides an integrated and systematic approach to address critical skillsets for technical, leadership, and business capabilities. This approach optimizes individual competence, project team performance, and organizational learning in a way that enables NASA to meet the changing needs of its workforce.
SPEAKER BIOGRAPHY
Dr. Jon Boyle has served in several capacities in public and private sector organizations, from industrial production lines and overseas military combat units to multinational corporations, NASA flight facilities, and academia. He possesses expertise in Cognitive Neurosciences, Industrial/Organizational Psychology, Knowledge Management, Group Processes, Human Resources and Workforce Development, Business Strategy, Technology-Enabled Learning, Research and Development, and Process Improvement.
Jon currently serves as the NASA Agency Deputy Chief Knowledge Officer (InuTeq), where he contributes to the development of the overall NASA Technical Workforce through Knowledge Services. He earned a B.A. in Psychology and Biology from the University of Southern Maine; a M.Ed. from Boston University; a M.A in Industrial and Organizational Psychology from George Mason University; and a Ph.D. in Human Development from Virginia Tech, as well as participating in diverse training and certifications in technology, project management, quality-related topics, acquisition and procurement, leadership, and coaching. He currently teaches several undergraduate and graduate programs and maintains an active research and publication agenda. Jon lives in the DC Metro area with his wife Allyson, son Zachary, and twin daughters Bevin and Riley. His son Christopher recently returned from Afghanistan where he serves as a Blackhawk Crew Chief in the U.S. Army and is now stationed at Fort Belvoir, VA.
Visa Europe implemented PRINCE2 between 2000-2006 to standardize its project management practices. A Programme Management Office was established to develop PRINCE2 training and support. Over the 6 years, training programs were launched, hundreds of employees were certified in PRINCE2, and it was adopted as the standard approach. Lessons learned included needing executive buy-in earlier and applying project management to the initial implementation project. By 2006, PRINCE2 use had expanded globally with over 50,000 annual certifications expected in Europe and growing adoption in regions like China, India, and the United States.
El artículo presenta la recomendación gastronómica de Mariona Carulla, presidenta del Palau de la Música. Su restaurante preferido es La Fonda Gaig, conocido por ofrecer comida casera catalana tradicional a precios asequibles. El restaurante es propiedad de Carles Gaig y se especializa en platos clásicos como brandada de bacalao y fricandó.
El documento habla sobre cómo los escándalos de corrupción en España y Cataluña están afectando negativamente la imagen de estas regiones y pueden dificultar la recuperación económica. Sin embargo, la prima de riesgo no se ha visto afectada. Estos escándalos sí han tenido el efecto positivo de disminuir la tolerancia a comportamientos corruptos e irregulares en el mundo empresarial. Ahora es necesario pasar de las palabras a la acción para acabar con la corrupción.
El documento presenta un taller sobre actitudes ante el cambio y la innovación desde el juego. El taller incluye dinámicas como una encuesta, juegos y discusiones sobre temas como el error, la adaptación y la imaginación. El objetivo es explorar estas actitudes a través de actividades lúdicas.
El documento habla sobre la importancia de aprender de los fracasos. Explica que fracasar no es malo, sino que lo malo es no aprender de los errores. Propone elaborar un "currículum fracasional" para analizar los fracasos del pasado y entender qué los causó, lo que permite ganar perspectiva y aprender lecciones. También enfatiza la necesidad de dar visibilidad a los fracasos para poder analizarlos sinceramente y evitar cometer los mismos errores en el futuro.
Este documento trata sobre el emprendimiento corporativo y la actitud emprendedora dentro de las organizaciones. Promueve recuperar la esencia de la actitud emprendedora mediante la visión, la pasión y la acción para solucionar problemas. También aboga por pensar en términos de transformación en lugar de cambio y gestionar el cambio de paradigma para que las empresas se adapten mejor al entorno.
el fracàs com a oportunitat d'aprenentatgeinPreneur
El documento habla sobre el fracaso como una herramienta de aprendizaje. Explica que el fracaso es inevitable y que debería verse como una oportunidad para mejorar. Se discuten temas como los miedos, la importancia de identificar, analizar e interactuar con los desafíos, y la necesidad de gestionar el aprendizaje obtenido de los fracasos para seguir progresando. La conclusión es que fracasar no es malo siempre y cuando se aprenda de ello.
Mic productivity project-management-foment-20121022-succesinpmv1Ramon Costa i Pujol
1. The document discusses 10 ways to improve the success of projects including having a global vision beyond just project management, portfolio and program management, establishing a clear business case, using a standardized methodology, taking a holistic integrated approach, managing risks, focusing on business and management skills not just technical skills for project managers, managing stakeholders, managing changes, and using information systems beyond just scheduling software.
2. It provides examples of major project management associations and methodologies as well as certifications.
3. It concludes by summarizing the 10 key aspects to consider to improve project success.
This document discusses 10 ways to improve the success of projects. It begins by introducing the author, Ramon Costa i Pujol, and his qualifications and experience in project management. It then lists 10 aspects that should be considered to improve project success: 1) having a global vision beyond just project management, 2) portfolio and program management, 3) ensuring projects provide business value, 4) using a standardized methodology, 5) taking an integrated approach to project management, 6) managing risks, 7) developing project management skills beyond just technical skills, 8) managing stakeholders, 9) change management, and 10) using information systems beyond just scheduling software. It concludes by thanking the reader.
Pm certifications-it project-management-postgraduate-20101006-ramoncostaRamon Costa i Pujol
This document provides information on various project management certifications and associations. It summarizes the Project Management Institute (PMI), which offers the PMP, CAPM, PgMP, PMI-SP, and PMI-RMP certifications. It also mentions the International Project Management Association (IPMA), International Association of Project and Program Management (IAPPM), Association for Project Management (APM), PRINCE2 methodology, CompTIA, and Microsoft Project certifications. The document provides websites for additional information on each.
Projects FAIL if We do not Consider 5 DIMENSIONS!VSR *
This presentation was given at Hyderabad Software Enterprises Association (HYSEA). This presentation highlights about 360 Degree Project Management which has 5 DIMENSIONS. Enjoy Reading... VSR
@vsr111
Software Project Fundamentals and Classic Mistakes - P&MSP2010 (1/11)Emanuele Della Valle
This document provides an overview of the first session of a course on planning and managing software projects. It introduces the course basics, including the syllabus, textbooks, and the instructor's background in software project management. It also covers introductions of the students and their backgrounds. Some key topics discussed include the field of project management, important job fundamentals and skills for project managers, different project manager roles, and classic mistakes to avoid.
The document discusses how agile and traditional project management frameworks can be used together. It presents an overview of agile principles and compares the project management process groups of traditional and agile approaches. While their techniques differ, the knowledge areas of the PMBOK Guide still apply to both. The document advocates that organizations assess their readiness and a project's suitability before adopting agile practices. Earned value can provide metrics for agile projects if story points are used as the unit of measurement.
The document discusses various tools and resources that the author uses in their professional life as a project manager. It provides a list of blogs, books, online courses, certifications, iPhone apps, LinkedIn groups, membership sites, and podcasts that the author has found useful. The list is not static and will be updated as their needs and tools change.
44
مبادرة
#تواصل_تطوير
المحاضرة الرابعة والأربعون من المبادرة مع
المهندس الاستشاري/ حسين القاضي
استشاري إدارة المشروعات
بعنوان
THE ROAD MAP TO START THE WAY TO BE AN INTERNATIONAL PROJECT MANAGER
التاسعة مساء توقيت مكة المكرمة اليوم الإثنين17أغسطس2020
وذلك عبر تطبيق زووم من خلال الرابط
https://us02web.zoom.us/meeting/register/tZUpcOCqqz0oG9xrS3jh07Oy2l_3NeNiIu5a
علما ان هناك بث مباشر للمحاضرة على وقناة يوتيوب
https://www.youtube.com/user/EEAchannal
للتواصل مع إدارة المبادرة عبر قناة تيليجرام
الرابط
https://t.me/EEAKSA
رابط اللينكدان والمكتبة الالكترونية
www.linkedin.com/company/eeaksa-egyptian-engineers-association/
رابط التسجيل العام للمحاضرات
https://forms.gle/vVmw7L187tiATRPw9
Infographic - How a PMO/PPM tool like PM3 gives one version of the truth Bestoutcome
PM3, Bestoutcome's PPM tool, is designed by practitioners for practitioners. It provides a reporting hub that has one version of the truth for all your proojects and programnmes
This document discusses approaches to maturing project management practices at a national research and development laboratory. It outlines a flexible maturity model approach using industry standard tools and techniques from PMI. The key elements would include assessing current practices, developing a tailored maturation plan, providing training on PMI methodology, and establishing collaborative channels and templates to gradually improve processes over time with a focus on early successes and demonstrating value.
This document provides information about an upcoming PMO symposium to be held in Berlin, Germany from June 25-27, 2012. It includes details about keynote speakers, panel discussions, workshops, and networking opportunities focused on project, program and portfolio management offices. Some of the topics that will be discussed are PMO structures and roles, dashboarding and performance measurement, aligning projects with corporate strategy, and using PMOs to manage innovations. The event aims to provide international insights into leading successful PMOs and driving organizational change.
Symposium 2015 : NASA and Talent Management: Close Encounters of the Three KindsPMI-Montréal
Through its flexible model of knowledge and learning services, NASA meets the development needs of practitioners, project teams, and the organization. By linking business strategy to knowledge and learning approaches, NASA provides an integrated and systematic approach to address critical skillsets for technical, leadership, and business capabilities. This approach optimizes individual competence, project team performance, and organizational learning in a way that enables NASA to meet the changing needs of its workforce.
SPEAKER BIOGRAPHY
Dr. Jon Boyle has served in several capacities in public and private sector organizations, from industrial production lines and overseas military combat units to multinational corporations, NASA flight facilities, and academia. He possesses expertise in Cognitive Neurosciences, Industrial/Organizational Psychology, Knowledge Management, Group Processes, Human Resources and Workforce Development, Business Strategy, Technology-Enabled Learning, Research and Development, and Process Improvement.
Jon currently serves as the NASA Agency Deputy Chief Knowledge Officer (InuTeq), where he contributes to the development of the overall NASA Technical Workforce through Knowledge Services. He earned a B.A. in Psychology and Biology from the University of Southern Maine; a M.Ed. from Boston University; a M.A in Industrial and Organizational Psychology from George Mason University; and a Ph.D. in Human Development from Virginia Tech, as well as participating in diverse training and certifications in technology, project management, quality-related topics, acquisition and procurement, leadership, and coaching. He currently teaches several undergraduate and graduate programs and maintains an active research and publication agenda. Jon lives in the DC Metro area with his wife Allyson, son Zachary, and twin daughters Bevin and Riley. His son Christopher recently returned from Afghanistan where he serves as a Blackhawk Crew Chief in the U.S. Army and is now stationed at Fort Belvoir, VA.
Visa Europe implemented PRINCE2 between 2000-2006 to standardize its project management practices. A Programme Management Office was established to develop PRINCE2 training and support. Over the 6 years, training programs were launched, hundreds of employees were certified in PRINCE2, and it was adopted as the standard approach. Lessons learned included needing executive buy-in earlier and applying project management to the initial implementation project. By 2006, PRINCE2 use had expanded globally with over 50,000 annual certifications expected in Europe and growing adoption in regions like China, India, and the United States.
El artículo presenta la recomendación gastronómica de Mariona Carulla, presidenta del Palau de la Música. Su restaurante preferido es La Fonda Gaig, conocido por ofrecer comida casera catalana tradicional a precios asequibles. El restaurante es propiedad de Carles Gaig y se especializa en platos clásicos como brandada de bacalao y fricandó.
El documento habla sobre cómo los escándalos de corrupción en España y Cataluña están afectando negativamente la imagen de estas regiones y pueden dificultar la recuperación económica. Sin embargo, la prima de riesgo no se ha visto afectada. Estos escándalos sí han tenido el efecto positivo de disminuir la tolerancia a comportamientos corruptos e irregulares en el mundo empresarial. Ahora es necesario pasar de las palabras a la acción para acabar con la corrupción.
El documento presenta un taller sobre actitudes ante el cambio y la innovación desde el juego. El taller incluye dinámicas como una encuesta, juegos y discusiones sobre temas como el error, la adaptación y la imaginación. El objetivo es explorar estas actitudes a través de actividades lúdicas.
El documento habla sobre la importancia de aprender de los fracasos. Explica que fracasar no es malo, sino que lo malo es no aprender de los errores. Propone elaborar un "currículum fracasional" para analizar los fracasos del pasado y entender qué los causó, lo que permite ganar perspectiva y aprender lecciones. También enfatiza la necesidad de dar visibilidad a los fracasos para poder analizarlos sinceramente y evitar cometer los mismos errores en el futuro.
Este documento trata sobre el emprendimiento corporativo y la actitud emprendedora dentro de las organizaciones. Promueve recuperar la esencia de la actitud emprendedora mediante la visión, la pasión y la acción para solucionar problemas. También aboga por pensar en términos de transformación en lugar de cambio y gestionar el cambio de paradigma para que las empresas se adapten mejor al entorno.
el fracàs com a oportunitat d'aprenentatgeinPreneur
El documento habla sobre el fracaso como una herramienta de aprendizaje. Explica que el fracaso es inevitable y que debería verse como una oportunidad para mejorar. Se discuten temas como los miedos, la importancia de identificar, analizar e interactuar con los desafíos, y la necesidad de gestionar el aprendizaje obtenido de los fracasos para seguir progresando. La conclusión es que fracasar no es malo siempre y cuando se aprenda de ello.
Mic productivity project-management-foment-20121022-succesinpmv1Ramon Costa i Pujol
1. The document discusses 10 ways to improve the success of projects including having a global vision beyond just project management, portfolio and program management, establishing a clear business case, using a standardized methodology, taking a holistic integrated approach, managing risks, focusing on business and management skills not just technical skills for project managers, managing stakeholders, managing changes, and using information systems beyond just scheduling software.
2. It provides examples of major project management associations and methodologies as well as certifications.
3. It concludes by summarizing the 10 key aspects to consider to improve project success.
This document discusses 10 ways to improve the success of projects. It begins by introducing the author, Ramon Costa i Pujol, and his qualifications and experience in project management. It then lists 10 aspects that should be considered to improve project success: 1) having a global vision beyond just project management, 2) portfolio and program management, 3) ensuring projects provide business value, 4) using a standardized methodology, 5) taking an integrated approach to project management, 6) managing risks, 7) developing project management skills beyond just technical skills, 8) managing stakeholders, 9) change management, and 10) using information systems beyond just scheduling software. It concludes by thanking the reader.
Pm certifications-it project-management-postgraduate-20101006-ramoncostaRamon Costa i Pujol
This document provides information on various project management certifications and associations. It summarizes the Project Management Institute (PMI), which offers the PMP, CAPM, PgMP, PMI-SP, and PMI-RMP certifications. It also mentions the International Project Management Association (IPMA), International Association of Project and Program Management (IAPPM), Association for Project Management (APM), PRINCE2 methodology, CompTIA, and Microsoft Project certifications. The document provides websites for additional information on each.
Projects FAIL if We do not Consider 5 DIMENSIONS!VSR *
This presentation was given at Hyderabad Software Enterprises Association (HYSEA). This presentation highlights about 360 Degree Project Management which has 5 DIMENSIONS. Enjoy Reading... VSR
@vsr111
Software Project Fundamentals and Classic Mistakes - P&MSP2010 (1/11)Emanuele Della Valle
This document provides an overview of the first session of a course on planning and managing software projects. It introduces the course basics, including the syllabus, textbooks, and the instructor's background in software project management. It also covers introductions of the students and their backgrounds. Some key topics discussed include the field of project management, important job fundamentals and skills for project managers, different project manager roles, and classic mistakes to avoid.
The document discusses software project management. It covers the vision, mission and objectives of AAMEC and IT departments. It then discusses the objectives and units of the course IT8075 - Software Project Management. The key aspects covered are the importance of software project management, the activities involved like feasibility study, planning and project execution. It also discusses characteristics of a project, contract management and the various dimensions and skills required for effective software project management.
This presentation was given a few months ago on the oracle.com/eppm site. Check it out for the full presentation, white papers and more information on Enterprise PPM.
This training document provides an overview of a 5-day training on essentials of e-government ICT project management. The training aims to improve leadership, management, and technical practices for ICT project performance, methodology, planning, implementation, control, and evaluation. It covers topics such as project management competencies, standards, methodology, analytical tools, and technology support. The schedule outlines presentations, walkthroughs, activities and demonstrations across each of the 5 days on these subjects.
This document provides information about a 10-day project management training course offered by PMinside. The course covers fundamental project management principles and frameworks based on standards like PMBOK and PRINCE2. It includes 14 modules covering topics like integration management, scope management, time management, and risk management. The course uses exercises and discussions to help participants apply the skills to real projects. The instructor is an experienced project manager with a PhD in project management and certifications in PMP and PRINCE2. The document outlines the course schedule, curriculum, instructor background, training process, and contact information for registering.
Career as Project Manager for Electrical Engineer_PUC_Redwan FerdousRedwan Ferdous
Premier University, Chittagong (Chattogram) arranged a webinar on "Career as Project Manager for Electrical Engineer" on 16th June, 2021 from 7:30 pm-9:15 pm. It was a Facebook live session, where the Dean of engineering faculty, Chairman of the EEE department, Assistant Professor of PUC, and other faculties were present. 100+ viewers were live on that session and 10+ questions were answered during the session.
Redwan Ferdous was the keynote speaker of the session.
The document discusses project management techniques including defining a project, the project lifecycle, components of projects, tools for managing projects, and reasons why projects fail. It provides an overview of key project management concepts such as the work breakdown structure, critical path, Gantt charts, and risk management. Examples are given of project management tools and documentation including status reports, requirements and schedule tracking charts, and lessons learned.
This document provides an overview of IT project management. It discusses why IT projects often fail, factors that influence success, and approaches to improve outcomes. Key aspects covered include the project life cycle, software development life cycle, project methodology, developing business cases, measuring value, scheduling, budgets, resources, and risk management. The goal is to explain how traditional project management can be combined with software engineering principles to increase the likelihood IT projects are completed on time, within budget, and deliver expected value.
Cracking the Code of Managing The Chaos Of Everyday Project ManagementFishbowl Solutions
Learn more about Fishbowl Solutions' Enterprise Information Portal, which is our strategy for transforming how project-based tools and assets are accessed and shared. This solution is ideal for the engineering, architecture, and construction industries.
High Performance Project Management - A Holistic ApproachIT Weekend
1) The document discusses high performance project management using a holistic approach, covering topics like project progress, success factors, context, and the project lifecycle.
2) It describes the relationships between the key stakeholders in project delivery - the customer, suppliers/partners, and the performing organization consisting of the project manager, project team, and PMO.
3) Achieving value beyond expectations for customers and stakeholders requires the performing organization to operate in a "stretch" or "super stretch" mode through developing knowledge, competencies, and behaviors across project management, teams, PMOs, and the organization.
Business PMO & IT Pmo What Is The DifferenceStefan Rank
Business-PMO & IT-PMO - What is the difference
Organizational differences of Project Management Offices and the real world challenges that Project Management Offices face based on their organizational alignment in the overall structure of the organization
Macrosolutions Training: Planning and Monitoring Projects with Microsoft Proj...Macrosolutions SA
This document provides information about a training course on planning and monitoring projects with Microsoft Office Project 2010. The 16-hour course aims to qualify students to use Microsoft Office Project and presents content through a single project example. Students will learn how to create schedules, allocate resources, monitor progress, and generate reports. The course covers key aspects of project management and provides hands-on exercises for students.
Presentation made by Robert Venczel at the PMI OVOC 10th Annual Project Management
Symposium (12-14 October 2010, Ottawa, Ontario, Canada)
More info at http://www.pmiovoc.org/files/Events/Symposium.html
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2. Project Management
10 ways to improve
success of projects
Barcelona, 2012
Ramon Costa i Pujol
rcosta@eada.edu
Senior Associate Professor
Operations Management and Information Systems Dpt.
3. Ramon Costa i Pujol
Degree in Informatics Engineering by the UPC (Technical
University of Catalonia); Master in Pedagogical Qualification
for Engineers by ICE-UPC and General Management
Programme graduate by the Business School EADA
Business Productivity and Project Director at Microsoft
Innovation Center – Productivity Center.
Senior Associate Professor in EADA and Associate Professor
in Escoles Universitàries Gimbernat (UAB); Co-director of “IT
Project Management” postgraduate course at EUG.
Member of Project Management Institute, MCTS in Microsoft
Project certified, IT Project+ certified (CompTIA) and Master
Project Manager (AAPM).
Dynamic Partner & Cofounder of inPreneur.
www.ramoncosta.net
www.iproductividad.com Senator of Junior Chamber International and member of
www.actioningorganizations.com Amnesty International
Twitter: @ramoncosta
LinkedIn: ramoncosta
Facebook: Prof.RamonCosta
Slideshare: rcosta
Youtube: pgpsi
4. A project fail if….
• It does not provide the expected benefits,
the intended scope or is canceled in advance
• It deviates by 30% in execution time
• It deviates by 30% in budget
Scope
Quality
Cost Time
5. A project fail if….
http://www.projectsmart.co.uk/the-curious-case-of-the-chaos-report-2009.html
6. Project failure can be eliminated…
… but we can mitigate its probability
10 aspects to be considered in order
to improve success in projects
7. 1. Global Vision: “More than PM”
Project Portfolio Management
Programme Management
Project Management
Pre-Project Project
Proyecto Operations
Change Management
Information Systems (IISS)
12. 4. Methodology: “A standard way to do PM”
Associations on Project Management:
• PMI (Project Management Institute, 1969): www.pmi.org
• IPMA (International Project Management Association, 1965): www.ipma.ch
• IAPPM (Intern. Association of Project and Program Management, 2003): www.iappm.org
• APM (Association for Project Management): www.apm.org.uk
• AIPM (Australian Institute of Project Management, 1976): www.aipm.com.au
Methodologies:
• PRINCE2 (Projects in Controlled Env., 1989): www.prince2.com
• Scrum (Agile Project Management and Dev.): www.scrum.org
Academies:
• American Academy of Project Managers (AAPM): www.projectmanagementcertifications.com
Other institutions (IT specialized):
• CompTIA (1982): www.comptia.org
Linked to software programs:
• Microsoft Certified Technical Specialist: www.microsoft.com
13. 4. Methodology: “A standard way to do PM”
PMI Certifications
• Project Management Professional (PMP)® (March 2010)
Total members: 317.962
• Certified Associate in Project Management (CAPM)® Total active
• Program Management Professional (PgMP)® PMPs: 375.959
• PMI Scheduling Professional (PMI-SP)®
• PMI Risk Management Professional (PMI-RMP)®
Standars
• A Guide to the Project Management Body of
Knowledge (PMBOK® Guide)- Fourth Edition
• Practice Standard for Project Risk Management
• Practice Standard for Earned Value Management
• Practice Standard for Project Configuration
Management
• Practice Standard for Work Breakdown Structures
• Practice Standard for Scheduling
http://www.pmi.org
15. 6. Risk Man.: “Be prepared for Murphy”
Initiation Planning
Control and Execution
Monitoring
Closing
Risk
Risk Management Qualitative Quantitative Risk Response Risk Monitoring
Ident.
Planning Risk Anal. Risk Anal. Plan and Control
16. 7. Project Man.: “More than technical skills”
Project
Management
Skills
Management Business
Skills Skills
The main knowledge needed to manage projects is unique to project
management, but to carry out the project direction must be complemented with
knowledge pertaining to the “general management” area and with specific
business skills that will serve project.
25
17. 8. Stakeholders: “the human side”
Needs: Expectations: Non
Identified Stakeholders identified
requirements requirements
Stakeholders management & Expectations Management disciplines
18. 9. Change Management: “...change happens”
Project Project Execution Deployment Operations
Project Project Definition Project Project
Mangt and Planning Control and Monitoring Closing
Change Change Manag.
Change Management Plan Execution Evaluation
Mangt Definition and Plan.
19. 10. IISS: “Beyond scheduling software”
Integration Scope
Risks Time
Information
Providers Systems Costs
Communica
Quality
tion
Team
20. Conclusions
1. Global Vision: “More than PM”
2. Change Management: “Because change is need”
3. Business Case: “Business value of projects”
4. Methodology: “A standard way to do PM”
5. Integrated PM: “A holistic vision of projects”
6. Risk Management: “Be prepared for Murphy”
7. Project Manager: “More than technical skills”
8. Stakeholders: “the human side of projects”
9. Change Management: “Because change is need”
10. IISS: “Beyond scheduling software”
21. References & Bibliography
“50 claves para la
dirección de proyectos”
• Managing a project starts by the enthusiasm and personal
commitment of project director
• A project is not done without a team
• Project must meet the expectations and needs of users and
stakeholders
• Communication is key in the project
• You cannot ever forget the commitments
• Equally important is managing the project
as close and transfer it to operations
22. References & Bibliography
“La dirección de proyectos, una
herramienta de gestión empresarial”
http://ramoncosta.blogspot.com/2007/11/50-lecciones-de-management-ea
http://ramoncosta.blogspot.com/2005_07_01_ekipsnet_archive.html
25. References & Bibliography
• American Academy of Project Management AAPM
• Association for Project Management (APM)
• Australian Institute of Project Management (AIPM)
• CompTIA Project+
• The International Association of Project and Program Management.
• International Project Management Association (IPMA)
• International Project Management Commission (IPMC)
• Project Management Institute (PMI)
• Stanford University Advanced Project Management (SAPM)
• Telecommunications Project Management Association (TPMA)
27. Thanks a lot!
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