Il corso di Project Management promosso da Ifoa all’interno del catalogo Management d’Impresa, si pone come obiettivo quello di aiutare i partecipanti a costruire una mentalità manageriale per favorire il raggiungimento degli obiettivi del progetto nei tempi e nei costi pianificati.
The document discusses requirements elicitation techniques used in business analysis. It defines requirements elicitation as actively engaging stakeholders to understand their needs rather than just gathering requirements. The document outlines key techniques for each stage of the requirements elicitation process: prepare for elicitation, conduct elicitation, document elicitation results, and confirm elicitation results. Common individual and group techniques are described such as interviews, observation, brainstorming, prototyping and interface analysis.
In this session we are going to consider some lessons that Business Architecture practitioners might learn from Lean. Business Architecture has traditionally delivered ivory tower models which are slow to generate, hard to understand, and require heavy maintenance.
We'll start with a '101' level introduction to Business Architecture, discussing both the process of defining a Business Architecture and also some of the models that Business Architecture produces. We'll also try to understand the value of Business Architecture.
We'll then start to map some Lean Principles to Business Architecture and try and understand how we could potentially optimise the value stream. We'll consider where Business Architecture can be wasteful, discussing the diminishing value of information and the concept of analysis paralysis.
Finally I'll introduce you to a leaner approach to Business Architecture that focusses on rapid techniques for model generation and heavier engagement of system actors in both the development and the maintenance of models. I'll also share my technique for rapid enterprise modelling which can help you to build a capability model in hours rather than weeks/months.
This document provides an outline for a training course to prepare for the PMP certification exam. The course covers 5 modules: creating a high-performing team, starting the project, doing the work, keeping the team on track, and keeping the business in mind. Module 1 focuses on building the team through defining ground rules, empowering members, and establishing virtual teams.
Il corso di Project Management promosso da Ifoa all’interno del catalogo Management d’Impresa, si pone come obiettivo quello di aiutare i partecipanti a costruire una mentalità manageriale per favorire il raggiungimento degli obiettivi del progetto nei tempi e nei costi pianificati.
The document discusses requirements elicitation techniques used in business analysis. It defines requirements elicitation as actively engaging stakeholders to understand their needs rather than just gathering requirements. The document outlines key techniques for each stage of the requirements elicitation process: prepare for elicitation, conduct elicitation, document elicitation results, and confirm elicitation results. Common individual and group techniques are described such as interviews, observation, brainstorming, prototyping and interface analysis.
In this session we are going to consider some lessons that Business Architecture practitioners might learn from Lean. Business Architecture has traditionally delivered ivory tower models which are slow to generate, hard to understand, and require heavy maintenance.
We'll start with a '101' level introduction to Business Architecture, discussing both the process of defining a Business Architecture and also some of the models that Business Architecture produces. We'll also try to understand the value of Business Architecture.
We'll then start to map some Lean Principles to Business Architecture and try and understand how we could potentially optimise the value stream. We'll consider where Business Architecture can be wasteful, discussing the diminishing value of information and the concept of analysis paralysis.
Finally I'll introduce you to a leaner approach to Business Architecture that focusses on rapid techniques for model generation and heavier engagement of system actors in both the development and the maintenance of models. I'll also share my technique for rapid enterprise modelling which can help you to build a capability model in hours rather than weeks/months.
This document provides an outline for a training course to prepare for the PMP certification exam. The course covers 5 modules: creating a high-performing team, starting the project, doing the work, keeping the team on track, and keeping the business in mind. Module 1 focuses on building the team through defining ground rules, empowering members, and establishing virtual teams.
Project scope and requirements managementtictactoe123
The document discusses project scope and product requirements management based on the Project Management Body of Knowledge (PMBOK) and Business Analysis Body of Knowledge (BABOK). It describes the key processes of scope management including collecting requirements, defining scope, creating a work breakdown structure, verifying scope, and controlling scope. It also discusses requirements management and the roles of the project manager and business analyst in managing scope and requirements.
A project is defined as a temporary endeavor undertaken to create unique products, services or results. The core of project design is deciding what to improve or change and how the project can bring about that improvement. All projects are concerned with creating change, have a defined lifespan with a beginning and end date, clear objectives that must be achieved within time and budget constraints, and are unique processes. Project management is the application of skills and techniques to project activities to meet stakeholder expectations. Key components of project management include integration, scope, time, cost, quality, and human resource management. The key dimensions that define all projects are cost, time, scope, and quality.
An effective communications management plan is developed early to recognize stakeholders' diverse information needs. The plan considers methods for storing, retrieving, and disposing of project information. Regular reviews ensure the plan remains applicable. Key outputs include the communications management plan, updates to the project management plan such as the stakeholder engagement plan, and updates to documents like the project schedule and stakeholder register.
Strumenti e tecniche di progettazione: dal Project Cycle Management al Quadro...aiccon
Presentazione tratta dal Workshop "Progettare per innovare: strumenti e metodologie per l'economia sociale" che si è svolto il 19 maggio 2015 a Forlì.
PARTE III
Strumenti e tecniche di progettazione: dal Project Cycle Management al Quadro Logico
Giorgia Perra, AICCON
The document provides information on key concepts and processes for project schedule management according to the PMBOK Guide. It discusses defining activities, sequencing activities, estimating durations, and developing the project schedule. It outlines various inputs, tools/techniques, and outputs for each process. Trends in scheduling mentioned include iterative scheduling with a backlog and on-demand scheduling. Considerations for agile environments include short planning cycles, rapid feedback, prioritizing backlogs, and welcoming change.
A presentation proposing one method of integrating and managing a mega-project portfolio through the use of a KIM schedule without losing interproject relationships key to critical path calculation.
RCF Method-1 uses P6 as the only tool required to manage, execute and control the project schedule regardless of its daunting size. Here is a proposal on a workable method that will support accurate, quick date analysis and timely decision making.
This document provides an overview of project management office (PMO) concepts including:
- The need for project management to combine specialized knowledge with general management practices.
- Different levels of PMO maturity from supporting individual projects to supporting business strategy.
- Key functions of PMOs ranging from consultative to enterprise-wide support.
- Critical success factors for PMOs such as clear vision, leadership, expectations, and change management.
- Examples of common PMO deliverables like charters, roles and responsibilities, processes, tools, and status reports.
Promo_Epc project rule of credit and progress measurement ignitetribes
Project progress monitoring and control is one of the most important tasks of construction project management. Many times planner or project manager not able.The hardest part of project controls is accurate performance measurement of work accomplished.
Taking time out to establish repeatable rules of credit can literally remove 75% of the performance measurement "guessing game" out of the equation.
In this book we don't just explain on what is rule of credit but we also provide tonnes of examples on how to establish the weighted milestone. It's a ready to be plug and plan in your project control measurement.
Log in to ignitetribes.com to purchase the book.
The document summarizes the 47 project management processes defined in the PMBOK Guide 5th Edition. It presents them grouped into the five process groups of initiating, planning, executing, monitoring and controlling, and closing. Within each process group, it maps the relationships between the various processes using arrows to indicate inputs and outputs.
PMP Knowledge Areas - PMBOK 6 (PMI) INFOGRAPHICJonathan Donado
PMP Knowledge Areas & Process Group - PMBOK 6.0. knowledge areas
Estudy for the PMP exam by learning and memorizing the 49 process groups in PMBOK
by Jonathan Donado
MBA - IESE
Senior Executive Fellows (SEF) - Harvard University
#PMP #PMI #projectmanagement
The document provides an overview of the COBIT 5 framework, including its goals, principles, domains, processes, and implementation. Some key points:
- COBIT 5 has 5 principles including meeting stakeholder needs and separating governance from management.
- There are 7 enablers that support governance and management such as principles/policies, processes, organizational structures, and people skills.
- Processes are split into 5 domains - Evaluate, Direct and Monitor (governance); Align, Plan and Organize; Build, Acquire and Implement; Deliver, Service and Support; Monitor, Evaluate and Assess (management).
- COBIT 5 uses a Process Assessment Model to evaluate process
The 3-day training program provides an overview of project management fundamentals and processes. It will define key concepts, compare methodologies, evaluate BMW's current practices, and apply the generic project lifecycle of initiation, planning, implementation, and closure. Participants will complete introductory and learning activities to develop project documents including a terms of reference, plan, schedule, and risk assessment. The program aims to establish best practices for effective project management at BMW.
This is the updated version of the presentation https://www.slideshare.net/GiulioRoggero/how-a-kanban-board-works.
Do you have a team that works on both project and maintenance? Do you need to organize your team activities? Do you have a lot of activities in parallel and the time to market it's a problem? With a Kanban board and an Agile approach you can solve your problems!
Take a look of the animation of the slides to discover how it works.
--- BONUS ---
Here you can find a more details on lead time and CFD and a new board about Scrum Team Roadmap.
This document discusses key aspects of project scope management including defining scope management as creating a plan to define, validate and control scope. It also discusses collecting requirements through stakeholder interviews, focus groups and brainstorming. Finally, it discusses defining scope, creating a work breakdown structure, validating completed deliverables and controlling scope throughout a project.
Our Project Management Methodology is a planning methodology that highlights our premium tool-kit of tools & templates to help you develop a comprehensive approach to project management.
El documento presenta un diagrama de flujo de 47 procesos de gestión de proyectos según la Guía del PMBOK® 5a edición. El diagrama muestra los procesos agrupados en iniciar, planificar, ejecutar, monitorear y controlar y cerrar, y las entradas, herramientas y técnicas y salidas de cada proceso. El objetivo es proveer una guía integral para la dirección efectiva de proyectos siguiendo las buenas prácticas reconocidas.
Project scope and requirements managementtictactoe123
The document discusses project scope and product requirements management based on the Project Management Body of Knowledge (PMBOK) and Business Analysis Body of Knowledge (BABOK). It describes the key processes of scope management including collecting requirements, defining scope, creating a work breakdown structure, verifying scope, and controlling scope. It also discusses requirements management and the roles of the project manager and business analyst in managing scope and requirements.
A project is defined as a temporary endeavor undertaken to create unique products, services or results. The core of project design is deciding what to improve or change and how the project can bring about that improvement. All projects are concerned with creating change, have a defined lifespan with a beginning and end date, clear objectives that must be achieved within time and budget constraints, and are unique processes. Project management is the application of skills and techniques to project activities to meet stakeholder expectations. Key components of project management include integration, scope, time, cost, quality, and human resource management. The key dimensions that define all projects are cost, time, scope, and quality.
An effective communications management plan is developed early to recognize stakeholders' diverse information needs. The plan considers methods for storing, retrieving, and disposing of project information. Regular reviews ensure the plan remains applicable. Key outputs include the communications management plan, updates to the project management plan such as the stakeholder engagement plan, and updates to documents like the project schedule and stakeholder register.
Strumenti e tecniche di progettazione: dal Project Cycle Management al Quadro...aiccon
Presentazione tratta dal Workshop "Progettare per innovare: strumenti e metodologie per l'economia sociale" che si è svolto il 19 maggio 2015 a Forlì.
PARTE III
Strumenti e tecniche di progettazione: dal Project Cycle Management al Quadro Logico
Giorgia Perra, AICCON
The document provides information on key concepts and processes for project schedule management according to the PMBOK Guide. It discusses defining activities, sequencing activities, estimating durations, and developing the project schedule. It outlines various inputs, tools/techniques, and outputs for each process. Trends in scheduling mentioned include iterative scheduling with a backlog and on-demand scheduling. Considerations for agile environments include short planning cycles, rapid feedback, prioritizing backlogs, and welcoming change.
A presentation proposing one method of integrating and managing a mega-project portfolio through the use of a KIM schedule without losing interproject relationships key to critical path calculation.
RCF Method-1 uses P6 as the only tool required to manage, execute and control the project schedule regardless of its daunting size. Here is a proposal on a workable method that will support accurate, quick date analysis and timely decision making.
This document provides an overview of project management office (PMO) concepts including:
- The need for project management to combine specialized knowledge with general management practices.
- Different levels of PMO maturity from supporting individual projects to supporting business strategy.
- Key functions of PMOs ranging from consultative to enterprise-wide support.
- Critical success factors for PMOs such as clear vision, leadership, expectations, and change management.
- Examples of common PMO deliverables like charters, roles and responsibilities, processes, tools, and status reports.
Promo_Epc project rule of credit and progress measurement ignitetribes
Project progress monitoring and control is one of the most important tasks of construction project management. Many times planner or project manager not able.The hardest part of project controls is accurate performance measurement of work accomplished.
Taking time out to establish repeatable rules of credit can literally remove 75% of the performance measurement "guessing game" out of the equation.
In this book we don't just explain on what is rule of credit but we also provide tonnes of examples on how to establish the weighted milestone. It's a ready to be plug and plan in your project control measurement.
Log in to ignitetribes.com to purchase the book.
The document summarizes the 47 project management processes defined in the PMBOK Guide 5th Edition. It presents them grouped into the five process groups of initiating, planning, executing, monitoring and controlling, and closing. Within each process group, it maps the relationships between the various processes using arrows to indicate inputs and outputs.
PMP Knowledge Areas - PMBOK 6 (PMI) INFOGRAPHICJonathan Donado
PMP Knowledge Areas & Process Group - PMBOK 6.0. knowledge areas
Estudy for the PMP exam by learning and memorizing the 49 process groups in PMBOK
by Jonathan Donado
MBA - IESE
Senior Executive Fellows (SEF) - Harvard University
#PMP #PMI #projectmanagement
The document provides an overview of the COBIT 5 framework, including its goals, principles, domains, processes, and implementation. Some key points:
- COBIT 5 has 5 principles including meeting stakeholder needs and separating governance from management.
- There are 7 enablers that support governance and management such as principles/policies, processes, organizational structures, and people skills.
- Processes are split into 5 domains - Evaluate, Direct and Monitor (governance); Align, Plan and Organize; Build, Acquire and Implement; Deliver, Service and Support; Monitor, Evaluate and Assess (management).
- COBIT 5 uses a Process Assessment Model to evaluate process
The 3-day training program provides an overview of project management fundamentals and processes. It will define key concepts, compare methodologies, evaluate BMW's current practices, and apply the generic project lifecycle of initiation, planning, implementation, and closure. Participants will complete introductory and learning activities to develop project documents including a terms of reference, plan, schedule, and risk assessment. The program aims to establish best practices for effective project management at BMW.
This is the updated version of the presentation https://www.slideshare.net/GiulioRoggero/how-a-kanban-board-works.
Do you have a team that works on both project and maintenance? Do you need to organize your team activities? Do you have a lot of activities in parallel and the time to market it's a problem? With a Kanban board and an Agile approach you can solve your problems!
Take a look of the animation of the slides to discover how it works.
--- BONUS ---
Here you can find a more details on lead time and CFD and a new board about Scrum Team Roadmap.
This document discusses key aspects of project scope management including defining scope management as creating a plan to define, validate and control scope. It also discusses collecting requirements through stakeholder interviews, focus groups and brainstorming. Finally, it discusses defining scope, creating a work breakdown structure, validating completed deliverables and controlling scope throughout a project.
Our Project Management Methodology is a planning methodology that highlights our premium tool-kit of tools & templates to help you develop a comprehensive approach to project management.
El documento presenta un diagrama de flujo de 47 procesos de gestión de proyectos según la Guía del PMBOK® 5a edición. El diagrama muestra los procesos agrupados en iniciar, planificar, ejecutar, monitorear y controlar y cerrar, y las entradas, herramientas y técnicas y salidas de cada proceso. El objetivo es proveer una guía integral para la dirección efectiva de proyectos siguiendo las buenas prácticas reconocidas.
Flujo de Procesos de la Guía PMBOK® 5ª edición en Español - Versión simplificadaRicardo Viana Vargas
El flujo de proceso representado se basa en los gráficos de la Guía PMBOK. Sólo las conexiones presentadas en los gráficos citados se representan en el flujo.
Le flux de processus répresenté est basé sur les figures du Guide PMBOK. Seules les liaisons présentées dans les figures cités sont répresentées dans ce flux.
Este documento descreve os 47 processos de gerenciamento de projetos definidos no PMBOK® Guide 5a Edição, agrupados nas áreas de conhecimento de Integração, Escopo, Tempo, Custo, Qualidade, Recursos Humanos, Comunicações, Riscos, Aquisições e Partes Interessadas. Para cada processo são listadas as entradas, ferramentas e técnicas e saídas. O objetivo é fornecer uma visão geral dos processos e suas interrelações para auxiliar na gestão efetiva de projetos.
Fluxo de Processos de Gerenciamento de Portfólio em Português - 3ª EdiçãoRicardo Viana Vargas
Os processos estão separados em cores de acordo com as áreas de conhecimento e os grupos de processo. Baseado no The Standard for Portfolio Management— Third Edition. Desenvolvido sob permissão do Project Management Institute.
Fluxo de Processos de Gerenciamento de Programas em Português - 3ª Edição - V...Ricardo Viana Vargas
Nesta versão simplificada do fluxo de processos do The Standard for Program Management— Third Edition, apenas os nomes dos processos são mostrados, mas não suas saídas.
Fluxo de Processos do Guia PMBOK® – 6ª Edição (Versão simplificada)Ricardo Viana Vargas
Nesta versão simplificada do fluxo, as entradas, ferramentas e técnicas e saídas não estão listadas.
Veja conteúdo relacionado em https://ricardo-vargas.com/pt/pmbok6-processes-flow/
Portfolio Management Processes Flow in English - 3rd EditionRicardo Viana Vargas
The processes are separated into colors according to knowledge areas and process groups. Based on The Standard for Portfolio Management — Third Edition. Developed under permission from Project Management Institute.
Diagrammes de Flux Guide PMBOK® 5e Édition en Français - Version simplifiéeRicardo Viana Vargas
Le flux de processus répresenté est basé sur les figures du Guide PMBOK. Seules les liaisons présentées dans les figures cités sont répresentées dans ce flux.
The processes from the PMBOK® Guide — Sixth Edition are separated into colors according to their respective knowledge areas. Only the main connections are shown in this process flow.
See related content at https://ricardo-vargas.com/pmbok6-processes-flow/
Il seminario presenta i concetti fondamentali e le tecniche di Project Management con esempi pratici che consentono una diretta applicazione delle tecniche esposte. I casi di studio sono sviluppati e gestiti in Microsoft Project al fine di agevolare la comprensione delle attività di pianificazione, monitoraggio e controllo, svolte dal Project Planner e Project Manager.
Project Management per Laureandi e Neolaureati per conseguire una certificazione da Assistente Project Manager. Cosa è il Project Management?
Più specificatamente, cosa è un progetto? Un progetto è un insieme di attività temporanee con lo scopo di realizzare un prodotto, un servizio o un risultato. Temporaneo significa che un progetto ha un inizio ed una fine, oltre a risorse e contenuto definiti. Inoltre un progetto è unico perché non è un lavoro di routine, ma uno specifico insieme di operazioni per raggiungere un determinato obiettivo.
Così, un progetto spesso include persone che, di solito, non lavorano insieme - a volte provengono da reparti differenti e da più aree geografiche.
Lo sviluppo del software per migliorare un processo di business, la costruzione di un edificio o di un ponte, la ricostruzione dopo un disastro naturale, l’espansione delle vendite in un nuovo mercato geografica - sono tutti progetti. E tutti devono essere gestiti con saggezza per consegnare in tempo, nel budget, imparando ad integrare ciò che occorre alle organizzazioni.
Project management, poi, è l’applicazione di conoscenza, competenze e tecniche per eseguire i progetti in modo efficace ed efficiente. E’ una competenza strategica delle organizzazioni, consentire di legare i risultati dei progetti agli obiettivi di business - e così, meglio competere nei propri mercati. Il project management è stato sempre praticato in modo informale, ma inizia ad emergere come una distinta professione dalla fine dello scorso secolo. “A Guide to the Project Management Body of Knowledge (PMBOK® Guide) del PMI identifica gli elementi ricorrenti.
I processi di Project management ricadono in 5 gruppi:
• Avvio
• Pianificazione
• Esecuzione
• Monitoraggio e Controllo
• Chiusura
Gli stessi processi di project management vengono poi presentati in dieci aree:
1. Integrazione
2. Ambito
3. Tempi
4. Costi
5. Qualità
6. Risorse umane
7. Comunicazione
8. Rischio
9. Acquisti
10. Stakeholder
Gestire un progetto significa preoccuparsi di tutto questo. Ovviamente, in ogni circostanza, l’attenzione è rivolta al raggiungimento degli obiettivi con le risorse disponibili e le scadenze concordate per ogni progetto.
Come preparare la certificazione CAPM e diventare Assistente Project Manager con TenStep - Sconto 25% a tutti gli studenti universitari e neo laureati fino ad un anno.
In esclusiva un estratto del materiale formativo del corso di project management base.
Per maggiori informazioni o per scaricare il file pdf visita il sito: www.frprojects.com
David Bramini | Come creare un ponte tra la Strategia Aziendale e la sua Esec...PMexpo
Un numero sempre maggiore di organizzazioni opera in ambienti turbolenti che richiedono una capacità di adattamento non sempre presente nella cultura aziendale.
Non è raro rilevare che molte energie risultano investite in attività non coerenti con gli obiettivi dell’organizzazione.
Una via per stabilire una solida connessione tra la Strategia aziendale e la sua Esecuzione è quella di integrare una buona gestione del Portfolio Progetti con gli OKR.
Questa combinazione sinergica è utile a rendere le aziende più agili, focalizzate sugli obiettivi e pronte a cogliere le opportunità presenti in settori di business in rapida evoluzione.
In questo workshop toccheremo tutti questi aspetti coinvolgendo i partecipanti e dimostreremo come utilizzando il software Kanbanize sia possibile gestire in un unico strumento tutti gli elementi indispensabili per la governance operativa: workflow management, portfolio management e OKR.
Project Manager dalla Progettazione alla Gestione Web.pdfNeelHope
Mi chiamo Antonio Giannella, sono un project manager con oltre 20 anni di esperienza nel mondo della gestione e sviluppo di progetti web. Con un background solido, arricchito da un Master al MIP, Politecnico di Milano e oltre 400 progetti gestiti con elevata complessità. Offro un servizio unico e personalizzato di gestione progetti web. Oltre all’attività di Project manager negli anni ho sviluppato diverse competenze trasversali quali: Posizionamento SEO, Google Advertising, Ecommerce, Vendere su Amazon, Content Marketing e molto altro.
Affidati ad un Project Manager con competenze 360° Nella gestione del team e delle attività di Digital Marketing.
Prenota Appuntamento: https://www.antoniogiannella.com/project-manager/
Workshop su Agile Project Framework e Agile PM per il PMI®-NIC Branch Lombardia. Cosa è Agile, l'Agile Project Framework e Agile Project Management e le tecniche MoScoW e il Timeboxing. Come si struttura un Team Agile.
BIBMOOC 04.04 - Progettualità e opportunità di finanziamento - Simona VillaAlessandro Bogliolo
Lezione 4.4 del MOOC "Coding in biblioteca" erogato dall'Università di Urbino in collaborazione con la Rete delle Reti.
Simona Villa parla della progettualità e delle opportunità di finanziamento
https://mooc.uniurb.it/bibmooc
PMexpo 2019 | Marco Caressa, Progetti agili a norma iso 21500PMexpo
I metodi Agili, nati per lo sviluppo del software, si stanno diffondendo sempre più velocemente al di fuori dell'ambito IT. O forse è più corretto dire che la trasformazione digitale in atto investe tutti i processi produttivi e di servizio e intere fasi di progetto in settori tradizionali sono oggi virtualizzate e delocalizzate. Si pensi al BIM nelle costruzioni o al concetto di "digital twinning" nell'industria 4.0.
Este documento apresenta um fluxograma dos 49 processos de gerenciamento de projetos de acordo com o Guia PMBOK® 6a edição. O fluxograma descreve cada processo, incluindo suas entradas, ferramentas e técnicas, e saídas. O objetivo é fornecer uma visão geral dos processos, mas não substitui a leitura detalhada do Guia PMBOK®.
Aplicando Redes Neurais e Estimativa Análoga para Determinar o Orçamento do P...Ricardo Viana Vargas
Este artigo procura discutir o uso de Redes Neuras Artificiais (RNAs) para modelar aspectos do orçamento do projeto em casos em que os algoritmos tradicionais e fórmulas não estão disponíveis ou não são de fácil aplicação. Redes neurais usam um processo análogo ao cérebro humano, onde um componente de treinamento é feito a partir de dados existentes e, subsequentemente, têm-se uma rede neural treinada “especialista” na categoria de informação analisada. Esse “especialista” pode, então, ser utilizado para fazer projeções a partir de novas situações baseadas numa aprendizagem adaptativa (STERGIOU & CIGANOS, 1996).
O artigo também apresenta um exemplo fictício que ilustra o uso de redes neurais para determinar o custo das atividades de gerenciamento do projeto de acordo com a complexidade, localização, orçamento, duração e número de stakeholders considerados relevantes. O exemplo baseia-se em dados de 500 projetos e é usado para prever o custo do gerenciamento de um novo projeto.
Applying Neural Networks and Analogous Estimating to Determine the Project Bu...Ricardo Viana Vargas
This document discusses using artificial neural networks (ANN) and analogous estimating to determine a project budget. It provides an example of using ANN trained on data from 500 past projects to predict project management costs based on project complexity, location, budget, duration, and number of stakeholders. The ANN is trained using a probabilistic neural network and tested on 20% of the sample data, showing it can reliably predict costs from new project data based on its training. Overall the document presents applying ANN and analogous estimating as a potential method for budgeting projects when traditional formulas are difficult to apply due to complex or imprecise factors.
Modelando Linhas de Balanço com Relacionamentos “Início-Término”Ricardo Viana Vargas
O documento discute a modelagem de linhas de balanço usando relacionamentos "início-término" em softwares baseados no método do caminho crítico. A linha de balanço fornece uma perspectiva diferente para o planejamento e controle de projetos de construção civil ao focar na taxa de produção das equipes ao invés de atividades individuais. O objetivo é propor duas abordagens para modelar linhas de balanço nesses softwares: usando diagrama de rede ou cronograma linear individual.
Scheduling Optimization with Line of Balance and Start-to-Finish RelationsRicardo Viana Vargas
Presentation for the article "Modelling and Optimizing Schedules with Line of Balance and Start-Finish Relationship" available at http://www.ricardo-vargas.com/articles/modelling-and-optimizing-schedules-with-line-of-balance-and-start-finish-relationship/
Presented at the PMI Global Congress 2015 in London.
Sustainability Marker to Support the Project Selection Process: the UNOPS CaseRicardo Viana Vargas
The objective of this paper is to present a non conventional approach that is being currently implemented at the United Nations Office for Project Services, when selecting new projects globally, in order to include, as project selection criteria, social, environmental and economic sustainability aspects in humanitarian and development projects. Using a set of twenty ve themes in four major groups, an internal tool called Sustainability Marker was developed to analyse projects above and beyond the traditional nancial criteria in order to evaluate the real impact of the project to the sustainable development goals.
O documento descreve a ferramenta MTA (Milestones Trend Analysis), que analisa a evolução dos marcos de um projeto através de um gráfico. O MTA representa os marcos por cores ou símbolos e analisa padrões como linhas normais, crescentes, com mudança de tendência, divergentes, decrescentes ou em zig zag para identificar desvios no cronograma. O documento também menciona um programa para aplicar o MTA e finaliza promovendo outros conteúdos sobre gerenciamento de projetos do autor.
Brief introduction to the milestones trend analysis tool.
Listen to the related podcast: http://www.ricardo-vargas.com/podcasts/understading-the-milestone-trend-analysis-mta-part-1-of-2
Lessons from 40 PPM Experts on Making the Transition from Project Management ...Ricardo Viana Vargas
Changing project management to project leadership isn’t easy, but the rewards can be significant. Hear from Ricardo and other 39 experts as they share leadership secrets that had a major impact on enterprise projects they managed.
Understanding Opportunities, Challenges and Strategies to Build Your Career i...Ricardo Viana Vargas
Ricardo Vargas gives great insights about managing a career in Project Management. He addresses the perspectives from those who are in the beginnings, going through a transition and for those seeking to expand their horizons.
Fluxo de Processos de Gerenciamento de Portfólio em Português - 3ª Edição - V...Ricardo Viana Vargas
Nesta versão simplificada do fluxo de processos do The Standard for Portfolio Management— Third Edition, apenas os nomes dos processos são mostrados, mas não suas entradas, ferramentas e técnicas e saídas.
Portfolio Management Processes Flow in English - 3rd Edition - Simplified Ver...Ricardo Viana Vargas
In this simplified version of the The Standard for Portfolio Management— Third Edition Processes Flow only the processes names are show, without their inputs, tools and techniques and outputs.
Fluxo de Processos de Gerenciamento de Programas em Português - 3ª EdiçãoRicardo Viana Vargas
Os processos estão separados em cores de acordo com as áreas de conhecimento e os grupos de processo. Baseado no The Standard for Program Management— Third Edition. Desenvolvido sob permissão do Project Management Institute.
Program Management Processes Flow in English - 3rd Edition - Simplified VersionRicardo Viana Vargas
In this simplified version of the The Standard for Program Management— Third Edition Processes Flow only the processes names are show, without their outputs.
The processes are separated into colors according to knowledge areas and process groups. Based on The Standard for Program Management — Third Edition. Developed under permission from Project Management Institute.
Determining the Mathematical ROI of a Project Management Office (PMO) Impleme...Ricardo Viana Vargas
Slides from the white paper which objective is to present, discuss and apply a mathematical model based on the use of Monte Carlo simulation in conjunction with researches on project success/failure rates of projects to develop a 10 step model to calculate the mathematical return on investment (ROI) for the Project Office implementation.
Determining the Mathematical ROI of a Project Management Office (PMO) Impleme...
Diagrammi di Flusso della Guida PMBOK® 5ª Edizione in Italiano - Versione semplificata
1. PIANIFICAZIONE
Basato sulla Guida al PMBOK® Quinta Edizione.
Diritto d’autore: Project Management Institute, A Guide to the Project Management Body of Knowledge - Fifth Edition (PMBOK® Guide), Project Management Institute,
Inc., (2014). Diritto d’autore e tutti i diritti riservati. Il materiale di questa pubblicazione è stato riprodotto con il permesso di PMI.
Nota esplicativa: Il flusso di processo rappresentato si basa sulle cifre della Guida PMBOK®. Solo pochi collegamenti sono descritti nel flusso. Per visualizzare le relazioni
dettagliate, si prega di richiamare i diagrammi di flusso dati di processo nella Guida PMBOK®.
Adattato da: Ricardo Viana Vargas, MSc, CSM, PRINCE2® Practitioner, PMI-RMP, PMI-SP, PMP
Progettazione grafica: Sérgio Alves Lima Jardim, PMP
Scarica questo flusso alla www.ricardo-vargas.com
Diventa membro del PMI e scaricare il
Guida al PMBOK® Quinta Edizione e tutte
le altre norme PMI.
www.pmi.org
GUIDA AL PMBOK® 5ª EDIZIONE – 47 PROCESSI DI PROJECT MANAGEMENT
www.ricardo-vargas.com
GUIDA AL PMBOK® 5ª EDIZIONE – 47 PROCESSI DI PROJECT MANAGEMENT
ESECUZIONEAVVIO
MONITORAGGIO E CONTROLLOCHIUSURA
APPROVVIGIONAMENTO
12.1 Pianificare la gestione
degli approvvigionamenti
INTEGRAZIONE
4.2 Sviluppare il piano
di Project Management
TEMPI
6.1 Pianificare la gestione
della schedulazione
TEMPI
6.2 Definire le attività
TEMPI
6.3 Sequenzializzare le
attività
TEMPI
6.4 Stimare le
risorse per le attività
TEMPI
6.5 Stimare le durate
delle attività
TEMPI
6.6 Sviluppare la
schedulazione
COSTI
7.1 Pianificare la gestione
dei costi
COSTI
7.2 Stimare i costi
COSTI
7.3 Determinare il budget
QUALITÁ
8.1 Pianificare la
gestione della qualità
COMUNICAZIONI
10.1 Pianificare la gestione
delle comunicazioni
STAKEHOLDER
13.2 Pianificare la gestione
degli stakeholder
RISCHI
11.1 Pianificare la gestione dei
rischi
RISCHI
11.2 Identificare i rischi
RISCHI
11.3 Eseguire l’analisi
qualitativa dei rischi
RISCHI
11.4 Eseguire l’analisi
quantitativa dei rischi
RISCHI
11.5 Pianificare le
risposte ai rischi
APPROVVIGIONAMENTO
12.4 Chiudere gli
approvvigionamenti
INTEGRAZIONE
4.6 Chiudere il progetto
o una fase
AMBITO
5.3 Definire l’ambito
AMBITO
5.1 Pianificare la
gestione dell’ambito
AMBITO
5.2 Raccogliere i requisiti
AMBITO
5.4 Creare la WBS
RISORSE UMANE
9.1 Pianificare la gestione
delle risorse umane
INTEGRAZIONE
4.3 Dirigere e gestire
il lavoro del progetto
RISORSE UMANE
9.2 Costituire il gruppo di
progetto
RISORSE UMANE
9.3 Sviluppare il gruppo
di progetto
RISORSE UMANE
9.4 Gestire il gruppo
di progetto
QUALITÁ
8.2 Eseguire
l’assicurazione qualità
COMUNICAZIONI
10.2 Gestire le comunicazioni
APPROVVIGIONAMENTO
12.2 Definire gli
approvvigionamenti
STAKEHOLDER
13.3 Gestire il coinvolgimento
degli stakeholder
INTEGRAZIONE
4.1 Sviluppare il Project
Charter
STAKEHOLDER
13.1 Identificare gli
stakeholder
RISCHI
11.6 Controllare i rischi
INTEGRAZIONE
4.4 Monitorare e controllare
il lavoro del progetto
INTEGRAZIONE
4.5 Eseguire il controllo
integrato delle modifiche
TEMPI
6.7 Controllare la
schedulazione
COSTI
7.4 Controllare i costi
QUALITÁ
8.3 Controllare la qualità
COMUNICAZIONI
10.3 Controllare le
comunicazioni
APPROVVIGIONAMENTO
12.3 Controllare gli
approvvigionamenti
STAKEHOLDER
13.4 Controllare il coinvolgimento
degli stakeholder
AMBITO
5.5 Convalidare l’ambito
AMBITO
5.6 Controllare l’ambito