This document presents a risk management plan for implementing SAP B1 at XYZ Ltd. It identifies objectives such as senior management support, effective communication, and change management. The plan defines the project scope, assumptions, and constraints. It also provides a risk rating methodology and identifies numerous operational, technical, legal, market, and financial risks. Finally, it discusses the organizational structure for risk management and processes for reporting and tracking risks.
This Presentation will describe you,
01. What is software project management
02. The Role of Software Project Manager
03. Risk Management
04. People Management
not only these point you will have with example.
This professional portfolio contains sections summarizing Mostafa Saad's qualifications and experience. It includes his resume outlining over 14 years of experience in maintenance planning, reliability engineering, and project management. It also includes sections highlighting his academic certificates, experience letters, training certificates in areas like maintenance, project management, computer skills, and conferences attended. Further sections provide details on memberships in professional organizations and other references.
The document discusses various aspects of software project management including project planning activities like estimation, scheduling, staffing, and risk handling. It describes different project organization structures like functional organization and project organization. It also discusses different team structures like chief programmer teams, democratic teams, and mixed teams. The document emphasizes the importance of careful project planning and producing a software project management plan document. It also discusses considerations for staffing a project team and attributes of a good software engineer.
Corporate Governance to Project GovernanceRichard_01
The document summarizes key points from a guide on attaining coherence between corporate governance and project management processes. It discusses 11 principles for governance of project management based on governance requirements and project management discipline. An organization that has achieved PRINCE2 Maturity Model level 3 and P3M3 level 3 will meet several of the principles but still have room for improvement in others. The document also notes additional considerations for organizations in developing an effective governance framework.
Tariq Malik is introducing himself as the instructor for the Software Project Management course. He provides his qualifications including a BSc, MS in IT, and membership in the British Computer Society. He has worked in both the UK and Pakistan as an IT professional and lecturer. The document outlines expectations for students and instructors, contact details for Tariq, details about class discipline, recommended textbooks, certifications, defining projects, software project management, and managing project culture.
The document discusses the key aspects of project scope management including defining the project scope, creating the work breakdown structure (WBS), verifying the scope, and controlling changes to the scope baseline. It describes the important inputs, tools and techniques, and outputs for each of the scope management processes. The processes ensure the project only includes the required work to complete the project successfully and meet stakeholder requirements.
Topics Covered in the presentation
1.What is a Project
2. How projects come into existence
3. Project selection Models, Methods and Techniques
4.ITTOs(Inputs-Tools and Techniques-Outputs)
5.Enterprise Environmental Factors
6..Organizational Process Assets
7. StakeHolders
8. Project Management LifgeCycle
9. Project Vs Product Lifecycle
10.Organizational Strucutures
11. PMO(Project Management Office)
12.Configuration and Change Management
Episode 20 : PROJECT MANAGEMENT CONTEXT
Project phase and the Project Life Cycle
Project Stakeholders
Organizational Influences
Key General Management Skills
Social-Economic-Environmental Influences
SAJJAD KHUDHUR ABBAS
Chemical Engineering , Al-Muthanna University, Iraq
Oil & Gas Safety and Health Professional – OSHACADEMY
Trainer of Trainers (TOT) - Canadian Center of Human
Development
This Presentation will describe you,
01. What is software project management
02. The Role of Software Project Manager
03. Risk Management
04. People Management
not only these point you will have with example.
This professional portfolio contains sections summarizing Mostafa Saad's qualifications and experience. It includes his resume outlining over 14 years of experience in maintenance planning, reliability engineering, and project management. It also includes sections highlighting his academic certificates, experience letters, training certificates in areas like maintenance, project management, computer skills, and conferences attended. Further sections provide details on memberships in professional organizations and other references.
The document discusses various aspects of software project management including project planning activities like estimation, scheduling, staffing, and risk handling. It describes different project organization structures like functional organization and project organization. It also discusses different team structures like chief programmer teams, democratic teams, and mixed teams. The document emphasizes the importance of careful project planning and producing a software project management plan document. It also discusses considerations for staffing a project team and attributes of a good software engineer.
Corporate Governance to Project GovernanceRichard_01
The document summarizes key points from a guide on attaining coherence between corporate governance and project management processes. It discusses 11 principles for governance of project management based on governance requirements and project management discipline. An organization that has achieved PRINCE2 Maturity Model level 3 and P3M3 level 3 will meet several of the principles but still have room for improvement in others. The document also notes additional considerations for organizations in developing an effective governance framework.
Tariq Malik is introducing himself as the instructor for the Software Project Management course. He provides his qualifications including a BSc, MS in IT, and membership in the British Computer Society. He has worked in both the UK and Pakistan as an IT professional and lecturer. The document outlines expectations for students and instructors, contact details for Tariq, details about class discipline, recommended textbooks, certifications, defining projects, software project management, and managing project culture.
The document discusses the key aspects of project scope management including defining the project scope, creating the work breakdown structure (WBS), verifying the scope, and controlling changes to the scope baseline. It describes the important inputs, tools and techniques, and outputs for each of the scope management processes. The processes ensure the project only includes the required work to complete the project successfully and meet stakeholder requirements.
Topics Covered in the presentation
1.What is a Project
2. How projects come into existence
3. Project selection Models, Methods and Techniques
4.ITTOs(Inputs-Tools and Techniques-Outputs)
5.Enterprise Environmental Factors
6..Organizational Process Assets
7. StakeHolders
8. Project Management LifgeCycle
9. Project Vs Product Lifecycle
10.Organizational Strucutures
11. PMO(Project Management Office)
12.Configuration and Change Management
Episode 20 : PROJECT MANAGEMENT CONTEXT
Project phase and the Project Life Cycle
Project Stakeholders
Organizational Influences
Key General Management Skills
Social-Economic-Environmental Influences
SAJJAD KHUDHUR ABBAS
Chemical Engineering , Al-Muthanna University, Iraq
Oil & Gas Safety and Health Professional – OSHACADEMY
Trainer of Trainers (TOT) - Canadian Center of Human
Development
The document provides an overview of the Project Management Framework by the Project Management Institute (PMI). It introduces PMI and defines project management. It then outlines the high level structure used by PMI, which includes 5 process groups and 10 knowledge areas. Each knowledge area is then summarized individually, including the processes, process groups, inputs, tools/techniques, and outputs involved. Key areas covered include integration management, scope management, time management, cost management, quality management, and human resource management. The document aims to explain PMI's standard approach to project management.
The document provides an overview of James Dimas' IT infrastructure approach and experience, including:
- Converged infrastructure and experience with companies focusing on shared IT resources and cloud strategies.
- Experience with Microsoft technologies like Axapta ERP and collaboration tools.
- Experience with virtualization technologies from Citrix and VMware.
- Networking exposure through Cisco and previous telecom experience.
- Storage experience including cloud solutions like Dropbox and Sharefile.
- Strong background in project management with a focus on PRINCE2 methodology and past experience managing an ERP implementation project using Agile/SCRUM practices.
The document summarizes Watts S. Humphrey's 1988 framework for characterizing software development processes into five levels of maturity. It describes the five levels - Initial, Repeatable, Defined, Managed, and Optimizing - and the key practices required to advance from one level to the next. The framework is intended to help organizations assess their current process capabilities and prioritize process improvement actions.
The document discusses project management processes and defines the five process groups: initiating, planning, executing, monitoring and controlling, and closing. It provides details on each process group, including their key purposes and outputs. Additionally, it describes the interactions between the process groups over time, defines project information and how it flows between processes, and outlines the ten standard project management knowledge areas and their roles.
This document provides an overview of project integration management and its key processes. It discusses developing the project charter, project management plan, and closing the project. It emphasizes that integration management involves identifying, defining, combining, unifying, and coordinating processes and activities. Iterative approaches promote engagement of team members as domain experts in integration. The project manager's role is to build collaboration and ensure the team can respond to changes.
This document provides an overview of project management frameworks and concepts. It defines key terms like projects, operations, project life cycles, stakeholders, and organizational influences on project management. Some of the main points covered include:
- Projects are temporary endeavors with defined start and end dates, while operations involve ongoing or repetitive work.
- Project management involves following a systematic process comprising five process groups and nine knowledge areas.
- Project life cycles define the phases, deliverables, and approvals needed in a project from initiation to closure.
- Stakeholders are individuals or groups involved in or impacted by a project, such as the project manager, sponsor, team, and customer.
- Organizational
This document provides information on the services offered by AWAY Business Services Pty Ltd, including process improvement, Lean Six Sigma methodology, business analysis, process mapping, procedure writing, document management, audits, hydraulics, pneumatics, service and repairs, marine, training and assessing. Specific services detailed are conducting safety audits, commissioning new underground mining equipment, repairing hydraulic and pneumatic machinery, resolving complex mechanical problems, developing and repairing marine components, customizing training programs, and leading process improvement initiatives. Contact details are provided for Matt and Tracey Rendoth.
Project Controls Expo, 13th Nov 2013 - "CREATING CONFIDENCE THROUGH PROJECT C...Project Controls Expo
Introduction
• Financial background
– Chartered accountant
– CFO for a number of transport businesses incl. Heathrow Airport
• Involved with Project Controls for 11 years commencing with start of T5 construction
• MD of LogiKal Projects for the last 4.5 years
The document discusses deliverables mapping, which is a process for visualizing the key deliverables, milestones, and their relationships in a project. It involves identifying customer deliverables and requirements, internal deliverables, and regulatory requirements. A deliverables map shows the flow and linkage between these to establish schedule constraints. Benefits include improved communication, increased productivity by removing waste, and fostering teamwork and continuous improvement. Deliverables mapping is presented as an important tool for project planning and management.
The document discusses strategies for achieving world class maintenance in an organization. It describes total productive maintenance (TPM) which focuses on improving equipment efficiency through five pillars: increasing equipment effectiveness, training, autonomous maintenance, early equipment management, and planned and preventive maintenance. It also discusses reliability centered maintenance (RCM) which aims to optimize maintenance programs and offers different risk management strategies. Effective asset management is also described as a process to deploy, operate and maintain assets cost-effectively. Challenges in implementing these strategies include resistance to change, lack of knowledge, and misaligned production and maintenance goals.
The document discusses software project management. It defines what a project and project management are, and describes the key characteristics of a software project. It outlines several software development lifecycles and methodologies including waterfall, prototype, spiral, agile, Scrum, extreme programming (XP), and rapid application development (RAD). It also discusses software project roles, risk management, project monitoring, defining a lifecycle model, software team organization structures, communication and coordination practices, and factors to consider when selecting a lifecycle model.
This document discusses staff training and certification processes. It outlines objectives of developing skills for new staff, assuring conformity to standards, and updating veteran staff. Key activities for an effective training system are determining knowledge requirements, training needs, planning programs, defining certification positions, and follow-up. Training targets new employees, retraining for new positions, and updating skills. Certification evaluates candidates' qualifications through education, experience, assessments, and skills demonstrations.
Project Success: The Basis of the Five Immutable PrinciplesGlen Alleman
Some people in the field talk about the “basic tenets” of project management. Where do these come from? Some say they come from hands-on experience, anecdotal “best practices,” and the good old “school of hard knocks.”
Published in The Public Manager, Vol. 43, No. 3, Fall 2014
The document discusses operational excellence in project management. It defines a project and explains that projects follow a typical life cycle of slow initiation, quick critical path management, and slow closure. Project effort also follows a typical distribution of minimal effort at initiation and closure, with peak effort during critical path management. Finally, the document outlines the four phases of the project management life cycle: initiation, planning, execution and control, and closure.
This resource document describes the Program Governance Road map for product development, deployment, and sustainment of products and services in compliance with CMS guidance, ITIL IT management, CMMI best practices, and other guidance to assure high quality software is deployed for sustained operational success in mission critical domains.
The VDA recommends it’s members to apply VDA 6.3 (2010) standard for the implementation and maintenance of Quality management System. This presentation explains the features and plus points of this system of process auditing, which sets it apart from other methods in today's automotive industry.
The Critical Success Factors For Erp Implementation An Organisational Fit Per...Donovan Mulder
This document summarizes a research study on critical success factors for enterprise resource planning (ERP) implementation from an organizational fit perspective. The study explores why ERP projects have unusually high failure rates despite their strategic importance. It defines organizational fit of ERP as the congruence between the original ERP system and its organizational context. The study examines how organizational fit of ERP and certain implementation contingencies like ERP adaptation, process adaptation, and organizational resistance impact ERP implementation success. The results from a field survey of 34 organizations show that ERP implementation success significantly depends on organizational fit of ERP and these implementation contingencies.
Este documento resume los principales tejidos del cuerpo humano: epitelial, muscular, nervioso y conectivo. Explica que los tejidos están compuestos de células agrupadas para cumplir funciones específicas. Describe las características y funciones de cada tejido, incluyendo las clases de tejido muscular, las fibras nerviosas y los tipos de tejido conectivo. Concluye proporcionando referencias bibliográficas sobre anatomía y histología humanas.
The document provides an overview of the Project Management Framework by the Project Management Institute (PMI). It introduces PMI and defines project management. It then outlines the high level structure used by PMI, which includes 5 process groups and 10 knowledge areas. Each knowledge area is then summarized individually, including the processes, process groups, inputs, tools/techniques, and outputs involved. Key areas covered include integration management, scope management, time management, cost management, quality management, and human resource management. The document aims to explain PMI's standard approach to project management.
The document provides an overview of James Dimas' IT infrastructure approach and experience, including:
- Converged infrastructure and experience with companies focusing on shared IT resources and cloud strategies.
- Experience with Microsoft technologies like Axapta ERP and collaboration tools.
- Experience with virtualization technologies from Citrix and VMware.
- Networking exposure through Cisco and previous telecom experience.
- Storage experience including cloud solutions like Dropbox and Sharefile.
- Strong background in project management with a focus on PRINCE2 methodology and past experience managing an ERP implementation project using Agile/SCRUM practices.
The document summarizes Watts S. Humphrey's 1988 framework for characterizing software development processes into five levels of maturity. It describes the five levels - Initial, Repeatable, Defined, Managed, and Optimizing - and the key practices required to advance from one level to the next. The framework is intended to help organizations assess their current process capabilities and prioritize process improvement actions.
The document discusses project management processes and defines the five process groups: initiating, planning, executing, monitoring and controlling, and closing. It provides details on each process group, including their key purposes and outputs. Additionally, it describes the interactions between the process groups over time, defines project information and how it flows between processes, and outlines the ten standard project management knowledge areas and their roles.
This document provides an overview of project integration management and its key processes. It discusses developing the project charter, project management plan, and closing the project. It emphasizes that integration management involves identifying, defining, combining, unifying, and coordinating processes and activities. Iterative approaches promote engagement of team members as domain experts in integration. The project manager's role is to build collaboration and ensure the team can respond to changes.
This document provides an overview of project management frameworks and concepts. It defines key terms like projects, operations, project life cycles, stakeholders, and organizational influences on project management. Some of the main points covered include:
- Projects are temporary endeavors with defined start and end dates, while operations involve ongoing or repetitive work.
- Project management involves following a systematic process comprising five process groups and nine knowledge areas.
- Project life cycles define the phases, deliverables, and approvals needed in a project from initiation to closure.
- Stakeholders are individuals or groups involved in or impacted by a project, such as the project manager, sponsor, team, and customer.
- Organizational
This document provides information on the services offered by AWAY Business Services Pty Ltd, including process improvement, Lean Six Sigma methodology, business analysis, process mapping, procedure writing, document management, audits, hydraulics, pneumatics, service and repairs, marine, training and assessing. Specific services detailed are conducting safety audits, commissioning new underground mining equipment, repairing hydraulic and pneumatic machinery, resolving complex mechanical problems, developing and repairing marine components, customizing training programs, and leading process improvement initiatives. Contact details are provided for Matt and Tracey Rendoth.
Project Controls Expo, 13th Nov 2013 - "CREATING CONFIDENCE THROUGH PROJECT C...Project Controls Expo
Introduction
• Financial background
– Chartered accountant
– CFO for a number of transport businesses incl. Heathrow Airport
• Involved with Project Controls for 11 years commencing with start of T5 construction
• MD of LogiKal Projects for the last 4.5 years
The document discusses deliverables mapping, which is a process for visualizing the key deliverables, milestones, and their relationships in a project. It involves identifying customer deliverables and requirements, internal deliverables, and regulatory requirements. A deliverables map shows the flow and linkage between these to establish schedule constraints. Benefits include improved communication, increased productivity by removing waste, and fostering teamwork and continuous improvement. Deliverables mapping is presented as an important tool for project planning and management.
The document discusses strategies for achieving world class maintenance in an organization. It describes total productive maintenance (TPM) which focuses on improving equipment efficiency through five pillars: increasing equipment effectiveness, training, autonomous maintenance, early equipment management, and planned and preventive maintenance. It also discusses reliability centered maintenance (RCM) which aims to optimize maintenance programs and offers different risk management strategies. Effective asset management is also described as a process to deploy, operate and maintain assets cost-effectively. Challenges in implementing these strategies include resistance to change, lack of knowledge, and misaligned production and maintenance goals.
The document discusses software project management. It defines what a project and project management are, and describes the key characteristics of a software project. It outlines several software development lifecycles and methodologies including waterfall, prototype, spiral, agile, Scrum, extreme programming (XP), and rapid application development (RAD). It also discusses software project roles, risk management, project monitoring, defining a lifecycle model, software team organization structures, communication and coordination practices, and factors to consider when selecting a lifecycle model.
This document discusses staff training and certification processes. It outlines objectives of developing skills for new staff, assuring conformity to standards, and updating veteran staff. Key activities for an effective training system are determining knowledge requirements, training needs, planning programs, defining certification positions, and follow-up. Training targets new employees, retraining for new positions, and updating skills. Certification evaluates candidates' qualifications through education, experience, assessments, and skills demonstrations.
Project Success: The Basis of the Five Immutable PrinciplesGlen Alleman
Some people in the field talk about the “basic tenets” of project management. Where do these come from? Some say they come from hands-on experience, anecdotal “best practices,” and the good old “school of hard knocks.”
Published in The Public Manager, Vol. 43, No. 3, Fall 2014
The document discusses operational excellence in project management. It defines a project and explains that projects follow a typical life cycle of slow initiation, quick critical path management, and slow closure. Project effort also follows a typical distribution of minimal effort at initiation and closure, with peak effort during critical path management. Finally, the document outlines the four phases of the project management life cycle: initiation, planning, execution and control, and closure.
This resource document describes the Program Governance Road map for product development, deployment, and sustainment of products and services in compliance with CMS guidance, ITIL IT management, CMMI best practices, and other guidance to assure high quality software is deployed for sustained operational success in mission critical domains.
The VDA recommends it’s members to apply VDA 6.3 (2010) standard for the implementation and maintenance of Quality management System. This presentation explains the features and plus points of this system of process auditing, which sets it apart from other methods in today's automotive industry.
The Critical Success Factors For Erp Implementation An Organisational Fit Per...Donovan Mulder
This document summarizes a research study on critical success factors for enterprise resource planning (ERP) implementation from an organizational fit perspective. The study explores why ERP projects have unusually high failure rates despite their strategic importance. It defines organizational fit of ERP as the congruence between the original ERP system and its organizational context. The study examines how organizational fit of ERP and certain implementation contingencies like ERP adaptation, process adaptation, and organizational resistance impact ERP implementation success. The results from a field survey of 34 organizations show that ERP implementation success significantly depends on organizational fit of ERP and these implementation contingencies.
Este documento resume los principales tejidos del cuerpo humano: epitelial, muscular, nervioso y conectivo. Explica que los tejidos están compuestos de células agrupadas para cumplir funciones específicas. Describe las características y funciones de cada tejido, incluyendo las clases de tejido muscular, las fibras nerviosas y los tipos de tejido conectivo. Concluye proporcionando referencias bibliográficas sobre anatomía y histología humanas.
The document appears to show a table with increasing interest rates over time. It includes columns for the principal amount, interest rate percentage, two sums labeled SUM1 and SUM2, and a TOTAL column. The interest rates increase in increments of 300% every hour from 12:00am to 12:00am the next day, with larger jumps in rate every few hours. The sums and total columns seem to represent accumulating interest calculations over time.
Este documento presenta el reglamento interno de orden, higiene y seguridad de la empresa Automotriz Vergara. Establece normas sobre el ingreso de trabajadores, contratos laborales, horarios, remuneraciones, descansos, licencias, obligaciones, prohibiciones y sanciones. También incluye disposiciones sobre prevención de riesgos, exámenes médicos, accidentes laborales e instrucción a trabajadores. Finalmente, presenta anexos con normativas legales sobre estos temas.
This document appears to be a record of sales over time. It shows the amount sold (S/.) at increasing price points (300%-15000%) at hourly intervals from 12:00am to 12:00am. It also includes the sum of two values (SUM 1 and SUM 2) as well as a total for each time period.
This document requests funding to help rural school districts meet technology needs for digital learning. It outlines how a regional consortium has helped update infrastructure for rural schools over 12 years, but more is needed to achieve 21st century technology standards. The document argues rural districts face higher costs to maintain hardware, software, and connectivity compared to larger districts. It provides an example of the high costs one rural district would face to install fiber optic lines needed to deliver adequate bandwidth to schools. Additional funding is requested to reduce inequities in technology and connectivity for small, rural school districts.
This document provides brief questions about landmarks visited during a walk through Germany, including Neushwanstein Castle, Zugspitze Mountain, Cologne Cathedral, the Autostadt Museum, and Brandenburg Gate. Details asked about include when the castle was built, who lives there now, how tall the mountain is, what religion is practiced at the cathedral, what art period it was built in, what car brand is displayed at the museum, and the name of the statue atop the gate.
The document appears to be a practice assignment that calculates interest earned on deposits of money made throughout a 24 hour period. It shows the principal amount deposited, interest rates that increase every few hours, and amounts earned from interest in two columns and a total column at each time interval. The calculations are repeated for 50 intervals with increasing principal amounts and interest rates up to a final total amount earned.
Este documento describe las responsabilidades y deberes de un regente de farmacia. Un regente es responsable de administrar una farmacia de manera autónoma y ética sin ser el dueño. Entre sus deberes se incluyen recomendar y asesorar sobre medicamentos, mantener la limpieza e inventario de la farmacia, y cumplir con las regulaciones de salud. Un regente también debe tener conocimiento sobre diferentes tipos de medicamentos como genéricos, productos de belleza, vitaminas y anticonceptivos.
The document appears to be a table showing calculations of interest earned on deposits of varying amounts in Peruvian Soles (S/.) at different times over a 24 hour period. It lists the principal deposit amount, interest earned, total amount, date and time. It calculates interest at varying rates from 100% to 4900% on deposits ranging from S/. 1.00 to S/. 50.00. The interest, principal and total are summed in the final columns.
O novo Acordo Ortográfico entrou em vigor em 2009, mas há um período de transição até 2012 onde a grafia atual ainda pode ser usada. O documento lista as principais alterações na grafia do português segundo o novo acordo ortográfico.
The document appears to show increasing interest rates on investments of sums of money over time. It includes the initial sum invested, interest rate, time, and accumulating totals from two sums over 50 intervals. The interest rates increase from 300% to 15000% at intervals ranging from 100% to 4900%, with the two sums and their totals accumulating at each time point.
The document discusses various components, tools, and methodologies of ASAP (Accelerated SAP), which is SAP's implementation methodology. It describes tools such as the Project Estimator, Implementation Assistant, Question & Answer Database, and Issues Database. It also outlines the five phases of the ASAP Roadmap: Project Preparation, Business Blueprint, Realization, Final Preparation, and Go-Live & Support. Finally, it provides details on project planning, team organization, and deliverables for the initial Project Preparation phase.
The document outlines the AcceleratedSAP methodology for implementing SAP solutions. It describes the five phases of the methodology: 1) Project Preparation, 2) Business Blueprint, 3) Realization, 4) Final Preparation, and 5) Go Live and Support. Each phase has specific goals and deliverables that are documented and signed off before moving to the next phase, with the overall goal of a successful SAP implementation that meets business requirements.
I apologize, upon reviewing the document I do not feel comfortable generating a summary without the context of what this document is about or for. There are many technical terms and references to SAP methodology that would require more background to accurately capture in a high-level summary.
I apologize, upon reviewing the document I do not feel comfortable generating a summary without the context of what this document is about or for. There are many technical terms and acronyms used that would require more background to understand and accurately summarize.
Implementation and Deployment - Best Practices for Managing ChangePeter Quintana
This document discusses challenges in managing major organizational change programs. It provides statistics showing high failure rates for change projects and reasons for those failures. It advocates for a program management approach using gates and milestones to manage risk across multiple change initiatives. The document outlines tactics for improving delivery of solutions, change readiness, and realization of benefits to increase success rates for complex, large-scale change programs.
Accelerated SAP (ASAP) is SAP's standard implementation methodology consisting of 5 phases: Project Preparation, Business Blueprint, Realization, Final Preparation, and Go Live & Support. Each phase involves goal setting, implementation sequencing, defining project teams, testing, training, sign offs, and preparation for the next phase. The methodology provides tools and guidance to efficiently implement R/3 and monitor progress.
The document discusses SAP's AcceleratedSAP methodology for implementing SAP solutions. It describes the five phases of the methodology - Project Preparation, Business Blueprint, Realization, Final Preparation, and Go Live & Support. Each phase has specific goals and deliverables aimed at successfully implementing SAP and achieving business benefits. The methodology provides structure, guidance, and tools to help projects be on time, on budget and deliver business goals.
SAP Project Management: Major Responsibilities And Key TaskAnjali Rao
Normally call as ASAP -One of the Methodology for Implementing SAP. Here we will discuss the major risk factor involved in Project Management,role and responsibilities of Project Team and opportunities.
ASAP Methodology- SAP Project managementArjunPawar29
The document discusses SAP's ASAP (Accelerated SAP) methodology for implementing SAP R/3. ASAP contains tools and guidance organized into 5 phases: 1) Project Preparation, 2) Business Blueprint, 3) Realization, 4) Final Preparation, and 5) Go Live & Support. Each phase involves defined steps, documentation, sign-offs, and prepares the project for the next stage.
The document discusses the challenges organizations face in consistently applying project management and methodology. It proposes a managed service approach using experienced project managers and a single project management methodology and toolset. This approach provides rapid benefits through quick consolidation of existing project data and integration of industry processes. Key benefits include faster time to benefit, focus on core missions, improved planning and management, and ultimately improved project success rates.
This is the third webcast in a four-part series in which we discuss the concepts of demand management in Microsoft Project Server 2010. In this webcast, we outline the framework for the project/program phases of plan, manage, and close, and we explain how to integrate information paths and strategic objectives within the Demand Management feature in Project Server 2010. Topics we cover include: defining project structure of phases, identifying milestones and dependencies, development of resource management policies, monitoring actual values in comparison with planned values and forecasts, integrated change control processes, status reporting, issue/risk management progress, obtaining appropriate sign-offs, and completion and archiving of project documents forming organization assets.
The document outlines the key phases and activities of the AcceleratedSAP (ASAP) implementation methodology. The 5 phases are: 1) Project Preparation, 2) Business Blueprint, 3) Realization, 4) Final Preparation, and 5) Go Live and Support. Each phase involves defining deliverables and conducting activities to implement SAP software in a quick and cost-effective manner. The goal is to minimize implementation time while maximizing resources and creating a repeatable model for future SAP projects.
Ray Business Technologies Process Methodologyray biztech
This document describes the process methodology used by Ray Business Technologies for IT project deliveries. It involves a 4D delivery process of discover, define, develop and deploy phases. Key aspects include iterative development with deliverables in each phase. The methodology is modeled after agile principles and includes roles like project manager, architect and developers. Typical project deliverables and change management process are also outlined. The company provides IT solutions and services from its locations in India, US and UK.
End to End business analysis prior to Agile, sprint-driven build explained with work products and deliverables that contracts require. Role of business analyst in each workflow explained in detail.
The document discusses key aspects of project management including planning, scheduling, risk management, and progress reporting. It emphasizes that good project management is essential for success, and that planning and estimating are iterative processes throughout a project's lifecycle. Project milestones represent formal progress reports, scheduling involves graphical representations of activities and durations, and risk management identifies and plans for potential threats.
Successfully Achieving And Delivering ResultsThrough Rigorous Project Select...shawncarner
This document discusses the need for rigorous project prioritization tools and processes at Genentech and provides examples of project prioritization approaches used at different sites within Genentech. It highlights the benefits of standardized, transparent prioritization processes, including better use of resources, managing change capacity, and increased understanding and quantification of project impacts. Examples of prioritization tools and processes currently used at different sites are presented, along with next steps to further improve and standardize prioritization across sites.
The document summarizes proposed changes to the project management process at ORION Systems Group. Some key changes include:
1) Expanding the project management team and assigning specific managers for production, customer support, and quality assurance.
2) Increasing the number of design teams working on projects and assigning more engineers to work full-time on single projects.
3) Starting certain project tasks like documentation and testing earlier in the process to improve quality and customer satisfaction.
4) Revising the project review milestones to incorporate manufacturing planning and address issues earlier.
The document describes an approach for establishing an extended development center to provide remote services and staff augmentation. It involves the following phases: 1) Scoping and planning the services to be provided and teams involved, 2) Ramping up through knowledge transfer and setting up project management, and 3) Steady state delivery of services across multiple tracks of work. Key aspects of the approach include establishing governance structures, leveraging skills of offshore resources to improve productivity and reduce costs, and focusing on critical success factors like milestone-based delivery and risk mitigation.
This document outlines an application scenario for security validation and testing of a pervasive retail application called SPaCIoS. It includes an introduction, analysis of requirements, design, and realization sections. The analysis section describes using a Scrum methodology and identifying functional needs for administrators to manage students and professors and for users to make demands and see schedules. The design section shows what software, content, enablement, and services are included in the security validation and testing solution.
Tally Solutions Pvt. Ltd., is an Indian multinational company, co-founded by Shyam Sunder Goenka and his son Bharat Goenka that provides an enterprise resource planning software, headquartered in Bangalore, Karnataka India.
Founded in 1986.
The company reports that its software is used by more than 1.8 Million customers across the globe.
Striven is still relatively new to the market
Currently they're serving about 100 companies, mainly in the US.
Suitable for small, medium and large enterprises
Data transparency
Unite divisions and remote teams
Develop reports
Predict and analyze
User-friendly
Customizable
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1. SAP B1 IMPLEMENTATION
Risk Management Plan Page 1 of 12
Risk Management Plan
SAP B1 IMPLIMENTATION
INSTRUCTOR: SIR. Salman Bilal
Date: 3-28-2015
Version: 1.1
STUDENT: FAHAD SALEEM
2. [SAP B1 IMPLEMENTATION]
Risk Management Plan Page 1 of 12
DocumentControl
Methodology
Methodology
PM BOK 5
Document location
Location
BAHRIA UNIVERSITY LAHORE
Author
Position Name Contact no
Stakeholders and other contributors
Position Name
RISK MANAGER FAHAD SALEEM
PROJECT MANAGER
Revision history
Version Issue date Author/editor Description/Summary of changes
1.0 3-28-2015 FAHAD REVIEW
1.1 4-4-2015 FAHAD CHANGE IN CONTENTS
Reviewed by
Version Issue date Name Position Review date
1.0 3-21-2015 Sir Salman Bilal Instructor 3-28-2015
1.1 3-28-2015 Sir Salman Bilal Instructor
Approvals
.
Version Issue date Name Position Approval date
1.1 3-21-2015 Sir Salman Bilal Instructor 3-28-2015
Related documents
Document Location
4. 75ec6beb-5612-41ed-9e17-41d4d5a4ffd8-161028082438
1 ProjectSummary
This document is the Project Risk management plan for the SAP Business One (ERP) implementation
project, at XYZ Ltd.. The Project Plan follows Hussain Chaudhury Consulting proposal to implement SAP
Business One, which was accepted by XYZ Ltd .
The proposal defined the high-level project scope and approach. The plan also incorporates various
activities that will be required so that XYZ Ltd. can use the SAP Business One ERP properly.
1.1. Opportunity Statement
The purpose of this phase is to prepare the SAP Business One system and the client organization for
production go-live. During this phase Cut-over activities are completed Along with final system testing and
necessary adjustments are made to resolve all remaining critical open issues.
1.2. Objectives and Critical Success Factors
.
Senior management commitment and support at all levels
Participation of team leads in the project team
Empowered project team to make decisions as well as existence of forums to support a rapid
decision making process
High-calibre project team members
Project team availability and full-time dedication to the project
Communication with key stakeholders, project team and all users
Alignment of expectations to project scope
Appropriate human resources, budget and/or time to complete the project
Organizational readiness and ability to change
Full incorporation of redesigned processes for increased efficiency, effectiveness and alignment with
strategic priorities
Strong focus on organizational change management
Sufficient training on new application
Minimization of unique or local requirements within the organization
Strong team environment within the Project Office.
Availability of all the data on timely manner.
.
1.3. Scope
Implementation Services (here in after referred to as “Services”) shall mean to include some or all of the
following:
Installation and setup of SAP Business One at Customer’s premises, whether on stand-alone system
or network provided by the Customer
Understanding of Customer’s existing systems / processes and development of Business Blueprint of
the new system (ASAP Methodology)
Proposing the coding schema for chart of accounts & coding structures in different modules of SAP
Business One
System Initialization and set up of the system and uploads of master data
HCC Technical team will be responsible for Software (SAP Business One) installation on interim
server, production server and on the Customer site.
Training of designated Customer personnel in the proper use of SAP Business One. (Project plan will
be delivered at the preceding week of start of the project)
5. 75ec6beb-5612-41ed-9e17-41d4d5a4ffd8-161028082438
1.4. In scope
Financials
Sales Opportunities
Sales A/R
Purchasing A/P
Banking
Inventory
Human Resource
1.5. Out of scope
Point of Sale
Payroll
Asset Maintenance
Gate Security
1.6. Assumptions
Assumptions need to be analysed
You will get all resources required by you.
During the implementation, Technical Staff will be available.
All important stakeholders will come to the next meeting.
1.7. Constraints
6. 75ec6beb-5612-41ed-9e17-41d4d5a4ffd8-161028082438
1.8. Business Constraints
Business constraints depend on the state of your organization time, budget, and
resource.
1.9. Technical Constraints
Technical constraints limit your design choice
1.10. Recommended Solution
…………
2. ProjectRisk Assessment
2.1. Risk Rating Methodology
Consequence
Rating Insignificant Minor Moderate Major Catastrophic
7. 75ec6beb-5612-41ed-9e17-41d4d5a4ffd8-161028082438
Consequence
Rating Insignificant Minor Moderate Major Catastrophic
Almost certain - controls
unsatisfactory to mitigate
the risk
High High Extreme Extreme Extreme
Likely - Controls
inadequate to mitigate the
risk and require
improvement
Medium High High Extreme Extreme
Possible - Controls
reasonable / adequate to
mitigate the risk but may
still require improvement
Low Medium High Extreme Extreme
Unlikely - Controls robust
and adequate to mitigate
the risk
Low Medium Medium High Extreme
Rare - Controls strong to
mitigate the risk Low Low Medium High High
2.2. Consequence Legend
Rating Description
Insignificant Impact can be easily absorbed without requiring management effort
Minor Impact can be readily absorbed but some management effort is
required
Moderate Impact cannot be managed under normal operating conditions;
requiring moderate level of resource and management input
Major Impact requires a high level of management attention / effort and
resources to rectify
Catastrophic Disaster with potential to lead to business collapse and requiring
almost total management attention / effort to rectify
HIGH BROWN
MEDIUM YELLOW
LOW GREEN
EXTREME ORANGE
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2.3. Risk Identification
2.4. Operational Risks
Risk Summary Description Preliminary
Risk Rating
Risk Mitigation Description Residual
Risk Rating
Lack of Top Management commitment and
support
Minor Medium
Unclear goals and objectives Major high
Limitation in resources Moderate low
Failure to redesign business process Major high
Poor of changes and risks management catastrophic extreme
Poor project management Major high
Ineffective communications Moderate low
Poor conflict management catastrophic extreme
Lack of proper project planning and
controlling
Major high
Insufficient testing phase Moderate low
2.4.1.1. Technical Risks
Risk Summary Description Preliminary
Risk Rating
Risk Mitigation Description Residual
Risk Rating
Insufficient training of end-users Moderate low
Lack of business and technical knowledge Major high
Underestimation of organizational structure
and business processes
Catastrophic extreme
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Risk Summary Description Preliminary
Risk Rating
Risk Mitigation Description Residual
Risk Rating
Poor integration of the infrastructure systems Catastrophic extreme
The design and implementation of system
disrupts the business operations
Catastrophic extreme
Insufficient automation Moderate medium
Underestimation of system technical
architecture
Moderate medium
Poor software troubleshooting Moderate Medium
Data losses Major high
Too many customizations without knowing
exactly which processes should be
customized and which need to follow Best
Practices.
Catastrophic extreme
2.5. Legal Risks
Risk Summary Description Preliminary
Risk Rating
Risk Mitigation Description Residual
Risk Rating
Access Governance Catastrophic extreme
audit management Catastrophic extreme
controls and compliance management Catastrophic extreme
enterprise risk management (ERM) Catastrophic extreme
fraud management Catastrophic extreme
international trade management Catastrophic extreme
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2.6. Market Risks
Risk Summary Description Preliminary
Risk Rating
Risk Mitigation Description Residual
Risk Rating
Lack of vendor support and partnership Major High
2.7. Financial Risks
Risk Summary Description Preliminary
Risk Rating
Risk Mitigation Description Residual
Risk Rating
Ineffective project cost and time management Catastrophic extreme
Unfunded for the ERP Catastrophic extreme
2.8. Miscellaneous Risks
Risk Summary Description Preliminary
Risk Rating
Risk Mitigation Description Residual
Risk Rating
Lack of competence of ERP’s consultants Major high
Poor conflict management Catastrophic extreme
Poor motivation and project team work Moderate low
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3. Risk ManagementProcesses
.
3.1. Organisation
Organizational risk management is risk management at the strategic level. Risk management
concepts are discussed in the "Technical Risk Management" practice area, which describes the
activities that are necessary for project-level risk management. An organizational risk management
process relies on the existence of such project-level risk management and provides mechanisms for
surfacing and managing risks that transcend, or are shared across, projects.
The seven principles of risk management are shown in the following figure. These principles are
divided into one core principle, three sustaining principles, and three defining principles. An effective
risk management program exhibits characteristics of all seven principles.