This lecture discusses project closure and lessons learned. It begins by defining project closure as completing all work, delivering to the customer, reassigning resources, and capturing lessons learned. Project termination is defined as when a project is stopped before completion and lessons are still captured. The lecture emphasizes that project success is multidimensional and depends on stakeholders. It stresses conducting lessons learned reviews and using professional organizations to facilitate continuous learning and development. The lecture concludes by examining risk management approaches like identification, assessment, response planning, and continuous monitoring of risks.
This document discusses the importance of project communications and provides tips and best practices. It notes that poor communication is the number one reason projects fail according to several surveys. The document introduces various communication planning tools, such as a circle of communications chart, communication requirements matrix, role report matrix, and project calendar. It also outlines some of the top project communication tools, such as responsibility matrices, work breakdown structures, project schedules, and risk matrices. The key message is that project managers must make communication a high priority in order to ensure project success.
This document provides an overview of an introduction to project management webinar presented by Jayne McPhillimy. The webinar covers the key stages of a project including definition, planning, management, and review. It provides examples and polls questions. Contact information is included to learn more about project management skills training.
Demo project planning and control training with legoCameron
1) The document describes a training course that uses Lego bricks to teach project planning, analysis, and control. Participants plan and build Lego models that simulate construction projects while practicing project management techniques.
2) The hands-on approach engages more of participants' brains compared to traditional lectures. Building models requires collaboration and gets 100% of the group actively involved.
3) Examples show how Lego exercises can demonstrate project risks, schedules, budgets and teach concepts like constraint management, risk mitigation, and delay calculation.
Critical Success Factors Affecting Project Performance in Turkish IT Sector -...systred
The business contribution part of early findings of the research - presented in PMI EMEA Congress 2013 in Istanbul - that evaluated what do we understand from project success and the effect of success factors.
This document outlines plans for constructing a library and computer room at the Sakhithemba Halfway House in Amanzimtoti, South Africa. The project aims to provide skills and knowledge to boys aged 13-18 from broken homes. Key details include appointing a project manager, establishing a budget and timeline, identifying risks and stakeholders, and providing specifications for the building construction. The goal is to enhance opportunities for the residents through new educational resources.
This project charter outlines a project to achieve specific objectives that align with organizational strategy and priorities. It will resolve problems and realize benefits. The charter defines the project scope and key milestones or deliverables. It also identifies assumptions that must be validated, impacts on systems, and roles for the sponsor, project manager, team members, customer, and subject matter experts. Resources committed to the project are specified. Risks and strategies to mitigate them are also identified. The charter is approved by signatures of the customer, sponsors, and project manager.
This document defines the deliverables for a project to improve the computer delivery time process. Deliverable 2 involves defining the project boundaries, which includes writing a problem statement identifying the defect as computers being delivered in 11 days on average versus the 10 day goal, drafting a project charter with details of the scope, timeline and benefits, and setting a goal of decreasing the delivery time to 9 days by a target date. It provides guidance on tools to use for each deliverable such as a SIPOC, inclusion/exclusion list, and elevator speech.
This document discusses the importance of project communications and provides tips and best practices. It notes that poor communication is the number one reason projects fail according to several surveys. The document introduces various communication planning tools, such as a circle of communications chart, communication requirements matrix, role report matrix, and project calendar. It also outlines some of the top project communication tools, such as responsibility matrices, work breakdown structures, project schedules, and risk matrices. The key message is that project managers must make communication a high priority in order to ensure project success.
This document provides an overview of an introduction to project management webinar presented by Jayne McPhillimy. The webinar covers the key stages of a project including definition, planning, management, and review. It provides examples and polls questions. Contact information is included to learn more about project management skills training.
Demo project planning and control training with legoCameron
1) The document describes a training course that uses Lego bricks to teach project planning, analysis, and control. Participants plan and build Lego models that simulate construction projects while practicing project management techniques.
2) The hands-on approach engages more of participants' brains compared to traditional lectures. Building models requires collaboration and gets 100% of the group actively involved.
3) Examples show how Lego exercises can demonstrate project risks, schedules, budgets and teach concepts like constraint management, risk mitigation, and delay calculation.
Critical Success Factors Affecting Project Performance in Turkish IT Sector -...systred
The business contribution part of early findings of the research - presented in PMI EMEA Congress 2013 in Istanbul - that evaluated what do we understand from project success and the effect of success factors.
This document outlines plans for constructing a library and computer room at the Sakhithemba Halfway House in Amanzimtoti, South Africa. The project aims to provide skills and knowledge to boys aged 13-18 from broken homes. Key details include appointing a project manager, establishing a budget and timeline, identifying risks and stakeholders, and providing specifications for the building construction. The goal is to enhance opportunities for the residents through new educational resources.
This project charter outlines a project to achieve specific objectives that align with organizational strategy and priorities. It will resolve problems and realize benefits. The charter defines the project scope and key milestones or deliverables. It also identifies assumptions that must be validated, impacts on systems, and roles for the sponsor, project manager, team members, customer, and subject matter experts. Resources committed to the project are specified. Risks and strategies to mitigate them are also identified. The charter is approved by signatures of the customer, sponsors, and project manager.
This document defines the deliverables for a project to improve the computer delivery time process. Deliverable 2 involves defining the project boundaries, which includes writing a problem statement identifying the defect as computers being delivered in 11 days on average versus the 10 day goal, drafting a project charter with details of the scope, timeline and benefits, and setting a goal of decreasing the delivery time to 9 days by a target date. It provides guidance on tools to use for each deliverable such as a SIPOC, inclusion/exclusion list, and elevator speech.
Presentation to ISACA Governance Event 11 Sept 2009 on factors affecting Project Success/Failure referencing ISO38500, Project Management, Standish and the CHAOS Report, also Sauer et all, Cadbury and drawing on Peter Salmon's varied and extnesive personal experience
The document discusses project management techniques and introduces Critical Chain Project Management (CCPM). It notes that traditional project management methods often result in projects being late, over budget, below specifications and below quality. It then outlines some of the key principles of CCPM, which aims to resolve issues in traditional approaches that slow things down and lead to inefficiencies. Specifically, CCPM uses a schedule with few internal due dates to allow for early finishes, aggregates contingency at the project level rather than at the task level, and accounts for resource constraints that the critical path method does not. The document argues this approach can deliver projects on time, faster and with increased productivity compared to traditional methods.
Project management involves planning, directing, and controlling resources to complete projects on time and within budget. A key part of project management is work breakdown structure (WBS), which divides work into smaller tasks assigned to organizational units. Critical path method (CPM) and program evaluation and review technique (PERT) are used to schedule projects by identifying the longest sequence of tasks on the critical path that determine the project's duration.
The old definition of project management involved lengthy meetings, complex charts and diagrams, and delayed responses. Collaboration tools were difficult to use and did not enable effective collaboration. New online project management and collaboration tools were created to be easy to use, accessible from anywhere, and better enable teamwork without the complexities of prior tools. ProofHub is presented as one such online tool that allows teams to plan, organize, assign tasks, share files, collaborate, track progress, record time, and gain feedback in a centralized location from any device.
This document discusses key topics in project management as outlined by the Project Management Institute (PMI). It begins by highlighting the importance of project management and poor track records of project success. It then discusses PMI, their certifications like the PMP, and organizational project management maturity. Finally, it provides an overview of project management principles including defining projects and operational work, and characteristics of project management. The document is meant to illustrate the need for improved project management practices and teachings from PMI.
The document provides five ideas for successful project management: 1) Create implementation teams around a compelling vision and mission; 2) Identify the value beneficiaries will receive from outcomes; 3) Accept that requirements will change and evolve outcomes incrementally; 4) Plan, work, and deliver incrementally in small batches; 5) Manage by focusing on the effort remaining to complete outcomes rather than percentage of work done.
Practical Strategies for Project Recovery Webinar SlidesPM Solutions
Organizations spend a lot of money on projects. In the last year alone, the average firm closed US$200 million in projects, according to a just-released study conducted by PM Solutions Research. And more than a third of those projects were troubled. That means US$74 million of those projects were at risk of failure. The good news is that project recoveries are common and firms that proactively undertake successful project recoveries report saving US$50 million on average per firm. Learn what other organizations are doing to recover troubled projects and the significant business results they have been able to realize.
This document provides an overview of project management techniques for teachers. It discusses what constitutes a project, key project management concepts like work breakdown structures and network diagrams, and methods for planning projects using techniques like Gantt charts. Specific examples provided include creating a work breakdown structure, network diagram, and using forward/backward passes to find the critical path and critical time for sample projects like building a garden shed. The document is intended as a resource for teachers to understand project management principles and apply them to design projects in the classroom.
The document outlines the key roles and responsibilities of an Infrastructure Project Manager. It discusses managing projects through their definition, planning, execution and closure. Specifically, it covers responsibilities like securing resources, managing timelines and budgets, defining and communicating scope, ensuring quality, reporting on progress, managing risks, and leading project teams. The overall aim of an Infrastructure Project Manager is to successfully deliver projects by meeting requirements and exceeding expectations through teamwork and effective communication.
The document discusses various aspects of project termination including:
1. Activities after project completion involve closing tasks, payments, and documenting lessons learned.
2. Projects can terminate through extinction (success), addition (institutionalization), integration (distribution to parent organization), or starvation (budget cuts).
3. A final report summarizes all project stages and allows readers to recreate the project steps. It includes sections like abstract, introduction, background, design, realization, evaluation, lessons learned, and references.
The document discusses free Web 2.0 tools that can help project managers in their daily work. It provides examples of blogs, messaging tools, wikis, social networks, mind maps, and productivity tools that project managers can use. Some issues to consider when using these tools include security, confidentiality, researching the tools, and reviewing terms and conditions. The document recommends finding the best tools that fit the needs of specific projects.
Presentation given at the Kansas City Chapter of PMI several years ago. Examines and details 4 failed projects, their effects and how they were dealt with.
A presentation by Geoff Reiss, made at the APM South Wales and West of England branch seminar 'Project Controls: A 1 day Seminar' on Wednesday, 2nd October 2013
This presentation covers business English vocabulary related to projects and project management. Visit www.BusinessEnglishPod.com to view the video version of this presentation.
PSIS 4145-IS SP2013 Lecture 2 Project Initiation and Management 20130112McDonald Stewart
This document discusses key concepts in project initiation and management. It covers project planning approaches like top-down, bottom-up, and middle-out planning. Project monitoring, evaluation and control are also discussed as important parts of the management cycle. Challenges in project management include identifying stakeholder needs, defining requirements, scheduling, and navigating politics. The triple constraint of project management - balancing project cost, time, and scope - is also summarized. Successful project management requires meeting goals in all three areas to satisfy stakeholders.
This document discusses project governance for the "STAR Service Center" case study. It begins with an introduction to the project and outlines the project governance framework, which included a project owner, director, board, manager, and team. It then analyzes the case study based on four principles of effective project governance: ensuring single accountability, aligning ownership with service delivery, separating stakeholder and decision-making roles, and distinguishing project and organizational governance structures. The analysis finds that accountability was clear but some roles like the senior user were not well-defined initially. It also notes that the director had multiple roles that may have contributed to project delays. In conclusion, it recommends following a clear governance framework and avoiding multi-role players to help projects
This document provides an introduction to project management. It discusses what projects and project management are, key aspects like project life cycles and stakeholders. It also covers topics like the triple constraint of scope, time and cost, creativity, and project initiation. The document is meant to be an overview of fundamental project management concepts.
every project manager crave for control. Managing IT project has its unique cases and phenomenon, and i share some experiences i have in eCampuz (my company) and some tips that might work. The thing is, we often see PM as a superior role and count on them solely, and forgetting that the whole company can ease PM job - and they need it also badly for sure.
Project Program Manager Career ConversationSupportGCI
The document discusses project and program management. It defines a project as a temporary endeavor with a defined beginning and end, scope, timeline and cost. Project management involves managing a project team to achieve goals while managing these constraints. A program is a group of related projects that provide benefits when managed together. Program management focuses on aligning projects with organizational objectives. An MBA can help individuals in project management roles stay business focused, understand organizational dynamics, and leverage tools from other business disciplines like strategy and operations.
Presentation to ISACA Governance Event 11 Sept 2009 on factors affecting Project Success/Failure referencing ISO38500, Project Management, Standish and the CHAOS Report, also Sauer et all, Cadbury and drawing on Peter Salmon's varied and extnesive personal experience
The document discusses project management techniques and introduces Critical Chain Project Management (CCPM). It notes that traditional project management methods often result in projects being late, over budget, below specifications and below quality. It then outlines some of the key principles of CCPM, which aims to resolve issues in traditional approaches that slow things down and lead to inefficiencies. Specifically, CCPM uses a schedule with few internal due dates to allow for early finishes, aggregates contingency at the project level rather than at the task level, and accounts for resource constraints that the critical path method does not. The document argues this approach can deliver projects on time, faster and with increased productivity compared to traditional methods.
Project management involves planning, directing, and controlling resources to complete projects on time and within budget. A key part of project management is work breakdown structure (WBS), which divides work into smaller tasks assigned to organizational units. Critical path method (CPM) and program evaluation and review technique (PERT) are used to schedule projects by identifying the longest sequence of tasks on the critical path that determine the project's duration.
The old definition of project management involved lengthy meetings, complex charts and diagrams, and delayed responses. Collaboration tools were difficult to use and did not enable effective collaboration. New online project management and collaboration tools were created to be easy to use, accessible from anywhere, and better enable teamwork without the complexities of prior tools. ProofHub is presented as one such online tool that allows teams to plan, organize, assign tasks, share files, collaborate, track progress, record time, and gain feedback in a centralized location from any device.
This document discusses key topics in project management as outlined by the Project Management Institute (PMI). It begins by highlighting the importance of project management and poor track records of project success. It then discusses PMI, their certifications like the PMP, and organizational project management maturity. Finally, it provides an overview of project management principles including defining projects and operational work, and characteristics of project management. The document is meant to illustrate the need for improved project management practices and teachings from PMI.
The document provides five ideas for successful project management: 1) Create implementation teams around a compelling vision and mission; 2) Identify the value beneficiaries will receive from outcomes; 3) Accept that requirements will change and evolve outcomes incrementally; 4) Plan, work, and deliver incrementally in small batches; 5) Manage by focusing on the effort remaining to complete outcomes rather than percentage of work done.
Practical Strategies for Project Recovery Webinar SlidesPM Solutions
Organizations spend a lot of money on projects. In the last year alone, the average firm closed US$200 million in projects, according to a just-released study conducted by PM Solutions Research. And more than a third of those projects were troubled. That means US$74 million of those projects were at risk of failure. The good news is that project recoveries are common and firms that proactively undertake successful project recoveries report saving US$50 million on average per firm. Learn what other organizations are doing to recover troubled projects and the significant business results they have been able to realize.
This document provides an overview of project management techniques for teachers. It discusses what constitutes a project, key project management concepts like work breakdown structures and network diagrams, and methods for planning projects using techniques like Gantt charts. Specific examples provided include creating a work breakdown structure, network diagram, and using forward/backward passes to find the critical path and critical time for sample projects like building a garden shed. The document is intended as a resource for teachers to understand project management principles and apply them to design projects in the classroom.
The document outlines the key roles and responsibilities of an Infrastructure Project Manager. It discusses managing projects through their definition, planning, execution and closure. Specifically, it covers responsibilities like securing resources, managing timelines and budgets, defining and communicating scope, ensuring quality, reporting on progress, managing risks, and leading project teams. The overall aim of an Infrastructure Project Manager is to successfully deliver projects by meeting requirements and exceeding expectations through teamwork and effective communication.
The document discusses various aspects of project termination including:
1. Activities after project completion involve closing tasks, payments, and documenting lessons learned.
2. Projects can terminate through extinction (success), addition (institutionalization), integration (distribution to parent organization), or starvation (budget cuts).
3. A final report summarizes all project stages and allows readers to recreate the project steps. It includes sections like abstract, introduction, background, design, realization, evaluation, lessons learned, and references.
The document discusses free Web 2.0 tools that can help project managers in their daily work. It provides examples of blogs, messaging tools, wikis, social networks, mind maps, and productivity tools that project managers can use. Some issues to consider when using these tools include security, confidentiality, researching the tools, and reviewing terms and conditions. The document recommends finding the best tools that fit the needs of specific projects.
Presentation given at the Kansas City Chapter of PMI several years ago. Examines and details 4 failed projects, their effects and how they were dealt with.
A presentation by Geoff Reiss, made at the APM South Wales and West of England branch seminar 'Project Controls: A 1 day Seminar' on Wednesday, 2nd October 2013
This presentation covers business English vocabulary related to projects and project management. Visit www.BusinessEnglishPod.com to view the video version of this presentation.
PSIS 4145-IS SP2013 Lecture 2 Project Initiation and Management 20130112McDonald Stewart
This document discusses key concepts in project initiation and management. It covers project planning approaches like top-down, bottom-up, and middle-out planning. Project monitoring, evaluation and control are also discussed as important parts of the management cycle. Challenges in project management include identifying stakeholder needs, defining requirements, scheduling, and navigating politics. The triple constraint of project management - balancing project cost, time, and scope - is also summarized. Successful project management requires meeting goals in all three areas to satisfy stakeholders.
This document discusses project governance for the "STAR Service Center" case study. It begins with an introduction to the project and outlines the project governance framework, which included a project owner, director, board, manager, and team. It then analyzes the case study based on four principles of effective project governance: ensuring single accountability, aligning ownership with service delivery, separating stakeholder and decision-making roles, and distinguishing project and organizational governance structures. The analysis finds that accountability was clear but some roles like the senior user were not well-defined initially. It also notes that the director had multiple roles that may have contributed to project delays. In conclusion, it recommends following a clear governance framework and avoiding multi-role players to help projects
This document provides an introduction to project management. It discusses what projects and project management are, key aspects like project life cycles and stakeholders. It also covers topics like the triple constraint of scope, time and cost, creativity, and project initiation. The document is meant to be an overview of fundamental project management concepts.
every project manager crave for control. Managing IT project has its unique cases and phenomenon, and i share some experiences i have in eCampuz (my company) and some tips that might work. The thing is, we often see PM as a superior role and count on them solely, and forgetting that the whole company can ease PM job - and they need it also badly for sure.
Project Program Manager Career ConversationSupportGCI
The document discusses project and program management. It defines a project as a temporary endeavor with a defined beginning and end, scope, timeline and cost. Project management involves managing a project team to achieve goals while managing these constraints. A program is a group of related projects that provide benefits when managed together. Program management focuses on aligning projects with organizational objectives. An MBA can help individuals in project management roles stay business focused, understand organizational dynamics, and leverage tools from other business disciplines like strategy and operations.
There is so much talk about Agile, but there are many misconceptions. Is it only for IT departments and software development? Can these techniques be used elsewhere?
This presentation will outline, in non-technical language, the full scope of Agile and how it applies across any organisation. Successful Agile transformations occur when organisations think differently about work, teams, and accountability. The Agile mindset is critical for success in 21st century organisations, and all professionals will benefit from attending this informative session. Learn why those using an Agile approach can lead to higher productivity as teams deliver more work without spending additional time.
What is the Agile mindset? What are the main misconceptions of Agile and how do they contribute to the ineffective application of Agile? How can organisations use Agile effectively? What is the business value of adopting a best-practices based Agile approach?
Air University Entrepreneurship Course Spring2020Imran Jattala
The document outlines the course outline for an entrepreneurship course at Air University in Spring 2020. The 16-week course includes lectures from faculty and industry experts, as well as a semester project where students build a real customer-funded startup. Key topics covered include developing business ideas, feasibility analysis, business model design, marketing, finance, and growth strategies. The goal is for students to launch a revenue-generating venture by the end of the course.
This document provides an overview of project management. It defines what constitutes a project, program, and portfolio. It discusses how effective project management can provide competitive advantages to businesses. While most executives view project execution as the most important skill, implementing strategic change is seen as the most important organizational capability. The document then covers project lifecycles, key stages of managing projects, and factors to consider around appropriate levels of project management effort for different types of projects. It provides examples of what good and ineffective project management look like.
Project management in IBM EG - lecce_20140224Antonio Caforio
IBM developed an enterprise-wide approach to project management to address identified weaknesses and raise project management to a core competence. This included establishing a Project Management Center of Excellence, implementing a consistent project management methodology worldwide, qualifying project managers on significant projects, and establishing strong project performance measurements. As a result, IBM created a project-based enterprise with over 26,500 project managers managing projects globally using a common project management method.
NCET Biz Bite | Project Management Tips and Tools | January 2018Archersan
NCET and Kandis Porter, the Founder and Managing Director of Effective Flow Connections, explains why successful Project Management is critical for delivering optimal business results.
– Did you know organizations are wasting an average of $97 million for every $1 billion invested, due to poor project performance? That is an incredible amount of money that most companies can’t afford to throw away. As organizations are asked to accomplish more with the same or even less resources, effective project management practices are critical.
– Organizations that invest in proven project management practices waste 28 times less money because more of their strategic initiatives are completed successfully.
– It isn’t just the “doers” that need to be well-versed in project management; an actively engaged executive sponsor is the top driver of projects meeting their original goals and business intent.
– Sixty percent of organizations have training on project management tools & techniques; how does your organization measure up?
Attendees will learn about:
– Information on where you can locate definitions for ~200 of the profession’s frequently used terms
– Knowledge of the Project Management Institute’s five process groups and 10 knowledge areas
– A framework for creating a detailed project charter
– Key concepts for project schedule management and using MS Project to stay on track
– Information for tracking and managing Issues, Risks, Actions, and Decisions
– A better understanding of how to capture project Lessons Learned
DISCUSSION POINTS:
1. UNDERSTANDING PROJECT BASICS
2. IMPORTANCE OF PROJECT MANAGEMENT
3. PROJECT MANAGEMENT KNOWLEDGE AREAS
4. PROJECT CONSTRAINTS
5. MAJOR CHALLENGES AND THE WAY FORWARD
Free Webinar on "Major Project Management Challenges and the Way Forward"
https://www.facebook.com/events/1240889433429450
This document outlines the key topics to be covered in a lecture on project management best practices. It discusses the definition of a project, the history of project management, reasons why projects fail, and why project management is needed. The lecturer will cover concepts like the project lifecycle, advantages and disadvantages of project management approaches, and expected learning outcomes. Specific examples of failed projects are provided to illustrate common causes of project failure related to planning, leadership, requirements analysis, quality, risk management, skills, and stakeholder engagement.
Project Management - Beyond the Finish LineDATA Inc.
The document discusses project management and benefits realization management. It presents two scenarios: 1) a process-driven PM approach that can result in lost opportunities, and 2) a PM approach that looks beyond process execution to facilitate organizational change. It then outlines how PMs can help realize business benefits and opportunities through various post-project activities like demonstrations, training, and developing case studies. A case study example shows how BRM was used to ensure an IT project delivered cross-departmental benefits.
This document discusses how to evaluate how a project will impact business performance. It introduces key questions around defining business performance, current and future goals, critical business conditions and their trends, business strategy, change roadmap, past change performance, project portfolio, and change management capabilities. Two figures are presented: Figure 6A shows the relationship between these key elements for successful business change realization, while Figure 6B balances business management (strategic vs tactical) with change execution and project lifecycles. Common challenges are then discussed where projects become disconnected from the business, such as focusing on technical issues rather than needs, doing what is possible rather than necessary, and reactive vs strategic change management.
This document discusses project management and its importance. It defines project management as applying processes, methods, knowledge and skills to achieve project objectives. It notes that projects often fail due to changes in scope, poor planning and insufficient resources. The costs of failed projects can be significant and include wasted time and money, lost opportunity and damage to credibility. To increase success, the document recommends being flexible, measuring performance, enabling your team, optimizing your project portfolio, and connecting executive sponsors to project teams. It also stresses the importance of managing people through change to drive performance and minimize risks.
Guaranteed Jobs Upon Graduation Product - Nichols Collegewww.SMARTvt.org
The document proposes establishing a career club program at Nichol's College run by SMARTVT, a nonprofit organization. The program would provide weekly career support meetings, skills training, and help students build professional networks and land internships. It estimates the value of individual career coaching and services the program would provide at $1,800, while the proposed cost per student would be $1,800. The next steps outlined are to form a project team, define program content, pursue grant funding, and launch a trial program in the spring semester.
12 Unit MBA/ MBPM - Masters of Business Administration/ Master of Project Man...Andrew Nguyen
Register You Interest Here http://apicollege.stfi.re/12-unit-intensive-program/?sf=yjbzxee
APIC is a higher education institute (www.apic.edu.au) which is a part of ECA, an education business group (www.eca.edu.au). APIC is a provider of Masters and Bachelor programs accredited by TEQSA under AQF.
To cater to the need of professionals, APIC has introduced a week-end, Intensive 12unit MBA program wherein, each unit is offered on four weekends and thus professional can achieve MBA in faster and Intensive mode. Program has been made more affordable, emphasizing quality learning outcome prescribed under Australian Qualification Framework level 9 (AFQ – 9 - http://www.aqf.edu.au/aqf/in-detail/aqf-levels/).
Covering all the aspects of project management related to its characteristics, need, and importance, project life cycle, the Socio-Technical Approach to Project Management and its current drivers.
Construction Management Course - Course GateCourse Gate
This document describes a construction management course offered on Course Gate. The course teaches students the responsibilities of a construction manager, such as making plans, organizing workers, and managing projects. It contains 6 modules that cover topics like construction management principles and processes. The course is suitable for all experience levels and academic backgrounds. Completing it can help students pursue careers in construction management.
The document discusses the motivation for project management. It notes that historically IT projects have had poor outcomes, with only 16.2% meeting goals for scope, time and cost, and over 31% being canceled. Formal project management can provide benefits like better control, improved relations, shorter times, lower costs and higher quality. The document then defines what a project and project management are, and outlines ten knowledge areas and skills that help projects succeed, such as executive support, clear objectives, and an experienced project manager.
Similar to S11 Project Closure Controlling and Review (20)
Digital Marketing with a Focus on Sustainabilitysssourabhsharma
Digital Marketing best practices including influencer marketing, content creators, and omnichannel marketing for Sustainable Brands at the Sustainable Cosmetics Summit 2024 in New York
How MJ Global Leads the Packaging Industry.pdfMJ Global
MJ Global's success in staying ahead of the curve in the packaging industry is a testament to its dedication to innovation, sustainability, and customer-centricity. By embracing technological advancements, leading in eco-friendly solutions, collaborating with industry leaders, and adapting to evolving consumer preferences, MJ Global continues to set new standards in the packaging sector.
Discover timeless style with the 2022 Vintage Roman Numerals Men's Ring. Crafted from premium stainless steel, this 6mm wide ring embodies elegance and durability. Perfect as a gift, it seamlessly blends classic Roman numeral detailing with modern sophistication, making it an ideal accessory for any occasion.
https://rb.gy/usj1a2
Storytelling is an incredibly valuable tool to share data and information. To get the most impact from stories there are a number of key ingredients. These are based on science and human nature. Using these elements in a story you can deliver information impactfully, ensure action and drive change.
Industrial Tech SW: Category Renewal and CreationChristian Dahlen
Every industrial revolution has created a new set of categories and a new set of players.
Multiple new technologies have emerged, but Samsara and C3.ai are only two companies which have gone public so far.
Manufacturing startups constitute the largest pipeline share of unicorns and IPO candidates in the SF Bay Area, and software startups dominate in Germany.
How to Implement a Strategy: Transform Your Strategy with BSC Designer's Comp...Aleksey Savkin
The Strategy Implementation System offers a structured approach to translating stakeholder needs into actionable strategies using high-level and low-level scorecards. It involves stakeholder analysis, strategy decomposition, adoption of strategic frameworks like Balanced Scorecard or OKR, and alignment of goals, initiatives, and KPIs.
Key Components:
- Stakeholder Analysis
- Strategy Decomposition
- Adoption of Business Frameworks
- Goal Setting
- Initiatives and Action Plans
- KPIs and Performance Metrics
- Learning and Adaptation
- Alignment and Cascading of Scorecards
Benefits:
- Systematic strategy formulation and execution.
- Framework flexibility and automation.
- Enhanced alignment and strategic focus across the organization.
Best Competitive Marble Pricing in Dubai - ☎ 9928909666Stone Art Hub
Stone Art Hub offers the best competitive Marble Pricing in Dubai, ensuring affordability without compromising quality. With a wide range of exquisite marble options to choose from, you can enhance your spaces with elegance and sophistication. For inquiries or orders, contact us at ☎ 9928909666. Experience luxury at unbeatable prices.
Top mailing list providers in the USA.pptxJeremyPeirce1
Discover the top mailing list providers in the USA, offering targeted lists, segmentation, and analytics to optimize your marketing campaigns and drive engagement.
Part 2 Deep Dive: Navigating the 2024 Slowdownjeffkluth1
Introduction
The global retail industry has weathered numerous storms, with the financial crisis of 2008 serving as a poignant reminder of the sector's resilience and adaptability. However, as we navigate the complex landscape of 2024, retailers face a unique set of challenges that demand innovative strategies and a fundamental shift in mindset. This white paper contrasts the impact of the 2008 recession on the retail sector with the current headwinds retailers are grappling with, while offering a comprehensive roadmap for success in this new paradigm.
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
Best practices for project execution and deliveryCLIVE MINCHIN
A select set of project management best practices to keep your project on-track, on-cost and aligned to scope. Many firms have don't have the necessary skills, diligence, methods and oversight of their projects; this leads to slippage, higher costs and longer timeframes. Often firms have a history of projects that simply failed to move the needle. These best practices will help your firm avoid these pitfalls but they require fortitude to apply.
6. Lecture 12 – Project Closure
Similarities
• Project ends
• Lessons learned (?)
Differences
• Delivery or not
• Reasons for end
• Strategic Impact
03.10.2019 Fundamentals of Project Management 6
7. Lecture 12 – Project Closure
Decisions, decisions...
Make or break?
Throw good money after bad?
Too big to fail?
Strategic change
Kill to survive
03.10.2019 Fundamentals of Project Management 7
8. Lecture 12 – Project Closure
Decisions, decisions...
Money is not everything
Does not determine ‚Success‘ or ‚Failure‘ (multidimensional)
03.10.2019 Fundamentals of Project Management 8
9. Lecture 12 – Project Closure
• Project Management requires hard choices under
difficult circumstances, often on an ad hoc basis
• „Juggling dirty dishes while riding a bicycle that is on
fire with one hand.“ (me)
03.10.2019 Fundamentals of Project Management 9
10. Lecture 12 – Project Closure
Recommendation: Learn from the Project
1. Did we do the project right?
2. Did we do the right project?
3. What can we do better next time?
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11. Lecture 12 – Project Closure
Reality
• Adios, muchachos
• No time to weep
• Corporate (executive) bubbles
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12. Lecture 12 – Project Closure
Consequences
Same crap, different day (project)
Business as usual (until reality calls)
Mistakes are repeated until they become fatal
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13. Lecture 12 – Project Closure
How to conduct a „Lessons learned“ review?
The end, not the beginning.
Only after all is done we can analyse the whole.
Consequence:
Need to „stay in touch“, continuous professional development
(CPD) and professional 360° review.
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14. Lecture 12 – Project Closure
End of Project 1x1 (Closure)
1. Customer acceptance and handover
2. Pay all bills and release resources
3. Review and Evaluation
Orderly disengagement and handover.
Learn from mistakes and update knowledgebase.
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15. Lecture 12 – Project Closure
End of Project 1x1 (Termination)
1. Review and Evaluation (negative cost-benefit analysis ?)
2. Customer acceptance (?)
3. Pay all bills and release resources
Damage limitation.
Withdraw as orderly as possible.
Learn from mistakes (?) and update the knowledgebase.
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16. Lecture 12 – Project Closure
End of Project Documentation
Hand over customer documentation, manuals etc.
Employment related paperwork.
Review and Lessons learned report.
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17. Lecture 12 – Project Success
What is Project Success?
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18. Lecture 12 – Project Success
What is Project Success?
Time, Cost & Quality
Customer is happy
„We did not blow it up ...“
„We learned ...“
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19. Lecture 12 – Project Success
Success has many dimensions
Time will tell/Changing perception
Apple i-pod/pad/mac ... (Apple vs MS), MS 150m $ investment ...
Appls vs MS -> Apple + MS
Stakeholders: Control to Collaboartion (Sloan, 2009)
Nuclear Power (yes, no, yes, no, maybe ... )
Panama Canal and its enlargement
Trans-Australian Railway
...
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20. Lecture 12 – Project Success
What makes you successful?
What makes a Project successful?
It Depends...
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21. Lecture 12 – Project Success
Did we do the Project right?
Focusses on whether or not PM practice standards were used
Did we play by the rules?
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22. Lecture 12 – Project Success
Did we do the right Project?
Focusses on whether or not Project selection was adequate
Did we play by the rules?
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23. Lecture 12 – Project Success
• Sometimes the best plan and action on the most
careful selected Project still lead to failure.
• Change happens – Are our rules still current?
• How do we ensure accuracy of our framework(s)?
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25. Lecture 12 – Lessons Learned
• Critical assessment on all levels
• Think the unthinkable
• Stop the „This is how we do it“ attitude
• Step outside the comfort zone
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26. Lecture 12 – Lessons Learned
External evaluation?
+ Fresh pair of eyes
+ No groupthink
+ Neutral stance (?)
- Not “ours“
- No database
- Costs money
Centralised Evaluation
+ Professional body
+ Fresh pair of eyes
+ Consistent
+ Database
- Groupthink (?)
- Not “ours”
- Elitism (?)
- Costs money
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27. Lecture 12 – Lessons Learned
• For complete and neutral feedback the evaluation should be
handled outside the project/business
• Outside evaluator becomes a Stakeholder (!!!)
– (Mutual) Engagement and Collaboration
• Centralised knowledgebase benefits all
Professional Organisations
Continuous learning (CPD)
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28. Lecture 12 – CPD and Professional
Organisations
CPD and Professional Organisations
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29. Lecture 12 – CPD and Professional
Organisations
PMI
Axelos
APM
iPMA
GPM
P3.express
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30. Lecture 12 – CPD and Professional
Organisations
What?
Data, Knowledge and Best Practices
Award Body for Credentials
Community
Publications
CPD
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31. Lecture 12 – CPD and Professional
Organisations
Why?
Times Change – Stay informed
Increasing credibility and employability
Networking
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32. Lecture 12 – CPD and Professional
Organisations
Align your interest with the right organisation
Get credentials
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33. Lecture 12 – CPD and Professional
Organisations
• Project Management is about People
• Skill > knowledge
• EQ > IQ
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34. Lecture 12 – Risky Business
Risk Management 2.0
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35. Lecture 12 – Risky Business
What is risk?
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36. Lecture 12 – Risky Business
Projects are inherently risky!
Risk management focuses on managing risk events that could
negatively affect the Project!
Basically we ask:
• What could go wrong?
• How bad could it be?
• What can we do?
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37. Lecture 12 – Risky Business
Four (4) steps
1. Identify Risks
2. Assess Risks
3. Manage Risks
4. Monitor Risks
This is a continuous process!
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38. Lecture 12 – Risky Business
Every event can (potentially) influence the Project.
We only know the truth after looking deeper!
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39. Lecture 12 – Risky Business
Risk Identification
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40. Lecture 12 – Risky Business
“What could go wrong?“
• Brainstorming
• Thinking outside the box
• Worst Case
Create Categories
Be creative
Remember the past
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41. Lecture 12 – Risky Business
Things change
New Risks develop
Risk disappears
We need to rethink
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42. Lecture 12 – Risky Business
Risk Assessment
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43. Lecture 12 – Risky Business
“How bad can it be?!“ (How much will it cost us)
Quantitative Assessment
Qualitative Assessment
Likeliness x Damage = Impact
Risk Canvas
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44. Lecture 12 – Risky Business
To manage risk and to decide on our
response, we need to 360° assess the risk.
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45. Lecture 12 – Risky Business
Risk Management
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46. Lecture 12 – Risky Business
What will we do if it happens?
• Avoid
• Mitigate
• Accept
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47. Lecture 12 – Risky Business
Risk avoidance
What can we do so it does not happen?
Redundancies
Work around the problem/Change the process
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48. Lecture 12 – Risky Business
Risk Mitigation
How can we reduce likeliness or damage of risk event(s)?
Insurance
Change the process
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49. Lecture 12 – Risky Business
Accept it
Shit Risk happens!
Out of our hands
Too expensive
Not very likely
We can afford it
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50. Lecture 12 – Risky Business
Develop a response
If X then Y
(Risk Response Matrix)
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51. Lecture 12 – Risky Business
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RISK IMPACT
LIKELIHOOD OF
OCCURRENCE
(L, M, H)
DEGREE OF
IMPACT (L,
M, H)
ACTION ON TRIGGER RESPONSIBILITY RESPONSE PLAN
Rain on day of
event
•Low attendance
•Incur financial loss
M H
Weather forecast two
days before event
Laura
•Reserve indoor space now
•Recruit extra volunteers to work around the
clock to set up indoors
•Develop detailed plan
Road construction
•Reduced attendance
•Reduced revenue
H H
Highway Department
publishes
construction schedule
Allison
•Identify alternate routes
•Have signs made
•Post signs along all routes
•Announce in news media
52. Lecture 12 – Risky Business
Risk Control
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53. Lecture 12 – Risky Business
Once more unto the breach.....
(Shakespeare, Henry V, Act III, 1598)
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54. Lecture 12 – Risky Business
Change happens
New situation requires new analysis
The project changes and goes forward (learning curve)
Everything could affect the project
For want of a nail.. (Benjamin Franklin, 1758)
• Small issues can have big consequences
• Do not overlook things or neglect them!
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55. Lecture 12
Sources
Gray, C.F., Larson, E.W., 2006/2012. Project management: the managerial process,
3.ed./5..ed, McGraw-Hill, Boston.
Project Management Institute (Ed.), 2013. A guide to the project management body of
knowledge (PMBOK guide), Fifth edition. ed. Project Management Institute, Inc,
Newtown Square, Pennsylvania.
Pinto, J.K., 2016. Project management: achieving competitive advantage, Fourth ed.,
global ed. ed. Pearson, Boston, Mass.
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