Sameer Mitter is specialists in many fields like Web Development, Banking, MS Project Server, Enterprise level management, IT, Data Warehouse, Business Intelligence, Web, Digital technology, Enterprise Project Management, Risk Management, Programmers Management, etc.
Explain what a project is, provide examples of IT projects, list various attributes of projects, and describe the triple constraint of project management
http://sif.uin-suska.ac.id/
http://fst.uin-suska.ac.id/
http://www.uin-suska.ac.id/
From PMO to OPM (Building and Sustaining the Organizational Project Management System)
Many organizations have invested into project management training, yet projects still fails, or provide less than optimal solutions. Other organizations have implemented project management offices (PMO), yet some of these PMO are failing, or not delivering the essential benefits, or not living up to executives' performance expectations. In other words, there are gaps. The gaps are in term of knowledge, expertise, practice, and perhaps are due to not implementing the right solution.
What is the solution? Is project management training enough? Is investing in certification training (such PMP, PRINCE2, or other certifications) enough? Are the certified individuals able to deliver benefits and improve organizational performance?
To achieve the strategic benefits of project management, it is CRUCIAL to close the gap between knowledge and practice, gaps that cannot be filled by training or certification only. Organizations must recognize the need to invest into their organizational project management as a system. A system approach will lead to implementing the governance, policies, processes, framework, and project management methodology for managing projects successfully.
Architecture Project Management. The Open Group® conference, Paris 2016Architecture Center Ltd
Presentation about white paper - "Architecture Project Management. - How to Manage an Architecture Project using the TOGAF® Framework and Mainstream Project Management Methods."
Explain what a project is, provide examples of IT projects, list various attributes of projects, and describe the triple constraint of project management
http://sif.uin-suska.ac.id/
http://fst.uin-suska.ac.id/
http://www.uin-suska.ac.id/
From PMO to OPM (Building and Sustaining the Organizational Project Management System)
Many organizations have invested into project management training, yet projects still fails, or provide less than optimal solutions. Other organizations have implemented project management offices (PMO), yet some of these PMO are failing, or not delivering the essential benefits, or not living up to executives' performance expectations. In other words, there are gaps. The gaps are in term of knowledge, expertise, practice, and perhaps are due to not implementing the right solution.
What is the solution? Is project management training enough? Is investing in certification training (such PMP, PRINCE2, or other certifications) enough? Are the certified individuals able to deliver benefits and improve organizational performance?
To achieve the strategic benefits of project management, it is CRUCIAL to close the gap between knowledge and practice, gaps that cannot be filled by training or certification only. Organizations must recognize the need to invest into their organizational project management as a system. A system approach will lead to implementing the governance, policies, processes, framework, and project management methodology for managing projects successfully.
Architecture Project Management. The Open Group® conference, Paris 2016Architecture Center Ltd
Presentation about white paper - "Architecture Project Management. - How to Manage an Architecture Project using the TOGAF® Framework and Mainstream Project Management Methods."
Industry experts, Bob Prieto, veteran executive with Fluor and Parsons Brinckerhoff, and Hans Hoppe with Parsons, share valuable information on the failure points of Mega Projects and proven methods of managing these projects to beat the odds and succeed. It is estimated that 9 out of 10 projects that cost $1 billion dollars or more, go over budget. Learn how we as an industry can change those numbers and improve the way the world builds.
Sean McQue, Director of Operations at ALEC, and a 20 year industry veteran, shares on how to set up and manage your mega projects to beat the odds and succeed. It is estimated that 9 out of 10 projects that cost $1 billion dollars or more, go over budget. Learn how we as an industry can change those numbers and improve the way the world builds.
The Project Management Maturity Model is a formal tool developed by PM Solutions and
used to measure an organization's project management maturity. Once the initial level of maturity and
areas for improvement are identified, the PMMM provides a roadmap, outlining the necessary steps to
take toward project management maturity advancement and performance improvement.
The Project Management Maturity Model is a formal tool developed by PM Solutions and
used to measure an organization's project management maturity. Once the initial level of maturity and
areas for improvement are identified, the PMMM provides a roadmap, outlining the necessary steps to
take toward project management maturity advancement and performance improvement.
Levels of Project Management Maturity
Level 1: Initial Process
o Ad hoc processes
o Management awareness
Level 2: Structured Process and Standards
o Basic processes; not standard on all projects; used on large, highly visible projects
o Management supports and encourages use
o Mix of intermediate and summary-level information Estimates and schedules
based on expert knowledge and generic tools
o Project-centric focus
Level 3: Organizational Standards and Institutionalized Process
o All processes standard for all projects and repeatable
o Management has institutionalized processes
o Summary and detailed information
o Baseline and informal collection of actual data
o Estimates and schedules may be based on industry
o standards and organizational specifics
o Organizational focus
o Informal analysis of project performance.
Level 4: Managed Process
o Processes integrated with corporate processes
o Management mandates compliance
o Management takes an organizational entity view
o Solid analysis of project performance
o Estimates and schedules normally based on organization specifics
o Management uses data to make decisions
Level 5: Optimizing Process
o Processes to measure project effectiveness and efficiency
o Processes in place to improve project performance
o Management focuses on continuous improvement
Presented at the Health Informatics and Health Information Technology Course, Doctor of Philosophy and Master of Science Programs in Data Science for Health Care (International Program), Faculty of Medicine Ramathibodi Hospital, Mahidol University on October 19, 2017
Introduction to Software Project ManagementSaadi Jadoon
Project management software is software used for project planning, scheduling, resource allocation and change management. It allows project managers (PMs), stakeholders and users to control costs and manage budgeting, quality management and documentation and also may be used as an administration system.
Industry experts, Bob Prieto, veteran executive with Fluor and Parsons Brinckerhoff, and Hans Hoppe with Parsons, share valuable information on the failure points of Mega Projects and proven methods of managing these projects to beat the odds and succeed. It is estimated that 9 out of 10 projects that cost $1 billion dollars or more, go over budget. Learn how we as an industry can change those numbers and improve the way the world builds.
Sean McQue, Director of Operations at ALEC, and a 20 year industry veteran, shares on how to set up and manage your mega projects to beat the odds and succeed. It is estimated that 9 out of 10 projects that cost $1 billion dollars or more, go over budget. Learn how we as an industry can change those numbers and improve the way the world builds.
The Project Management Maturity Model is a formal tool developed by PM Solutions and
used to measure an organization's project management maturity. Once the initial level of maturity and
areas for improvement are identified, the PMMM provides a roadmap, outlining the necessary steps to
take toward project management maturity advancement and performance improvement.
The Project Management Maturity Model is a formal tool developed by PM Solutions and
used to measure an organization's project management maturity. Once the initial level of maturity and
areas for improvement are identified, the PMMM provides a roadmap, outlining the necessary steps to
take toward project management maturity advancement and performance improvement.
Levels of Project Management Maturity
Level 1: Initial Process
o Ad hoc processes
o Management awareness
Level 2: Structured Process and Standards
o Basic processes; not standard on all projects; used on large, highly visible projects
o Management supports and encourages use
o Mix of intermediate and summary-level information Estimates and schedules
based on expert knowledge and generic tools
o Project-centric focus
Level 3: Organizational Standards and Institutionalized Process
o All processes standard for all projects and repeatable
o Management has institutionalized processes
o Summary and detailed information
o Baseline and informal collection of actual data
o Estimates and schedules may be based on industry
o standards and organizational specifics
o Organizational focus
o Informal analysis of project performance.
Level 4: Managed Process
o Processes integrated with corporate processes
o Management mandates compliance
o Management takes an organizational entity view
o Solid analysis of project performance
o Estimates and schedules normally based on organization specifics
o Management uses data to make decisions
Level 5: Optimizing Process
o Processes to measure project effectiveness and efficiency
o Processes in place to improve project performance
o Management focuses on continuous improvement
Presented at the Health Informatics and Health Information Technology Course, Doctor of Philosophy and Master of Science Programs in Data Science for Health Care (International Program), Faculty of Medicine Ramathibodi Hospital, Mahidol University on October 19, 2017
Introduction to Software Project ManagementSaadi Jadoon
Project management software is software used for project planning, scheduling, resource allocation and change management. It allows project managers (PMs), stakeholders and users to control costs and manage budgeting, quality management and documentation and also may be used as an administration system.
Introductions to Project management-chapter 1 for BBA Hons Professional cour...Tonmoy zahid Rishad
A project is temporary in that it has a defined beginning and end in time, and therefore defined scope and resources.
And a project is unique in that it is not a routine operation, but a specific set of operations designed to accomplish a singular goal. So a project team often includes people who don’t usually work together – sometimes from different organizations and across multiple geographies.
The development of software for an improved business process, the construction of a building or bridge, the relief effort after a natural disaster, the expansion of sales into a new geographic market — all are projects.
And all must be expertly managed to deliver the on-time, on-budget results, learning and integration that organizations need.
Project management, then, is the application of knowledge, skills, tools, and techniques to project activities to meet the project requirements.
5 Reasons Owners Specify Project-Wide Data Management - Webinar, March 2016Aconex
In this webinar, Chris Bunker of the UK’s Wellcome Trust and Mike Evans of Cambashi Research discussed why owners are increasingly adopting project-wide technology platforms for their projects. We also featured a live demo of Aconex to show how cross-organizational information management can streamline processes from design coordination to approval cycles and handover.
Sameer Mitter - An Introduction to Supply Chain Management and Financial Perf...Sameer Mitter
Sameer Mitter Bournemouth explains here about a supply chain of management or an organization. He is great in his work as a project manager at JP Morgan.
How to make a plan to work in a Project team - Sameer MitterSameer Mitter
Sameer Mitter is an IT manager at JP Morgan and he always makes a plan to execute with the whole team to complete it on time. It is a good habit to make a plan for every project.
Sameer Mitter | Difference between Technology and Information Technology & Sc...Sameer Mitter
Sameer Mitter explains the difference between technology and Information technology and science. These are three important pillars for a successful life.
Sameer Mitter - What is Project Management and How to Handle itSameer Mitter
Sameer Mitter is an IT professional in Bournemouth, UK. He is an expert for information technology at JP Morgan. He always shares his skills with his team members.
Sameer Mitter - Advantage and Disadvantage of Information Technology Project ...Sameer Mitter
Sameer Mitter as IT manager is a famous specialist in many fields like Web Development, Banking, MS Project Server, Enterprise level management, IT, Data Warehouse, Business Intelligence, Web, Digital technology, Enterprise Project Management, Risk Management, Programmers Management, etc.
Essentials of Automations: Optimizing FME Workflows with ParametersSafe Software
Are you looking to streamline your workflows and boost your projects’ efficiency? Do you find yourself searching for ways to add flexibility and control over your FME workflows? If so, you’re in the right place.
Join us for an insightful dive into the world of FME parameters, a critical element in optimizing workflow efficiency. This webinar marks the beginning of our three-part “Essentials of Automation” series. This first webinar is designed to equip you with the knowledge and skills to utilize parameters effectively: enhancing the flexibility, maintainability, and user control of your FME projects.
Here’s what you’ll gain:
- Essentials of FME Parameters: Understand the pivotal role of parameters, including Reader/Writer, Transformer, User, and FME Flow categories. Discover how they are the key to unlocking automation and optimization within your workflows.
- Practical Applications in FME Form: Delve into key user parameter types including choice, connections, and file URLs. Allow users to control how a workflow runs, making your workflows more reusable. Learn to import values and deliver the best user experience for your workflows while enhancing accuracy.
- Optimization Strategies in FME Flow: Explore the creation and strategic deployment of parameters in FME Flow, including the use of deployment and geometry parameters, to maximize workflow efficiency.
- Pro Tips for Success: Gain insights on parameterizing connections and leveraging new features like Conditional Visibility for clarity and simplicity.
We’ll wrap up with a glimpse into future webinars, followed by a Q&A session to address your specific questions surrounding this topic.
Don’t miss this opportunity to elevate your FME expertise and drive your projects to new heights of efficiency.
Key Trends Shaping the Future of Infrastructure.pdfCheryl Hung
Keynote at DIGIT West Expo, Glasgow on 29 May 2024.
Cheryl Hung, ochery.com
Sr Director, Infrastructure Ecosystem, Arm.
The key trends across hardware, cloud and open-source; exploring how these areas are likely to mature and develop over the short and long-term, and then considering how organisations can position themselves to adapt and thrive.
Builder.ai Founder Sachin Dev Duggal's Strategic Approach to Create an Innova...Ramesh Iyer
In today's fast-changing business world, Companies that adapt and embrace new ideas often need help to keep up with the competition. However, fostering a culture of innovation takes much work. It takes vision, leadership and willingness to take risks in the right proportion. Sachin Dev Duggal, co-founder of Builder.ai, has perfected the art of this balance, creating a company culture where creativity and growth are nurtured at each stage.
UiPath Test Automation using UiPath Test Suite series, part 4DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 4. In this session, we will cover Test Manager overview along with SAP heatmap.
The UiPath Test Manager overview with SAP heatmap webinar offers a concise yet comprehensive exploration of the role of a Test Manager within SAP environments, coupled with the utilization of heatmaps for effective testing strategies.
Participants will gain insights into the responsibilities, challenges, and best practices associated with test management in SAP projects. Additionally, the webinar delves into the significance of heatmaps as a visual aid for identifying testing priorities, areas of risk, and resource allocation within SAP landscapes. Through this session, attendees can expect to enhance their understanding of test management principles while learning practical approaches to optimize testing processes in SAP environments using heatmap visualization techniques
What will you get from this session?
1. Insights into SAP testing best practices
2. Heatmap utilization for testing
3. Optimization of testing processes
4. Demo
Topics covered:
Execution from the test manager
Orchestrator execution result
Defect reporting
SAP heatmap example with demo
Speaker:
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
Epistemic Interaction - tuning interfaces to provide information for AI supportAlan Dix
Paper presented at SYNERGY workshop at AVI 2024, Genoa, Italy. 3rd June 2024
https://alandix.com/academic/papers/synergy2024-epistemic/
As machine learning integrates deeper into human-computer interactions, the concept of epistemic interaction emerges, aiming to refine these interactions to enhance system adaptability. This approach encourages minor, intentional adjustments in user behaviour to enrich the data available for system learning. This paper introduces epistemic interaction within the context of human-system communication, illustrating how deliberate interaction design can improve system understanding and adaptation. Through concrete examples, we demonstrate the potential of epistemic interaction to significantly advance human-computer interaction by leveraging intuitive human communication strategies to inform system design and functionality, offering a novel pathway for enriching user-system engagements.
Dev Dives: Train smarter, not harder – active learning and UiPath LLMs for do...UiPathCommunity
💥 Speed, accuracy, and scaling – discover the superpowers of GenAI in action with UiPath Document Understanding and Communications Mining™:
See how to accelerate model training and optimize model performance with active learning
Learn about the latest enhancements to out-of-the-box document processing – with little to no training required
Get an exclusive demo of the new family of UiPath LLMs – GenAI models specialized for processing different types of documents and messages
This is a hands-on session specifically designed for automation developers and AI enthusiasts seeking to enhance their knowledge in leveraging the latest intelligent document processing capabilities offered by UiPath.
Speakers:
👨🏫 Andras Palfi, Senior Product Manager, UiPath
👩🏫 Lenka Dulovicova, Product Program Manager, UiPath
JMeter webinar - integration with InfluxDB and GrafanaRTTS
Watch this recorded webinar about real-time monitoring of application performance. See how to integrate Apache JMeter, the open-source leader in performance testing, with InfluxDB, the open-source time-series database, and Grafana, the open-source analytics and visualization application.
In this webinar, we will review the benefits of leveraging InfluxDB and Grafana when executing load tests and demonstrate how these tools are used to visualize performance metrics.
Length: 30 minutes
Session Overview
-------------------------------------------
During this webinar, we will cover the following topics while demonstrating the integrations of JMeter, InfluxDB and Grafana:
- What out-of-the-box solutions are available for real-time monitoring JMeter tests?
- What are the benefits of integrating InfluxDB and Grafana into the load testing stack?
- Which features are provided by Grafana?
- Demonstration of InfluxDB and Grafana using a practice web application
To view the webinar recording, go to:
https://www.rttsweb.com/jmeter-integration-webinar
PHP Frameworks: I want to break free (IPC Berlin 2024)Ralf Eggert
In this presentation, we examine the challenges and limitations of relying too heavily on PHP frameworks in web development. We discuss the history of PHP and its frameworks to understand how this dependence has evolved. The focus will be on providing concrete tips and strategies to reduce reliance on these frameworks, based on real-world examples and practical considerations. The goal is to equip developers with the skills and knowledge to create more flexible and future-proof web applications. We'll explore the importance of maintaining autonomy in a rapidly changing tech landscape and how to make informed decisions in PHP development.
This talk is aimed at encouraging a more independent approach to using PHP frameworks, moving towards a more flexible and future-proof approach to PHP development.
Smart TV Buyer Insights Survey 2024 by 91mobiles.pdf91mobiles
91mobiles recently conducted a Smart TV Buyer Insights Survey in which we asked over 3,000 respondents about the TV they own, aspects they look at on a new TV, and their TV buying preferences.
Connector Corner: Automate dynamic content and events by pushing a buttonDianaGray10
Here is something new! In our next Connector Corner webinar, we will demonstrate how you can use a single workflow to:
Create a campaign using Mailchimp with merge tags/fields
Send an interactive Slack channel message (using buttons)
Have the message received by managers and peers along with a test email for review
But there’s more:
In a second workflow supporting the same use case, you’ll see:
Your campaign sent to target colleagues for approval
If the “Approve” button is clicked, a Jira/Zendesk ticket is created for the marketing design team
But—if the “Reject” button is pushed, colleagues will be alerted via Slack message
Join us to learn more about this new, human-in-the-loop capability, brought to you by Integration Service connectors.
And...
Speakers:
Akshay Agnihotri, Product Manager
Charlie Greenberg, Host
2. INTRODUCTION
• Computer hardware, software, networks, and the use of
interdisciplinary and global work teams have radically
changed the work environment
• The U.S. spends $2.3 trillion on projects every year, or
one-quarter of its gross domestic product, and the world as
a whole spends nearly $10 trillion of its $40.7 gross
product on projects of all kinds
2
3. PROJECT MANAGEMENT STATISTICS
• Worldwide IT spending totaled more than $1.8 trillion in
2005, a 6 percent increase from 2004, and spending is
projected to grow 8 percent in 2006 and 4 percent in 2007
• In 2005, the total compensation for the average senior
project manager was $99,183 per year in the United
States, $94,646 in Australia, and $106,374 in the United
Kingdom
• The number of people earning their Project Management
Professional (PMP) certification increased by more than 70
percent from 2004 to 2005, with more than 200,000 PMPs
worldwide by the end of August, 2006
3
4. MOTIVATION FOR STUDYING
INFORMATION TECHNOLOGY (IT)
PROJECT MANAGEMENT
• IT Projects have a terrible track record, as described in the
“What Went Wrong?” section
• A 1995 Standish Group study (CHAOS) found that only
16.2% of IT projects were successful in meeting scope,
time, and cost goals
• Over 31% of IT were canceled before completiprojects on,
costing over $81 billion in the U.S. alone
4
5. ADVANTAGES OF USING FORMAL
PROJECT MANAGEMENT
• Better control of financial, physical, and human resources
• Improved customer relations
• Shorter development times
• Lower costs
• Higher quality and increased reliability
• Higher profit margins
• Improved productivity
• Better internal coordination
• Higher worker morale (less stress)
5
6. WHAT IS A PROJECT?
• A project is “a temporary endeavor undertaken to
create a unique product, service, or result” (PMBOK®
Guide, Third Edition, 2004, p. 5)
• Operations is work done to sustain the business
• Projects end when their objectives have been reached
or the project has been terminated
• Projects can be large or small and take a short or long
time to complete
6
7. EXAMPLES OF IT PROJECTS
• A help desk or technical worker replaces ten laptops for a
small department
• A small software development team adds a new feature to an
internal software application for the finance department
• A college campus upgrades its technology infrastructure to
provide wireless Internet access across the whole campus
• A cross-functional task force in a company decides what
Voice-over-Internet-Protocol
• (VoIP) system to purchase and how it will be implemented
7
8. TOP TEN TECHNOLOGY PROJECTS
IN 2006
• VoIP
• Outsourcing
• Data networking
• Customer
relationship
management
• Collaboration
• Supply chain
management
• Desktop upgrades
• Application
performance
management
• Business analytics
• Compliance tracking
8
9. MEDIA SNAPSHOT: WHERE IT
MATTERS
• VoIP has transformed the telecommunications industry and
broadband Internet access
• Global Positioning Systems (GPS) has changed the farming
industry
• Digital supply chain has changed the entertainment industry’s
distribution system
9
10. PROJECT ATTRIBUTES
• A project:
• Has a unique purpose
• Is temporary
• Is developed using progressive elaboration
• Requires resources, often from various areas
• Should have a primary customer or sponsor
• The project sponsor usually provides the direction and funding for the
project
• Involves uncertainty
10
11. PROJECT AND PROGRAM
MANAGERS
• Project managers work with project sponsors, a project
team, and other people involved in a project to meet
project goals
• Program: group of related projects managed in a
coordinated way to obtain benefits and control not
available from managing them individually (PMBOK®
Guide, Third Edition, 2004, p. 16)
• Program managers oversee programs and often act as
bosses for project managers
11
12. FIGURE 1-1: THE TRIPLE CONSTRAINT
OF PROJECT MANAGEMENT
Successful project
management means
meeting all three
goals (scope, time,
and cost) – and
satisfying the
project’s sponsor!
12
13. WHAT IS PROJECT MANAGEMENT?
• Project management is “the application of knowledge,
skills, tools and techniques to project activities to meet
project requirements” (PMBOK® Guide, Third Edition,
2004, p. 8)
• Project managers strive to meet the triple constraint by
balancing project scope, time, and cost goals
13
15. PROJECT STAKEHOLDERS
• Stakeholders are the people involved in or affected by
project activities
• Stakeholders include:
• The project sponsor
• The project manager
• The project team
• Support staff
• Customers
• Users
• Suppliers
• Opponents to the project
15
16. NINE PROJECT MANAGEMENT
KNOWLEDGE AREAS
• Knowledge areas describe the key competencies that
project managers must develop
• Four core knowledge areas lead to specific project objectives
(scope, time, cost, and quality)
• Four facilitating knowledge areas are the means through which the
project objectives are achieved (human resources, communication,
risk, and procurement management
• One knowledge area (project integration management) affects and
is affected by all of the other knowledge areas
• All knowledge areas are important!
16
17. PROJECT MANAGEMENT TOOLS
AND TECHNIQUES
• Project management tools and techniques assist project
managers and their teams in various aspects of project
management
• Some specific ones include:
• Project charter, scope statement, and WBS (scope)
• Gantt charts, network diagrams, critical path analysis, and critical
chain scheduling (time)
• Cost estimates and earned value management (cost)
17
18. What Went Right? Improved
Project Performance
• The Standish Group’s CHAOS studies show improvements in IT
projects in the past decade
Measure 1994 Data 2002 Data Result
Successful projects 16% 34% Doubled
Failed projects 31% 15% Halved
Money wasted on
challenged and
failed projects
$140 B out
of $250 B
$55 B out of
$255 B
More than
halved
18
19. WHY THE IMPROVEMENTS?
"The reasons for the increase in successful projects vary.
First, the average cost of a project has been more than cut
in half. Better tools have been created to monitor and
control progress and better skilled project managers
with better management processes are being used. The
fact that there are processes is significant in itself.”*
19
20. PROJECT SUCCESS
• There are several ways to define project success
• The project met scope, time, and cost goals
• The project satisfied the customer/sponsor
• The results of the project met its main objective, such as making or
saving a certain amount of money, providing a good return on
investment, or simply making the sponsors happy
20
21. TABLE 1-2: WHAT HELPS PROJECTS
SUCCEED?*
1. Executive support
2. User involvement
3. Experienced project
manager
4. Clear business objectives
5. Minimized scope
6. Standard software
infrastructure
7. Firm basic requirements
8. Formal methodology
9. Reliable estimates
10. Other criteria, such as
small milestones, proper
planning, competent
staff, and ownership
21
22. WHAT THE WINNERS DO
• Recent research findings show that companies
that excel in project delivery capability:
– Use an integrated project management toolbox (use
standard/advanced PM tools and lots of templates)
– Grow project leaders, emphasizing business and soft
skills
– Develop a streamlined project delivery process
– Measure project health using metrics, like customer
satisfaction or return on investment
22
23. PROGRAM AND PROJECT
PORTFOLIO MANAGEMENT
• A program is “a group of related projects
managed in a coordinated way to obtain benefits
and control not available from managing them
individually” (PMBOK® Guide, Third Edition,
2004, p. 16)
• A program manager provides leadership and
direction for the project managers heading the
projects within the program
• Examples of common programs in the IT field:
infrastructure, applications development, and
user support
23
24. PROJECT PORTFOLIO
MANAGEMENT
• As part of project portfolio management, organizations
group and manage projects and programs as a portfolio
of investments that contribute to the entire enterprise’s
success
• Portfolio managers help their organizations make wise
investment decisions by helping to select and analyze
projects from a strategic perspective
24
26. BEST PRACTICE
• A best practice is “an optimal way recognized by
industry to achieve a stated goal or objective”*
• Robert Butrick suggests that organizations need to
follow basic principles of project management,
including these two mentioned earlier in this chapter
• Make sure your projects are driven by your strategy; be
able to demonstrate how each project you undertake fits
your business strategy, and screen out unwanted
projects as soon as possible
• Engage your stakeholders; ignoring stakeholders often
leads to project failure
• Be sure to engage stakeholders at all stages of a project, and
encourage teamwork and commitment at all times
26
28. SUGGESTED SKILLS FOR PROJECT
MANAGERS
• Project managers need a wide variety of skills
• They should:
• Be comfortable with change
• Understand the organizations they work in and with
• Be able to lead teams to accomplish project goals
28
29. THE ROLE OF THE PROJECT
MANAGER
• Job descriptions vary, but most include responsibilities
like planning, scheduling, coordinating, and working with
people to achieve project goals
• Remember that 97% of successful projects were led by
experienced project managers, who can often help
influence success factors
29
30. SUGGESTED SKILLS FOR PROJECT
MANAGERS
• The Project Management Body of Knowledge
• Application area knowledge, standards, and regulations
• Project environment knowledge
• General management knowledge and skills
• Soft skills or human relations skills
30
31. TABLE 1-3: TEN MOST IMPORTANT SKILLS
AND COMPETENCIES FOR PROJECT
MANAGERS
1. People skills
2. Leadership
3. Listening
4. Integrity, ethical behavior, consistent
5. Strong at building trust
6. Verbal communication
7. Strong at building teams
8. Conflict resolution, conflict management
9. Critical thinking, problem solving
10. Understands, balances priorities
31
32. DIFFERENT SKILLS NEEDED IN
DIFFERENT SITUATIONS
• Large projects: leadership, relevant prior experience,
planning, people skills, verbal communication, and team-
building skills are most important
• High uncertainty projects: risk management, expectation
management, leadership, people skills, and planning skills
are most important
• Very novel projects: leadership, people skills, having
vision and goals, self-confidence, expectations
management, and listening skills are most important
32
33. IMPORTANCE OF LEADERSHIP
SKILLS
• Effective project managers provide leadership by example
• A leader focuses on long-term goals and big-picture
objectives while inspiring people to reach those goals
• A manager deals with the day-to-day details of meeting
specific goals
• Project managers often take on the role of both leader
and manager
33
34. CAREERS FOR IT PROJECT
MANAGERS
• In a 2006 survey by CIO.com, IT executives ranked
project/program management the skills that would be the
most in demand in the next two to five years
34
35. Information Technology Project Management, Fifth Edition, Copyright 2007
TABLE 1-4: TOP IT SKILLS (PARTIAL
LIST)
SKILL PERCENTAGE OF RESPONDENTS
• Project/program management 60%
• Business process management 55%
• Business analysis 53%
• Application development 52%
• Database management 49%
• Security 42%
• Enterprise architect 41%
• Strategist/internal consultant 40%
35
36. THE PROJECT MANAGEMENT
PROFESSION
• The profession of project management is growing at a
very rapid pace
• It is helpful to understand the history of the field, the role
of professional societies like the Project Management
Institute, and the growth in project management software
36
39. THE PROJECT MANAGEMENT INSTITUTE
• The Project Management Institute (PMI) is an international
professional society for project managers founded in 1969
• PMI has continued to attract and retain members,
reporting 225,432 members worldwide by 12/31/06
• There are specific interest groups in many areas like
engineering, financial services, health care, IT, etc.
• Project management research and certification programs
continue to grow
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40. PROJECT MANAGEMENT
CERTIFICATION
• PMI provides certification as a Project Management
Professional (PMP)
• A PMP has documented sufficient project experience, has
agreed to follow a code of ethics, and has passed the
PMP exam
• The number of people earning PMP certification is
increasing quickly
• PMI and other organizations are offering new certification
programs (see Appendix B)
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42. ETHICS IN PROJECT MANAGEMENT
• Ethics, loosely defined, is a set of principles that guide
our decision making based on personal values of what is
“right” and “wrong”
• Project managers often face ethical dilemmas
• In order to earn PMP certification, applicants must agree
to PMI’s Code of Ethics and Professional Conduct
• Several questions on the PMP exam are related to
professional responsibility, including ethics
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43. PROJECT MANAGEMENT
SOFTWARE
• There are hundreds of different products to assist in
performing project management
• Three main categories of tools
• Low-end tools: handle single or smaller projects well, cost under
$200 per user
• Midrange tools: handle multiple projects and users, cost $200-600
per user, Project 2007 most popular
• High-end tools: also called enterprise project management software,
often licensed on a per-user basis, like VPMi Enterprise Online
(www.vcsonline.com); see front cover for trial version information
• See the Project Management Center Web site or Top Ten Reviews
for links to many companies that provide project management
software
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