This is PMBOK Guide Executing Process Group. It includes Six Knowledge Area - Project Integration Management, Project Quality Management, Project Human Resource Management, Project Communications Management, Project Procurement Management and Project Stakeholder Management - with eight processes - Direct and Manage Project work, Perform Quality Assurance, Manage Communications, Acquire Project Team, Develop Project Team, Manage Project Team, Manage Stakeholder Engagement and Conduct Procurements -.
Stepwise Project planning in software developmentProf Ansari
The following activities are:
Identify objectives and practical measures of the effectiveness in meeting those objectives.
Establish a project authority
Stakeholder analysis – identify all stakeholders in the project and their interests
Modify objectives in the light of stakeholder’s analysis
Establish methods of communication with all parties
2.4
This is PMBOK Guide Executing Process Group. It includes Six Knowledge Area - Project Integration Management, Project Quality Management, Project Human Resource Management, Project Communications Management, Project Procurement Management and Project Stakeholder Management - with eight processes - Direct and Manage Project work, Perform Quality Assurance, Manage Communications, Acquire Project Team, Develop Project Team, Manage Project Team, Manage Stakeholder Engagement and Conduct Procurements -.
Stepwise Project planning in software developmentProf Ansari
The following activities are:
Identify objectives and practical measures of the effectiveness in meeting those objectives.
Establish a project authority
Stakeholder analysis – identify all stakeholders in the project and their interests
Modify objectives in the light of stakeholder’s analysis
Establish methods of communication with all parties
2.4
This is PMBOK Guide Monitor and Control Process Group - Part One. It includes three Knowledge Area - Project Integration Management, Project Scope Management, and Project Quality Management - with five processes - Monitor & Control Project Work, Perform Integrated Change Control, Validate Scope, Control Scope, Control Quality -.
Project Management Plan details how a project will be executed, monitored, and controlled. In general, it should include at least:
1. Scope, Schedule, and Cost Baseline.
2. Subsidiary plans for each knowledge area.
3. Additional information on project nature and life cycle.
Here I describe the possible amount of information a project management plan may include.
The slides are an integral part of a post on Project Management Plan from Project Management Basics. Find the post here: http://pmbasics101.com
Running Head PROJECT PLAN-BUSINESS REQUIREMENT DOCUMENT .docxjeanettehully
Running Head: PROJECT PLAN-BUSINESS REQUIREMENT DOCUMENT
1
Project Plan-Business Requirement Document
Ali Allami
CIS 599
Graduate Information Systems Capstone
Supported by: Professor. Mark Cohen
Oct 27, 2019
PROJECT PLAN-BUSINESS REQUIREMENT DOCUMENT 2
Abstract
The project plan inception has been complete in last week with introduction documenting the cur-
rent IT network and that system is very important. Many kinds of businesses have an operation in place
to help with project management and implementation requirement. There is a chance for improvement
includes making suitable assessments of how to size a project is and project cost estimated.
There are multiple various names for tools that used with for this process: business needs requirement
and specification, requirements specification or, simply, business requirements. Business requirements
are the significant works of a company that must be done to make the company successful. And a busi-
ness requirements document (BRD) means company work documentation. The BRD process can be
incorporated within a Six Sigma DMAIC Define, Measure, Analyze, Improve, and Control culture.
Completion of a quality requirements document allows user needs and expectations to be captured, so
that infrastructure and information systems can be designed properly. Using the requirements document
provided in the course shell as a part of the requirements gathering process. You are to assess the needs
of the company as it prepares to become a multinational organization. You must consider current and
future trends and requirements; however, assumptions should be realistic and carefully considered. The
needs of the organization should be documented. Later deliverables will focus on specifics of all re-
quirements.
In the Business Require Document of this project I will describe the project summary and project
scope of work. In the scope, I will explain how to control the scope. Then I will describe the possible
risks, then integration with database and data warehousing, cloud technology and Virtualization, and
security level. The Project plan in MS Project (.mpp file) will be in the second attaced.
PROJECT PLAN-BUSINESS REQUIREMENT DOCUME ...
This is PMBOK Guide Monitor and Control Process Group - Part One. It includes three Knowledge Area - Project Integration Management, Project Scope Management, and Project Quality Management - with five processes - Monitor & Control Project Work, Perform Integrated Change Control, Validate Scope, Control Scope, Control Quality -.
Project Management Plan details how a project will be executed, monitored, and controlled. In general, it should include at least:
1. Scope, Schedule, and Cost Baseline.
2. Subsidiary plans for each knowledge area.
3. Additional information on project nature and life cycle.
Here I describe the possible amount of information a project management plan may include.
The slides are an integral part of a post on Project Management Plan from Project Management Basics. Find the post here: http://pmbasics101.com
Running Head PROJECT PLAN-BUSINESS REQUIREMENT DOCUMENT .docxjeanettehully
Running Head: PROJECT PLAN-BUSINESS REQUIREMENT DOCUMENT
1
Project Plan-Business Requirement Document
Ali Allami
CIS 599
Graduate Information Systems Capstone
Supported by: Professor. Mark Cohen
Oct 27, 2019
PROJECT PLAN-BUSINESS REQUIREMENT DOCUMENT 2
Abstract
The project plan inception has been complete in last week with introduction documenting the cur-
rent IT network and that system is very important. Many kinds of businesses have an operation in place
to help with project management and implementation requirement. There is a chance for improvement
includes making suitable assessments of how to size a project is and project cost estimated.
There are multiple various names for tools that used with for this process: business needs requirement
and specification, requirements specification or, simply, business requirements. Business requirements
are the significant works of a company that must be done to make the company successful. And a busi-
ness requirements document (BRD) means company work documentation. The BRD process can be
incorporated within a Six Sigma DMAIC Define, Measure, Analyze, Improve, and Control culture.
Completion of a quality requirements document allows user needs and expectations to be captured, so
that infrastructure and information systems can be designed properly. Using the requirements document
provided in the course shell as a part of the requirements gathering process. You are to assess the needs
of the company as it prepares to become a multinational organization. You must consider current and
future trends and requirements; however, assumptions should be realistic and carefully considered. The
needs of the organization should be documented. Later deliverables will focus on specifics of all re-
quirements.
In the Business Require Document of this project I will describe the project summary and project
scope of work. In the scope, I will explain how to control the scope. Then I will describe the possible
risks, then integration with database and data warehousing, cloud technology and Virtualization, and
security level. The Project plan in MS Project (.mpp file) will be in the second attaced.
PROJECT PLAN-BUSINESS REQUIREMENT DOCUME ...
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CFD Simulation of By-pass Flow in a HRSG module by R&R Consult.pptxR&R Consult
CFD analysis is incredibly effective at solving mysteries and improving the performance of complex systems!
Here's a great example: At a large natural gas-fired power plant, where they use waste heat to generate steam and energy, they were puzzled that their boiler wasn't producing as much steam as expected.
R&R and Tetra Engineering Group Inc. were asked to solve the issue with reduced steam production.
An inspection had shown that a significant amount of hot flue gas was bypassing the boiler tubes, where the heat was supposed to be transferred.
R&R Consult conducted a CFD analysis, which revealed that 6.3% of the flue gas was bypassing the boiler tubes without transferring heat. The analysis also showed that the flue gas was instead being directed along the sides of the boiler and between the modules that were supposed to capture the heat. This was the cause of the reduced performance.
Based on our results, Tetra Engineering installed covering plates to reduce the bypass flow. This improved the boiler's performance and increased electricity production.
It is always satisfying when we can help solve complex challenges like this. Do your systems also need a check-up or optimization? Give us a call!
Work done in cooperation with James Malloy and David Moelling from Tetra Engineering.
More examples of our work https://www.r-r-consult.dk/en/cases-en/
Hierarchical Digital Twin of a Naval Power SystemKerry Sado
A hierarchical digital twin of a Naval DC power system has been developed and experimentally verified. Similar to other state-of-the-art digital twins, this technology creates a digital replica of the physical system executed in real-time or faster, which can modify hardware controls. However, its advantage stems from distributing computational efforts by utilizing a hierarchical structure composed of lower-level digital twin blocks and a higher-level system digital twin. Each digital twin block is associated with a physical subsystem of the hardware and communicates with a singular system digital twin, which creates a system-level response. By extracting information from each level of the hierarchy, power system controls of the hardware were reconfigured autonomously. This hierarchical digital twin development offers several advantages over other digital twins, particularly in the field of naval power systems. The hierarchical structure allows for greater computational efficiency and scalability while the ability to autonomously reconfigure hardware controls offers increased flexibility and responsiveness. The hierarchical decomposition and models utilized were well aligned with the physical twin, as indicated by the maximum deviations between the developed digital twin hierarchy and the hardware.
1. SOFTWARE CONFIGURATION
ITEMS AND TASKS, BASELINES,
PLAN FOR CHANGE
Presented to- Presented by-
Ms. Jyotsna Seth Balvinder Singh
Harsh Dubey
Azimuddin
Abhisweta
2. Overview
❖ What is Software Configuration Management ?
❖ What are Software Configuration Items ?
❖ What are Software Configuration Tasks ?
❖ What is Baseline ?
❖ What is Plan For Change ?
3. Software Configuration Management
❖ Software configuration management (SCM) is the process of tracking and controlling
changes made to software artifacts such as source code, documentation, and other project-
related files. The main purpose of SCM is to provide a framework for managing and
controlling changes to software throughout its lifecycle.
❖ SCM plays a critical role in software development by ensuring that changes to software
artifacts are properly managed, tracked, and controlled throughout the development
lifecycle. This helps to minimize errors, improve collaboration, and increase the overall
quality of the software being developed.
4. Software Configuration Items
In software development, a Configuration Item (CI) refers to any software artifact that is
subject to change during the development process. This can include source code files,
compiled binaries, documentation, test cases, and any other deliverables that make up the
final software product. Each Configuration Item can be uniquely identified and tracked
throughout the development process using a version control system.
5. Software Configuration Tasks
❖ Tasks, on the other hand, are specific activities or work items that need to be completed
in order to develop and deliver the software product. Tasks can be associated with one or
more Configuration Items and are typically managed through a project management tool,
such as Jira or Trello.
❖ In the context of software configuration management, tasks can be used to manage the
change process for Configuration Items. For example, if a bug is discovered in the
software, a task can be created to fix the bug and associated with the relevant
Configuration Item(s). Once the fix is completed and tested, the Configuration Item(s) can
be updated and a new version created, which is then associated with the original task.
6. Tasks can also be used to manage other aspects of the software development process,
such as requirements gathering, design, testing, and deployment. By breaking down the
development process into smaller, more manageable tasks, teams can track progress and
identify potential issues early on, allowing them to make adjustments and stay on track
towards meeting their goals.
Tasks in Software Configuration Management-
‣ Configuration Identification- is a method of determining the scope of the software system.
‣ Baselines- A baseline is a formally accepted version of a software configuration item.
‣ Change Control- is a procedural method which ensures quality and consistency when
changes are made in the configuration object.
‣ Configuration Status Accounting- Configuration status accounting tracks each release
during the SCM process.
‣ Configuration Audits and Reviews- Software Configuration audits verify that all the
software product satisfies the baseline needs.
7. Baselines
❖Baselines are an essential part of software project management. They are used to
measure the progress of the project and ensure that it is on track to meet its goals.
❖These are a set of documents which serve as a reference point for the project's
progress and are used to measure changes in the project's scope, schedule, and budget.
Baselines are created early in the project's lifecycle and are revised as needed to
reflect changes in the project.
8. A project baseline typically has three components-
1.Scope baseline: This includes the project's scope statement, work breakdown structure
(WBS), and requirements documentation. The scope baseline is used to measure the
project's progress against its scope and ensure that it stays within the agreed-upon
boundaries.
2.Schedule baseline: This includes the project's schedule, milestones, and deadlines. The
schedule baseline is used to measure the project's progress against its timeline and ensure
that it stays on schedule.
3.Cost baseline: This includes the project's budget, resource allocation, and cost estimates.
The cost baseline is used to measure the project's progress against its budget and ensure
that it stays within the allocated funds.
9. Need for Baselines
1.Provides a reference point: Baselines provide a reference point for measuring progress
against the project's original goals, timeline, and budget.
2.Ensures consistency: By having agreed-upon baselines, project managers can ensure
consistency across the project team and stakeholders.
3.Helps with decision-making: Baselines provide a framework for informed decision-making
based on a clear understanding of the project's status.
4.Reduces risk: Baselines help reduce the risk of project failure by providing a framework for
monitoring progress and taking corrective actions as needed.
5.Facilitates communication: Baselines enable effective communication among project team
members, stakeholders, and clients, providing a common reference point for discussions.
6.Supports project success: By providing a clear framework for measuring progress and taking
corrective actions, baselines support the overall success of software projects.
10. PROBLEMS CAUSED BY NOT HAVING A PROJECT
BASELINE
1.Schedule delays : Without knowing when you need material, it’s difficult to ensure it’s
ordered on time, especially if it’s something that needs to be ordered weeks or months
in advance.
2.Issues with quality management: An unclear scope baseline can result in substandard
quality. For example, if you know paint is needed but not what color or finish, the
outcome may not meet the customer’s quality standards.
3.A lack of proper change management: Without baselines in place, it’s difficult to track
and manage changes. You have no yardstick to measure against, so it can be challenging
to know if your outcome is different than originally expected.
4.Customer and/or sponsor dissatisfaction: Any of the five problems above can result in
poor project performance, which will mean unhappy stakeholders, including your
customer and/or sponsor.
11. Plan for Change
❖ A plan for change in software project management involves identifying areas that require
improvement and implementing changes to improve the overall project performance. This
can include changes to the project methodology, team structure, communication processes,
or technology used.
❖ The first step in developing a plan for change is to conduct a thorough analysis of the
current project management process. This involves identifying the strengths and
weaknesses of the current process, as well as opportunities for improvement. A gap
analysis can be conducted to identify the areas where improvements are required.
12. Need for Change
Change is an inevitable part of software project management, and it is essential to recognize its
importance for successful project completion. Here are some reasons why change is crucial in
software project management-
1.Responding to changing requirements: Software projects can experience changes in requirements
due to various reasons such as changes in the market, technology, or customer needs. The ability to
adapt and respond to these changes is critical to ensure that the software meets the stakeholders'
needs.
2.Addressing issues and risks: Change management allows software project managers to identify and
address issues and risks that arise during the project. It helps to mitigate potential negative impacts
that could affect the project's success.
3.Improving project outcomes: Changes can lead to improvements in project outcomes by
identifying areas for improvement and implementing new ideas and solutions. By embracing
change, project managers can continuously improve the software development process and ensure
that the final product meets or exceeds stakeholders' expectations.
13. Benefits of Plan for Change
1.Increased efficiency: Change can lead to increased efficiency by eliminating redundant
processes, automating repetitive tasks, and streamlining workflows. For example,
implementing agile methodologies in software development can result in faster development
cycles, more frequent releases, and better collaboration among team members.
2.Improved quality: Change can also result in improved quality by introducing new tools and
techniques for testing and quality assurance. For instance, adopting continuous integration
and continuous delivery (CI/CD) can ensure that code changes are tested and deployed
quickly, thereby reducing the likelihood of bugs and errors in the software.
3.Reduced costs: Change can also help reduce costs by eliminating waste, optimizing
resources, and improving productivity. For example, using cloud-based infrastructure and
software can reduce the need for expensive hardware and software purchases, while also
providing scalability and flexibility.