PMP Lecture 1: Introduction to Project ManagementMohamed Loey
https://mloey.github.io/courses/pmp2017.html
https://www.youtube.com/watch?v=XUoEr6kee6k&list=PLKYmvyjH53q13_6aS4VwgXU0Nb_4sjwuf&index=1&t=2s
We will discuss the following: History of Project Management, Project Management, Program Management, Portfolio Management, Project Management Office, PMBOK, PMI.
it is an overview of project management. concept of project management, scope of project management with example, types of project management, generation and screening, difficulties and its importance.
Contents are sourced from different authors including PMBOK 5th Edition.
This is provided for free as part of our Continuing Practice in Project Management Professional Certification. You may download, share but please refrain from commercializing it or altering parts. Thanks.
For more on Innovations and Project Management, please visit www.facebook.com/SigmaProcessExcellence
Do you know what it takes to build a high-IMPACT PMO?
(attend the free training for this slideshare here: http://bit.ly/2Gu1I7S)
Whether you are starting a PMO for the first time, trying to get your PMO back on track, or just want to ensure that your PMO is as high-IMPACT as possible, this presentation will get right to the heart of what actually makes a difference, where you should start, and how to accelerate your PMO performance to deliver high-IMPACT outcomes for the organization.
It’s time to stop talking about “PMO survival” and ensure that YOU and your PMO are THRIVING!
This system has been developed leveraging more than 20 years of research and application of the most important techniques that Laura has used to transform the careers of hundreds of project managers, enabling them to become an invaluable strategic asset that business leaders are fighting over.
If you would like to attend the free training on this topic, go here: http://bit.ly/2Gu1I7S
After watching this presentation, you will be prepared to leverage a set of immediately applicable techniques to help you Get. It. Done.
PMP Knowledge Areas - PMBOK 6 (PMI) INFOGRAPHICJonathan Donado
PMP Knowledge Areas & Process Group - PMBOK 6.0. knowledge areas
Estudy for the PMP exam by learning and memorizing the 49 process groups in PMBOK
by Jonathan Donado
MBA - IESE
Senior Executive Fellows (SEF) - Harvard University
#PMP #PMI #projectmanagement
https://mloey.github.io/courses/pmp2017.html
We will discuss the following: Project Management Processes, Initiating Process, Planning Process, Executing Process, Monitoring and controlling Process, Closing Process, Knowledge Areas, Project Management Process and Knowledge Area Mapping
A detail description of project management, project success and factors effecting project success during the whole cycle of project.
To download slides please visit my site:
www.xubitech.com
PMP Lecture 1: Introduction to Project ManagementMohamed Loey
https://mloey.github.io/courses/pmp2017.html
https://www.youtube.com/watch?v=XUoEr6kee6k&list=PLKYmvyjH53q13_6aS4VwgXU0Nb_4sjwuf&index=1&t=2s
We will discuss the following: History of Project Management, Project Management, Program Management, Portfolio Management, Project Management Office, PMBOK, PMI.
it is an overview of project management. concept of project management, scope of project management with example, types of project management, generation and screening, difficulties and its importance.
Contents are sourced from different authors including PMBOK 5th Edition.
This is provided for free as part of our Continuing Practice in Project Management Professional Certification. You may download, share but please refrain from commercializing it or altering parts. Thanks.
For more on Innovations and Project Management, please visit www.facebook.com/SigmaProcessExcellence
Do you know what it takes to build a high-IMPACT PMO?
(attend the free training for this slideshare here: http://bit.ly/2Gu1I7S)
Whether you are starting a PMO for the first time, trying to get your PMO back on track, or just want to ensure that your PMO is as high-IMPACT as possible, this presentation will get right to the heart of what actually makes a difference, where you should start, and how to accelerate your PMO performance to deliver high-IMPACT outcomes for the organization.
It’s time to stop talking about “PMO survival” and ensure that YOU and your PMO are THRIVING!
This system has been developed leveraging more than 20 years of research and application of the most important techniques that Laura has used to transform the careers of hundreds of project managers, enabling them to become an invaluable strategic asset that business leaders are fighting over.
If you would like to attend the free training on this topic, go here: http://bit.ly/2Gu1I7S
After watching this presentation, you will be prepared to leverage a set of immediately applicable techniques to help you Get. It. Done.
PMP Knowledge Areas - PMBOK 6 (PMI) INFOGRAPHICJonathan Donado
PMP Knowledge Areas & Process Group - PMBOK 6.0. knowledge areas
Estudy for the PMP exam by learning and memorizing the 49 process groups in PMBOK
by Jonathan Donado
MBA - IESE
Senior Executive Fellows (SEF) - Harvard University
#PMP #PMI #projectmanagement
https://mloey.github.io/courses/pmp2017.html
We will discuss the following: Project Management Processes, Initiating Process, Planning Process, Executing Process, Monitoring and controlling Process, Closing Process, Knowledge Areas, Project Management Process and Knowledge Area Mapping
A detail description of project management, project success and factors effecting project success during the whole cycle of project.
To download slides please visit my site:
www.xubitech.com
PMI Research provides some robust insights into what makes a select group of organizations high-performers and suggests specific activities which can help other organizations improve their capabilities
In this report we will discuss about Phase– Introduction, Introduction of a Company, Brief History, International / National Introduction, Vision, Mission, Core Values, Goals, Nature of Business, Type of Ownership, Identify Key Players and Roles, Organizational Hierarchy, Location(s) of Facility, Number of Technical Employees, Products / Services (single product), Phase– EXTERNAL ANALYSIS, Natural Environment:, Natural Resource Coca Cola need, Present and Future needs of Natural Resources, International Arrangement of Water, Issues they face during arranging and managing, Task Environment: Porter’sForces Model, When (situation), Why (objective / reasons), How (process), who (participants), Issues faced, In what format they collected the data of Porter’s Analysis, What benefits they get from conducting PORTER’s Analysis, Societal Environment: PESTEL Analysis, Phase– Internal Analysis: Organizational Perspective, Vision / Mission / Core Values (discuss separately), Vision, Mission, Core Values, Organizational Policies, CLIMATE CHANGE POLICY, CODE OF BUSINESS CONDUCT(INTEGRITY IN THE COMPANY), GUIDANCE FROM CORE COMPLIANCE OFFICER, ENVIRONMENTAL POLICY, HUMAN RIGHTS POLICY, POST-CONSUMER PACKAGING WASTE MANAGEMENT POLICY STATEMENT, Organizational Culture, How Policies and Core Values are helping in developing culture in their organization (examples), What Factors are Influencing their culture and How, Through what method(s) keep the culture alive, Organizational Structure, Degree to which organizational design elements exit in company structure , Core competencies, What are the company-wide core competencies, Which and How capabilities are linked with each core competency, Which and How resources are linked with each capabilities, On the basis of market analysis (Phase ), evaluate each core competency through Criteria Matrix, Coca - Cola Porter's Value Chain Analysis, Inbound Logistics, Operations, Outbound Logistics, Sales and Marketing, Service, Strategic Objectives, WE FOCUSED ON DRIVING REVENUE AND PROFIT GROWTH, WE INVESTED IN OUR BRANDS AND BUSINESS, WE BECAME MORE EFFICIENT, WE SIMPLIFIED OUR COMPANY, Current Strategies (to achieve above objective) (combination of strategies / single strategy for each objective), Corporate Level Strategies, Business level strategies, Functional level strategies, Financial Strategies, Identify Rival Firms: PepsiCo, PepsiCo’s Strengths (Internal Strategic Factors), PepsiCo’s Weaknesses (Internal Strategic Factors), Opportunities for PepsiCo (External Strategic Factors), Threats Facing PepsiCo (External Strategic Factors), Objectives of PepsiCo, PepsiCo’s Generic Strategies, SWOT Analysis , Phase– Gap Analysis & Recommendations, External Analysis, Internal Analysis
Comprehensive And Integrated Approach To Project Management And Solution Deli...Alan McSweeney
Describes a complete and integrated approach to solution delivery that encompasses project management, project portfolio management, business analysis and solution architecture and design
Effective solution delivery requires an integrated approach to projects across all key disciplines
Project portfolio management
Project management
Business analysis
Solution design
Having silos of expertise that do not communicate or co-operate leads to significant risk
Delivering engagement in integration webinar
Thursday 3 September 2020
presented by
Jon Burke
The link to the write up page and resources of this webinar:
https://www.apm.org.uk/news/delivering-engagement-in-integration-webinar/
How to Reach Peak Performance With the Product Management Organizational Heal...Aggregage
The degree of maturity of your product management organization can directly drive your ability to satisfy customers and become more profitable. Our Product Management Organizational Health Checklist and on-demand webinar can help.
Anaplan and Deloitte webinar: The fundamentals of zero-based budgetingAnaplan
Executives are re-embracing zero-based budgeting (ZBB) to empower department leads to take control and ownership of their budgets in order to reduce unnecessary costs and rationalize activities throughout the value chain. However, without the right tools in place, completing a full ZBB cycle can be challenging for many organizations.
Join Anaplan as we host a webinar featuring Ed Majors and Ron Dimon from Anaplan partner, Deloitte. They will discuss how to successfully deploy ZBB and embrace cost management as a strategic play.
هذه المحاضرة تتحدث عن إدارة تحقيق المنافع
Benefits Realization Management.
قمت فيها بشرح تعريف إدارة تحقيق المنافع
Benefits Realization Management
ودعمت الشرح بمثال عملي لتسهيل المفهوم.
تطرقت إلى الحاجة التي دعت إلى ظهور هذا المفهوم وكيف أن تطبيق إدارة تحقيق المنافع
Benefits Realization Management
يسهم في تحسين نسب نجاح المشاريع فضلا على المساهمة الفاعلة في تحقيق استراتيجية المؤسسات مدعما بأرقام من بحوث قامات بها ال
PMI.
انتقلت بعدها إلى شرح
Benefits Realization Management Framework
والذي يحدد إطار عمل لإدارة تحقيق المنافع. حيث يدعم هذا الإطار وكيفية يمكن تعريف المنافع ومن ثم العمل على قياسها ومتابعتها وضمان تحققها أثناء تنفيذ المشاريع والبرامج مرورا بالقيام بكل ما يلزم باستدامة المنافع بعد انتهاء المشاريع والبرامج وانتقالها للتشغيل وإدارات المؤسسات الأخرى.
انتقلت بعدها لتعريف دور مكتب إدارة المشاريع المؤسسي
EPMO
في هذا الإطار ودور مدير المشروع اثناء مراحل المشروع المختلفة.
تم شرح الموضوع من جانب عملي بحيث يسهل تطبيق هذه المفهوم في مؤسساتنا والاستفادة منه.
The Retail Store
Where convenience, quality, and community are our purpose.
Mission Statement (who we are): The Retail Store offers our customers convenience, quality, and great
prices. By doing so, we strive to make each and every community a better place to live.
Vision Statement (who we strive to be): The Retail Store strives to be the leading retailer as measured by
fiscal results and community improvement advocacy within every small community.
Fast Facts:
$3.2 million in sales the last fiscal year
Three stores in one state (three different small towns)
Store size = 2,500 square feet
About 2,500 core products from America’s most-trusted manufacturers
Three distribution centers
30 employees
“Must” Objectives:
Achieve annual sales of at least $5 million.
Participate in the improvement of at least 10 low income communities throughout the state.
Expand core product offerings by 10% within a 2-year time frame.
“Want” Objectives:
Expand size of stores by 10%.
Open at least one store in a neighboring state within a 5-year time frame.
activity/comparing_car_prices.pdf
Name Class Date
STUDENT ACTIVITY
Competition in Action: Comparing Car Prices
Competition is key to the market economy. Firms competing with one another cannot
charge too much or they will lose customers.
The effect of competition can often be seen in the new car market. Choose a car model
that interests you. Use print or online sources to find three nearby car dealerships that
sell that model. Find out how much each dealer would charge for the model with the
features you want. Do not include incentives such as cash back, special financing, or free
servicing in the price. Use the table below to show your findings.
Car Model:
Dealer 1 Name:
Dealer 2 Name:
Dealer 3 Name:
Price
Circle the best price. Next, compare any incentives the dealers are offering, such as cash
back, free servicing, or cheaper financing. You plan to borrow 90 percent of the cost with
a 5-year (60-month) loan at 7 percent interest, unless an incentive provides a better rate.
Calculate the effect of dealer incentives on the total cost. Complete the chart below.
Car Model:
Dealer 1 Name:
Dealer 2 Name:
Dealer 3 Name:
1. Total borrowed
2. Value of incentives
3. Total cost
1. How much of a difference is there
between the highest and lowest prices
for the car, excluding incentives?
2. How much of a difference is there
between the prices including incentives?
3. How would you benefit from competition
if you wanted to buy this particular car?
4. Compare your findings with three
classmates. (a) How did the features of
the cars you were shopping for differ? (b)
How much did the prices differ? (c) What
made the greater difference: incentives
or initial prices? (d) Why do you think
that is the case?
12 Cost Eng.
Key drivers that influence a CEO’s Software Outsourcing.pdfMindfire LLC
In a dynamic environment, new-age digital technologies are challenging the status quo in every sector. How companies react to the changes in the digital landscape could determine whether they remain relevant in the marketplace. Today, the question every CEO has to delve into is “Will I disrupt, or be disrupted?”
Identification of all areas contributing to problems and determining scope of projects are challenges for many organizations. A method to improve the outcomes can help reduce risk - find out how!
2. STRATEGIC PROJECT MANAGEMENT
What is Strategic Project Management?
• SPM is the process of managing complex projects by
combining business strategy and project management
techniques in order to implement the business strategy and to
deliver organizational breakthroughs.
• It is about discovering possibilities for adding value to the
organization.
• 2 approaches of Project Management: Conventional and Strategic.
• Conventional Project Management focuses on finding solution within given
constraints (emphasize on project administration)
• Strategic Project Management focuses on adding value to organization
and maximizing ROI (emphasize on business synergy)
Organizational Breakthrough: What we can do to make our organization better?
Synergy: Extraordinary value-added energy or force created by the working
together (teamwork) of various part.
3. STRATEGIC PROJECT MANAGEMENT
What is the difference?
Conventional PM Strategic PM
Outcome Crafting for value addition to the
organization in the dynamic
marketplace
Duration (fixed deadline,
schedule)
Timing the completion of
product/service development for
maximum cash flow
Cost (Budget) Investing to develop competitive
advantage
Competitive Advantage is determined by corporate
capabilities and their unique combination created
4. STRATEGIC PROJECT MANAGEMENT
Differences (cont)
• Entrepreneurial management is fundamentally different from
corporate management that is focused on delivering the
annual operating plan. Strategic Project Manager need to
consider your project and your project outcome lifecycle in a
wider context of the overall organizational strategy. You
should act as an entrepreneur and deal with a dynamic
business system. You should be able to manage for broader
economic and financial gain for the project and project
outcome lifecycle, thereby contributing increased shareholder
value to your company.
To be business focused
Lifting organization’s goodwill
5. STRATEGIC PROJECT MANAGEMENT
• To achieve that goal, a strategic project manager would
required to have a broader understanding of the whole
business and the way your project supports the overall
strategy and fits into the dynamics of the business
systems. You should also be prepared to fine-tune the
project budget and the project as a whole in response to
market changes and competitor actions in order to react
timely to arising problems and emerging
opportunities.
6. STRATEGIC PROJECT MANAGEMENT
Example:
• When defining scope of work for a project when a customer
relocating an office from overseas, we can also foresee they
need more than just LAN infrastructure to be ready. They
would probably need to be engaged in getting new WAN links,
wireless solutions for mobile users, set up contact center by
implementing voice solutions or maybe internal call routing to
office in overseas, etc. We should not limit ourselves to only
deliver LAN switches, cabling and consider work done. What
we can do is to speak to the personnel and redefine the
scope. If we have been awarded small portion we may issue a
Variation Order (VO) derived from the project. If the scope is
broad we may split the project into phases.
7. STRATEGIC PROJECT MANAGEMENT
What results should it produce?
• By investing to develop competitive advantage, we are able to
provide value added service that our competitor don’t. We will
become the preferred choice of vendor/partner coming up if there is
a need of change arises. (outcome)
• As we quickly identified the emerging need, adapt and react, we
could shorten the project timeline by running parallel. (duration)
• Besides projects which are of a corporate development and external
nature, there are frequently internal projects which are aimed at
reaping major organizational changed. One of an example of a
business project is the trend of offshoring by bringing the profit with
the idea on saving the overhead cost. (cost/budget)
