This document discusses the use of program management standards and methodologies at Siemens. It summarizes two key international program management standards - PMI's Standard for Program Management and OGC's Managing Successful Programmes. It describes how Siemens is using aspects of both standards to implement organizational program management and support initiatives like improving project management maturity. A key focus is on defining programs versus projects, and using program management approaches like tranches, roles like the Business Change Manager, and focusing on benefits realization to improve organizational effectiveness and efficiency.
This document discusses management problems faced by project managers in manufacturing industries. It identifies several key challenges: lack of clarity in project scope, lack of project management skills, unclear roles and responsibilities for project managers, communication deficits, shifting organizational priorities, and poorly managed project changes. The document provides examples and recommends establishing clear scope statements, applying change management processes, providing project management training, and defining project manager roles and authority to help address these issues.
Agile Certification Professional (PMI-ACP) Certification is the most coveted agile certification for project managers offered by the reputed PMI Institute. PMI-ACP certification is globally acknowledged and is valid across industries. Prepare for PMP exam with Simplilearn and make us a part of your success story. Simplilearn brings to you online PMI-ACP exam prep course that gives you the liberty to study at your pace and from your own place. This PMI-ACP presentation provides you a complete overview of basics of agile certification. Each slide covers PMI-ACP topics based on PMI-ACP exam syllabus and is prepared by our certified agile practitioners who have years of experience in agile environment. Get an understanding of PMI-ACP framework, agile methodologies, agile principles and its implementations in various projects. Cited examples and practice questions based on agile course and industry specific subjects provide better insights on each topic improving your confidence and knowledge towards attaining the agile certification goal.
This document provides an overview of managing the business case for a programme using the Managing Successful Programmes (MSP) methodology. It discusses:
1. The contents and ongoing management of the business case, including costs, benefits, risks, and the net benefit line.
2. How the business case evolves throughout the programme lifecycle from initial identification through delivery and benefits realization.
3. The key roles involved in developing, reviewing, and ensuring achievement of the business case, including the Senior Responsible Owner, Programme Manager, and Business Change Managers.
The document discusses a survey conducted by PA Consulting to identify the key drivers of effective project portfolio delivery. The survey examined two dimensions: practice maturity, which measures the quality of an organization's practices; and delivery effectiveness, which measures outcomes like meeting budgets, timelines and stakeholder satisfaction. The survey found that becoming more mature in practices like governance, portfolio management and project management generally improves effectiveness. However, organizational complexity and culture also influence effectiveness, and not all practices have an equal impact on outcomes.
This chapter discusses why project management is important for businesses. It defines what a project is and differentiates projects from regular business processes. The chapter covers the typical project life cycle stages of conceptualization, planning, execution, and termination. It also discusses different ways to define and measure project success, including considering goals related to time, budget, scope and quality. Finally, it introduces various models for assessing an organization's project management maturity.
The document outlines the Managing Successful Programmes (MSP) framework for managing organizational change programs. It defines key terms like program, project, and program management. It describes the MSP principles, governance themes, and transformational flow used to structure programs. It also discusses when the MSP approach is appropriate and provides an overview of program types, impacts, and the program management environment.
This document discusses management problems faced by project managers in manufacturing industries. It identifies several key challenges: lack of clarity in project scope, lack of project management skills, unclear roles and responsibilities for project managers, communication deficits, shifting organizational priorities, and poorly managed project changes. The document provides examples and recommends establishing clear scope statements, applying change management processes, providing project management training, and defining project manager roles and authority to help address these issues.
Agile Certification Professional (PMI-ACP) Certification is the most coveted agile certification for project managers offered by the reputed PMI Institute. PMI-ACP certification is globally acknowledged and is valid across industries. Prepare for PMP exam with Simplilearn and make us a part of your success story. Simplilearn brings to you online PMI-ACP exam prep course that gives you the liberty to study at your pace and from your own place. This PMI-ACP presentation provides you a complete overview of basics of agile certification. Each slide covers PMI-ACP topics based on PMI-ACP exam syllabus and is prepared by our certified agile practitioners who have years of experience in agile environment. Get an understanding of PMI-ACP framework, agile methodologies, agile principles and its implementations in various projects. Cited examples and practice questions based on agile course and industry specific subjects provide better insights on each topic improving your confidence and knowledge towards attaining the agile certification goal.
This document provides an overview of managing the business case for a programme using the Managing Successful Programmes (MSP) methodology. It discusses:
1. The contents and ongoing management of the business case, including costs, benefits, risks, and the net benefit line.
2. How the business case evolves throughout the programme lifecycle from initial identification through delivery and benefits realization.
3. The key roles involved in developing, reviewing, and ensuring achievement of the business case, including the Senior Responsible Owner, Programme Manager, and Business Change Managers.
The document discusses a survey conducted by PA Consulting to identify the key drivers of effective project portfolio delivery. The survey examined two dimensions: practice maturity, which measures the quality of an organization's practices; and delivery effectiveness, which measures outcomes like meeting budgets, timelines and stakeholder satisfaction. The survey found that becoming more mature in practices like governance, portfolio management and project management generally improves effectiveness. However, organizational complexity and culture also influence effectiveness, and not all practices have an equal impact on outcomes.
This chapter discusses why project management is important for businesses. It defines what a project is and differentiates projects from regular business processes. The chapter covers the typical project life cycle stages of conceptualization, planning, execution, and termination. It also discusses different ways to define and measure project success, including considering goals related to time, budget, scope and quality. Finally, it introduces various models for assessing an organization's project management maturity.
The document outlines the Managing Successful Programmes (MSP) framework for managing organizational change programs. It defines key terms like program, project, and program management. It describes the MSP principles, governance themes, and transformational flow used to structure programs. It also discusses when the MSP approach is appropriate and provides an overview of program types, impacts, and the program management environment.
I am Continuously seeking to improve my competencies and skills to provide first class professional Project Management training courses; and develop my scope experience in Project Management functions.
I am confident that my innovative and results-focused approach would make significant contribution to the continued success of your organization.
this is the first presentations uploaded to Slide Share,
For more information do not hesitate to contact me.
Ahmad H. Maharma - PMP®
Ramallah, Palestine
Phone: + (972) (2) 2968644
Mobile: + (972) (599) 001155E-Mail: ahmad.maharma@gmail.com
The document discusses the challenges of managing multi-country projects and proposes an approach using abstract and agile scheduling. It highlights difficulties like budget forecasting, resource management, and tracking across locations. The approach uses an abstract schedule for high-level planning and portfolio management, with agile detailed schedules managed quarterly by teams. Collaboration is enabled through a web tool for tasks, time tracking, documents and issues. This framework aims to provide simplicity and visibility while allowing flexibility.
The document provides an overview of the PRINCE2 project management methodology. It discusses the key elements of PRINCE2 including the principles, themes, processes, and structure. The seven principles that form the basis of PRINCE2 projects are defined, which are continued business justification, learning from experience, defined roles and responsibilities, manage by stages, manage by exception, focus on products, and tailor to suit the project. Context for how PRINCE2 can be applied within organizations and tailored for different project approaches is also provided.
This document provides an overview of a PMP exam preparation training presented by Learnerstreet International Pvt Ltd. It includes disclaimers about the use of PMP and PMBOK trademarks. The agenda covers an introduction, project integration management, and other knowledge areas. Information is provided about PMP certification requirements, fees, and the exam format. Ground rules are established for the training and it is noted that the material is based on PMBOK 5th edition.
The document discusses a new project management trend called Globally Distributed Delivery Model (GDDM). GDDM involves managing projects with teams located across multiple locations, time zones, cultures and service providers. The key challenges of GDDM include effective communication, collaboration and cultural differences across distributed teams. Some strategies to overcome these challenges are establishing clear communication frequencies and methods, developing trust among team members, and understanding cultural differences. The document provides best practices for project managers to successfully execute GDDM projects.
This document provides an overview of a company's change management services and approach. It discusses analyzing the impact of change, developing a change master plan, implementing change management activities like communication and training, and monitoring change readiness, progress and success. The company aims to facilitate organizational change processes with a focus on strategy, structure, processes, skills/behavior, tools, and cultural identity. It emphasizes assessing necessary "soft" changes to attitudes, values and behaviors.
Project recovery missions are probably one of the most difficult challenges a project manager may face. Alone a project manager cannot handle such a situation. It takes a team to do so. This presentation will show why and how team building can be an effective and efficient mean to re-align projects gone astray.
-- more information available at www.TheProjectLeadershipPyramid.net
A Balanced Scorecard approach of step-wise refinement
from Vision to Implementation of projects can be achieved
by integrating the Balanced Scorecard approach with
Project Selection Process. This will increase the quality of
the project portfolio and improve the confidence of
business sponsors that their Investment in projects will
return benefits that they perceive to be of value.
The document summarizes the key findings of a PMI study on portfolio management. It found that organizations with highly effective portfolio management saw 62% of projects meet or exceed ROI expectations, compared to 48% for minimally effective organizations. To improve, the report recommends that organizations 1) elevate portfolio management to a strategic level, 2) create a portfolio-minded culture, and 3) implement appropriate tools and practices. Highly effective organizations were much more likely to follow these recommendations, such as having senior management that understands portfolio management.
1. The document discusses the benefits of using a project management methodology to guide projects. A methodology provides structure, consistency, and a basis for measurement that can improve project performance and help the organization mature its processes.
2. Key components of a methodology include organizational standards, procedures, templates, roles and structures, collaboration channels, and tools. A methodology draws from factors like organizational attitude, standards, the business environment, and existing process assets.
3. Implementing a methodology involves defining its components, enhancing existing processes, practicing the methodology, and deploying it to guide projects. This helps the organization deliver projects strategically and with proven approaches.
Project management is the application of knowledge, skills, tools, and techniques to project activities in order to meet, or exceed, stakeholder needs and expectations from a project (Kerzner, 1992), In addition, it is commonly stated that project management is the planning, organizing, directing, and controlling of the resources fore a relatively short-term objective that has been established to complete specific goals and objectives. Project management uses the systems approach to management by having functional personnel, that is, a vertical hierarchy assigned to each specific project within a horizontal hierarchy (Pinto, J. & Slevin, 1988).
This document outlines the strategic alignment of information systems (IS) driven programs through a hierarchy. It describes the roles and responsibilities of key positions in defining organizational strategy, overseeing programs, and identifying strategic initiatives to ensure alignment between programs and strategic goals. These positions include the top-level executive, sponsor, program director, office of strategy management, and champion.
The document describes Concept Prototyping on PMAAS Suite (CPOPS), an approach for managing entrepreneurial projects. CPOPS leverages a Project Management as a Service (PMAAS) framework to prototype concepts and manage project phases in a cost-effective way with minimal risk. Each phase follows an agile methodology and waterfall model to clarify requirements and release components incrementally. CPOPS allows tasks to be prioritized flexibly in the cloud. The approach aims to help entrepreneurs focus on their business while cloud consultants efficiently manage project work.
Project portfolio management (PPM) aims to align projects with organizational strategy through assessing project proposals, allocating scarce resources, balancing project risk and size, and continually tracking projects. PPM is aimed at senior management who must ensure strategy and operations are integrated. It involves tasks like investment decision making, matching investments to objectives, and allocating assets. PPM helps improve project success rates and allows organizations to efficiently invest in opportunities critical to their future.
The document discusses project portfolio management (PPM) as a holistic approach to strategically manage initiatives through balancing risk and value, aligning projects to strategy, and using a defined multi-stage life cycle from scoping to realization. PPM aims to select the optimal mix of projects based on cost, return, risk, and other factors to maximize portfolio value while balancing resources across the project portfolio.
The document discusses project portfolio management (PPM). It outlines the core objectives of PPM as maximizing value by selecting projects with the greatest value and allocating resources effectively, achieving balance by ensuring an appropriate mix of projects, and strategic alignment by ensuring projects contribute to the overall business strategy. It identifies challenges to implementation such as lack of strategy understanding, resource conflicts, and organizational politics. It also outlines limitations, roles and responsibilities in PPM, and critical success factors.
UGA Terry College of Business, Executive Programsdstotz
The document provides information on various graduate programs, certificates, and workshops offered by the University of Georgia Terry College of Business, including their Executive MBA program, Fast Track Professional MBA, certificate programs in various business topics, and contact information for the programs.
This document discusses the use of program management standards and methodologies at Siemens. It summarizes two key international program management standards - PMI's Standard for Program Management and OGC's Managing Successful Programmes. It describes how Siemens is using aspects of both standards to implement organizational program management and support initiatives like improving project management maturity. A key focus is on defining programs versus projects, and using program management approaches like tranches, roles like the Business Change Manager, and focusing on benefits realization to improve organizational effectiveness and efficiency.
This document summarizes the SCILs Management Training Center executive training program.
The 5-month Executive CBA program provides intensive open enrollment business administration training to managers from around the world. It aims to help managers gain a holistic view of business management and apply concepts in a practical way through action-based learning.
The program covers 5 core MBA modules taught by an international faculty using case studies, tools and exercises. Feedback from past participants shows high satisfaction rates and that most were able to apply what they learned at work.
SCILs' competitive advantage is a focused training design that supports busy managers in developing leadership skills through preparing, discussing, and applying concepts to real-world business challenges.
I am Continuously seeking to improve my competencies and skills to provide first class professional Project Management training courses; and develop my scope experience in Project Management functions.
I am confident that my innovative and results-focused approach would make significant contribution to the continued success of your organization.
this is the first presentations uploaded to Slide Share,
For more information do not hesitate to contact me.
Ahmad H. Maharma - PMP®
Ramallah, Palestine
Phone: + (972) (2) 2968644
Mobile: + (972) (599) 001155E-Mail: ahmad.maharma@gmail.com
The document discusses the challenges of managing multi-country projects and proposes an approach using abstract and agile scheduling. It highlights difficulties like budget forecasting, resource management, and tracking across locations. The approach uses an abstract schedule for high-level planning and portfolio management, with agile detailed schedules managed quarterly by teams. Collaboration is enabled through a web tool for tasks, time tracking, documents and issues. This framework aims to provide simplicity and visibility while allowing flexibility.
The document provides an overview of the PRINCE2 project management methodology. It discusses the key elements of PRINCE2 including the principles, themes, processes, and structure. The seven principles that form the basis of PRINCE2 projects are defined, which are continued business justification, learning from experience, defined roles and responsibilities, manage by stages, manage by exception, focus on products, and tailor to suit the project. Context for how PRINCE2 can be applied within organizations and tailored for different project approaches is also provided.
This document provides an overview of a PMP exam preparation training presented by Learnerstreet International Pvt Ltd. It includes disclaimers about the use of PMP and PMBOK trademarks. The agenda covers an introduction, project integration management, and other knowledge areas. Information is provided about PMP certification requirements, fees, and the exam format. Ground rules are established for the training and it is noted that the material is based on PMBOK 5th edition.
The document discusses a new project management trend called Globally Distributed Delivery Model (GDDM). GDDM involves managing projects with teams located across multiple locations, time zones, cultures and service providers. The key challenges of GDDM include effective communication, collaboration and cultural differences across distributed teams. Some strategies to overcome these challenges are establishing clear communication frequencies and methods, developing trust among team members, and understanding cultural differences. The document provides best practices for project managers to successfully execute GDDM projects.
This document provides an overview of a company's change management services and approach. It discusses analyzing the impact of change, developing a change master plan, implementing change management activities like communication and training, and monitoring change readiness, progress and success. The company aims to facilitate organizational change processes with a focus on strategy, structure, processes, skills/behavior, tools, and cultural identity. It emphasizes assessing necessary "soft" changes to attitudes, values and behaviors.
Project recovery missions are probably one of the most difficult challenges a project manager may face. Alone a project manager cannot handle such a situation. It takes a team to do so. This presentation will show why and how team building can be an effective and efficient mean to re-align projects gone astray.
-- more information available at www.TheProjectLeadershipPyramid.net
A Balanced Scorecard approach of step-wise refinement
from Vision to Implementation of projects can be achieved
by integrating the Balanced Scorecard approach with
Project Selection Process. This will increase the quality of
the project portfolio and improve the confidence of
business sponsors that their Investment in projects will
return benefits that they perceive to be of value.
The document summarizes the key findings of a PMI study on portfolio management. It found that organizations with highly effective portfolio management saw 62% of projects meet or exceed ROI expectations, compared to 48% for minimally effective organizations. To improve, the report recommends that organizations 1) elevate portfolio management to a strategic level, 2) create a portfolio-minded culture, and 3) implement appropriate tools and practices. Highly effective organizations were much more likely to follow these recommendations, such as having senior management that understands portfolio management.
1. The document discusses the benefits of using a project management methodology to guide projects. A methodology provides structure, consistency, and a basis for measurement that can improve project performance and help the organization mature its processes.
2. Key components of a methodology include organizational standards, procedures, templates, roles and structures, collaboration channels, and tools. A methodology draws from factors like organizational attitude, standards, the business environment, and existing process assets.
3. Implementing a methodology involves defining its components, enhancing existing processes, practicing the methodology, and deploying it to guide projects. This helps the organization deliver projects strategically and with proven approaches.
Project management is the application of knowledge, skills, tools, and techniques to project activities in order to meet, or exceed, stakeholder needs and expectations from a project (Kerzner, 1992), In addition, it is commonly stated that project management is the planning, organizing, directing, and controlling of the resources fore a relatively short-term objective that has been established to complete specific goals and objectives. Project management uses the systems approach to management by having functional personnel, that is, a vertical hierarchy assigned to each specific project within a horizontal hierarchy (Pinto, J. & Slevin, 1988).
This document outlines the strategic alignment of information systems (IS) driven programs through a hierarchy. It describes the roles and responsibilities of key positions in defining organizational strategy, overseeing programs, and identifying strategic initiatives to ensure alignment between programs and strategic goals. These positions include the top-level executive, sponsor, program director, office of strategy management, and champion.
The document describes Concept Prototyping on PMAAS Suite (CPOPS), an approach for managing entrepreneurial projects. CPOPS leverages a Project Management as a Service (PMAAS) framework to prototype concepts and manage project phases in a cost-effective way with minimal risk. Each phase follows an agile methodology and waterfall model to clarify requirements and release components incrementally. CPOPS allows tasks to be prioritized flexibly in the cloud. The approach aims to help entrepreneurs focus on their business while cloud consultants efficiently manage project work.
Project portfolio management (PPM) aims to align projects with organizational strategy through assessing project proposals, allocating scarce resources, balancing project risk and size, and continually tracking projects. PPM is aimed at senior management who must ensure strategy and operations are integrated. It involves tasks like investment decision making, matching investments to objectives, and allocating assets. PPM helps improve project success rates and allows organizations to efficiently invest in opportunities critical to their future.
The document discusses project portfolio management (PPM) as a holistic approach to strategically manage initiatives through balancing risk and value, aligning projects to strategy, and using a defined multi-stage life cycle from scoping to realization. PPM aims to select the optimal mix of projects based on cost, return, risk, and other factors to maximize portfolio value while balancing resources across the project portfolio.
The document discusses project portfolio management (PPM). It outlines the core objectives of PPM as maximizing value by selecting projects with the greatest value and allocating resources effectively, achieving balance by ensuring an appropriate mix of projects, and strategic alignment by ensuring projects contribute to the overall business strategy. It identifies challenges to implementation such as lack of strategy understanding, resource conflicts, and organizational politics. It also outlines limitations, roles and responsibilities in PPM, and critical success factors.
UGA Terry College of Business, Executive Programsdstotz
The document provides information on various graduate programs, certificates, and workshops offered by the University of Georgia Terry College of Business, including their Executive MBA program, Fast Track Professional MBA, certificate programs in various business topics, and contact information for the programs.
This document discusses the use of program management standards and methodologies at Siemens. It summarizes two key international program management standards - PMI's Standard for Program Management and OGC's Managing Successful Programmes. It describes how Siemens is using aspects of both standards to implement organizational program management and support initiatives like improving project management maturity. A key focus is on defining programs versus projects, and using program management approaches like tranches, roles like the Business Change Manager, and focusing on benefits realization to improve organizational effectiveness and efficiency.
This document summarizes the SCILs Management Training Center executive training program.
The 5-month Executive CBA program provides intensive open enrollment business administration training to managers from around the world. It aims to help managers gain a holistic view of business management and apply concepts in a practical way through action-based learning.
The program covers 5 core MBA modules taught by an international faculty using case studies, tools and exercises. Feedback from past participants shows high satisfaction rates and that most were able to apply what they learned at work.
SCILs' competitive advantage is a focused training design that supports busy managers in developing leadership skills through preparing, discussing, and applying concepts to real-world business challenges.
http://www.universitieshandbook.com English management training in Germany, Switzerland, England, USA, Japan and Poland.
For many experienced managers, executives and specialists, Boston Business School is the partner of choice when it comes to expanding their skill sets, broadening their functionalities, and globalizing their perspectives.
Explore how Boston Business School's programs meet your needs and priorities in the following fields: http://www.universitieshandbook.com
1) The document discusses the opportunity for technology to improve organizational efficiency and transition economies into a "smart and clean world."
2) It argues that aggregate efficiency has stalled at around 22% for 30 years due to limitations of the Second Industrial Revolution, but that digitizing transport, energy, and communication through technologies like blockchain can help manage resources and increase efficiency.
3) Technologies like precision agriculture, cloud computing, robotics, and autonomous vehicles may allow for "dematerialization" and do more with fewer physical resources through effects like reduced waste and need for transportation/logistics infrastructure.
The Six Highest Performing B2B Blog Post FormatsBarry Feldman
If your B2B blogging goals include earning social media shares and backlinks to boost your search rankings, this infographic lists the size best approaches.
L2-INTRODUCTION TO PROJECT MANAGEMENT.pptxARLIEFRESNIDO2
Project management involves applying processes, methods, skills and experience to achieve project objectives within agreed timescales and budgets. It focuses on planning, organizing resources, and guiding a project team through all phases. A program refers to multiple related projects managed as a single package by a program manager to achieve collective outcomes. Emerging trends in project management include increased use of artificial intelligence for automation, hybrid project management approaches, emphasis on emotional intelligence, data analytics, advanced tools, and remote working.
The document discusses various approaches to project management including PMBOK, PRINCE2, and Six Sigma. It provides details on:
1) The five process groups and ten knowledge areas that PMBOK recognizes as typical for almost all projects.
2) The key aspects that PRINCE2 emphasizes such as organizing/planning before starting work and controlling a project once started.
3) How Six Sigma uses green belts and black belts for projects and that these typically last 4 months, with management control through goals rather than formal project management.
The document discusses effective management of large projects in the automobile industry. It begins with acknowledgments and prefaces the importance of project management. It then outlines the following key points:
1. It defines projects and their characteristics, and discusses how to classify projects based on complexity.
2. It explains the need for program and project management to execute projects on time, budget and scope, and minimize costs.
3. It proposes a 7 step approach to project management: initiating, planning, executing, monitoring and controlling, closing, analysis and feedback.
4. For each step it provides details on the activities and goals, such as developing a project charter, managing risks, communications, and procurement.
Projects focus on delivering outputs within scope, time and budget constraints, while programs aim to achieve broader strategic objectives and deliver lasting benefits. While most projects are delivered on time and budget, over half fail to meet business expectations due to an inadequate focus on benefits realization. Effective program management considers benefits identification, analysis, planning and delivery to better align initiatives with strategic goals and stakeholder needs. It requires capabilities beyond traditional project management like strategic alignment, stakeholder engagement and change management. Transitioning from a project to program orientation involves shifting from a delivery to benefits focus.
This document provides guidance for getting started with managing a programme based on best practices from Managing Successful Programmes (MSP). The key first steps outlined are to establish the vision and scope of the programme by defining the blueprint, identifying related projects, and beginning to plan the programme. It emphasizes asking questions to understand the strategic objectives and stakeholder support, and considering the organizational framework and resources available to support programme management and change delivery. The next steps then focus on iteratively defining the programme scope and capabilities in the blueprint, identifying projects, and developing the initial programme plan to lay out the expected tasks, activities, and timelines for delivery.
The document discusses 7 keys to sustaining project excellence: 1) Establishing project management processes; 2) Defining an organizational structure with roles and responsibilities; 3) Selecting project management tools to support processes; 4) Ensuring capable people are in key roles; 5) Establishing involvement and communication guidelines; 6) Implementing project performance management; and 7) Leadership commitment to a high-performing project organization. The article provides examples of how organizations have implemented these keys to improve project success rates and better achieve business results. Sustaining excellence requires a long-term, comprehensive approach rather than a single quick fix.
This presentation was delivered as part of the corporate training that i conduct.
The sessions were for the project managers & Sr project managers, who are aspiring to be the program managers.
Read about the Quality Management Process on page 25 of the text. .docxcatheryncouper
Read about the Quality Management Process on page 25 of the text.
1. Why are measurements critical to quality management? What types of measures are available for quality?
2. How important is it to include a quality assessment in your project WBS? What can happen if quality is overlooked?
3. Let’s do a little research on Six Sigma. What is it and why is it important to quality management?
Additional Instructions:
For Threaded Discussion 2, read about the Quality Management Process on page 25 of the text.
In your paper explain why are measurements critical to quality management and explain the types of measures are available for quality that a Project Manager can use.
Explain why it is important to include a quality assessment in your project’s WBS and include what can happen if quality is overlooked.
We will use Six Sigma as a means to support quality. Do some research and briefly explain what it is and why is it important to quality management.
Be sure to include an introduction, body of your paper, and conclusion.
TD2’s paper should be a minimum two pages not including APA title and Reference page. Use APA 6th edition, citations and references must be correctly used, and grammar and punctuation at par.
Post your paper due no later than Friday night August 15th by 11:59pmMT, in this discussion. Response to classmate papers is not necessary.
TD1 paper is worth 15 points. (Questions 10 pts., Format/Mechanics 3 pts., Grammar and APA 2 pts.)
I will use Turnitin to validate originality.
Thank You,
Alex
Students will find several direct links to the PMBoK in this text. First, the key terms and their definitions are intended to follow the PMBoK glossary (included as an appendix at the end of the text). Second, chapter introductions will also highlight references to the PMBoK as we address them in turn. We can see how each chapter not only adds to our knowledge of project management but also directly links to elements within the PMBoK. Finally, many end-of-chapter exercises and Internet references will require direct interaction with PMI through its Web site.
As an additional link to the Project Management Institute and the PMBoK, this text will include sample practice questions at the end of relevant chapters to allow students to test their in-depth knowledge of aspects of the PMBoK. Nearly 20 years ago, PMI instituted its Project Management Professional (PMP) certification as a means of awarding those with an expert knowledge of project management practice. The PMP certification is the highest professional designation for project management expertise in the world and requires in-depth knowledge in all nine areas of the PMBoK. The inclusion of questions at the end of the relevant chapters offers students a way to assess how well they have learned the important course topics, the nature of PMP certification exam questions, and to point to areas that may require additional study in order to master this material.
This text ...
The document discusses the initiating process for projects, including pre-initiating tasks, breaking large projects into smaller phases, and key initiating tasks like creating a project charter and holding a kick-off meeting. It provides an example of initiating the Just-In-Time Training project at Global Construction, which was divided into two phases with defined scope, time, and cost goals for phase one. The importance of top management support and developing an organizational project management methodology are also covered.
The document provides an overview of building a collaborative project management office (PMO) at an organization. It begins with defining key terms like project, program, and portfolio. It then discusses the history and evolution of PMOs from the 1920s to present day. The document outlines various PMO typologies and maturity models. It also provides a case study analysis of implementing a PMO at Regus, a large flexible office space provider. The case study describes conducting a project audit at Regus and developing a collaborative approach and objectives for the new PMO. Finally, the document discusses various project lifecycle stages and tools for strategic project portfolio management.
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
A CCP is an experienced practitioner with advanced knowledge and technical expertise to apply the broad principles and best practices of Total Cost Management (TCM) in the planning, execution and management of any organizational project or program. CCPs also demonstrate the ability to research and communicate aspects of TCM principles and practices to all levels of project or program stakeholders, both internally and externally.
The document describes how Lean and the EFQM Excellence Model are complementary tools for continuous improvement. It explains that Lean is used to structure improvements identified through EFQM assessments, which provide strategic direction and assess performance gaps. Both approaches are people-centric and focus on long-term, customer-oriented continuous improvement. The EFQM Model addresses leadership, strategy, partnerships and results, while Lean structures how improvements are delivered.
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.
Project management is over the use of specific skills, knowledge and techniques to improve something of value. Examples of projects include software development, building construction and relief operations after natural disasters.
This document discusses key challenges that organizations face when adapting agile methodologies. It outlines 7 main challenges: having no clear plan for agile adaptation; believing training is enough without coaching; lack of committed agile coaches; expecting revolutionary changes immediately; viewing openness as a threat; lack of self-discipline and teamwork; and communication gaps within the organization. The document provides an overview of agile methodology and principles and recommends a phased change management approach when transitioning to agile in order to address challenges and have a successful transformation.
This document discusses strategic deployment of program management best practices in financial institutions. It provides an overview of two prominent program management frameworks: PMI's Standard for Program Management (SPM) and the UK government's Managing Successful Programs (MSP). The SPM framework focuses on governance, lifecycle, benefits management, and processes. The MSP uses a two-layer approach concentrating on principles and core activities. Currently, many financial institutions do not follow industry standards and have inconsistent internal frameworks. The document proposes a deployment model with three work streams to communicate guidelines, train program managers, and rollout the best practice framework globally across divisions.
Similar to Strausser PMI Global Congress 2009 NA Paper (20)
Navigating the world of forex trading can be challenging, especially for beginners. To help you make an informed decision, we have comprehensively compared the best forex brokers in India for 2024. This article, reviewed by Top Forex Brokers Review, will cover featured award winners, the best forex brokers, featured offers, the best copy trading platforms, the best forex brokers for beginners, the best MetaTrader brokers, and recently updated reviews. We will focus on FP Markets, Black Bull, EightCap, IC Markets, and Octa.
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.
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
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.
The 10 Most Influential Leaders Guiding Corporate Evolution, 2024.pdfthesiliconleaders
In the recent edition, The 10 Most Influential Leaders Guiding Corporate Evolution, 2024, The Silicon Leaders magazine gladly features Dejan Štancer, President of the Global Chamber of Business Leaders (GCBL), along with other leaders.
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.
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.
Building Your Employer Brand with Social MediaLuanWise
Presented at The Global HR Summit, 6th June 2024
In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement – helping to position your organization as an employer of choice in today's competitive talent landscape.
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.
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.
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buy old yahoo accounts buy yahoo accountsSusan Laney
As a business owner, I understand the importance of having a strong online presence and leveraging various digital platforms to reach and engage with your target audience. One often overlooked yet highly valuable asset in this regard is the humble Yahoo account. While many may perceive Yahoo as a relic of the past, the truth is that these accounts still hold immense potential for businesses of all sizes.