The document provides an overview of project planning and earned value management for a T24 project. It discusses defining deliverables, creating a work breakdown structure and project plan in Microsoft Project, tracking progress to calculate earned value, and using earned value trends and reports for project control. Graphics from Microsoft SharePoint and Project are shown as examples of how lower deliverables, the project schedule, and earned value metrics were managed for the T24 project.
We are a leading global IT services and solutions company providing value propositions to our clients in the areas of banking and financial services to redefine and impact the core of their businesses. Since inception in 2003 we transformed into an integrated portfolio of services and solutions with extensive R&D and leveraged many banks in achieving their business objectives. Our extensive exposure to various core banking applications and processes and IT verticals has been our holistic approach in serving our clients with delight.
Application Management and Support - Shared Services Featuring the Pay Per Ti...Jade Global
Today, a variety of IT applications support business processes, giving it a competitive edge. Hence, applications that drive these businesses need to evolve just as rapidly while ensuring uninterrupted service to the customer.
Systems and applications do stabilize over time, but they still need maintenance. However, maintaining support resources and infrastructure can be costly and time consuming. Several models have emerged in the recent past that try and address this challenge, however a majority of them have had little success, frustrating service providers and customers alike and leaving neither of them satisfied.
In this webinar, our Consulting Director, Manoj Machiwal, will talk about how to address these challenges using the Pay per Ticket Model, a phase of new revolution in the AMS industry.
Get the maximum from your application support and maintenance investments and take a look at the future road map of AMS.
Know more, please visit: http://www.jadeglobal.com/
We are a leading global IT services and solutions company providing value propositions to our clients in the areas of banking and financial services to redefine and impact the core of their businesses. Since inception in 2003 we transformed into an integrated portfolio of services and solutions with extensive R&D and leveraged many banks in achieving their business objectives. Our extensive exposure to various core banking applications and processes and IT verticals has been our holistic approach in serving our clients with delight.
Application Management and Support - Shared Services Featuring the Pay Per Ti...Jade Global
Today, a variety of IT applications support business processes, giving it a competitive edge. Hence, applications that drive these businesses need to evolve just as rapidly while ensuring uninterrupted service to the customer.
Systems and applications do stabilize over time, but they still need maintenance. However, maintaining support resources and infrastructure can be costly and time consuming. Several models have emerged in the recent past that try and address this challenge, however a majority of them have had little success, frustrating service providers and customers alike and leaving neither of them satisfied.
In this webinar, our Consulting Director, Manoj Machiwal, will talk about how to address these challenges using the Pay per Ticket Model, a phase of new revolution in the AMS industry.
Get the maximum from your application support and maintenance investments and take a look at the future road map of AMS.
Know more, please visit: http://www.jadeglobal.com/
A service catalog (or catalogue), is an organized and curated collection of any and all business and information technology related services that can be performed by, for, or within an enterprise.
enhanced Telecommunication Operating Model (e-TOM) is part of TM Frameworx. The eTOM is a comprehensive standard business processes framework. It is industry standard best practices and recommends for all business processes and or rules to support Business Support Systems (BSS) /Operation Support Systems (OSS) for communications Service providers (CSP) space. Please visit the TM Forum site for details:
https://www.tmforum.org/business-process-framework/
Donna Knapp, Curriculum Development Manager, ITSM Academy
How to Create a Great Customer Experience
A key activity in the ITIL 4 service value chain is 'engage'. One reason why this activity is particularly important is that it represents the start of the customer journey. The most successful organizations understand and master the customer journey; often by walking in their customers’ shoes and experiencing the end-to-end journey for themselves.
In this session, Donna Knapp introduces concepts from the new ITIL® 4: Drive Stakeholder Value publication including ways to optimize the customer journey and create a great customer experience.
Strategies for Effective Hardware and Software Asset ManagementCA Technologies
Pro-actively managing IT assets and effectively planning for what’s next are not easy in increasingly complex IT environments. Learn about a government agency's journey to successful implementation of hardware and software asset management. Walk away with more in your toolbox to aid your own journey to building a sound strategic and tactical approach to IT Asset Management solutions from CA Technologies.
For more information on Management Cloud solutions from CA Technologies, please visit: http://bit.ly/1wEnPhz
Network Operation Centre Highlights and Practices
In complex networks, the telecom operators and IT organizations can consider the report for high level planning and operations
Your Challenge
Service desk managers with immature service desk processes struggle with:
Low business satisfaction.
High cost to resolve incidents and implement requests.
Confused and unhappy end users.
High ticket volumes and a lack of root-cause analysis to reduce recurring issues.
Wasted IT time and wages resolving the same issues time and again.
Ineffective demand planning.
Our Advice
Critical Insight
Don’t be fooled by a tool that’s new. A new service desk tool alone won’t solve the problem. Service desk maturity improvements depend on putting in place the right people and processes to support the technology.
Service desk improvement is an exercise in organizational change. Engage specialists across the IT organization in building the solution, and emphasize how everyone stands to benefit from the initiative.
Organizations are sometimes tempted to track their work under a single ticket type. Unfortunately, the practice obscures the fact that incidents, requests, and projects require radically different amounts of time and resources, and can create the impression that IT is underperforming. Distinguish between incidents, requests, and projects, and design specific processes to support and track the performance of each activity.
Remember, the value of any IT service management (ITSM) tool is a function of the processes it supports and the adoption of those processes. The ITSM tool with the best functionality is worth little if you do not build the right processes, configure the tool to support them, and work to improve tool adoption in your organization.
Impact and Result
Increase business satisfaction.
Reduce recurring issues and ticket volumes.
Reduce average incident resolution time and average request implementation time.
Increase efficiency and lower operating costs.
Enhance demand planning.
La sfida delle compliance e della riduzione dei costi applicando in modo sistematico l'efficacia della gestione del ciclo di vita del software
Fausto Wiget, HP Software Professional Services Consulting Manager ITSM
A service catalog (or catalogue), is an organized and curated collection of any and all business and information technology related services that can be performed by, for, or within an enterprise.
enhanced Telecommunication Operating Model (e-TOM) is part of TM Frameworx. The eTOM is a comprehensive standard business processes framework. It is industry standard best practices and recommends for all business processes and or rules to support Business Support Systems (BSS) /Operation Support Systems (OSS) for communications Service providers (CSP) space. Please visit the TM Forum site for details:
https://www.tmforum.org/business-process-framework/
Donna Knapp, Curriculum Development Manager, ITSM Academy
How to Create a Great Customer Experience
A key activity in the ITIL 4 service value chain is 'engage'. One reason why this activity is particularly important is that it represents the start of the customer journey. The most successful organizations understand and master the customer journey; often by walking in their customers’ shoes and experiencing the end-to-end journey for themselves.
In this session, Donna Knapp introduces concepts from the new ITIL® 4: Drive Stakeholder Value publication including ways to optimize the customer journey and create a great customer experience.
Strategies for Effective Hardware and Software Asset ManagementCA Technologies
Pro-actively managing IT assets and effectively planning for what’s next are not easy in increasingly complex IT environments. Learn about a government agency's journey to successful implementation of hardware and software asset management. Walk away with more in your toolbox to aid your own journey to building a sound strategic and tactical approach to IT Asset Management solutions from CA Technologies.
For more information on Management Cloud solutions from CA Technologies, please visit: http://bit.ly/1wEnPhz
Network Operation Centre Highlights and Practices
In complex networks, the telecom operators and IT organizations can consider the report for high level planning and operations
Your Challenge
Service desk managers with immature service desk processes struggle with:
Low business satisfaction.
High cost to resolve incidents and implement requests.
Confused and unhappy end users.
High ticket volumes and a lack of root-cause analysis to reduce recurring issues.
Wasted IT time and wages resolving the same issues time and again.
Ineffective demand planning.
Our Advice
Critical Insight
Don’t be fooled by a tool that’s new. A new service desk tool alone won’t solve the problem. Service desk maturity improvements depend on putting in place the right people and processes to support the technology.
Service desk improvement is an exercise in organizational change. Engage specialists across the IT organization in building the solution, and emphasize how everyone stands to benefit from the initiative.
Organizations are sometimes tempted to track their work under a single ticket type. Unfortunately, the practice obscures the fact that incidents, requests, and projects require radically different amounts of time and resources, and can create the impression that IT is underperforming. Distinguish between incidents, requests, and projects, and design specific processes to support and track the performance of each activity.
Remember, the value of any IT service management (ITSM) tool is a function of the processes it supports and the adoption of those processes. The ITSM tool with the best functionality is worth little if you do not build the right processes, configure the tool to support them, and work to improve tool adoption in your organization.
Impact and Result
Increase business satisfaction.
Reduce recurring issues and ticket volumes.
Reduce average incident resolution time and average request implementation time.
Increase efficiency and lower operating costs.
Enhance demand planning.
La sfida delle compliance e della riduzione dei costi applicando in modo sistematico l'efficacia della gestione del ciclo di vita del software
Fausto Wiget, HP Software Professional Services Consulting Manager ITSM
Promo_Epc project rule of credit and progress measurement ignitetribes
Project progress monitoring and control is one of the most important tasks of construction project management. Many times planner or project manager not able.The hardest part of project controls is accurate performance measurement of work accomplished.
Taking time out to establish repeatable rules of credit can literally remove 75% of the performance measurement "guessing game" out of the equation.
In this book we don't just explain on what is rule of credit but we also provide tonnes of examples on how to establish the weighted milestone. It's a ready to be plug and plan in your project control measurement.
Log in to ignitetribes.com to purchase the book.
Project Management Plan Templatewww.ProjectManagementDocs.com.docxwkyra78
Project Management Plan Template
www.ProjectManagementDocs.com
NOTE: As you complete each section for Week 2 (not submitted until Week 3), Week 3, and 4 remove the Green text in the template as you update each section with your own thoughts on how you will manage the project you are proposing. Using sections verbatim from the Template is considered Plagiarism and the template is just an Example of what should be in each section. Each section should be updated with your OWN work.
Project Management Plan
<Project Name>
Company Name
Street Address
City, State Zip Code
Date
Table of Contents
2Introduction
2Project Management Approach
3Project Scope
3Milestone List
4Schedule Baseline and Work Breakdown Structure
4Change Management Plan
5Communications Management Plan
7Cost Management Plan
9work Management Plan
9Project Scope Management Plan
10Project Monitoring Strategies
10Quality Management Plan
11Risk Management Plan
12Risk Register
12Staffing Management Plan
13Resources
13Budget
14Quality Baseline
15Sponsor Acceptance
Introduction
The Introduction provides a high level overview of the project and what is included in this Project Management Plan. This should include a high level description of the project and describe the projects deliverables and benefits. Excessive detail is not necessary in this section as the other sections of the project plan will include this information. This section should provide a summarized framework of the project and its purpose. Look back at the Project Charter for information to include in this section.
Total Software Incorporated (TSI) has recently approved the SmartVoice project to move forward for project initiation within the research and development (R&D) group. This project will result in the development of new voice recognition software and supports TSI’s corporate strategy of providing progressive solutions to clients which improve productivity in both the workplace and home environment. While voice recognition software is currently available, TSI believes that new technological developments will enable our team to develop a solution far superior to what is currently available.
TSI has been successful in gaining market share because of its aggressive pursuit of product quality, ease of use, flexibility, and customer service. Additionally, customers understand that our products may be applied to a wide range of uses for business and personal functions. By leveraging our reputation for superior quality and user-friendly products, and capitalizing on new technology, TSI can position itself as the premier provider of effective and easy to use voice recognitions software in today’s marketplace.Project Management Approach
This section is where you outline the overall management approach for the project. This section should describe, in general terms, the roles and authority of project team members. It should also include which organizations will provide resources for the project and any res ...
If projects are the primary driver of your revenue this webcast is for you. Come learn how to optimize the project lifecycle in your organization.
Learning Objectives:
How to make the project lifecycle come alive
Growth, It All Starts with a Plan
CRM
Pipeline
Winning new Contracts
Execution
Budgeting
Forecasting
Earned Value Management
Project Management Office
Reporting/Analysis
This is PMBOK Guide Monitor and Control Process Group - Part Two. It includes six Knowledge Area - Project Time Management, Project Cost Management, Project Communications Management, Project Procurement Management, Project Stakeholder Management, and Project Risk Management - with six processes - Control Schedule, Control Costs, Control Communications, Control Control Procurements, Control Stakeholder Engagement and Control Risks -.
What is Software project management?? , What is a Project?, What is a Product?, What is Project Management?, What is Software Project Life Cycle?, What is a Product Life Cycle?, Software Project, Software Triple Constraints, Software Project Manager, Project Planning,
A Project Management Office, abbreviated to PMO, is a group or department within a business, agency or enterprise that defines and maintains standards for project management within the organization. The PMO strives to standardize and introduce economies of repetition in the execution of projects.
Project Management Plan Templatewww.ProjectManagementDocs.com.docxbriancrawford30935
Project Management Plan Template
www.ProjectManagementDocs.com
Project Management Plan Template
This Project Management Plan Template is free for you to copy and use on your project
and within your organization. We hope that you find this template useful and
welcome your comments. Public distribution of this document is only permitted
from the Project Management Docs official website at:
www.ProjectManagementDocs.com
Project Management Plan
<Project Name>
Company Name
Street Address
City, State Zip Code
Date
Table of Contents
2Introduction
2Project Management Approach
3Project Scope
3Milestone List
4Schedule Baseline and Work Breakdown Structure
4Change Management Plan
5Communications Management Plan
7Cost Management Plan
9Procurement Management Plan
9Project Scope Management Plan
10Schedule Management Plan
11Quality Management Plan
13Risk Management Plan
13Risk Register
13Staffing Management Plan
15Resource Calendar
15Cost Baseline
16Quality Baseline
17Sponsor Acceptance
Introduction
The Introduction provides a high level overview of the project and what is included in this Project Management Plan. This should include a high level description of the project and describe the projects deliverables and benefits. Excessive detail is not necessary in this section as the other sections of the project plan will include this information. This section should provide a summarized framework of the project and its purpose. Look back at the Project Charter for information to include in this section.Project Management Approach
This section is where you outline the overall management approach for the project. This section should describe, in general terms, the roles and authority of project team members. It should also include which organizations will provide resources for the project and any resource constraints or limitations. If there are any decisions which must be made by specific individuals—for example authorizing additional funding by the project sponsor—this should also be stated here. It should be written as an Executive Summary for the Project Management Plan.
State the scope of the project in this section. The scope statement from the project charter should be used as a starting point; however, the project plan needs to include a much more detailed scope than the charter. This detail should include what the project does and does not include. The more detail included in this section, the better the product. This will help to clarify what is included in the project and help to avoid any confusion from project team members and stakeholders. Milestone List
Provide a summary list of milestones including dates for each milestone. Include an introductory paragraph in this section which provides some insight to the major milestones. This section should also mention or discuss actions taken if any changes to the milestones or delivery dates are required.
Milestone
Description
Date
Complete Requirements Gather.
IS EARNED VALUE + AGILE A MATCH MADE IN HEAVEN?
Increasing the Probability of Program Success requires by connecting the dots between EV and Agile Development.
Presented at
The Nexus of Agile Software Development and
Earned Value Management, OSD-PARCA,
February 19 – 20, 2015
Institute for Defense Analysis, Alexandria, VA
A graphical CV for the more business driven clients, this CV format reflects myself in a more personal way. Its more intuitive to read for the client and it shows some of my additional skills and influential professionalism to reflect my career in a format different to other candidates and to a potential employer
I created this document to allow resources in the financial institutional sector to benefit from someone who is experienced in supporting BCBS projects from a PMO perspective. In summary it provides the reader with a deeper understanding of BCBS and what's required to be successfully compliant. It also provides information in layman's (rather then jargon) and gives a general insight into what BCBS is about, and how compliance requirements need to align to the 14 principles.
This will help you (the candidate) prepare for a competency based interview using the STAR technique.
It contains common Q&A's that I've been asked to answer during an interview. I've tried to make the questions more generic so you can use these to relate your responses to your roles.
This document is another voluntary contribution I've created to help others in the market to have the edge in the market and to support my personal development units required to maintain some of my qualifications.
I created this document because I wanted to start saving some of the common formulas that I have managed to repeatedly re-use and sometimes its difficult to remember them when i really need them so this tracker helps me remember them and will help others use the functions that are commonly used to save time within our daily jobs to manipulate data effectively.
This presentation gives a high level overview of how you can adapt and use multiple and singular project management tools in collaboration to achieve EVM and many other PMO features. I work with for the consultancy company called Banking Alliance Ltd providing Project management services to its clients Slide 23 is animated so apologies for the overlapping text in the slideshare version.
2. Contents Objective Fact about Earned Value Management Earned Value definitions & descriptions How to Produce Earned Value Introduction to the “Project Planning Approach” utilizing the top level down & bottom level up mechanism for planning a T24 project. - Two screenshots showing how the lower deliverables can be managed more effectively in Microsoft Sharepoint - Microsoft Project and how Earned Value is derived. - Weekly Earned Value analytical graph. - Earned Value trend analysis across the T24 project. Introduction to the planning process and how it was integrated into the T24 project. - Example of a High Level Work Breakdown Structure For a T24 Methodology - The planning process - The control process Overview of Microsoft Sharepoint T24 Project Dashboard
3. Objective The objective of this slideshow is to provide the audience with the following: A high level overview of Earned Value Analysis and the benefits of using this analytical method to measure a projects progress. How Earned Value Management enhances project performance by allowing the project audience to exhume levels of detail from any project and retrieve statistics that can be measured against the baseline under project control. A detailed overview of one specific phase from the project which will define how to approach project planning for this type of project, using combined solutions of both Microsoft Sharepoint Services and Microsoft Project 2007. Define and show how the iterative project planning process works within the Hub T24 project and how the best practice of maintaining and enforcing this process within a project of this magnitude. Review of the project dashboard – Implemented a one stop solution for visual knowledge about the project for senior management.
4. Facts About Earned Value Organisations often want to know some of the following questions when Considering using the Earned Value Technique What is EVM? It’s a metric devised to achieve meaningful comparisons between planned and completed work. Earned Value allows projects to show early indications of cost and schedule overruns within a project by using controlled mechanisms that are enforced before the baseline of the project. The three basic main elements of EVT are PV, EV, and AC. These are the core analytical acronyms that are used to produce the statistics for EVA. Why should we adopt the EVT within our organisation and what are the benefits to using EVA within a project? The EVM technique integrates the triple constraints of scope, time and cost and is becoming a wide spread form of tracking mechanism for projects. It evaluates progress analytically and this been known for its proven and established efficiencies it brings to any project. EVT allows you to have more control and management of the project. Coupled with good planning and effective use of EVM will reduce the impact to a significant number of project issues which are due to schedule and cost overrun. EVM also aids in negotiations with the end customers about scope increase, because cost and schedule increases nearly always occur due to scope creep and this will be quite evident to stakeholders. EVM also provides statistics to stakeholders when reporting on project performance because EVM can show past, current and predicted forecast performance and this shows a greater level of detail.
7. The dependencies are built upon the independency relationships that is scaled out from the WBS and these are done in either the project plan itself or in a integrated solution that has been designed within MSP.
8. You also need a list of assumed or available resources including their costs and the designated tasks they have been delegated to own.
9.
10. Project Planning Approach A combination of a top level down and a bottom level up approach was used to track and measure the deliverables of the project. This provides senior management with the ability to view the project from a high level financially and at the lower level products. Products like MPP and MSP where used to store, maintain and effectively manage the project and to provide advanced dynamic reporting to the stakeholders. The following slides are document outputs from MSP and MPP showing the planning solutions that were used for the T24 project at KBL bank, which includes an example of a T24 WBS methodology.
11. High Level WBS For A T24 Project Including the Methodology START Gap Analysis Functional Design DST based Development System Testing Functional Catalogue Local Code Conversion Migration Testing Migration Design Technical Design Non Functional Testing Architecture Unit Testing Build Team UAT Testing Business Process Testing Dress Rehearsal Implementation Migration Cutover Training END BPT & UAT Testing Team Implementation Team
14. Microsoft Project With Earned Value The below example is a screen shot showing the high level deliverables of the securities areasituated within the design & analysis phase of the project. This report allows seniormanagement to view the project at phase level. The below screenshot shows how we retrievethe Earned Value statistics.
18. The Control ProcessThe Planning Processis a high level overview that provides a detailed analysis and breakdown of each work stream in the T24 program. The goal of the planning phase is to have clear timeframes driven by concrete milestones, by which the project can be measured against. The Control Process is where you should monitor the progress and constantly review the SPI and CPI for the project, so that the tolerance thresholds are controlled. If you exceed a project tolerance then actions are invoked to allow senior management to review the relevant work stream and implement corrective action to reduce or eradicate the issue at an early stage. The breakdown of the high level solutions for the planning and control processes can be seen in the next slides.
19. Plan Tasks Resources Re-Forecast Budget T24 High Level Planning Process High Level Planning Process Solution Earned Value Reporting WBS By Phase Access Reports Financial Reporting
Glossary Of TermsPV = Planned ValueEV = Earned ValueAC = Actual CostEVA = Earned Value AnalysisEVM = Earned Value ManagementEVT = Earned Value Technique
SME = Subject Matter ExpertMPP = Microsoft Project 2003/2007WIP = Work In ProgressMSP = Microsoft Sharepoint ServicesWBS = Work Breakdown Structure - The WBS is aconsolidated group of chronological deliverables that will be used to understand the fundamental requirements tobuild the tasks within the MPP plan. The best way to produce a WBS is using a grouped consensus of SME’s whounderstand the final product and what it takes to produce it.
Glossary Of TermsMPP = Microsoft Project PlanMSP = Microsoft SharepointT24 = Temenos 24
For each component listed above there is a separate work stream and this is broken down into further products to produce actual deliverables.
Double Click To OpenMSP = Microsoft Sharepoint ServicesThis slide shows you how the lower level deliverables that are depicted and maintained in MSP You can clearly see here the DSF/DST’s and the quality reviews for each of the product deliverables that were assigned to resources who provided updates and progressive comments to each of the lower level deliverables as and when they are actively in progress, completed or just as an update. The owners also have the ability to setup alerts so that this makes it easier for them to track the tasks in project. Coupled with this it is also possible to build Gantt charts in Sharepoint so you can clearly see progress the next slide shows the a real definitive amount of detail to a particular area of the T24 project.
Double click to review in full screen.High level overview showing how a Temonos T24 project effectively making use of the functionality within Microsoft SharePoint to manage the lower level deliverables. This allows for clear visibility to the project and allows work stream leads/owners to take manage their phase of the project at a definitive level. This helps to maintain efficiency and productivity of all deliverables that have been specified.
High Level overview of the Microsoft plan showing Earned Value. The two values below are the main factors that contribute to schedule and cost performance and these are the values that are constantly measured against the tolerance margins and these are the measurements that are used to monitor cost and schedule overrunSPI = Schedule Performance Index CPI = Cost Performance Index
Double Click To OpenExample EV Showing AC =Actual CostEV =Earned ValuePV =Planned ValueThis graph shows that actual cost is over what has been planned and the Earned Value and Planned Value are at equal status.
Glossary Of TermsT24 = Name of the Temenos Product that is being implementedDouble click the slide because its an embedded document for a better view.This is a full analytical overview of Earned Value for the T24 project showing trend analysis over the course of the project.
Glossary Of TermsCPI = Cost Performance IndexSPI = Schedule Performance IndexT24 = Name of the Temenos Product that is being implemented
This is a high level overview defining the preferred solutions used to implement a Temenos T24 project for an example project for KBL bank for a £17.5m projectThis shows how four software solutions where used to successfully integrate Temenos T24 into the business. The following is a small breakdown of the above process:WBS structure segregated into phases and a financial budget proposed to each phase of the project providing distinction to where the budget is being spent When the financials are broken down the tasks can be estimated, planned and forecasted within the WBS of the project. There is a clear interaction and relationship of collaborating financials with Microsoft Project plans, which have an output of Earned Value that is fed into Microsoft Sharepoint for visualisation and project governance, control and reporting.Microsoft Access works interactively with Microsoft Sharepoint Reporting Services to provide clear and concise reporting for senior management.
Glossary Of TermsT24 = Name of the Temenos Product that is being implementedDouble Click To Open: Embedded Document
Glossary Of TermsMSP = Microsoft Sharepoint T24 = Name of the Temenos Product that is being implementedDouble Click To Open: Embedded DocumentProject DashboardThis dashboard has been designed and implemented and shows the following: Links to all Microsoft project plansLinks to all EV trend graphs for each phaseLinks to the lower level deliverables for each phaseOwners to each phaseWBS showed and maintainedPDF documents showing cost analysis to each plan and phase of the project.% complete