The Project Management landscape is changing and so are the skills required to be a good project manager. Structured and progressive skills are intermingled and hybrid methodologies are common place these days.
Before commencement of any project, the first thing that we need to do is project planning. Any reasonable project manager* certainly understands importance of planning a project well. Carefully planned project takes into account necessary aspects of a project (e.g. tasks, milestone, schedule,risks, communication, quality, etc.) and provide a plan which project team can refer during execution.
1. This document introduces stakeholder management and its importance for successful projects and organizations. Stakeholders are individuals or groups that are impacted by or can impact a project or organization.
2. It defines stakeholders and provides examples of common stakeholder types for organizations. Organizational stakeholders must be identified and prioritized. Project stakeholders are also unique to each project.
3. Stakeholder influence comes from their legitimacy and power related to a project or organization. Stakeholders must be managed to maximize benefits and minimize negative impacts. Examples of successful and unsuccessful stakeholder management are provided.
Strategic management involves identifying strategies to help organizations achieve competitive advantages and better performance. It is a continuous process that includes environmental scanning, strategy formulation, implementation, and evaluation. Managers must understand internal strengths/weaknesses and external opportunities/threats to develop strategies. The key aspects of strategic management are setting a mission, vision and goals, and aligning the organization's resources and activities to achieve these objectives over the long run.
Thanks to all my readers. It gives boost when I get calls from my readers and am always happy to revert back to my followers and readers. I am sorry if I am unable to reply to all the e-mails due to my busy schedule.
Contact me for any type of assignments help(nominal charges).
Thanks and Regards,
Er. Bhavi Bhatia
e-mail: bhavi.bhatia.411@gmail.com
Phone: +91-9779703714, +91-9814614666
The document discusses key concepts in strategic management including:
1) Strategic management involves formulating, implementing, and evaluating cross-functional decisions to achieve organizational objectives.
2) The strategic management process consists of three stages: strategy formulation, implementation, and evaluation.
3) Strategic management requires integrating both analysis and intuition when making decisions under uncertain conditions.
4) Firms must adapt to changes in the external environment and internal capabilities to achieve sustained competitive advantage.
This document discusses project management techniques for managing the triple constraints of scope, time, and cost on projects. It defines key terms for scope, time, and cost management and describes tools and techniques for planning, controlling, and completing each area successfully. These include work breakdown structures, Gantt charts, estimating techniques like analogous and parametric estimating, variance analysis, and change control systems. The goal is to incorporate these techniques to deliver projects on budget, on schedule, and according to defined objectives and requirements.
Strategic management involves ongoing formulation, implementation, and evaluation of cross-functional decisions to achieve organizational objectives in light of internal and external environments. Key terms in strategic management include strategists who are responsible for organizational success or failure, mission statements that identify an organization's scope and values, and external opportunities and threats from trends outside an organization's control. Environmental scanning involves researching external information on opportunities and threats as well as analyzing internal strengths and weaknesses.
this is about the different theories related to planning in management practices. useful for freshers to mgmt. studies and also may be for Entrepreneur
Before commencement of any project, the first thing that we need to do is project planning. Any reasonable project manager* certainly understands importance of planning a project well. Carefully planned project takes into account necessary aspects of a project (e.g. tasks, milestone, schedule,risks, communication, quality, etc.) and provide a plan which project team can refer during execution.
1. This document introduces stakeholder management and its importance for successful projects and organizations. Stakeholders are individuals or groups that are impacted by or can impact a project or organization.
2. It defines stakeholders and provides examples of common stakeholder types for organizations. Organizational stakeholders must be identified and prioritized. Project stakeholders are also unique to each project.
3. Stakeholder influence comes from their legitimacy and power related to a project or organization. Stakeholders must be managed to maximize benefits and minimize negative impacts. Examples of successful and unsuccessful stakeholder management are provided.
Strategic management involves identifying strategies to help organizations achieve competitive advantages and better performance. It is a continuous process that includes environmental scanning, strategy formulation, implementation, and evaluation. Managers must understand internal strengths/weaknesses and external opportunities/threats to develop strategies. The key aspects of strategic management are setting a mission, vision and goals, and aligning the organization's resources and activities to achieve these objectives over the long run.
Thanks to all my readers. It gives boost when I get calls from my readers and am always happy to revert back to my followers and readers. I am sorry if I am unable to reply to all the e-mails due to my busy schedule.
Contact me for any type of assignments help(nominal charges).
Thanks and Regards,
Er. Bhavi Bhatia
e-mail: bhavi.bhatia.411@gmail.com
Phone: +91-9779703714, +91-9814614666
The document discusses key concepts in strategic management including:
1) Strategic management involves formulating, implementing, and evaluating cross-functional decisions to achieve organizational objectives.
2) The strategic management process consists of three stages: strategy formulation, implementation, and evaluation.
3) Strategic management requires integrating both analysis and intuition when making decisions under uncertain conditions.
4) Firms must adapt to changes in the external environment and internal capabilities to achieve sustained competitive advantage.
This document discusses project management techniques for managing the triple constraints of scope, time, and cost on projects. It defines key terms for scope, time, and cost management and describes tools and techniques for planning, controlling, and completing each area successfully. These include work breakdown structures, Gantt charts, estimating techniques like analogous and parametric estimating, variance analysis, and change control systems. The goal is to incorporate these techniques to deliver projects on budget, on schedule, and according to defined objectives and requirements.
Strategic management involves ongoing formulation, implementation, and evaluation of cross-functional decisions to achieve organizational objectives in light of internal and external environments. Key terms in strategic management include strategists who are responsible for organizational success or failure, mission statements that identify an organization's scope and values, and external opportunities and threats from trends outside an organization's control. Environmental scanning involves researching external information on opportunities and threats as well as analyzing internal strengths and weaknesses.
this is about the different theories related to planning in management practices. useful for freshers to mgmt. studies and also may be for Entrepreneur
There are three main ways to organize projects: functional organization, dedicated project teams, and matrix structure. A functional organization delegates different parts of the project to respective functional units but can lack focus and integration. Dedicated project teams are fully dedicated to projects but are expensive with limited expertise. A matrix structure uses a hybrid approach with dual reporting to functional and project managers, optimizing resources while achieving integration. The best structure depends on factors like project importance, resources available, and needs for integration or expertise. Organizational culture also impacts project organization by providing norms and expectations projects must navigate.
Strategic management is a set of managerial decisions and actions that determines the longrun performance of a corporation.
It includes environmental scanning (both external and internal), strategy formulation (strategic or long-range planning), strategy implementation, and evaluation and control.
The study of strategic management, therefore, emphasizes the monitoring and evaluating of external opportunities and threats in light of a corporation’s strengths and weaknesses.
The High-Speed Project in Portugal aimed to build and operate a high-speed rail network connecting major cities. The 8.3 billion euro project involved 5 rail links and was to be delivered through public-private partnerships. However, the project was suspended due to the economic crisis. Stakeholders included the Portuguese government, the European Union, private contractors, regulators, and local communities.
This document discusses stakeholder analysis, which is a technique used to identify and assess key people, groups, or institutions that may influence a project or initiative. It defines stakeholders as any person or group that can be impacted by or impact an organization. The document outlines why stakeholder analysis should be used, including to identify those who can influence a project positively or negatively, anticipate how they may impact it, identify groups to collaborate with, and develop strategies to gain support and reduce obstacles. It also discusses when in a project's lifecycle stakeholder analysis should be conducted and provides examples of different types of stakeholders.
Planning and strategic planning involve thinking about and organizing activities to achieve goals. Strategic planning determines objectives, resources, and policies to attain objectives. It involves analyzing internal strengths and weaknesses as well as external opportunities and threats. Common strategic planning tools include TOWS matrix, BCG matrix, Porter's analysis, and SERVO analysis. The TOWS matrix develops strategies by matching strengths/weaknesses with opportunities/threats. The BCG matrix evaluates products based on market growth and share. Porter's analysis identifies low-cost/differentiation focus strategies. SERVO examines strategy, environment, resources, values, and organization interactions.
This project charter outlines a move project for The Patio Furniture Store to a new location by April 16, 2010. Deborah Obasogie is the project manager. The project will identify potential new locations, develop sales projections, select a new location, create a move plan and budget, execute the move, and ensure a successful transition. Key deliverables include identifying locations by November 7, a recommendation by November 30, developing move plans by February 26, and executing the move by March 20. Risks include sales projections not supporting increased sales or disagreement on the location selection.
This document discusses project management and provides information about defining, planning, executing, monitoring, and closing projects. It defines what a project is and lists some key characteristics. It explains that projects have objectives that should be specific, measurable, agreed upon, realistic and time-related. The document also discusses challenges that can impact projects like costs, quality, time, organizational politics and external issues. It describes the tasks of a project manager and phases in a project life cycle.
The document provides a summary of cooperative statistics in Region 1 of the Philippines as of December 31, 2020. It shows that the number of registered cooperatives increased 4.5% from 2019 to 2020. Most newly registered cooperatives were in the agriculture and transport sectors. It also analyzes financial data like assets, capital, and net surplus by cooperative type and province. Compliance with reporting and inspection requirements is discussed.
The document discusses strategic planning for cooperatives. It emphasizes that strategic planning helps cooperatives chart a course for the future to survive changes. The board of directors is responsible for strategic planning. Effective strategic planning involves analyzing the cooperative's environment, formulating strategies aligned with its vision and mission, and implementing and evaluating plans. The document provides examples of developing a vision and mission statement, setting goals and objectives, identifying strategies, and monitoring and revising the strategic plan as needed. Overall, the document presents strategic planning as an important process for cooperatives to effectively achieve their objectives and serve member needs over the long run.
This document discusses various concepts related to strategic planning including vision, mission, goals, objectives, targets, policies, procedures, strategies, and project identification. It provides definitions and explanations of each concept, highlighting the differences between related terms like vision and mission. Guidelines are presented for developing effective policies and procedures. The importance of having clear strategies to achieve organizational objectives is also emphasized.
The document discusses stakeholder analysis, which involves systematically identifying and assessing individuals, groups, or organizations that may be affected by a project. It outlines the stakeholder analysis process, including identifying key stakeholders, understanding their interests and level of influence, and developing engagement strategies. Tools for stakeholder analysis include stakeholder matrices to map stakeholders based on their impact, interest, and relationship to the project. The document provides an example stakeholder analysis table to collect information on stakeholders.
The document discusses strategy execution and outlines four learning objectives: 1) defining strategy execution and distinguishing it from strategy, 2) explaining why strategy execution is critical for organizational success, 3) identifying causes of strategy execution failures, and 4) improving the quality of strategy executions. Strategy execution involves translating strategies into daily actions and can fail due to various market, strategic, structural, process, human, and financial factors within an organization. Common causes of failure include poor change management, unclear roles and responsibilities, unrealistic plans, and lack of monitoring. Effective strategy execution is key to organizational performance and success.
The document discusses the 10 knowledge areas of project management according to the Project Management Body of Knowledge (PMBOK). The 10 knowledge areas are: 1) Integration, 2) Scope, 3) Schedule, 4) Cost, 5) Quality, 6) Resource, 7) Communications, 8) Risk, 9) Procurement, and 10) Stakeholder. Each knowledge area involves processes for planning, monitoring and controlling the respective aspect of a project. The document was presented by Elizabeth Harrin and provides an overview of the standard project management framework as defined by PMI.
The document provides an overview of several strategic planning models and frameworks that can be used in strategic planning, including:
- Strategy map - A diagram that visually communicates an organization's strategy and how objectives align across different levels.
- Balanced scorecard - A framework that translates an organization's strategy into objectives and measures across financial, customer, internal process, and learning/growth perspectives.
- SWOT analysis - An analysis of an organization's strengths, weaknesses, opportunities, and threats to inform strategic planning.
The document discusses the key components and benefits of these models to effectively communicate and implement organizational strategies.
This document discusses strategic planning and provides guidance on developing an effective strategic plan. It explains that a strategic plan should be outward looking, based on solid market research, and have buy-in from all staff. The strategic planning process involves analyzing the industry, identifying stakeholders and strategic partners, and developing goals and key performance indicators. Operational plans then translate the strategic plan into specific actions and tasks. Individual employee goals are also linked to the operational plans. Regular review and reporting is important to ensure the plans remain on track and aligned with the organization's vision and mission.
Business Strategy & Alignment to Project ManagementJonathan Donado
The document discusses the relationship between business strategy and project management. It defines what a strategy is and explains that a strategy must be simple, understood, and remembered in order to influence action. It also discusses how a Project Management Office (PMO) can help align projects with organizational strategy by choosing the right projects and delivering projects correctly. A PMO needs leadership support, the right talent, and to measure results beyond just project metrics. Questions are then asked about resources for strategy and project management, other popular agile methodologies, and tools that can help keep projects aligned with strategy.
This chapter discusses strategy evaluation, review, and control. It outlines several frameworks for evaluating strategy, including Rummelt's four criteria of consonance, consistency, feasibility, and advantage. It also discusses the balanced scorecard approach and measuring organizational performance both quantitatively using financial ratios and qualitatively. Challenges to modern strategy evaluation include increased complexity, faster changes, and debates around transparency and top-down vs bottom-up processes. The key is for evaluation to provide timely, accurate information to allow corrective actions if needed.
The document summarizes the roles and responsibilities of various team members in the Project Prosalo. It discusses the role of the Project Controller in developing the project schedule, estimating costs and monitoring progress. Key aspects covered include defining the project lifecycle and milestones, establishing a work breakdown structure, developing a project cost baseline, and employing bottom-up cost estimation. The Project Controller reflects on the importance of using scientific methodology and analytical skills to plan, monitor and control the project budget and schedule.
The document discusses the pros and cons of in-house versus outsourced project management. It provides discussion points on pros like security, familiarity with company procedures, and commitment for in-house management, while outsourced management allows access to world-class capabilities and reduces operating costs. Cons of in-house management include limited experience and fluctuating workloads, while outsourced risks sensitive information and lack of investment in human resources. Testimonials from companies discuss benefits of both approaches when communication and collaboration are strong.
هذه المحاضرة تتناول الاتجاهات الحديثة في إدارة المشاريع حيث تحدثت فيها عن:
• مقدمة بسيطة عن التحول الرقمي
• الوضع الحالي لإدارة المشاريع بتقييم من ال
PMI
• أهم ثلاثة عوامل في نجاح المشاريع مستقبلا
• طرق العمل الجديدة لإدارة المشاريع
• دور مكتب إدارة المشاريع مستقبلا
• التعامل مع التحول الرقمي
• المهارات المطلوبة لمدراء المشاريع للتعامل مع التحول الرقمي
• حديث عن ال
Gig Economy
لحضور المحاضرة يمكنك الدخول على رابط الفيديو
https://youtu.be/rMD6sXSMLLA
There are three main ways to organize projects: functional organization, dedicated project teams, and matrix structure. A functional organization delegates different parts of the project to respective functional units but can lack focus and integration. Dedicated project teams are fully dedicated to projects but are expensive with limited expertise. A matrix structure uses a hybrid approach with dual reporting to functional and project managers, optimizing resources while achieving integration. The best structure depends on factors like project importance, resources available, and needs for integration or expertise. Organizational culture also impacts project organization by providing norms and expectations projects must navigate.
Strategic management is a set of managerial decisions and actions that determines the longrun performance of a corporation.
It includes environmental scanning (both external and internal), strategy formulation (strategic or long-range planning), strategy implementation, and evaluation and control.
The study of strategic management, therefore, emphasizes the monitoring and evaluating of external opportunities and threats in light of a corporation’s strengths and weaknesses.
The High-Speed Project in Portugal aimed to build and operate a high-speed rail network connecting major cities. The 8.3 billion euro project involved 5 rail links and was to be delivered through public-private partnerships. However, the project was suspended due to the economic crisis. Stakeholders included the Portuguese government, the European Union, private contractors, regulators, and local communities.
This document discusses stakeholder analysis, which is a technique used to identify and assess key people, groups, or institutions that may influence a project or initiative. It defines stakeholders as any person or group that can be impacted by or impact an organization. The document outlines why stakeholder analysis should be used, including to identify those who can influence a project positively or negatively, anticipate how they may impact it, identify groups to collaborate with, and develop strategies to gain support and reduce obstacles. It also discusses when in a project's lifecycle stakeholder analysis should be conducted and provides examples of different types of stakeholders.
Planning and strategic planning involve thinking about and organizing activities to achieve goals. Strategic planning determines objectives, resources, and policies to attain objectives. It involves analyzing internal strengths and weaknesses as well as external opportunities and threats. Common strategic planning tools include TOWS matrix, BCG matrix, Porter's analysis, and SERVO analysis. The TOWS matrix develops strategies by matching strengths/weaknesses with opportunities/threats. The BCG matrix evaluates products based on market growth and share. Porter's analysis identifies low-cost/differentiation focus strategies. SERVO examines strategy, environment, resources, values, and organization interactions.
This project charter outlines a move project for The Patio Furniture Store to a new location by April 16, 2010. Deborah Obasogie is the project manager. The project will identify potential new locations, develop sales projections, select a new location, create a move plan and budget, execute the move, and ensure a successful transition. Key deliverables include identifying locations by November 7, a recommendation by November 30, developing move plans by February 26, and executing the move by March 20. Risks include sales projections not supporting increased sales or disagreement on the location selection.
This document discusses project management and provides information about defining, planning, executing, monitoring, and closing projects. It defines what a project is and lists some key characteristics. It explains that projects have objectives that should be specific, measurable, agreed upon, realistic and time-related. The document also discusses challenges that can impact projects like costs, quality, time, organizational politics and external issues. It describes the tasks of a project manager and phases in a project life cycle.
The document provides a summary of cooperative statistics in Region 1 of the Philippines as of December 31, 2020. It shows that the number of registered cooperatives increased 4.5% from 2019 to 2020. Most newly registered cooperatives were in the agriculture and transport sectors. It also analyzes financial data like assets, capital, and net surplus by cooperative type and province. Compliance with reporting and inspection requirements is discussed.
The document discusses strategic planning for cooperatives. It emphasizes that strategic planning helps cooperatives chart a course for the future to survive changes. The board of directors is responsible for strategic planning. Effective strategic planning involves analyzing the cooperative's environment, formulating strategies aligned with its vision and mission, and implementing and evaluating plans. The document provides examples of developing a vision and mission statement, setting goals and objectives, identifying strategies, and monitoring and revising the strategic plan as needed. Overall, the document presents strategic planning as an important process for cooperatives to effectively achieve their objectives and serve member needs over the long run.
This document discusses various concepts related to strategic planning including vision, mission, goals, objectives, targets, policies, procedures, strategies, and project identification. It provides definitions and explanations of each concept, highlighting the differences between related terms like vision and mission. Guidelines are presented for developing effective policies and procedures. The importance of having clear strategies to achieve organizational objectives is also emphasized.
The document discusses stakeholder analysis, which involves systematically identifying and assessing individuals, groups, or organizations that may be affected by a project. It outlines the stakeholder analysis process, including identifying key stakeholders, understanding their interests and level of influence, and developing engagement strategies. Tools for stakeholder analysis include stakeholder matrices to map stakeholders based on their impact, interest, and relationship to the project. The document provides an example stakeholder analysis table to collect information on stakeholders.
The document discusses strategy execution and outlines four learning objectives: 1) defining strategy execution and distinguishing it from strategy, 2) explaining why strategy execution is critical for organizational success, 3) identifying causes of strategy execution failures, and 4) improving the quality of strategy executions. Strategy execution involves translating strategies into daily actions and can fail due to various market, strategic, structural, process, human, and financial factors within an organization. Common causes of failure include poor change management, unclear roles and responsibilities, unrealistic plans, and lack of monitoring. Effective strategy execution is key to organizational performance and success.
The document discusses the 10 knowledge areas of project management according to the Project Management Body of Knowledge (PMBOK). The 10 knowledge areas are: 1) Integration, 2) Scope, 3) Schedule, 4) Cost, 5) Quality, 6) Resource, 7) Communications, 8) Risk, 9) Procurement, and 10) Stakeholder. Each knowledge area involves processes for planning, monitoring and controlling the respective aspect of a project. The document was presented by Elizabeth Harrin and provides an overview of the standard project management framework as defined by PMI.
The document provides an overview of several strategic planning models and frameworks that can be used in strategic planning, including:
- Strategy map - A diagram that visually communicates an organization's strategy and how objectives align across different levels.
- Balanced scorecard - A framework that translates an organization's strategy into objectives and measures across financial, customer, internal process, and learning/growth perspectives.
- SWOT analysis - An analysis of an organization's strengths, weaknesses, opportunities, and threats to inform strategic planning.
The document discusses the key components and benefits of these models to effectively communicate and implement organizational strategies.
This document discusses strategic planning and provides guidance on developing an effective strategic plan. It explains that a strategic plan should be outward looking, based on solid market research, and have buy-in from all staff. The strategic planning process involves analyzing the industry, identifying stakeholders and strategic partners, and developing goals and key performance indicators. Operational plans then translate the strategic plan into specific actions and tasks. Individual employee goals are also linked to the operational plans. Regular review and reporting is important to ensure the plans remain on track and aligned with the organization's vision and mission.
Business Strategy & Alignment to Project ManagementJonathan Donado
The document discusses the relationship between business strategy and project management. It defines what a strategy is and explains that a strategy must be simple, understood, and remembered in order to influence action. It also discusses how a Project Management Office (PMO) can help align projects with organizational strategy by choosing the right projects and delivering projects correctly. A PMO needs leadership support, the right talent, and to measure results beyond just project metrics. Questions are then asked about resources for strategy and project management, other popular agile methodologies, and tools that can help keep projects aligned with strategy.
This chapter discusses strategy evaluation, review, and control. It outlines several frameworks for evaluating strategy, including Rummelt's four criteria of consonance, consistency, feasibility, and advantage. It also discusses the balanced scorecard approach and measuring organizational performance both quantitatively using financial ratios and qualitatively. Challenges to modern strategy evaluation include increased complexity, faster changes, and debates around transparency and top-down vs bottom-up processes. The key is for evaluation to provide timely, accurate information to allow corrective actions if needed.
The document summarizes the roles and responsibilities of various team members in the Project Prosalo. It discusses the role of the Project Controller in developing the project schedule, estimating costs and monitoring progress. Key aspects covered include defining the project lifecycle and milestones, establishing a work breakdown structure, developing a project cost baseline, and employing bottom-up cost estimation. The Project Controller reflects on the importance of using scientific methodology and analytical skills to plan, monitor and control the project budget and schedule.
The document discusses the pros and cons of in-house versus outsourced project management. It provides discussion points on pros like security, familiarity with company procedures, and commitment for in-house management, while outsourced management allows access to world-class capabilities and reduces operating costs. Cons of in-house management include limited experience and fluctuating workloads, while outsourced risks sensitive information and lack of investment in human resources. Testimonials from companies discuss benefits of both approaches when communication and collaboration are strong.
هذه المحاضرة تتناول الاتجاهات الحديثة في إدارة المشاريع حيث تحدثت فيها عن:
• مقدمة بسيطة عن التحول الرقمي
• الوضع الحالي لإدارة المشاريع بتقييم من ال
PMI
• أهم ثلاثة عوامل في نجاح المشاريع مستقبلا
• طرق العمل الجديدة لإدارة المشاريع
• دور مكتب إدارة المشاريع مستقبلا
• التعامل مع التحول الرقمي
• المهارات المطلوبة لمدراء المشاريع للتعامل مع التحول الرقمي
• حديث عن ال
Gig Economy
لحضور المحاضرة يمكنك الدخول على رابط الفيديو
https://youtu.be/rMD6sXSMLLA
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.
This document provides an introduction to project, program, and portfolio management. It defines what a project is and key terms like the triple constraint of scope, time and cost. It describes the growing importance of project management and lists advantages like lower costs and higher quality. It outlines the project management knowledge areas and common tools. It also discusses what differentiates a program from individual projects and the role of portfolio management. Finally, it covers the project management profession and certifications.
Travis Barker, MPA GCPM
Innovate Vancouver
https://innovatevancouver.org
Consulting@innovatevancouver.org
Download a copy of the playbook at http://innovatevancouver.org
"Project Management Generator"
The document discusses selecting a project manager and project team. It describes the roles and responsibilities of a project manager, which include planning, directing the team, delegating work, managing time and resources, monitoring progress, conducting meetings, establishing a shared vision, managing documentation, planning for contingencies, creating a self-governing team, keeping the team cohesive, and coordinating with clients. It emphasizes the importance of selecting a team with the proper skills and qualifications for the project. Effective project team members are good communicators, knowledgeable of project management principles, highly organized, able to motivate people, provide accurate estimates, and can confidently advocate for the project.
This document discusses setting up Project Management Offices (PMOs) for large project initiatives. It outlines the typical challenges of managing large, complex projects including size, cost, scope, collaboration needs, and increased uncertainty. It proposes that PMOs can help address these challenges by providing operational support, oversight of tactical and strategic activities, and improved performance visibility and reporting. The document then provides a 4-step approach to setting up a PMO for a large project: 1) Evaluate the project's needs, 2) Define the PMO charter, 3) Set up the PMO by staffing roles and implementing processes, and 4) Operate and improve the PMO over the project lifecycle by staying aligned with needs.
Project management involves applying knowledge and skills to meet the requirements of a particular project. It follows seven principles including continuous justification and learning from experience. Project management knowledge encompasses integration, scope, time, cost, quality, procurement, risk management and more. The process of managing a project typically involves five phases from conception to initiation, definition and planning, launch and execution, performance and control, and close. Project managers are agents for change, flexibility, have strong people skills, and use a variety of techniques to adapt their approach based on each project's context and constraints. Project management is a in-demand role found across organizations.
Implementing relevant skills, knowledge, and tools to achieve a project's goal is project management. The five main phases of project management are initiating, planning, executing, monitoring performance, and concluding the project. Project management is becoming more and more in demand as the number of industries, and national and multinational projects increases.
Aspirants who want to become leaders can learn project management skills like setting objectives and following through on them. These courses are known worldwide, and there are job opportunities in many different industries and fields.
Project management can be studied in a number of different ways. They include a Bachelor of Science in Business Administration with Programme and Project Management (BSc) and a Bachelor of Management Studies (BMS). Master's degrees in management are available after basic bachelor's degrees like the BMS.
Eligibility Criteria (UG & PG) of Project Management
For BBA and BMS admissions at the undergraduate level, colleges set specific eligibility requirements that applicants must meet before applying to the course. Qualification models set can be different for various schools.
• A minimum of 10+2 years of education from a recognized board is required of applicants.
• For the 12th grade, the minimum score should be between 50 and 60 percent.
• must be between 17 and 25 years old.
The following are typically the eligibility requirements for PG levels:
• Candidates must have completed 10+2 years of education from a recognized board, with at least 50% of those years spent in the 12th board.
• A Bachelor's degree in any field, including architecture, engineering, technology, or planning is required.
• A diploma in the same fields may also be held by the applicant.
• A Master's degree in the same field from a reputable college is required for a Ph.D. in management.
Scope of Project Management in India and Abroad
The need for project management is growing as a result of the rapidly expanding industries in almost all areas and sectors. Construction, engineering, marketing, pharmaceutical companies, information technology, and other industries all have a growing need for project managers.
Project management has a huge reach and scope. Project managers will have more work opportunities as a result of the increasing number of expanding businesses investing in projects both inside and outside the country. As a result, there will be an increasing demand for individuals capable of managing these projects.
Course Subjects
For BBA in Project Management
The subject taught mainly in the course BBA, divided over 6 semesters,
The core subjects are Business Organization, Business Mathematics, Fundamentals of Accounting, Marketing Management, and Business Communication.
Topic 1 - Introduction of Project Management.pdfHuyNguyen657394
The document provides an introduction to project management concepts including the Project Management Institute (PMI) and Project Management Professional (PMP) credential. It discusses the project life cycle and key roles of a project manager. The five process groups of initiating, planning, executing, monitoring and controlling, and closing a project are also summarized.
The document discusses Egypt's strategy to achieve digital transformation by 2030 through three main pillars: developing infrastructure, creating a conducive business environment, and investing in human capital. It aims to create smart cities and communities and achieve a digital economy and knowledge-based society through ICT tools. However, it faces challenges like focusing too much on technical details rather than business value, limited capacity and expertise, and lack of tools. Prime Business Consulting proposes ways to address these challenges through establishing governance, designing workflows, setting up a PMO unit, and using various project controlling methods.
10 Essential Project Portfolio Management Trends Every Project Leader Should ...Ian Needs
Active PMOs that take a strategic, business-focused approach to project portfolio management (PPM) will be key to future success. This involves efficiently managing project intake, prioritization, and benefits realization to justify investment decisions and drive improved governance. It also requires finding innovative ways to unite multiple methodologies like agile and waterfall into a single governance view, and taking a top-down, outcome-focused approach to converting strategy into actionable projects. Additionally, PMOs must take a persona-based approach to speed adoption by different user groups, and provide clear communications and visibility into portfolio health, finances, and resources.
To build a strategic PMO, an organization needs to focus on cultural change through several key areas over time, including gaining speed in achieving objectives while also having patience as full deployment may take years. The PMO should start small with individual departmental projects before expanding enterprise-wide. All levels from project teams to executives must be engaged. Continuous learning and improving processes are also important. Ultimately, a strategic PMO helps manage projects and link them to corporate strategy through portfolio management.
Objective:
Demonstrate the fundamentals of Hybrid Project Management Methodology.
Learn several vital benefits of the Hybrid Project Management Model.
Learn and understand how effectively Hybrid Project Management Methodology can be applied to Projects, Programs and Portfolios.
The AtekPC Project Management Office case study.docxssuser13a155
The document discusses implementing a PMO (Project Management Office) at AtekPC. It considers a PMO-heavy model where the PMO manages all projects versus a PMO-light model with minimal staff. While a PMO-heavy model could better support projects, the culture at AtekPC may resist this. A PMO-light model could integrate more smoothly but provide less project support. The recommendation is for a PMO-heavy model but to build acceptance slowly through early project successes.
The document discusses lessons for project managers in their role. It identifies project management as an "accidental profession" for two reasons: 1) project managers are often not formally selected and trained, and 2) many individuals pursue project management without defining a clear career path. It then provides 12 guidelines for project managers to address common problems, such as understanding stakeholder expectations, using flexible leadership styles, and maintaining appropriate planning. The guidelines range from understanding the project context to effective time management.
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.
Managing Change with Project Management SkillsMaureen Adamson
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The Changing Landscape of Project Management in 2018
1. The changing landscape of Project Management
“A Career is a Marathon not a Sprint” - Anon
Prepared by: Inez Tailor
Presented by: Richard Kok
2. THE CHANGING LANDSCAPE OF PROJECT MANAGEMENT
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• Project management is a rapidly growing career field, PMI noted last year that by 2027 employers will need 87.7
million individuals working in project management-orientated roles.
• The trend towards more growth and diversity in the profession is expected to continue into the future
• Telecommunication
• Software industries
• Large portion has a business background
• Increasingly more sectors of societies will implement some form of project management for solving complex and
unique tasks.
• Project Management will become a basic competence for everybody with project managers having to differentiate
themselves with their business specific knowledge.
Impact on Project Managers
The perspective of Project Management is changing from time, budget and performance focus, to an efficient way of
working, an improved customer and employee experience, and value creation.
3. HYBRID METHODOLOGY
• No more one-size-fits-all methodologies
• Increasing as we move into the future:
• Waterfall
• Scrum
• Agile
• Kanban boards
• Lean
• Six-Sigma
• Etc.
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Impact on Project Managers
There is a need for a hybrid project manager, one who is not solely an expert in one traditional methodology, but is
well-versed in several and competent in determining the best method for the project at hand.
4. COMPLEXITY
• Size of projects
• Volume of projects
• Number of stakeholders
• Ambiguity of stakeholder expectations
• Technology development
• Regulatory changes
• Competitor movements
• Changing customer requirements
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Impact on Project Managers
Increased Collaboration will be required, driven by the PM that leads the team.
Knowledge of different methodologies and the ability to select a Hybrid of methods, integrating classic procedures
with agile concepts.
The ability to apply a systemic approach to problem solving will become a required skill.
5. REMOTE TEAMS
Geographically- dispersed teams provide benefits:
• Teams can be cheaper and more productive when managed
effectively with the right collaboration tools.
• Access to top talent that’s unavailable locally.
• Diverse culture, impacting problem solving abilities.
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Impact on Project Managers
Project Managers need to find ways for teams to collaborate over a wide variety of platforms, as well as addressing
team dynamics like culture, trust, knowledge sharing etc.
6. PMO
• PMI’s Pulse of the Profession sees Enterprise PMO’s gaining more
traction in the future, with Enterprise Portfolio Management bridging
the gap between an organizations strategic vision, and the
Programmes and Projects meant to implement the strategic
objectives.
• PMI notes that a study has revealed that projects are more likely to
achieve their strategic goals (38%) when they are coordinated and
supported by a PMO.
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Impact on Project Managers
Alignment to PMO processes and toolsets will become more critical.
PMO Specialist as a career path.
7. IN SUMMARY
Today’s Project Management Professionals should:
1. Ask WHY before HOW, in order to understand the business and its
strategic objectives;
2. Be adaptable with a high tolerance for ambiguity;
3. Be a good communicator and negotiator;
4. Be Pro-active – Manages Risk vs Tracking Issues;
5. Be Intuitive – like a good rugby player;
6. Understand different personalities and communication styles;
7. Build Relations and Collaborates rather than dictates.
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8. PARTING THOUGHTS
Any project and programme manager worth his/her salt would know, that the ability to be successful is a result of
formal/informal education, mixed with real-life experiences, lots of resilience, and the PMs ability to adapt to different
circumstances.
It’s simply a fact that many of the projects/programmes that we are assigned, either as the manager or team member,
will be unique to the point of departing dramatically from anything we’ve previously encountered, and our ability to
adapt to the new circumstances will determine not only our chances of success, but indicate our innate level of talent.
New and inexperienced PMs will seek (or even demand) a return to environments similar to those with which they are
familiar.
Talented and experienced PMs will adapt to their new circumstances, and play the best they can with the hand they've
been dealt.
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