This work puts forward a new approach to PMBOK® Guide in which the thirty-nine processes are organized in five groups: initiation, planning, executing, controlling and closing process. This arrangement suggests a chronologically structured, more didactic view, which has been successfully tested in two PM classes in Brazil, instead of the former organization in nine Knowledge Areas. This approach is also useful to PMP exam preparation where two hundred questions are divided into process groups rather than knowledge areas.
Utilizando a Programação Multicritério (Analytic Hierarchy Process - AHP) par...Ricardo Viana Vargas
1) O documento discute o uso da técnica de programação multicritério AHP para priorizar e selecionar projetos em portfólios de gestão de projetos.
2) O AHP permite decompor o problema em uma hierarquia de critérios e comparar projetos alternativos usando julgamentos sobre a importância relativa de cada critério.
3) O documento exemplifica a aplicação do AHP em um caso fictício de priorização de projetos e discute critérios comuns como financeiros, estratégicos e de riscos.
Scrum is simple to explain, yet hard to implement. Often the mechanics are executed without adoption of the underlying principles and values. This happens often where management assumes that Scrum is “just for software development” and that nothing else needs changing. In such situations, Scrum roles, artifacts and events are understood in terms of the prevailing traditional mindset:
- backlog as a specification
- sprint as a small project
- ScrumMaster as project manager
- commitment as a fixed date & scope contract
While such an implementation of Scrum might deliver predictable results and lead to some improvements, it often fails to transform the organisational mindset and culture. Your business might do the wrong things righter instead of delivering better and better products to delight your customers. To achieve a transformation of mindset and culture, an organisation needs to avoid the pitfalls mentioned above and adopt Scrum as a framework that inspires everyone to continually challenge the status quo. One way to achieve this is using Scrum sprints as risk-limiting containers for safe-to-fail experiments. This enables you to deliberately discover the potential of your people's capability and your products' value. Reviews and retrospectives need to be leveraged to drive this continuous improvement process. The talk will increase awareness of these types of Scrum and help you to rather “be agile” instead of just “do agile”—using Scrum to drive that transformation.
The document discusses how digital technologies can promote sustainability and social connections. It examines how technology can enable behavioral changes and improve quality of life while managing resource consumption. It also explores how individuals are changing and how they could continue to change. User-centered design methods are highlighted as helping to ensure services intuitively match people's mental models rather than technological models. Various research techniques are presented for understanding people by sharing, shaping and evaluating their experiences.
Real innovative reserves hide in the "corporate frontier-land" between HR and almost all other functions. Find out what HR can learn and offer in exchange...and making better use of exsisting corporate assets. No costly investment needed - smart innovation can add surprising value.
Youssef Chaker presented on agile development practices. He discussed failures of traditional waterfall projects like Ariane 5 and Therac-25 due to issues like inadequate testing. The presentation introduced the Agile Manifesto which values individuals, collaboration, working software, and responding to change over processes, tools, documentation, and plans. Scrum was explained as an agile framework using sprints, daily standups, and roles like Scrum Master and Product Owner. Best practices like test-driven development, pair programming, and continuous integration were also covered.
Measuring Agility: Top 5 Metrics And MythsPete Behrens
Pete presented a webinar on Measuring Agility for VersionOne. This presentation looks at four fundamental elements of measuring agility: predictability, value, productivity and quality. In the presentation, Pete evaluates ten effective measurements and some measurement myths.
Business Acumen for Artists 2011 - Concretising your ProjectElaine Rumboll
A copy of the talk give to the Business Acumen for Artists students at UCT GSB last night on putting a stake in the ground, choosing a project and some lenses to see its perceived value through. Also content on strategic network analysis.
Utilizando a Programação Multicritério (Analytic Hierarchy Process - AHP) par...Ricardo Viana Vargas
1) O documento discute o uso da técnica de programação multicritério AHP para priorizar e selecionar projetos em portfólios de gestão de projetos.
2) O AHP permite decompor o problema em uma hierarquia de critérios e comparar projetos alternativos usando julgamentos sobre a importância relativa de cada critério.
3) O documento exemplifica a aplicação do AHP em um caso fictício de priorização de projetos e discute critérios comuns como financeiros, estratégicos e de riscos.
Scrum is simple to explain, yet hard to implement. Often the mechanics are executed without adoption of the underlying principles and values. This happens often where management assumes that Scrum is “just for software development” and that nothing else needs changing. In such situations, Scrum roles, artifacts and events are understood in terms of the prevailing traditional mindset:
- backlog as a specification
- sprint as a small project
- ScrumMaster as project manager
- commitment as a fixed date & scope contract
While such an implementation of Scrum might deliver predictable results and lead to some improvements, it often fails to transform the organisational mindset and culture. Your business might do the wrong things righter instead of delivering better and better products to delight your customers. To achieve a transformation of mindset and culture, an organisation needs to avoid the pitfalls mentioned above and adopt Scrum as a framework that inspires everyone to continually challenge the status quo. One way to achieve this is using Scrum sprints as risk-limiting containers for safe-to-fail experiments. This enables you to deliberately discover the potential of your people's capability and your products' value. Reviews and retrospectives need to be leveraged to drive this continuous improvement process. The talk will increase awareness of these types of Scrum and help you to rather “be agile” instead of just “do agile”—using Scrum to drive that transformation.
The document discusses how digital technologies can promote sustainability and social connections. It examines how technology can enable behavioral changes and improve quality of life while managing resource consumption. It also explores how individuals are changing and how they could continue to change. User-centered design methods are highlighted as helping to ensure services intuitively match people's mental models rather than technological models. Various research techniques are presented for understanding people by sharing, shaping and evaluating their experiences.
Real innovative reserves hide in the "corporate frontier-land" between HR and almost all other functions. Find out what HR can learn and offer in exchange...and making better use of exsisting corporate assets. No costly investment needed - smart innovation can add surprising value.
Youssef Chaker presented on agile development practices. He discussed failures of traditional waterfall projects like Ariane 5 and Therac-25 due to issues like inadequate testing. The presentation introduced the Agile Manifesto which values individuals, collaboration, working software, and responding to change over processes, tools, documentation, and plans. Scrum was explained as an agile framework using sprints, daily standups, and roles like Scrum Master and Product Owner. Best practices like test-driven development, pair programming, and continuous integration were also covered.
Measuring Agility: Top 5 Metrics And MythsPete Behrens
Pete presented a webinar on Measuring Agility for VersionOne. This presentation looks at four fundamental elements of measuring agility: predictability, value, productivity and quality. In the presentation, Pete evaluates ten effective measurements and some measurement myths.
Business Acumen for Artists 2011 - Concretising your ProjectElaine Rumboll
A copy of the talk give to the Business Acumen for Artists students at UCT GSB last night on putting a stake in the ground, choosing a project and some lenses to see its perceived value through. Also content on strategic network analysis.
This two-day conference on pharmaceutical sales force effectiveness and automation featured expert speakers discussing topics like measuring sales force effectiveness, opportunities and challenges, training modules, multichannel marketing models, analytics and reporting techniques, motivation and incentivization, and key account management. The agenda included workshops, panel discussions, and networking opportunities to help pharmaceutical companies optimize their sales forces.
This document discusses how banks can enable transformation through process automation. It states that centralizing back-office functions through business process management (BPM) and enterprise content management (ECM) can improve overall customer experience. Process automation is necessary to digitize manual and paper-based processes, eliminate redundant activities, and provide greater visibility and compliance. Key processes that can be automated include account opening, loan processing, and trade finance. Automation leads to improved productivity, standardized processes, and enhanced customer experiences across multiple channels. The document also outlines Newgen's banking solutions that provide ready-made templates and products to help banks transform processes through compliance, visibility, and reduced costs.
The document summarizes the lessons learned by the Kamino Team from their participation in the Summer of Startups program. It discusses their software analysis business idea, which aims to automatically detect software bugs without being intrusive. It presents their initial business model and market size estimates. Hypotheses are outlined for potential customer segments and value propositions. Finally, lessons learned are shown in charts comparing the Kamino product to other companies and programmers. Next steps include validating the hypotheses through customer research.
Today's most robust innovation assessment instrument validated by academic peer review and years of in-market applications. Already used by thousands of professionals across a wide range of industries. Enables systematic and continuous innovation, resulting in improved business outcomes.
Using voting pads and our learning platform to aid assessmentBecta
Richard Coates Church of England Middle School implemented a project using their learning platform NorTLE and voting pads across subjects like ICT, French, and Religious Education. Teachers found NorTLE was effective for homework, discussions, and assessments. Voting pads aided formative assessment. Pupil evaluations found they enjoyed using the technology. Assessment data provided insight into learning styles and progress. The project helped increase technology use and improved teaching and learning.
1) Continuous delivery is a software development practice where code changes are automatically built, tested, and prepared for a release. This enables software to be reliably and quickly released into production or for users on demand.
2) The key aspects of continuous delivery are having a full production pipeline that allows for automated building, testing, and deployment of code changes. It also involves treating all aspects of an application like code including infrastructure, databases, and configurations.
3) Continuous delivery aims to provide fast feedback to developers on the production readiness of changes and minimize the lead time from having an idea to getting it released to users. This allows organizations to rapidly adapt to market changes and user needs.
The Software Test Professionals Conference will be held October 24-27, 2011 in Dallas, Texas. It is a leading conference on software testing that will feature 40 information sessions, keynote speeches, and networking opportunities. Topics will include test strategy, agile testing, performance testing, and more. Early bird registration is available until September 16th to save $400 on registration fees.
Careerminds e-Outplacement Information Packetneworleans72
Traditional outplacement firms are not only costly but are inconvenient in the way participants must utilize resources. That’s where Careerminds’ e-outplacement excels beyond the rest. Our exclusive Web 2.0 Career Management System (CMS) combines the speed and convenience that job seekers demand with dedicated career coaching they require. It’s high tech meets high touch. The result: We put your displaced workers back to work quickly and more effectively.
varied requirements of these roles. We
provide commercial staff including:
LA Recruitment is a global leader in recruiting skilled professionals for engineering, marine, offshore, and commercial roles. With offices worldwide, they have expertise recruiting for oil and gas, construction, and other energy projects. They use various recruitment techniques and a database system to efficiently match candidates to client needs. LA Recruitment provides personnel for marine vessels, offshore rigs, and engineering disciplines on a permanent or contract basis globally.
LA Recruitment is a leading global recruitment firm specializing in placing skilled personnel for engineering, marine, offshore, and commercial roles. With offices in Aberdeen, Doha, Houston, and Kuala Lumpur, LA Recruitment has expertise recruiting for oil and gas, construction, drilling, and other energy projects worldwide. LA Recruitment utilizes a database system and proven recruitment techniques to source qualified candidates that meet clients' needs.
KlikEyeDoc is an online platform that aims to connect optometrists across the United States. It facilitates alumni relations and provides continuing education resources to solve knowledge needs. Optometrists, faculty, researchers, and students can use the platform. Key features include promoting optometry practices, online profiles, job postings, group discussions, and a knowledge stream of educational content. The goal is to engage and improve the profession and career prospects of optometrists.
The document summarizes the keynote presentation by Professor Alan McKinnon on the past and future development of logistics from a European perspective. It discusses Europe's increasing focus on logistics through initiatives like the Logistics Action Plan. It also highlights trends like rising logistics costs, pressure to reduce inventories and decarbonize transport, and the challenges of balancing economic growth with environmental sustainability.
This workshop examines conceptual frameworks and practical strategies for scaling social ventures based on a decade of work in the GSBI. It addresses four key analytical tools--market imperfections, disruptive innovation design, scalable business models, and investment readiness with examples from the GSBI.
This document introduces a methodology for reducing costs and increasing gross profit margins for semiconductor companies. The methodology uses a two-pronged strategy of establishing an organizational structure for continuous cost savings and extracting hidden costs from 10 aspects of operations. The author has used this methodology to drive over $10 million in cost reductions and quality improvements at previous companies.
BioAccel identifies and commercializes new technologies to benefit the world. Its vision is to drive economic success by transforming high-risk technologies into companies, jobs, and products through commercialization programs. Key aspects include funding and assisting late-stage research projects and early-stage companies, establishing a network of investors, and measuring performance through metrics like new jobs, financing, and products.
Making social media work for you | StreetGames National Conference 2013StreetGames
The document provides information about using social media effectively for community sports clubs. It discusses the benefits of social media, best practices for engagement, and findings from a project called Talk Right. Key findings include that 100% of participants had internet access, 78% had social media accounts, and 43% used social media late at night. The document recommends clubs provide information, share photos and videos, promote activities, and interact with members online to build their community presence on social media.
Richard Simpson Martin has extensive experience in marketing, management consulting, real estate, media, and political campaign management. He has worked on campaigns across several states and provided consulting services to businesses in various industries. Martin has degrees from West Virginia University and Berklee College of Music, and has undertaken additional training in real estate.
POS Goes Digital: Evolution of the in Store Shopping ExperienceLinda Gridley
This document provides an overview of trends in the in-store consumer shopping experience as digital technologies evolve. Key points include:
- Consumers are increasingly using mobile technologies like smartphones to research and compare products in-store.
- The coupon, loyalty, and payments sectors are converging, with integrated mobile systems emerging.
- "Showrooming" allows consumers to examine products in stores but purchase cheaper online, challenging retailers.
- Data and analytics will help optimize the consumer experience and make marketing more targeted.
- Mobile payments are growing rapidly and the Durbin bill is opening opportunities for new mobile payment systems.
This document discusses effective teaching and how to develop, evaluate, and ensure it. It notes that effective teachers engage students in active learning, create intellectually ambitious tasks, and continuously assess student learning. It also discusses the importance of developing equitable teaching practices. The document examines factors that influence teacher effectiveness and concerns about evaluating teachers based on student test scores. It advocates for comprehensive evaluation systems and investing in high-quality teacher preparation, mentoring, professional learning and performance assessments.
The processes from the PMBOK® Guide — Sixth Edition are separated into colors according to their respective knowledge areas. Only the main connections are shown in this process flow.
See related content at https://ricardo-vargas.com/pmbok6-processes-flow/
This two-day conference on pharmaceutical sales force effectiveness and automation featured expert speakers discussing topics like measuring sales force effectiveness, opportunities and challenges, training modules, multichannel marketing models, analytics and reporting techniques, motivation and incentivization, and key account management. The agenda included workshops, panel discussions, and networking opportunities to help pharmaceutical companies optimize their sales forces.
This document discusses how banks can enable transformation through process automation. It states that centralizing back-office functions through business process management (BPM) and enterprise content management (ECM) can improve overall customer experience. Process automation is necessary to digitize manual and paper-based processes, eliminate redundant activities, and provide greater visibility and compliance. Key processes that can be automated include account opening, loan processing, and trade finance. Automation leads to improved productivity, standardized processes, and enhanced customer experiences across multiple channels. The document also outlines Newgen's banking solutions that provide ready-made templates and products to help banks transform processes through compliance, visibility, and reduced costs.
The document summarizes the lessons learned by the Kamino Team from their participation in the Summer of Startups program. It discusses their software analysis business idea, which aims to automatically detect software bugs without being intrusive. It presents their initial business model and market size estimates. Hypotheses are outlined for potential customer segments and value propositions. Finally, lessons learned are shown in charts comparing the Kamino product to other companies and programmers. Next steps include validating the hypotheses through customer research.
Today's most robust innovation assessment instrument validated by academic peer review and years of in-market applications. Already used by thousands of professionals across a wide range of industries. Enables systematic and continuous innovation, resulting in improved business outcomes.
Using voting pads and our learning platform to aid assessmentBecta
Richard Coates Church of England Middle School implemented a project using their learning platform NorTLE and voting pads across subjects like ICT, French, and Religious Education. Teachers found NorTLE was effective for homework, discussions, and assessments. Voting pads aided formative assessment. Pupil evaluations found they enjoyed using the technology. Assessment data provided insight into learning styles and progress. The project helped increase technology use and improved teaching and learning.
1) Continuous delivery is a software development practice where code changes are automatically built, tested, and prepared for a release. This enables software to be reliably and quickly released into production or for users on demand.
2) The key aspects of continuous delivery are having a full production pipeline that allows for automated building, testing, and deployment of code changes. It also involves treating all aspects of an application like code including infrastructure, databases, and configurations.
3) Continuous delivery aims to provide fast feedback to developers on the production readiness of changes and minimize the lead time from having an idea to getting it released to users. This allows organizations to rapidly adapt to market changes and user needs.
The Software Test Professionals Conference will be held October 24-27, 2011 in Dallas, Texas. It is a leading conference on software testing that will feature 40 information sessions, keynote speeches, and networking opportunities. Topics will include test strategy, agile testing, performance testing, and more. Early bird registration is available until September 16th to save $400 on registration fees.
Careerminds e-Outplacement Information Packetneworleans72
Traditional outplacement firms are not only costly but are inconvenient in the way participants must utilize resources. That’s where Careerminds’ e-outplacement excels beyond the rest. Our exclusive Web 2.0 Career Management System (CMS) combines the speed and convenience that job seekers demand with dedicated career coaching they require. It’s high tech meets high touch. The result: We put your displaced workers back to work quickly and more effectively.
varied requirements of these roles. We
provide commercial staff including:
LA Recruitment is a global leader in recruiting skilled professionals for engineering, marine, offshore, and commercial roles. With offices worldwide, they have expertise recruiting for oil and gas, construction, and other energy projects. They use various recruitment techniques and a database system to efficiently match candidates to client needs. LA Recruitment provides personnel for marine vessels, offshore rigs, and engineering disciplines on a permanent or contract basis globally.
LA Recruitment is a leading global recruitment firm specializing in placing skilled personnel for engineering, marine, offshore, and commercial roles. With offices in Aberdeen, Doha, Houston, and Kuala Lumpur, LA Recruitment has expertise recruiting for oil and gas, construction, drilling, and other energy projects worldwide. LA Recruitment utilizes a database system and proven recruitment techniques to source qualified candidates that meet clients' needs.
KlikEyeDoc is an online platform that aims to connect optometrists across the United States. It facilitates alumni relations and provides continuing education resources to solve knowledge needs. Optometrists, faculty, researchers, and students can use the platform. Key features include promoting optometry practices, online profiles, job postings, group discussions, and a knowledge stream of educational content. The goal is to engage and improve the profession and career prospects of optometrists.
The document summarizes the keynote presentation by Professor Alan McKinnon on the past and future development of logistics from a European perspective. It discusses Europe's increasing focus on logistics through initiatives like the Logistics Action Plan. It also highlights trends like rising logistics costs, pressure to reduce inventories and decarbonize transport, and the challenges of balancing economic growth with environmental sustainability.
This workshop examines conceptual frameworks and practical strategies for scaling social ventures based on a decade of work in the GSBI. It addresses four key analytical tools--market imperfections, disruptive innovation design, scalable business models, and investment readiness with examples from the GSBI.
This document introduces a methodology for reducing costs and increasing gross profit margins for semiconductor companies. The methodology uses a two-pronged strategy of establishing an organizational structure for continuous cost savings and extracting hidden costs from 10 aspects of operations. The author has used this methodology to drive over $10 million in cost reductions and quality improvements at previous companies.
BioAccel identifies and commercializes new technologies to benefit the world. Its vision is to drive economic success by transforming high-risk technologies into companies, jobs, and products through commercialization programs. Key aspects include funding and assisting late-stage research projects and early-stage companies, establishing a network of investors, and measuring performance through metrics like new jobs, financing, and products.
Making social media work for you | StreetGames National Conference 2013StreetGames
The document provides information about using social media effectively for community sports clubs. It discusses the benefits of social media, best practices for engagement, and findings from a project called Talk Right. Key findings include that 100% of participants had internet access, 78% had social media accounts, and 43% used social media late at night. The document recommends clubs provide information, share photos and videos, promote activities, and interact with members online to build their community presence on social media.
Richard Simpson Martin has extensive experience in marketing, management consulting, real estate, media, and political campaign management. He has worked on campaigns across several states and provided consulting services to businesses in various industries. Martin has degrees from West Virginia University and Berklee College of Music, and has undertaken additional training in real estate.
POS Goes Digital: Evolution of the in Store Shopping ExperienceLinda Gridley
This document provides an overview of trends in the in-store consumer shopping experience as digital technologies evolve. Key points include:
- Consumers are increasingly using mobile technologies like smartphones to research and compare products in-store.
- The coupon, loyalty, and payments sectors are converging, with integrated mobile systems emerging.
- "Showrooming" allows consumers to examine products in stores but purchase cheaper online, challenging retailers.
- Data and analytics will help optimize the consumer experience and make marketing more targeted.
- Mobile payments are growing rapidly and the Durbin bill is opening opportunities for new mobile payment systems.
This document discusses effective teaching and how to develop, evaluate, and ensure it. It notes that effective teachers engage students in active learning, create intellectually ambitious tasks, and continuously assess student learning. It also discusses the importance of developing equitable teaching practices. The document examines factors that influence teacher effectiveness and concerns about evaluating teachers based on student test scores. It advocates for comprehensive evaluation systems and investing in high-quality teacher preparation, mentoring, professional learning and performance assessments.
Similar to Uma nova Visao do PMBOK® Guide 2000 - Disponivel Apenas em Ingles (20)
The processes from the PMBOK® Guide — Sixth Edition are separated into colors according to their respective knowledge areas. Only the main connections are shown in this process flow.
See related content at https://ricardo-vargas.com/pmbok6-processes-flow/
Este documento apresenta um fluxograma dos 49 processos de gerenciamento de projetos de acordo com o Guia PMBOK® 6a edição. O fluxograma descreve cada processo, incluindo suas entradas, ferramentas e técnicas, e saídas. O objetivo é fornecer uma visão geral dos processos, mas não substitui a leitura detalhada do Guia PMBOK®.
Fluxo de Processos do Guia PMBOK® – 6ª Edição (Versão simplificada)Ricardo Viana Vargas
Nesta versão simplificada do fluxo, as entradas, ferramentas e técnicas e saídas não estão listadas.
Veja conteúdo relacionado em https://ricardo-vargas.com/pt/pmbok6-processes-flow/
Aplicando Redes Neurais e Estimativa Análoga para Determinar o Orçamento do P...Ricardo Viana Vargas
Este artigo procura discutir o uso de Redes Neuras Artificiais (RNAs) para modelar aspectos do orçamento do projeto em casos em que os algoritmos tradicionais e fórmulas não estão disponíveis ou não são de fácil aplicação. Redes neurais usam um processo análogo ao cérebro humano, onde um componente de treinamento é feito a partir de dados existentes e, subsequentemente, têm-se uma rede neural treinada “especialista” na categoria de informação analisada. Esse “especialista” pode, então, ser utilizado para fazer projeções a partir de novas situações baseadas numa aprendizagem adaptativa (STERGIOU & CIGANOS, 1996).
O artigo também apresenta um exemplo fictício que ilustra o uso de redes neurais para determinar o custo das atividades de gerenciamento do projeto de acordo com a complexidade, localização, orçamento, duração e número de stakeholders considerados relevantes. O exemplo baseia-se em dados de 500 projetos e é usado para prever o custo do gerenciamento de um novo projeto.
Applying Neural Networks and Analogous Estimating to Determine the Project Bu...Ricardo Viana Vargas
This document discusses using artificial neural networks (ANN) and analogous estimating to determine a project budget. It provides an example of using ANN trained on data from 500 past projects to predict project management costs based on project complexity, location, budget, duration, and number of stakeholders. The ANN is trained using a probabilistic neural network and tested on 20% of the sample data, showing it can reliably predict costs from new project data based on its training. Overall the document presents applying ANN and analogous estimating as a potential method for budgeting projects when traditional formulas are difficult to apply due to complex or imprecise factors.
Modelando Linhas de Balanço com Relacionamentos “Início-Término”Ricardo Viana Vargas
O documento discute a modelagem de linhas de balanço usando relacionamentos "início-término" em softwares baseados no método do caminho crítico. A linha de balanço fornece uma perspectiva diferente para o planejamento e controle de projetos de construção civil ao focar na taxa de produção das equipes ao invés de atividades individuais. O objetivo é propor duas abordagens para modelar linhas de balanço nesses softwares: usando diagrama de rede ou cronograma linear individual.
Scheduling Optimization with Line of Balance and Start-to-Finish RelationsRicardo Viana Vargas
Presentation for the article "Modelling and Optimizing Schedules with Line of Balance and Start-Finish Relationship" available at http://www.ricardo-vargas.com/articles/modelling-and-optimizing-schedules-with-line-of-balance-and-start-finish-relationship/
Presented at the PMI Global Congress 2015 in London.
Sustainability Marker to Support the Project Selection Process: the UNOPS CaseRicardo Viana Vargas
The objective of this paper is to present a non conventional approach that is being currently implemented at the United Nations Office for Project Services, when selecting new projects globally, in order to include, as project selection criteria, social, environmental and economic sustainability aspects in humanitarian and development projects. Using a set of twenty ve themes in four major groups, an internal tool called Sustainability Marker was developed to analyse projects above and beyond the traditional nancial criteria in order to evaluate the real impact of the project to the sustainable development goals.
O documento descreve a ferramenta MTA (Milestones Trend Analysis), que analisa a evolução dos marcos de um projeto através de um gráfico. O MTA representa os marcos por cores ou símbolos e analisa padrões como linhas normais, crescentes, com mudança de tendência, divergentes, decrescentes ou em zig zag para identificar desvios no cronograma. O documento também menciona um programa para aplicar o MTA e finaliza promovendo outros conteúdos sobre gerenciamento de projetos do autor.
Brief introduction to the milestones trend analysis tool.
Listen to the related podcast: http://www.ricardo-vargas.com/podcasts/understading-the-milestone-trend-analysis-mta-part-1-of-2
Le flux de processus répresenté est basé sur les figures du Guide PMBOK. Seules les liaisons présentées dans les figures cités sont répresentées dans ce flux.
Diagrammes de Flux Guide PMBOK® 5e Édition en Français - Version simplifiéeRicardo Viana Vargas
Le flux de processus répresenté est basé sur les figures du Guide PMBOK. Seules les liaisons présentées dans les figures cités sont répresentées dans ce flux.
El documento presenta un diagrama de flujo de 47 procesos de gestión de proyectos según la Guía del PMBOK® 5a edición. El diagrama muestra los procesos agrupados en iniciar, planificar, ejecutar, monitorear y controlar y cerrar, y las entradas, herramientas y técnicas y salidas de cada proceso. El objetivo es proveer una guía integral para la dirección efectiva de proyectos siguiendo las buenas prácticas reconocidas.
Flujo de Procesos de la Guía PMBOK® 5ª edición en Español - Versión simplificadaRicardo Viana Vargas
El flujo de proceso representado se basa en los gráficos de la Guía PMBOK. Sólo las conexiones presentadas en los gráficos citados se representan en el flujo.
Lessons from 40 PPM Experts on Making the Transition from Project Management ...Ricardo Viana Vargas
Changing project management to project leadership isn’t easy, but the rewards can be significant. Hear from Ricardo and other 39 experts as they share leadership secrets that had a major impact on enterprise projects they managed.
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Ellen Burstyn: From Detroit Dreamer to Hollywood Legend | CIO Women MagazineCIOWomenMagazine
In this article, we will dive into the extraordinary life of Ellen Burstyn, where the curtains rise on a story that's far more attractive than any script.
The Steadfast and Reliable Bull: Taurus Zodiac Signmy Pandit
Explore the steadfast and reliable nature of the Taurus Zodiac Sign. Discover the personality traits, key dates, and horoscope insights that define the determined and practical Taurus, and learn how their grounded nature makes them the anchor of the zodiac.
NIMA2024 | De toegevoegde waarde van DEI en ESG in campagnes | Nathalie Lam |...BBPMedia1
Nathalie zal delen hoe DEI en ESG een fundamentele rol kunnen spelen in je merkstrategie en je de juiste aansluiting kan creëren met je doelgroep. Door middel van voorbeelden en simpele handvatten toont ze hoe dit in jouw organisatie toegepast kan worden.
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AI Transformation Playbook: Thinking AI-First for Your BusinessArijit Dutta
I dive into how businesses can stay competitive by integrating AI into their core processes. From identifying the right approach to building collaborative teams and recognizing common pitfalls, this guide has got you covered. AI transformation is a journey, and this playbook is here to help you navigate it successfully.
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2. ABSTRACT
This work puts forward a new approach to PMBOK® Guide in which the thirty-nine
processes are organized in five groups: initiation, planning, executing, controlling and
closing process. This arrangement suggests a chronologically structured, more didactic
view, which has been successfully tested in two PM classes in Brazil, instead of the
former organization in nine Knowledge Areas. This approach is also useful to PMP exam
preparation where two hundred questions are divided into process groups rather than
knowledge areas.
PMBOK® GUIDE 2000
The PMBOK® Guide is nowadays the most important reference document about the
Project Management Body of Knowledge. It was defined in 1987 as quot;all those topics,
subject areas and intellectual processes which are involved in the application of sound
management principles to ... projectsquot;. The guide is distributed by PMI, free of charge,
with more than 640,000 copies placed in circulation worldwide (March 2001). As
established in the guide, quot;the primary purpose of this document is to identify and
describe that subset of the PMBOK® which is generally accepted. Generally accepted
means that the knowledge and practices described are applicable to most projects of
the time, and that there is widespread consensus about their value and usefulnessquot;
(PMBOK® Guide, 2000 Edition). According to the purpose of the guide, it is essential to
have a logical and coherent organization directly aimed at the process groups in order to
facilitate the understanding of the chronology of Project Management processes (Exhibit
01). However, it does not mean that the knowledge areas should be considered of less
importance, as they are crucial for the understanding of the multidisciplinary
mechanisms related to project management.
In
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Exhibit 1 – PMBOK® based on knowledge areas as opposed to PMBOK® based on processes groups.
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3. PROJECT MANAGEMENT PROCESS GROUPS
The PMBOK® Guide organizes the Project Management Processes in five groups:
initiating processes, planning processes, executing processes, controlling processes
and closing processes. All thirty-nine processes are divided into these five groups and
intertwined by the results that they achieve (Exhibit 02). The fact that the five process
groups are also interlinked creates a dynamic net of processes that are repeated and
combined in each phase of the project , and consequently originates a process which is
not discrete and overlaps itself in different phases and levels of the project.
PROJECT MANAGEMENT
INITIATING PROCESSES EXECUTING PROCESSES
1. Initiation 1. Project Plan Execution
2. Quality Assurance
3. Team Development
4. Information Distribution
5. Solicitation
6. Source Selection
7. Contract Administration
CONTROLLING
PLANNING PROCESSES
PROCESSES
1. Scope Planning 1. Performance Reporting
2. Scope Definition 2. Scope Verification
3. Activity Definition 3. Scope Change Control
4. Resource Planning 4. Schedule Control
5. Activity Sequencing 5. Cost Control
6. Activity Duration Estimating 6. Quality Control
7. Cost Estimating 7. Risk Monitoring and Control
8. Risk Management Planning 8. Integrated Change Control
9. Schedule Development
10. Cost Budgeting
11. Quality Planning
12. Organizational Planning
13. Staff Acquisition
14. Communications Planning
CLOSING PROCESSES
15. Risk Identification
16. Qualitative Risk Analysis
17. Quantitative Risk Analysis
1. Contract Closeout
18. Risk Response Planning
2. Administrative Closure
19. Procurement Planning
20. Solicitation Planning
21. Project Plan Development
Exhibit 2 – Thirty-nine processes divided into five groups.
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4. NEW STRUCTURE OF PMBOK® GUIDE
The PMBOK® Guide suggested here redefines and reorders the processes in new
chapter groups. The first two chapters of part 1 (The Project Management Framework)
are unchanged. A chapter 3 is now built from the introductions of the nine chapters of
the second part, relating each of the knowledge areas and its principal processes,
without detailing any process. The previous chapter 3, which describes the processes of
administration, will now be chapter 4 and will be in the second part of the guide called
“The Project Management Process Groups”. All thirty-nine processes will have now been
distributed in agreement with the phases of the project in which they are used.
The greatest change would be to place the introductory chapters of each knowledge
area in a third chapter which gives an overall view of all the processes within each area.
The former chapter 3 then becomes chapter 4, providing details about Project
Management process groups. However, the specification of each process group
(initiating, planning, executing, controlling and closing), which used to be denominated
3.3.X, becomes the introduction of chapters 5 to 9. The new table of contents is
systematized below:
Section I - The Project Management Framework
Chapter 1 Introduction
1.1. Purpose of This Guide
1.2. What is a Project?
1.3. What is Project Management?
1.4. Relationship to Other Management Disciplines
1.5. Related Endeavors
Chapter 2 Project Management Context
2.1. Project Phases and the Project Live Cycle
2.2. Project Stakeholders
2.3. Organizational Influences
2.4. Key General Management Skills
2.5. Social-Economic-Environmental Influences
Chapter 3 Project Management Knowledge Areas
3.1. Project Integration Management
3.2. Project Scope Management
3.3. Project Time Management
3.4. Project Cost Management
3.5. Project Quality Management
3.6. Project Human Resource Management
3.7. Project Communications Management
3.8. Project Risk Management
3.9. Project Procurement Management
Section II - The Project Management Process Groups
Chapter 4 Project Management Process
4.1. Project Processes
4.2. Process Groups
4.3. Process Interactions (introduction only)
4.4. Customizing Process Interactions
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5. 4.5. Mapping of Project Management Process
Chapter 5 Initiating Process
5.1. Initiation
Chapter 6 Planning Process
6.1. Scope Planning
6.2. Scope Definition
6.3. Activity Definition
6.4. Resource Planning
6.5. Activity Sequencing
6.6. Activity Duration Estimating
6.7. Cost Estimating
6.8. Risk Management Planning
6.9. Schedule Development
6.10. Cost Budgeting
6.11. Quality Planning
6.12. Organizational Planning
6.13. Staff Acquisition
6.14. Communications Planning
6.15. Risk Identification
6.16. Qualitative Risk Analysis
6.17. Quantitative Risk Analysis
6.18. Risk Response Planning
6.19. Procurement Planning
6.20. Solicitation Planning
6.21. Project Plan Development
Chapter 7 Executing Process
7.1. Project Plan Execution
7.2. Quality Assurance
7.3. Team Development
7.4. Information Distribution
7.5. Solicitation
7.6. Source Selection
7.7. Contract Administration
Chapter 8 Controlling Process
8.1. Performance Reporting
8.2. Scope Verification
8.3. Scope Change Control
8.4. Schedule Control
8.5. Cost Control
8.6. Quality Control
8.7. Risk Monitoring and Control
8.8. Integrated Change Control
Chapter 9 Closing Process
9.1. Contract Closeout
9.2. Administrative Closure
Section III - Appendices
Section IV – Glossary and Index
With this table of contents a new PMBOK® can easily be built beginning with the
reordering of the conventional processes without losing any part of the original, that is,
without the omission of any of the original content.
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6. PROCCESS INTERACTIONS
All 39 processes are linked by their inputs and outputs. In the New Approach to
PMBOK® Guide the system for numbering the processes serves to focus on the
process groups and not the knowledge areas. This makes the focus of each of the
processes continuous for a period of time while it is not necessarily linked to one of the
nine knowledge areas.
The numeration of the inputs, tools and techniques and outputs of the conventional
PMBOK® is given according to a sequence of numerals in which the first number of the
sequence represents the knowledge area, the second number, the sequence of the
process within the knowledge area, the third, the type of data (inputs, tools and
techniques or outputs) and the fourth is the sequential of data within the type (Exhibit
03).
TEMPLATE EXAMPLE
A.B.C.D 4.1.2.1 Project planning methodology
A - Knowledge Area A - Knowledge Area
4 - Integration 4 - Integration
5 - Scope
6 - Time
7 - Cost
8 - Quality
9 - Human Resources
10 - Communications
11 - Risks
12 - Procurement
B - Process Number inside each Knowledge Area B - Process Number inside each Knowledge Area
1 (first) to 6 (only in Risks and Procurement areas) 1 - First Integration Process
C - Data Type C - Data Type
1 - Input 2 - Tools and Technique
2 - Tools and Technique
3 - Output
D - Data Number inside each Data Type D - Data Number inside each Data Type
1 to 10 1 - First Tool and Technique
Exhibit 3 – Nomenclature of the conventional PMBOK® and example of the first Tools and Techniques of the Integration Process “Project
Plan Development” denominated “Project planning methodology”.
In the New Approach to PMBOK® Guide, the numeration of the inputs, tools and
techniques and outputs is given by a sequence of numerals similar to that of the
conventional PMBOK®, although the first number of the sequence represents the
process group, the second number, the sequence of the process within the process
group, the third, the type of data (inputs, tools and techniques or outputs) and the fourth
is the sequential of the data within the type(Exhibit 04 and 05).
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7. TEMPLATE EXAMPLE
X . Y . C . D - Process data 6.21.2.1 - Project planning methodology
X - Process Group X - Process Group
5 - Initiating Process 6 - Planning Process
6 - Planning Process
7 - Executing Process
8 - Controlling Process
9 - Closing Process
Y - Process Number inside each Process Group Y - Process Number inside each Knowledge Area
1 (first) to 21 (Planning Process) 21 - Twenty-First Planning Process (last)
C - Data Type C - Data Type
1 - Input 2 - Tools and Technique
2 - Tools and Technique
3 - Output
D - Data Number inside each Data Type D - Data Number inside each Data Type
1 to 10 1 - First Tool and Technique
Exhibit 4 – Nomenclature of the New Approach to PMBOK® Guide and example of the first Tools and Techniques of the Integration
Process “Project Plan Development” denominated “Project planning methodology”.
Inputs Tools and Techniques Outputs
PMBOK® Guide
Conventional
4.1.1.1 Other planning outputs 4.1.2.1 Project planning 4.1.3.1 Project plan
4.1.1.2 Historical information methodology 4.1.3.2 Supporting detail
4.1.1.3 Organizational policies 4.1.2.2 Stakeholder skills and
4.1.1.4 Constraints knowledge
4.1.1.5 Assumptions 4.1.2.3 Project management
information system
(PMIS)
Inputs Tools and Techniques Outputs
New Approach to
PMBOK® Guide
6.21.1.1 Other planning outputs 6.21.2.1 Project planning 6.21.3.1 Project plan
6.21.1.2 Historical information methodology 6.21.3.2 Supporting detail
6.21.1.3 Organizational policies 6.21.2.2 Stakeholder skills and
6.21.1.4 Constraints knowledge
6.21.1.5 Assumptions 6.21.2.3 Project management
information system
(PMIS)
Exhibit 5 – Example of the new numbering system for inputs, tools and techniques and outputs for the Integration Process “Project Plan
Development” and a comparison with the conventional PMBOK® numbering system.
RESULTS ACHIEVED IN PILOT TRAINING COURSES USING THE
NEW STRUCTURE
With a view to evaluating the New Approach to PMBOK® Guide, an experiment with
two thirty-student classes of Project Management was held in a multinational IT
company in Brazil, according to the specifications below:
100% of the evaluated participants belonged to the same company
80% of the participants in each group were engineers (24 in each group)
20% of the participants in each group had a degree in Administration (06 in each
group)
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8. 100% of the participants were unaware of the existence of PMBOK® Guide and
considered their knowledge of Project Management to be low or null.
The instructor was the same for both classes and the time and weekdays of the training
were the same for both with a lag of 1 week between the classes. The instructor
prepared a very similar teaching methodology for each of the two groups, including the
same exercises and tests.
In order to select the participants for each group, an equal division based on their
professional backgrounds was part of the chosen procedure. A forty question test
covering Project Management in general was also applied for the purpose of having
groups as homogeneous as possible and therefore avoiding flaws in the evaluation.
Each group attended a 32-hour training program covering the PMBOK® processes with
no absence. The first group's course followed the approach and order of the
conventional PMBOK® in which the subjects are divided into knowledge areas, whereas
the second group was exposed to the New Approach to PMBOK®, having the subjects
divided into processes.
At the end of the program a new forty-question test on Project Management was
administered to the two groups. The results achieved were as follows:
Group A - Conventional PMBOK® Guide
Average: 26.97
Standard Deviation: 3.56 (13.2%)
Highest score: 32
Lowest score: 22
Median: 26.5
Mode: 26
Group B - New Approach to PMBOK® Guide
Average: 32.63
Standard Deviation: 2.51 (7,70%)
Highest score: 37
Lowest score: 28
Median: 33
Mode: 30
The evaluation results suggest that The New Approach to PMBOK® led to an increase
of about 20% in the final scores, with lower standard deviation. They also suggest
significant gains when taken into consideration the questionnaire filled out by the
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9. participants, which reveals that the major difficulty concerning the present PMBOK® is
its analytical structure aimed at being used as reference material rather than as a means
of initial learning.
After the results had been tabulated, all participants were invited to evaluate the two
versions as a group. This evaluation shows that the New Approach to PMBOK® holds
the following advantages:
It makes the reading of PMBOK® sequential, avoiding explaining and analyzing
future process groups in previous phases of the guide.
The visualization of the relation between the processes becomes easier as the
new structure clearly identifies the relation between certain succeeding process
inputs and previous process outputs.
The new structure does not leave out any of the content or standards previously
established by the original PMBOK® Guide.
These results suggest an apparent gain according to the scores obtained by these
participants, although the study must be deepened with other groups and other
companies to produce a working result that is more scientifically proven.
CONCLUSIONS
This New Approach to the PMBOK® Guide does not come as a substitute for the
original PMBOK® Guide, but as a new view of the processes. Its objective is to facilitate
professional’s learning of the Project Management Body of Knowledge. Professionals
who are not familiar with Project Management and those who are preparing for the PMP
exam are the target public of the suggested approach. A unique problem must be
considered in regard to the numbering system. In the New Approach to the PMBOK®
Guide, all of the entrance elements, tools, and exits for each process are numbered
according to the phase of the project and not according the knowledge area, which
could create some discomfort in those professionals who already know and use the
conventional PMBOK® Guide with a certain level of confidence.
REFERENCES
A Guide to the Project Management Body of Knowledge. Upper Darby: Project
Management Institute, 1996.
A Guide to the Project Management Body of Knowledge. Newton Square: Project
Management Institute, 2000.
BERG, Cyntia A. PMBOK® Guide 2000: Hot Line to Project Knowledge. Sylva: Project
Management Institute – Publishing Division, 2001.
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