Unit 5 IP Handing Over A Project To A New Project Manager 1130.docx
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Unit 5 IP: Handing Over A Project To A New Project Manager 11/30/15, 3:10 PM Potter (2010, slide 3) offers these recommendations when handing over a project to another project manager: Even when the project appears to be completed there might be as much as 25% of the original costs involved in putting things right, rework and so forth The three aspects of project afterlife show how successful the project leader and manager has been in terms of: Ensuring that the client organisation is linked into the project so that they can use it effectively Auditing the project life cycle and processes and building on strengths to minimize the impact of weaknesses Dismantling the project team and celebrating the success of the project Letting go of a project at its winding up is not always easy He also recommends you (Porter, 2010): Document the learning Record best practices and project information Summarize the effectiveness of the project process Francis (2015) provides this checklist to follow when handing over a project: Project documentation (risk and issue logs, project plan and charter, project schedule, etc.) All documents involved in initial project plans Change requests throughout the project Financial reports and processes Deliverables of the project have been accepted by both the client or sponsor Project status reports have been reviewed with your team and are up to date Financial reports and processes complete A list of contacts and their job roles Staff evaluation and performance reports completed Introduce the new Project Manager to team members and stakeholders Suggest next steps for the new Project Manager .
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Scope changes occur when the request is made to change the project objectives and its scope to accompany needs and objectives that were not originally in the original plan (Arain & Low, 2009). Allowing scope changes when the project have already started usually adds cost, more risks, and longer duration or even project failure if the scope is not managed properly. Scope changes in a project occurs through the following ways; some scope changes may be necessary and minor and thus may not follow the approval procedure, a scope change should be made through a change request form, the form should address specific scope changes to be made, reviewed and authorized, once the change request form has been filled the project manager should pay attention to the nature to make sure if the changes are in scope, where the changes are in the projects lifecycle and which objective or deliverable will be affected. A benefit case should be made to analyses why the changes will be made and what impact they will have on the project timeline, risk, and cost. The Project Manager should send a mail to the project sponsor or through meeting him in person and explaining the importance of the change. Once the change has been approved, it should be documented and the changes controlled through the project phases.
Project timeline changes are the most common problem to a project manager which usually occurs when a project task or activity which is in the critical path takes more time than what was estimated or planned or changes in project scope (Arain & Low, 2009). Timeline changes can be managed through an addition of more resources a good example is when the sponsor demands the project to be finished one month earlier which will need the manager to request for two additional software developers for the remaining part of the project. The second way to manage changes in project timeline is through the critical path, where you add more resources to the tasks in the critical path which will shorten their duration, this is known as crashing the plan. Whenever a project timeline project changes it should be reported to all the project stakeholders and the sponsor through the following ways; providing an updated project plan with all the tasks affected by the project timeline changes, report about your project timeline in the current project status report.
Project budget changes is directed influenced by other changes such as timeline and scope which will make the project to require additional funding from the sponsor, project managers should continuously manage their budget to avoid an over-budget (Arain & Low, 2009), project manager should constantly revisit the project budget especially when other changes such as scope occurs since they direct contribute to the project cost, they should revisit the resources that the project is using, The ...
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Copyright 2019 by University of Phoenix. All rights reserved.
Copyright 2019 by University of Phoenix. All rights reserved.
Running head: PROJECT OBJECTIVES AND METRICS 1
PROJECT OBJECTIVES AND METRICS 4
Project Objectives and Metrics
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Scope changes occur when the request is made to change the project objectives and its scope to accompany needs and objectives that were not originally in the original plan (Arain & Low, 2009). Allowing scope changes when the project have already started usually adds cost, more risks, and longer duration or even project failure if the scope is not managed properly. Scope changes in a project occurs through the following ways; some scope changes may be necessary and minor and thus may not follow the approval procedure, a scope change should be made through a change request form, the form should address specific scope changes to be made, reviewed and authorized, once the change request form has been filled the project manager should pay attention to the nature to make sure if the changes are in scope, where the changes are in the projects lifecycle and which objective or deliverable will be affected. A benefit case should be made to analyses why the changes will be made and what impact they will have on the project timeline, risk, and cost. The Project Manager should send a mail to the project sponsor or through meeting him in person and explaining the importance of the change. Once the change has been approved, it should be documented and the changes controlled through the project phases.
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Copyright 2019 by University of Phoenix. All rights reserved.
Copyright 2019 by University of Phoenix. All rights reserved.
Running head: PROJECT OBJECTIVES AND METRICS 1
PROJECT OBJECTIVES AND METRICS 4
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University of Phoenix
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Fritz Hibbler
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Chapter 13
Project Management and SDLC
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Copyright © 2015 John Wiley & Sons, Inc. All rights reserved.
Learning Objectives
Project Planning, Execution, and Budget
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Set of business practices to manage projects as a strategic portfolio.
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Chapter 13
Copyright © 2015 John Wiley & Sons, Inc. All rights reserved.
Project Management Concepts
Project Portfolio Management Path
Chapter 13
Copyright © 2015 John Wiley & Sons, Inc. All rights reserved.
Map proposed projects to organizational strategies.
Assess the value that a proposed project brings to the company.
Assess the complexity of proposed projects.
Prioritize project proposals for project selection.
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Estimated time frame or schedule subject to a high degree of uncertainty.
Estimated budget subject to a high degree of uncertainty.
Requirement of extensive interaction among participants.
Tasks that may compete or conflict with other business activities.
Risky but with a high profit potential or benefits.
Chapter 13
Copyright © 2015 John Wiley & Sons, Inc. All rights reserved.
Project Management Concepts
Chapter 13
Figure 13.3 Project success triple constraint.
Copyright © 2015 John Wiley & Sons, Inc. All rights reserved.
Scope
Time
Pro ...
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Chapter 13Project Management and SDLCPrepared by Dr. D.docx
Chapter 13
Project Management and SDLC
Prepared by Dr. Derek Sedlack, South University
Copyright © 2015 John Wiley & Sons, Inc. All rights reserved.
Learning Objectives
Project Planning, Execution, and Budget
Project Monitoring, Control, and Closing
System Development Life Cycle
Project Management Concepts
Project Management Concepts
Deliverable
Items that you hand off to the client or management for their review and approval and that must be produced to complete a project or part of a project.
Project Portfolio Management (PPM)
Set of business practices to manage projects as a strategic portfolio.
Business Case
Identifies an opportunity, problem, or need and the desired business outcomes of the project.
Chapter 13
Copyright © 2015 John Wiley & Sons, Inc. All rights reserved.
Project Management Concepts
Project Portfolio Management Path
Chapter 13
Copyright © 2015 John Wiley & Sons, Inc. All rights reserved.
Map proposed projects to organizational strategies.
Assess the value that a proposed project brings to the company.
Assess the complexity of proposed projects.
Prioritize project proposals for project selection.
Project Management Concepts
Operations vs. Projects
Operations
Business as usual
Projects
Clearly defined scope, deliverables, and results.
Estimated time frame or schedule subject to a high degree of uncertainty.
Estimated budget subject to a high degree of uncertainty.
Requirement of extensive interaction among participants.
Tasks that may compete or conflict with other business activities.
Risky but with a high profit potential or benefits.
Chapter 13
Copyright © 2015 John Wiley & Sons, Inc. All rights reserved.
Project Management Concepts
Chapter 13
Figure 13.3 Project success triple constraint.
Copyright © 2015 John Wiley & Sons, Inc. All rights reserved.
Scope
Time
Project
Success
Cost
Project Management Concepts
Scope Creep
Project growth is the piling up of small changes that by themselves are manageable but in aggregate are significant.
Contributes to overages in budget, deadline, and/or resources.
Standard project management approaches reduce scope creep.
Chapter 13
Copyright © 2015 John Wiley & Sons, Inc. All rights reserved.
Project Management Concepts
What is a deliverable?
What is the purpose of PPM?
What distinguishes a project from operations?
What are the triple constraints?
How can scope creep contribute to project failure?
What identifies an opportunity, problem, or need and the desired business outcomes of the project?
What is the approach that examines projects holistically and manages them as a strategic portfolio?
What are the items that you hand off to the client or management for their review and approval?
What are the three attributes that must be managed effectively for successful completion and closure of any project?
What is the term for the piling up of small changes that by themselves are manageable but in aggregate a.
Chapter 13Project Management and SDLCPrepared by Dr. D.docx
Chapter 13
Project Management and SDLC
Prepared by Dr. Derek Sedlack, South University
Copyright © 2015 John Wiley & Sons, Inc. All rights reserved.
Learning Objectives
Project Planning, Execution, and Budget
Project Monitoring, Control, and Closing
System Development Life Cycle
Project Management Concepts
Project Management Concepts
Deliverable
Items that you hand off to the client or management for their review and approval and that must be produced to complete a project or part of a project.
Project Portfolio Management (PPM)
Set of business practices to manage projects as a strategic portfolio.
Business Case
Identifies an opportunity, problem, or need and the desired business outcomes of the project.
Chapter 13
Copyright © 2015 John Wiley & Sons, Inc. All rights reserved.
Project Management Concepts
Project Portfolio Management Path
Chapter 13
Copyright © 2015 John Wiley & Sons, Inc. All rights reserved.
Map proposed projects to organizational strategies.
Assess the value that a proposed project brings to the company.
Assess the complexity of proposed projects.
Prioritize project proposals for project selection.
Project Management Concepts
Operations vs. Projects
Operations
Business as usual
Projects
Clearly defined scope, deliverables, and results.
Estimated time frame or schedule subject to a high degree of uncertainty.
Estimated budget subject to a high degree of uncertainty.
Requirement of extensive interaction among participants.
Tasks that may compete or conflict with other business activities.
Risky but with a high profit potential or benefits.
Chapter 13
Copyright © 2015 John Wiley & Sons, Inc. All rights reserved.
Project Management Concepts
Chapter 13
Figure 13.3 Project success triple constraint.
Copyright © 2015 John Wiley & Sons, Inc. All rights reserved.
Scope
Time
Project
Success
Cost
Project Management Concepts
Scope Creep
Project growth is the piling up of small changes that by themselves are manageable but in aggregate are significant.
Contributes to overages in budget, deadline, and/or resources.
Standard project management approaches reduce scope creep.
Chapter 13
Copyright © 2015 John Wiley & Sons, Inc. All rights reserved.
Project Management Concepts
What is a deliverable?
What is the purpose of PPM?
What distinguishes a project from operations?
What are the triple constraints?
How can scope creep contribute to project failure?
What identifies an opportunity, problem, or need and the desired business outcomes of the project?
What is the approach that examines projects holistically and manages them as a strategic portfolio?
What are the items that you hand off to the client or management for their review and approval?
What are the three attributes that must be managed effectively for successful completion and closure of any project?
What is the term for the piling up of small changes that by themselves are manageable but in aggregate a.
Chapter 13Project Management and SDLCPrepared by Dr. D.docx
Chapter 13
Project Management and SDLC
Prepared by Dr. Derek Sedlack, South University
Copyright © 2015 John Wiley & Sons, Inc. All rights reserved.
Learning Objectives
Project Planning, Execution, and Budget
Project Monitoring, Control, and Closing
System Development Life Cycle
Project Management Concepts
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Deliverable
Items that you hand off to the client or management for their review and approval and that must be produced to complete a project or part of a project.
Project Portfolio Management (PPM)
Set of business practices to manage projects as a strategic portfolio.
Business Case
Identifies an opportunity, problem, or need and the desired business outcomes of the project.
Chapter 13
Copyright © 2015 John Wiley & Sons, Inc. All rights reserved.
Project Management Concepts
Project Portfolio Management Path
Chapter 13
Copyright © 2015 John Wiley & Sons, Inc. All rights reserved.
Map proposed projects to organizational strategies.
Assess the value that a proposed project brings to the company.
Assess the complexity of proposed projects.
Prioritize project proposals for project selection.
Project Management Concepts
Operations vs. Projects
Operations
Business as usual
Projects
Clearly defined scope, deliverables, and results.
Estimated time frame or schedule subject to a high degree of uncertainty.
Estimated budget subject to a high degree of uncertainty.
Requirement of extensive interaction among participants.
Tasks that may compete or conflict with other business activities.
Risky but with a high profit potential or benefits.
Chapter 13
Copyright © 2015 John Wiley & Sons, Inc. All rights reserved.
Project Management Concepts
Chapter 13
Figure 13.3 Project success triple constraint.
Copyright © 2015 John Wiley & Sons, Inc. All rights reserved.
Scope
Time
Project
Success
Cost
Project Management Concepts
Scope Creep
Project growth is the piling up of small changes that by themselves are manageable but in aggregate are significant.
Contributes to overages in budget, deadline, and/or resources.
Standard project management approaches reduce scope creep.
Chapter 13
Copyright © 2015 John Wiley & Sons, Inc. All rights reserved.
Project Management Concepts
What is a deliverable?
What is the purpose of PPM?
What distinguishes a project from operations?
What are the triple constraints?
How can scope creep contribute to project failure?
What identifies an opportunity, problem, or need and the desired business outcomes of the project?
What is the approach that examines projects holistically and manages them as a strategic portfolio?
What are the items that you hand off to the client or management for their review and approval?
What are the three attributes that must be managed effectively for successful completion and closure of any project?
What is the term for the piling up of small changes that by themselves are manageable but in aggregate a ...
Project management practices the criteria for success or failure
This document discusses factors that contribute to project success and failure. It identifies the top factors for success as user involvement, executive management support, clear requirements, and proper planning. The major causes of project failure are inappropriate planning and scheduling, improper implementation, and human factors like poor communication. While project success rates have increased over time, nearly half of all projects remain challenged, meaning they are over budget, over time, or fail to meet full requirements. Ensuring user involvement, clear requirements, proper planning and management support are keys to avoiding failure and increased success.
20240130_UNIUD_Book Presentation_Applying Lean Project Management_(LMA).pptx
This document discusses how to apply lean principles to project management. It begins with an overview of project management basics like the project lifecycle and key knowledge areas. It then covers lean concepts such as the seven types of waste and 5S. The document proposes integrating lean tools into each stage of a project, such as using a visual board ("Obeya") for planning and daily stand-ups ("huddles") for monitoring progress. The overall message is that combining lean thinking with established project management practices can help complete projects faster, with fewer defects and higher customer satisfaction.
Project Life Cycle.pptx
The document discusses the project life cycle and its various phases. It begins with an introduction to project management and the importance of understanding the project life cycle. It then describes the five main phases of a typical project life cycle: initiation, planning, execution, monitoring and control, and closure. For each phase, it provides an overview of the key steps and deliverables. It also discusses other important aspects that influence the project life cycle such as cost and staffing levels over time, risks, organizational structures, and interactions between project management processes.
Pm assignment -5111570030
This document outlines a project to install air conditioners in three computer labs at Ola Senior High School. The project aims to create a comfortable learning environment by addressing overheating issues. Key stakeholders include the project sponsor, headmistress, and PTA. A cost-benefit analysis found that the project would save over $537,000 annually by reducing computer damage. Risks include possible supplier delays and resource constraints during implementation. The project is assumed to have funding and executive support.
Project closure template v3.0
This document outlines the steps for closing out a project. It includes scheduling a project closeout meeting, ensuring all time has been logged, closing the project in relevant systems, conducting knowledge transfer, returning equipment, archiving documentation, and getting approval signatures to officially close the project. It also includes collecting lessons learned and reviewing estimates versus actual hours spent. The goal is to assess project results, transfer knowledge, and properly archive documentation before closing out the project in systems.
PMP-Prep-Exam-Test-200_Questions.pdf
Are you gearing up for the Project Management Professional (PMP) exam? Feeling a tad overwhelmed by the sheer volume of information you need to absorb? Well, fear not, because we've got you covered! In this comprehensive guide, we'll delve into 100 WATERFALL PMP Questions and Answers that will help you ace the exam with confidence. So, grab your coffee, get comfy, and let's dive right in!
Unit V SpeechChoose a president from this unit (George Washingto.docx
This two-page speech for a president from George Washington to John Quincy Adams must discuss at least one military issue and one issue on government evolution during that president's term. The speech is to be written in APA style.
Unit VI PowerPoint PresentationCreate a 7 – 10 slide PowerPoin.docx
Unit VI PowerPoint Presentation
Create a 7 – 10 slide PowerPoint presentation aimed at convincing an employer to seek a diversified target group of workers. Suggestions for topics to include are listed below:
Male vs. Female Ratio
Organizational Culture (ethnic/education)
Organizational commitment to vetting of employees
Job Security/Employee Turnover
Theories of Employee Motivation and Work Performances
Each slide must contain speaker’s notes; use the slide notes function. You may use various reliable sources, including your textbook.
NOTE: Unmonitored Websites such as Wikipedia are not acceptable sources. Be sure to cite any sources used in a reference slide, using proper APA formatting. Cover and reference slides do not count in the required number of slides.
.
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Project Brief Document BSBPMG510A Project Brie.docx
Project Brief
Document: BSBPMG510A Project Brief Prepared By: RTO Manager: RM
Version: 1.0 Endorsed By: RTO CEO: DL
Date Effective: 14/02/11 Review Date: 13/02/12
Uncontrolled document when printed
Page 1 of 13
Form: LA-PB-BSBPMG510A
PROJECT BRIEF
BSBPMG510A: Manage Projects
Project Overview
To complete this project you are required to plan, administer, monitor and finalise
one (1) workplace project. You will be required to manage the project and project
team from the initiation through to review phases ensuring completion of the
necessary supporting project documentation to aid project implementation and
completion.
For the purposes of completion of this assessment activity, examples of appropriate
workplace projects include, but are not limited to:
Implementing a new product or service;
Developing and implementing new Standard Operating Procedures;
Installing and deploying new plant, machinery or equipment in the workplace;
Implementing a newly-developed system throughout the workplace or across the organisation – for
example, a(n):
o Performance Evaluation (or appraisal / review) system;
o Occupational Health & Safety Management System (OHSMS);
o Information or Records Management system.
This Project evaluates the below-listed elements of competency & performance
criteria to assess your knowledge and skills in managing projects:
Element / PC # Specification
Element 1 (All PC) Define project
Element 2 (All PC) Develop project plan
Element 3 (All PC) Administer and monitor project
Element 4 (All PC) Finalise project
Project Purpose
(Mapping to Elements
of Competency)
Element 5 (All PC) Review project
Task Description:
To complete this task, you are required to define the workplace project by
developing a business case for your project, conducting a feasibility study,
organising a project team, and putting together relevant project scope
documentation to aid project completion.
Project Task
Specifications
You must complete all
four (4) tasks
described in the
column to the right to
satisfy the
requirements of this
project.
Task
1
Task Breakdown:
1. a) Develop a Business Case for your project outlining one (1) business
opportunity or problem that your project will work towards implementing
solutions for. The Business Case must be recorded in a written format of your
choosing and must contain the following:
An executive summary;
Introduction/background information to the one (1) identified problem/opportunity;
Justification of the problem/opportunity’s alignment to overall business
goals/objectives;
Identification of three (3) alternatives and/or solutions for the identified
problem/opportunity the project will seek to implement;
A summarised description of the three (3) alternatives and/or solutions in regards to
the following:
o Feasibility;
o Cost/benefit analysis;
o Risks;
o General issues/concerns;
Suggested methods ...
CONVEYOR BELT PROJECT REPORT
The purpose of this report is to provide management with a revised status of the Super Conveyer Belt project. The report is organized by the four phases of the project life cycle which include Defining / Initiating, Planning, Executing, and closing. The first phase, Defining, will incorporate high level activities such as goals, specifications, identifying key tasks, and roles and responsibilities. The second phase, Planning, includes creating schedules, defining budgets, determining resources available and requirements, assessing risks and staffing the team. The third phase, executing, involves the development of status reports, dealing with change, ensuring quality, and forecasting. All activities associated with “closing” will be projections as that phase has not yet occurred. Closure activities include, training the customer, transferring documents, release of resources, evaluations and lessons learned.
FINAL ACCOUNT CONCLUSION OF BUILDING PROJECTS
AN INVESTIGATION OF FACTORS THAT LEAD TO DELAYED FINAL ACCOUNT CONCLUSION OF BUILDING PROJECTS IN MALAWI CONSTRUCTION INDUSTRY
CH-2.2 Developing Project Charter and Baseline Project Plan.ppt
This document discusses developing a project charter and baseline project plan. It describes the relationship between the business case and project plan, and outlines the key components of a project charter, including the project description, scope, schedule, budget, and roles. It also covers project planning frameworks, with steps to define the project scope and link it to the measurable organizational value, schedule, and budget in the baseline project plan.
WRITTEN INTERVIEW QUESTIONSPhD candidates should provide an aut.docx
WRITTEN INTERVIEW QUESTIONS
PhD candidates should provide an authentic personal statements to each of the five following questions/prompts reflecting on their own personal interest. In the event that any outside resources are used, resources should be cited in APA format. Submissions should be a maximum of 500 words or 125 words per question/prompt. It is best to respond to each prompt/question individually for clarity of the reviewer. Documents should be submitted in Microsoft Word format.
PhD IT
What are your research interests in the area of Information Technology? Why do you think it is important to research in this area?
Why did you select to pursue a program at University of the Cumberlands instead of other institutions?
As an individual, what are your strengths and weaknesses? How will these impact you as a doctoral information technology student?
Where do you see the future of Information Technology heading?
How can obtaining a doctorate impact your contribution to the practices of information technology? Where do you see yourself after obtaining a doctorate from UC?
Chapter 13
Project Management and SDLC
Prepared by Dr. Derek Sedlack, South University
Copyright © 2015 John Wiley & Sons, Inc. All rights reserved.
Learning Objectives
Project Planning, Execution, and Budget
Project Monitoring, Control, and Closing
System Development Life Cycle
Project Management Concepts
Project Management Concepts
Deliverable
Items that you hand off to the client or management for their review and approval and that must be produced to complete a project or part of a project.
Project Portfolio Management (PPM)
Set of business practices to manage projects as a strategic portfolio.
Business Case
Identifies an opportunity, problem, or need and the desired business outcomes of the project.
Chapter 13
Copyright © 2015 John Wiley & Sons, Inc. All rights reserved.
Project Management Concepts
Project Portfolio Management Path
Chapter 13
Copyright © 2015 John Wiley & Sons, Inc. All rights reserved.
Map proposed projects to organizational strategies.
Assess the value that a proposed project brings to the company.
Assess the complexity of proposed projects.
Prioritize project proposals for project selection.
Project Management Concepts
Operations vs. Projects
Operations
Business as usual
Projects
Clearly defined scope, deliverables, and results.
Estimated time frame or schedule subject to a high degree of uncertainty.
Estimated budget subject to a high degree of uncertainty.
Requirement of extensive interaction among participants.
Tasks that may compete or conflict with other business activities.
Risky but with a high profit potential or benefits.
Chapter 13
Copyright © 2015 John Wiley & Sons, Inc. All rights reserved.
Project Management Concepts
Chapter 13
Figure 13.3 Project success triple constraint.
Copyright © 2015 John Wiley & Sons, Inc. All rights reserved.
Scope
Time
Pro ...
5 phases of project management
This document outlines the seven phases of the project life cycle: initiation, planning, execution, monitoring and control, and closeout. It describes the key activities and outputs for each phase. The initiation phase involves selecting a project manager and defining objectives. The planning phase develops detailed plans for tasks, schedule, budget, roles and communication. Execution involves executing the plans, and monitoring and control compares results to metrics and identifies variances. The closeout phase hands over the final product and archives lessons learned.
5 phases of project management
Learn the 5 Key Project Management Phases that every project manager knows. Perfect information for those business professionals curious about how project managers plan their projects.
Critical Path Analysis
Critical path analysis (CPA) is a project planning method that allows a project to be completed in the shortest time possible. CPA requires identifying all project activities, their durations and dependencies. It then calculates the earliest and latest start and finish times to determine the critical path - the longest sequence of activities that determines the shortest project duration. Activities on the critical path cannot be delayed without impacting the planned end date. CPA helps optimize resource allocation and reduce project risks and costs.
Ch5ProjectPlanning.ppt
The document discusses project planning and management. It covers topics like establishing clear project objectives, conducting an initial project launch meeting, developing composite and master project plans, and using a work breakdown structure. The work breakdown structure involves breaking a project down into hierarchical tasks and work packages to facilitate planning, monitoring, and control. Interface management is also discussed as the process of coordinating work across different groups or elements of a project.
Lecture 3
The document discusses the six phases of the project management process: 1) Project Pre-initiation, 2) Project Initiation, 3) Project Planning, 4) Project Executing, 5) Project Monitoring and controlling, and 6) Project Closing. It provides details on the key activities and goals of each phase, including determining project scope, selecting a project manager, creating project plans, executing the project, monitoring progress, and closing out the project.
Project mgmt.
The document summarizes key aspects of project planning from a textbook. It discusses the importance of establishing clear objectives and gaining management support during the initial planning stages. The project plan should include elements like objectives, schedules, budgets, and risk mitigation. Effective planning involves breaking the project into work packages with assigned responsibilities using a work breakdown structure. Interface coordination is also critical to integrate different elements and ensure tasks are completed on schedule.
Chapter 13Project Management and SDLCPrepared by Dr. D.docx
Chapter 13
Project Management and SDLC
Prepared by Dr. Derek Sedlack, South University
Copyright © 2015 John Wiley & Sons, Inc. All rights reserved.
Learning Objectives
Project Planning, Execution, and Budget
Project Monitoring, Control, and Closing
System Development Life Cycle
Project Management Concepts
Project Management Concepts
Deliverable
Items that you hand off to the client or management for their review and approval and that must be produced to complete a project or part of a project.
Project Portfolio Management (PPM)
Set of business practices to manage projects as a strategic portfolio.
Business Case
Identifies an opportunity, problem, or need and the desired business outcomes of the project.
Chapter 13
Copyright © 2015 John Wiley & Sons, Inc. All rights reserved.
Project Management Concepts
Project Portfolio Management Path
Chapter 13
Copyright © 2015 John Wiley & Sons, Inc. All rights reserved.
Map proposed projects to organizational strategies.
Assess the value that a proposed project brings to the company.
Assess the complexity of proposed projects.
Prioritize project proposals for project selection.
Project Management Concepts
Operations vs. Projects
Operations
Business as usual
Projects
Clearly defined scope, deliverables, and results.
Estimated time frame or schedule subject to a high degree of uncertainty.
Estimated budget subject to a high degree of uncertainty.
Requirement of extensive interaction among participants.
Tasks that may compete or conflict with other business activities.
Risky but with a high profit potential or benefits.
Chapter 13
Copyright © 2015 John Wiley & Sons, Inc. All rights reserved.
Project Management Concepts
Chapter 13
Figure 13.3 Project success triple constraint.
Copyright © 2015 John Wiley & Sons, Inc. All rights reserved.
Scope
Time
Project
Success
Cost
Project Management Concepts
Scope Creep
Project growth is the piling up of small changes that by themselves are manageable but in aggregate are significant.
Contributes to overages in budget, deadline, and/or resources.
Standard project management approaches reduce scope creep.
Chapter 13
Copyright © 2015 John Wiley & Sons, Inc. All rights reserved.
Project Management Concepts
What is a deliverable?
What is the purpose of PPM?
What distinguishes a project from operations?
What are the triple constraints?
How can scope creep contribute to project failure?
What identifies an opportunity, problem, or need and the desired business outcomes of the project?
What is the approach that examines projects holistically and manages them as a strategic portfolio?
What are the items that you hand off to the client or management for their review and approval?
What are the three attributes that must be managed effectively for successful completion and closure of any project?
What is the term for the piling up of small changes that by themselves are manageable but in aggregate a.
Chapter 13Project Management and SDLCPrepared by Dr. D.docx
Chapter 13
Project Management and SDLC
Prepared by Dr. Derek Sedlack, South University
Copyright © 2015 John Wiley & Sons, Inc. All rights reserved.
Learning Objectives
Project Planning, Execution, and Budget
Project Monitoring, Control, and Closing
System Development Life Cycle
Project Management Concepts
Project Management Concepts
Deliverable
Items that you hand off to the client or management for their review and approval and that must be produced to complete a project or part of a project.
Project Portfolio Management (PPM)
Set of business practices to manage projects as a strategic portfolio.
Business Case
Identifies an opportunity, problem, or need and the desired business outcomes of the project.
Chapter 13
Copyright © 2015 John Wiley & Sons, Inc. All rights reserved.
Project Management Concepts
Project Portfolio Management Path
Chapter 13
Copyright © 2015 John Wiley & Sons, Inc. All rights reserved.
Map proposed projects to organizational strategies.
Assess the value that a proposed project brings to the company.
Assess the complexity of proposed projects.
Prioritize project proposals for project selection.
Project Management Concepts
Operations vs. Projects
Operations
Business as usual
Projects
Clearly defined scope, deliverables, and results.
Estimated time frame or schedule subject to a high degree of uncertainty.
Estimated budget subject to a high degree of uncertainty.
Requirement of extensive interaction among participants.
Tasks that may compete or conflict with other business activities.
Risky but with a high profit potential or benefits.
Chapter 13
Copyright © 2015 John Wiley & Sons, Inc. All rights reserved.
Project Management Concepts
Chapter 13
Figure 13.3 Project success triple constraint.
Copyright © 2015 John Wiley & Sons, Inc. All rights reserved.
Scope
Time
Project
Success
Cost
Project Management Concepts
Scope Creep
Project growth is the piling up of small changes that by themselves are manageable but in aggregate are significant.
Contributes to overages in budget, deadline, and/or resources.
Standard project management approaches reduce scope creep.
Chapter 13
Copyright © 2015 John Wiley & Sons, Inc. All rights reserved.
Project Management Concepts
What is a deliverable?
What is the purpose of PPM?
What distinguishes a project from operations?
What are the triple constraints?
How can scope creep contribute to project failure?
What identifies an opportunity, problem, or need and the desired business outcomes of the project?
What is the approach that examines projects holistically and manages them as a strategic portfolio?
What are the items that you hand off to the client or management for their review and approval?
What are the three attributes that must be managed effectively for successful completion and closure of any project?
What is the term for the piling up of small changes that by themselves are manageable but in aggregate a.
Chapter 13Project Management and SDLCPrepared by Dr. D.docx
Chapter 13
Project Management and SDLC
Prepared by Dr. Derek Sedlack, South University
Copyright © 2015 John Wiley & Sons, Inc. All rights reserved.
Learning Objectives
Project Planning, Execution, and Budget
Project Monitoring, Control, and Closing
System Development Life Cycle
Project Management Concepts
Project Management Concepts
Deliverable
Items that you hand off to the client or management for their review and approval and that must be produced to complete a project or part of a project.
Project Portfolio Management (PPM)
Set of business practices to manage projects as a strategic portfolio.
Business Case
Identifies an opportunity, problem, or need and the desired business outcomes of the project.
Chapter 13
Copyright © 2015 John Wiley & Sons, Inc. All rights reserved.
Project Management Concepts
Project Portfolio Management Path
Chapter 13
Copyright © 2015 John Wiley & Sons, Inc. All rights reserved.
Map proposed projects to organizational strategies.
Assess the value that a proposed project brings to the company.
Assess the complexity of proposed projects.
Prioritize project proposals for project selection.
Project Management Concepts
Operations vs. Projects
Operations
Business as usual
Projects
Clearly defined scope, deliverables, and results.
Estimated time frame or schedule subject to a high degree of uncertainty.
Estimated budget subject to a high degree of uncertainty.
Requirement of extensive interaction among participants.
Tasks that may compete or conflict with other business activities.
Risky but with a high profit potential or benefits.
Chapter 13
Copyright © 2015 John Wiley & Sons, Inc. All rights reserved.
Project Management Concepts
Chapter 13
Figure 13.3 Project success triple constraint.
Copyright © 2015 John Wiley & Sons, Inc. All rights reserved.
Scope
Time
Project
Success
Cost
Project Management Concepts
Scope Creep
Project growth is the piling up of small changes that by themselves are manageable but in aggregate are significant.
Contributes to overages in budget, deadline, and/or resources.
Standard project management approaches reduce scope creep.
Chapter 13
Copyright © 2015 John Wiley & Sons, Inc. All rights reserved.
Project Management Concepts
What is a deliverable?
What is the purpose of PPM?
What distinguishes a project from operations?
What are the triple constraints?
How can scope creep contribute to project failure?
What identifies an opportunity, problem, or need and the desired business outcomes of the project?
What is the approach that examines projects holistically and manages them as a strategic portfolio?
What are the items that you hand off to the client or management for their review and approval?
What are the three attributes that must be managed effectively for successful completion and closure of any project?
What is the term for the piling up of small changes that by themselves are manageable but in aggregate a ...
Project management practices the criteria for success or failure
This document discusses factors that contribute to project success and failure. It identifies the top factors for success as user involvement, executive management support, clear requirements, and proper planning. The major causes of project failure are inappropriate planning and scheduling, improper implementation, and human factors like poor communication. While project success rates have increased over time, nearly half of all projects remain challenged, meaning they are over budget, over time, or fail to meet full requirements. Ensuring user involvement, clear requirements, proper planning and management support are keys to avoiding failure and increased success.
20240130_UNIUD_Book Presentation_Applying Lean Project Management_(LMA).pptx
This document discusses how to apply lean principles to project management. It begins with an overview of project management basics like the project lifecycle and key knowledge areas. It then covers lean concepts such as the seven types of waste and 5S. The document proposes integrating lean tools into each stage of a project, such as using a visual board ("Obeya") for planning and daily stand-ups ("huddles") for monitoring progress. The overall message is that combining lean thinking with established project management practices can help complete projects faster, with fewer defects and higher customer satisfaction.
Project Life Cycle.pptx
The document discusses the project life cycle and its various phases. It begins with an introduction to project management and the importance of understanding the project life cycle. It then describes the five main phases of a typical project life cycle: initiation, planning, execution, monitoring and control, and closure. For each phase, it provides an overview of the key steps and deliverables. It also discusses other important aspects that influence the project life cycle such as cost and staffing levels over time, risks, organizational structures, and interactions between project management processes.
Pm assignment -5111570030
This document outlines a project to install air conditioners in three computer labs at Ola Senior High School. The project aims to create a comfortable learning environment by addressing overheating issues. Key stakeholders include the project sponsor, headmistress, and PTA. A cost-benefit analysis found that the project would save over $537,000 annually by reducing computer damage. Risks include possible supplier delays and resource constraints during implementation. The project is assumed to have funding and executive support.
Project closure template v3.0
This document outlines the steps for closing out a project. It includes scheduling a project closeout meeting, ensuring all time has been logged, closing the project in relevant systems, conducting knowledge transfer, returning equipment, archiving documentation, and getting approval signatures to officially close the project. It also includes collecting lessons learned and reviewing estimates versus actual hours spent. The goal is to assess project results, transfer knowledge, and properly archive documentation before closing out the project in systems.
PMP-Prep-Exam-Test-200_Questions.pdf
Are you gearing up for the Project Management Professional (PMP) exam? Feeling a tad overwhelmed by the sheer volume of information you need to absorb? Well, fear not, because we've got you covered! In this comprehensive guide, we'll delve into 100 WATERFALL PMP Questions and Answers that will help you ace the exam with confidence. So, grab your coffee, get comfy, and let's dive right in!
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Project Brief Document BSBPMG510A Project Brie.docx
Project Brief Document BSBPMG510A Project Brie.docx
CH-2.2 Developing Project Charter and Baseline Project Plan.ppt
CH-2.2 Developing Project Charter and Baseline Project Plan.ppt
WRITTEN INTERVIEW QUESTIONSPhD candidates should provide an aut.docx
WRITTEN INTERVIEW QUESTIONSPhD candidates should provide an aut.docx
Chapter 13Project Management and SDLCPrepared by Dr. D.docx
Chapter 13Project Management and SDLCPrepared by Dr. D.docx
Chapter 13Project Management and SDLCPrepared by Dr. D.docx
Chapter 13Project Management and SDLCPrepared by Dr. D.docx
Chapter 13Project Management and SDLCPrepared by Dr. D.docx
Chapter 13Project Management and SDLCPrepared by Dr. D.docx
Project management practices the criteria for success or failure
Project management practices the criteria for success or failure
20240130_UNIUD_Book Presentation_Applying Lean Project Management_(LMA).pptx
20240130_UNIUD_Book Presentation_Applying Lean Project Management_(LMA).pptx
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Male vs. Female Ratio
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Choose a president from this unit (George Washington to John Quincy Adams) and write a two-page public address/speech that covers a minimum of two important issues (at least one covering a military issue and one on government evolution) that took place during that president’s term(s). Your speech will need to be in APA style.
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A privately owned island off the coast of Florida has been left to you by the eccentric owner who passed away recently.The island is large enough for several small communities to be developed, so you want to start off on the right foot by
establishing a local government, a judicial system, and a law enforcement system. The only stipulation is that you cannotbe dictator of the island.For the Unit V Mini Project, you will describe the following points:
the type of local government you would establish (e.g., county, city),
the form of that government (e.g., township, municipal charter),
the management system (e.g., commission, mayor,council),
how leadership positions would be instated(e.g., appointment, election)
the type of law enforcement and judicial system you would put into place
and
your rehabilitation system for any criminal offender.
You can mix and match your government,judicial, and law-enforcement decisions, but you must fully explain the reasonswhy you chose the types of systems.
Your mini project must be at least
three full pages
in length, not including your title page and reference page, if youchoose to use references. Outside sources are not a requirement, but if you choose to use them, they must be cited and
referenced accordingly.
.
Unit V SpeechChoose a president from this unit (George Washington .docx
Unit V Speech
Choose a president from this unit (George Washington to John Quincy Adams) and write a two-page public address/speech that covers a minimum of two important issues (at least one covering a military issue and one on government evolution) that took place during that president’s term(s). Your speech will need to be in APA style.
Information about accessing the Blackboard Grading Rubric for this assignment is provided below.
.
Unit IV has focused on ways that you can become a better student thr.docx
Unit IV has focused on ways that you can become a better student through understanding the assignment; communicationg your needs to your support net work; writing a professional email; and reading, rpocessing, and responding to feedback.
Consider moments in your life when you have received truly eye opening feedback. You consider this moment in the context of your academic career, professional career, or personal life. Use the foloowing as guiding questions:
1. What was the experience like?
2. What did you learn about yourself?
3. How did you respond to the feedback at the time that it was given?
4. How did you learn from experience?
5. In
what ways did the experience help you to grow in terms of the skills you were trying to master?
.
Unit IV ProjectPerform a critical review of the following NIOSH Pu.docx
Unit IV Project
Perform a critical review of the following NIOSH Publication:
Cheung, Z., Feletto, M., Galante, J., & Waters, T. (2007). Ergonomic guidelines for manual material handling (DHHS [NIOSH] Publication No. 2007-131). Retrieved from http://www.cdc.gov/niosh/docs/2007-131/pdfs/2007-131.pdf
PDF of the NIOSH Publication No. 2007-131.
https://online.columbiasouthern.edu/CSU_Content/Courses/Emergency_Services/BOS/BOS3701/13G/UnitIV_NIOSH%20handbook.pdf
You must specifically summarize and analyze the following information in the indicated NIOSH publication:
Engineering and administrative improvements
Proactive action plan
The three improvement options mentioned in the publication
However, you may also discuss any other topics you find interesting in publication.
The project must include, at minimum, the following components:
1. Introduction
2. Engineering and Administrative Improvements
3. Proactive Action Plan
4. Improvement Options
5. Summary of your own opinions and comments on what you learned from the publication.
Instructions
Your answer to this assignment must be three to five pages, double spaced, and 12 point font (separate title page and reference page are not included in the page length). CSU requires that students use APA style for papers and projects. Therefore, the APA rules for formatting, quoting, paraphrasing, citing, and listing of sources are to be followed.
.
Unit IV ProjectHazard Analysis and Risk Assessment ProjectBe sur.docx
Unit IV Project
Hazard Analysis and Risk Assessment Project
Be sure to read all of the instructions. There are two documents to be prepared and submitted.
1. Following steps 1-11 of the Hazard Analysis and Risk Assessment Guide in the course textbook (pp.171-174), develop a risk assessment for a serious workplace hazard with which you are familiar, or use Addendum D to Chapter 11 (pp. 202-206) to help you select a hazard. Evaluate the hazard and its associated risks, and then complete the Hazard Analysis and Risk Analysis Project form (click here to access this form). To complete the Initial Risk Assessment and Post Control Risk Assessment sections, use the following codes based on the Risk Assessment Matrix in Table 11.10 (p.180) of the textbook:
SEVERITY:
1–Catastrophic
2–Critical
3–Marginal
4–Negligible
PROBABILITY (Likelihood of Occurrence):
A–Frequent
B–Probable
C–Occasional
D–Remote
E–Improbable
RISK CODE:
H–High
S–Serious
M–Medium
L–Low
All sections of the form must be completed. Note that the “Post Control Risk Assessment Measures” section reflects the risk assessment AFTER applying the additional control measures.
2. In a separate document of at least 500 words, explain the reasoning behind how you filled out each section of the form. Use references as needed to support the discussion.
3 Upload both the completed form and the discussion document. Be sure that the discussion document is in APA format with a title page and a reference page. Information about accessing the Blackboard Grading Rubric for this assignment is provided below
.
Unit IV Essay Write a minimum of a five-page essay, using .docx
Unit IV Essay
Write a minimum of a five-page essay, using proper APA format, on the topic of unemployment in the U.S. Use a minimum of three scholarly sources. You have the freedom to take any aspect of unemployment that you desire to research.
All sources used, including the textbook, must be referenced; paraphrased and quoted material must have accompanying citations. All references and citations used must be in APA style.
Course Textbook
McEachern, W. A. (2015).
ECON macroeconomics
(4th ed.). Stamford, CT: Cengage Learning.
.
Unit III ProjectRadiation Safety ReportUni.docx
Unit III Project
Radiation Safety Report
Unit IV Project
Hazardous Noises Report
Unit V Project
Thermal Stressors Report
Unit VI Project
Hydrostatics and Hydraulics Report
Unit VII Project
Fire Prevention and Protection Report
Unit VIII Project
Ergonomics Report
Unit VIII Final Project
Comprehensive Report
.
Unit III PowerPoint PresentationEmployee Involvement and Safety .docx
Unit III PowerPoint Presentation
Employee Involvement and Safety and Health Inspections
Be sure to include the following in your presentation:
• Employee involvement tools
• Job safety analysis
• employee safety committees and meetings
• perception surveys and suggestion systems
• effective safety and health inspection programs
• controlling workplace hazards
.
Unit III PowerPoint PresentationImagine that you work for your sta.docx
Unit III PowerPoint Presentation
Imagine that you work for your state’s environmental protection agency in the waste management division. Your boss has asked you to create a presentation on household hazardous waste (HHW) to give to community groups in an effort to encourage people to dispose of HHW properly.
Create a 7- to 10-slide PowerPoint presentation that summarizes the environmental and health risks of household hazardous waste. Use the notes section in PowerPoint to narrate your presentation. Your presentation should address the following topics:
What is HHW?
Why is it important to dispose of HHW properly?
What are some best practices that people should follow to dispose of HHW properly?
What regulations cover HHW?
All sources used, including the textbook, must be cited and referenced according to APA style. Be sure to include in-text citations on your slides, and provide a reference slide that lists all of your sources.
.
Unit IV Scholarly ActivityCloud ProfitabilityIn a one to two pag.docx
Unit IV Scholarly Activity
Cloud Profitability
In a one to two page paper (250-500 words), discuss whether or not there are cost benefits to cloud computing using specific examples. Be sure to include at least
Three reference sources.
APA rules for formatting, quoting, paraphrasing, citing, and listing of sources are to be followed
.
Unit III Article CritiqueYou are to choose an article from t.docx
Unit III Article Critique
You are to choose an article from the CSU Online Library database. The article may cover a topic presented in this unit. The article itself must be more than one page in length.
THE ARTICLE TO BE USED FOR THIS ARTICLE CRITQUE CAN BE FOUND IN THE ATTACHMENTS.
The assignment must include the following components:
1. a brief introduction to the article,
2. a summary and analysis of the key points of the article,
3. a decision on whether or not the article supports the concepts as presented in the textbook, and
4. a summary of the article’s conclusions and your own opinions.
The assignment must be a minimum of two pages but no more than four pages in length, double-spaced, and in APA style. Ensure you use APA references and in-text citations in your critique.
PLEASE ENSURE ALL OF THE ABOVE GUIDELINES ARE FOLLOWED
.
Unit III EssaySelect one debated topic from the three .docx
Unit III Essay
Select one debated topic from the three below, and construct a 500-word (minimum) academic essay that provides an overview of the debate—making certain to include key individuals, events, acts, the time period, the location, and why the debate was initiated. Identify the victor and why you feel they "won" the debate. Considering current events, what events experienced today are similar to your selected debated topic? Explain whether political, religious, or economic concerns were the most dominant motivation. Click here for a PDF of additional requirements for Unit III essay sources.
Debated Topics
(choose one)
1. The appropriate action of the colonists in response to taxation imposed by the British crown
HY 1110, American History I 3
2. The proper response by American colonists concerning the standing presence of British officials and soldiers
3. The ability of the colonists to rule themselves while still respecting the king’s authority
.
Unit outcomes addressed in this AssignmentExplain the need to mea.docx
Unit outcomes addressed in this Assignment:
Explain the need to measure consumer satisfaction
Discuss the need to involve patients in the CQI process
Outline the uses of risk-adjusted data
Examine benchmarking and why it is important in CQI process
State the professional and institutional responses for addressing quality issues in health care
Course outcomes assessed/addressed in this Assignment:
HA425-1: Explain the historical evolution of health care quality improvement programs.
HA425-2: Demonstrate an understanding of operational management theory.
HA425-3: Examine strategic and tactical planning issues relevant to marketing, opportunity assessment, and external environment analysis.
HA425-4: Compare quality management techniques used to improvement operations such as Continuous Quality Improvement, Total Quality Management, and proactive quality improvement measures.
HA425-5: Examine the critical role of quality improvement and quality assurance in community, state and national health care environments.
Imagine yourself as just being appointed the Chief Patient Experience Officer of your hospital. You have been charged by the board and CEO of the hospital to create a new systems approach for the hospital that will meet the patient’s needs, priorities and expectations in a manner that exemplifies the values of respect, compassion, justice, and community pride. Your plan should include a method of determining who the customer is, what the customer wants, how the hospital will meet those needs and desires, how you will measure customer satisfaction, and the data capture modalities you will use, such as qualitative or quantitative methods to obtain the information. Also, how you will communicate the results of this new program to the world.
Instructions
Create a PowerPoint presentation at least 10 slides in length that discusses your planned proposal. Each process should be outlined in 2–4 slides. Include detailed speaker’s notes that describe your program, which should include your answers to the questions below. Be sure to include references and citations from at least five sources. Your PowerPoint presentation needs to be visually appealing, to catch your audience's attention, as your goal is to promote your program to the health care organization groups and people attending.
Outline the current customer experience efforts and how these efforts could be improved with an organized effort.
Explain how Affordable Care Act provides financial incentives in the form of performance-based bonuses or penalties based on the efficiency, effectiveness, and satisfaction with hospital services.
Thoroughly analyze how your new systems approach for the hospital will satisfy all stakeholders and how we will improve results, measure success, and communicate the results to the world? Provide a step-by-step plan for implementation of your proposal.
Describe how the new systems approach for the hospital will meet the patient’s needs, priorities and .
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Introduction to objective, scope and outcome the subject
Chapter 2
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Chapter 3
Surveying: Object Principles & Types of Surveying; Site Plans, Plans & Maps; Scales & Unit of different Measurements.
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