Wilfred Abraham's resume summarizes his education and professional experience. He has a diverse educational background including qualifications in IT, business, accounting and project management. Professionally, he has over 10 years of experience in project management and production support roles for technology companies, leading teams and managing projects, resources, deployments and infrastructure. Currently he is a Production Support Manager responsible for incident management, change management, problem management and deployments among other duties.
This document provides an overview of a training course on PMI-RMP certification. It outlines the 10 chapters that will be covered in the course, including introductions to risk management frameworks and processes. It also describes the eligibility criteria for the PMI-RMP exam, including prerequisites and experience requirements. Details are provided about the exam structure, including the number of questions, duration, grading approach, and domains covered relating to risk strategy, stakeholder engagement, risk processes, monitoring and reporting, and specialized risk analysis.
This is 2 days course gives priority on project management as a core competency and the application of key project management tools and technologies across business units.
In addition to learning this model, participants will gain an overview of project management methodology and their role as either a manager with project management responsibility or as a member of a project team.
Who Should Attend:
Managers and team members in cross-functional organizations
Who need basic project management skills
Team leaders, new project managers
Business users involved in it projects
Anyone interested in learning the basics of project management.
Course Objectives:
The importance of goal definition and development in the initial steps
Understand the role and responsibilities of the project manager
Communicate team responsibilities and commitments as well as status/change reports
Apply their knowledge of basic project management tools in defining and planning a project
Recognize key elements and characteristics of effective teams and describe various conflict resolution approaches
Apply their knowledge of basic project management tools in implementing and controlling a project
Enhance project performance through the use of established project management practices
Identify and measure a project's criteria for success
Provide an environment for team effectiveness and communication
Training Outline:
Introduction
The Project Life Cycle
Control and Analysis
Team Building
Automation Tools and Trends
Project Completion, Lessons Learned reviews
Our project management training helps learners with the knowledge and discipline required to effectively plan, manage, execute, and control projects.
Call us today at +1-972-665-9786. Learn more about this course audience, objectives, outlines, pricing. Visit our website link below.
Price: $1,499.00
Course Number: 1051
Length: 2 Days
Project management fundamentals
https://www.tonex.com/training-courses/project-management/
Introduction to PMP Brief Presentationjamilireifij
This document provides an overview of project management and the MS Project tool. It discusses key aspects of project management including defining projects as temporary endeavors with unique goals and constraints of scope, cost, and time. The typical project lifecycle is also outlined including initiation, planning, execution, monitoring and control, and closure phases. Tips are provided around thorough planning, stakeholder communication, and documenting lessons learned.
In today's fast-paced business environment, successful project management has its place on the organizational hall-of-fame.
All major corporations have recognized that the future of their corporate success lies in their employees' abilities to effectively manage overlapping, complex projects.
The document outlines 20 steps for developing a project management plan. It discusses that the plan sets the rules for implementing, controlling, and monitoring a project. The plan is developed during the planning phase and integrates all the knowledge areas defined by PMI. It may also include the project life cycle, change management plan, configuration management plan, and methods for maintaining the project baseline. The document then presents a process map for developing the project management plan starting from the project charter. It also provides an overview of the 47 processes defined by PMI, grouped by knowledge areas and process groups.
You should download the document to have a fine resolution.
This document presents a generic work plan that can be used to lead a MOOC project. Note that it is a macro view suitable for most MOOC projects and that the detailed work plan must be defined and adapted to a particular project. Indeed, there are many form of MOOCs and so, many ways to manage its production.
Licence CC -BY-NC-SA - Leslie HUIN & Alexandra CODINA
58
مبادرة
#تواصل_تطوير
المحاضرة الثامنة والخمسون من المبادرة مع
الدكتور / وليد محفوظ
دكتوراه واستشاري إدارة المشروعات
بعنوان
" إدارة مشاركة المعنيين في مشاريع وبرامج التشييد الكبرى"
التاسعة مساء توقيت مكة المكرمة السبت19سبتمبر2020
وذلك عبر تطبيق زووم
https://us02web.zoom.us/meeting/register/tZUpdOqpqzMiHNUjeCO_jncoYvFEex2uP0b-
علما ان هناك بث مباشر للمحاضرة على القنوات الخاصة بجمعية المهندسين المصريين
ونأمل أن نوفق في تقديم ما ينفع المهندس ومهمة الهندسة في عالمنا العربي
والله الموفق
للتواصل مع إدارة المبادرة عبر قناة التليجرام
https://t.me/EEAKSA
ومتابعة المبادرة والبث المباشر عبر نوافذنا المختلفة
رابط اللينكدان والمكتبة الالكترونية
https://www.linkedin.com/company/eeaksa-egyptian-engineers-association/
رابط قناة التويتر
https://twitter.com/eeaksa
رابط قناة الفيسبوك
https://www.facebook.com/EEAKSA
رابط قناة اليوتيوب
https://www.youtube.com/user/EEAchannal
رابط التسجيل العام للمحاضرات
https://forms.gle/vVmw7L187tiATRPw9
Top 10 Reasons to Get PMP® Certified | PMP® Certification Training | PMP® Tra...Edureka!
***** PMP® Training: https://www.edureka.co/pmp *****
This Edureka tutorial on "Top 10 Reasons To Get PMP® Certified" will give you enough reasons to go for PMP® Certification and tell you why it is mostly preferred by the professionals. This PPT will also brief you on the latest updates, various job opportunities, and the market trends that PMP® Certification offers you.
This document provides an overview of a training course on PMI-RMP certification. It outlines the 10 chapters that will be covered in the course, including introductions to risk management frameworks and processes. It also describes the eligibility criteria for the PMI-RMP exam, including prerequisites and experience requirements. Details are provided about the exam structure, including the number of questions, duration, grading approach, and domains covered relating to risk strategy, stakeholder engagement, risk processes, monitoring and reporting, and specialized risk analysis.
This is 2 days course gives priority on project management as a core competency and the application of key project management tools and technologies across business units.
In addition to learning this model, participants will gain an overview of project management methodology and their role as either a manager with project management responsibility or as a member of a project team.
Who Should Attend:
Managers and team members in cross-functional organizations
Who need basic project management skills
Team leaders, new project managers
Business users involved in it projects
Anyone interested in learning the basics of project management.
Course Objectives:
The importance of goal definition and development in the initial steps
Understand the role and responsibilities of the project manager
Communicate team responsibilities and commitments as well as status/change reports
Apply their knowledge of basic project management tools in defining and planning a project
Recognize key elements and characteristics of effective teams and describe various conflict resolution approaches
Apply their knowledge of basic project management tools in implementing and controlling a project
Enhance project performance through the use of established project management practices
Identify and measure a project's criteria for success
Provide an environment for team effectiveness and communication
Training Outline:
Introduction
The Project Life Cycle
Control and Analysis
Team Building
Automation Tools and Trends
Project Completion, Lessons Learned reviews
Our project management training helps learners with the knowledge and discipline required to effectively plan, manage, execute, and control projects.
Call us today at +1-972-665-9786. Learn more about this course audience, objectives, outlines, pricing. Visit our website link below.
Price: $1,499.00
Course Number: 1051
Length: 2 Days
Project management fundamentals
https://www.tonex.com/training-courses/project-management/
Introduction to PMP Brief Presentationjamilireifij
This document provides an overview of project management and the MS Project tool. It discusses key aspects of project management including defining projects as temporary endeavors with unique goals and constraints of scope, cost, and time. The typical project lifecycle is also outlined including initiation, planning, execution, monitoring and control, and closure phases. Tips are provided around thorough planning, stakeholder communication, and documenting lessons learned.
In today's fast-paced business environment, successful project management has its place on the organizational hall-of-fame.
All major corporations have recognized that the future of their corporate success lies in their employees' abilities to effectively manage overlapping, complex projects.
The document outlines 20 steps for developing a project management plan. It discusses that the plan sets the rules for implementing, controlling, and monitoring a project. The plan is developed during the planning phase and integrates all the knowledge areas defined by PMI. It may also include the project life cycle, change management plan, configuration management plan, and methods for maintaining the project baseline. The document then presents a process map for developing the project management plan starting from the project charter. It also provides an overview of the 47 processes defined by PMI, grouped by knowledge areas and process groups.
You should download the document to have a fine resolution.
This document presents a generic work plan that can be used to lead a MOOC project. Note that it is a macro view suitable for most MOOC projects and that the detailed work plan must be defined and adapted to a particular project. Indeed, there are many form of MOOCs and so, many ways to manage its production.
Licence CC -BY-NC-SA - Leslie HUIN & Alexandra CODINA
58
مبادرة
#تواصل_تطوير
المحاضرة الثامنة والخمسون من المبادرة مع
الدكتور / وليد محفوظ
دكتوراه واستشاري إدارة المشروعات
بعنوان
" إدارة مشاركة المعنيين في مشاريع وبرامج التشييد الكبرى"
التاسعة مساء توقيت مكة المكرمة السبت19سبتمبر2020
وذلك عبر تطبيق زووم
https://us02web.zoom.us/meeting/register/tZUpdOqpqzMiHNUjeCO_jncoYvFEex2uP0b-
علما ان هناك بث مباشر للمحاضرة على القنوات الخاصة بجمعية المهندسين المصريين
ونأمل أن نوفق في تقديم ما ينفع المهندس ومهمة الهندسة في عالمنا العربي
والله الموفق
للتواصل مع إدارة المبادرة عبر قناة التليجرام
https://t.me/EEAKSA
ومتابعة المبادرة والبث المباشر عبر نوافذنا المختلفة
رابط اللينكدان والمكتبة الالكترونية
https://www.linkedin.com/company/eeaksa-egyptian-engineers-association/
رابط قناة التويتر
https://twitter.com/eeaksa
رابط قناة الفيسبوك
https://www.facebook.com/EEAKSA
رابط قناة اليوتيوب
https://www.youtube.com/user/EEAchannal
رابط التسجيل العام للمحاضرات
https://forms.gle/vVmw7L187tiATRPw9
Top 10 Reasons to Get PMP® Certified | PMP® Certification Training | PMP® Tra...Edureka!
***** PMP® Training: https://www.edureka.co/pmp *****
This Edureka tutorial on "Top 10 Reasons To Get PMP® Certified" will give you enough reasons to go for PMP® Certification and tell you why it is mostly preferred by the professionals. This PPT will also brief you on the latest updates, various job opportunities, and the market trends that PMP® Certification offers you.
Florence Kalipa is a Project Manager with over 14 years of experience in project management and business analysis. She holds a Bachelor's degree in Computer Science and qualifications in project management and business analysis. She is currently working as a Senior Project Manager at Investec and has experience managing projects in the financial services industry using Agile and waterfall methodologies.
Software Development is a complicated project. Careful management of the project is really important. The various steps involved in the management of software development project is discussed here in detail.
The new PMP, what it is and how to get prepared for itPMIUKChapter
The international scenario of the Project Management credentials is evolving. New ones are entering the "arena", some other old ones are changing their shape and maybe their value. In this webinar we''ll cover the most important PM credential, defining and comparing their features. In particular, we'll see the new PMP exam and how to prepare for it.
Outline of subjects you will cover:
• PM credential in the world
• PMP credential
• The new PMP exam (from Jan 2nd 2021)
• How to prepare for it
About Cristiano Ottavian
Industrial Chartered Engineer, Project Manager, PM Consultant and Trainer in Business Schools and Corporate Academies. Former director of a National Academy for Technicians, he designs and implements training courses to support project management skills and team management. He is a business consultant on Project Management, innovation, product and process development, organizational change and process optimization. He managed projects and lead teams in companies of various sectors, in Italy, Europe and the Middle East. Certifications: PMP®, Prince2TM Practitioner, ISIPM, SFC, Financial Advisor and Environment Consultant.
This document provides an introduction to project planning and management. It discusses key concepts such as defining a project, the project life cycle, and the roles of project planning and project management. Specifically, it defines a project as a temporary endeavor undertaken to create a unique product or service. It outlines the four phases of a project life cycle as initiation, planning, execution, and closure. It also explains that project planning involves determining how to achieve project goals within set parameters, while project management is the process of coordinating resources to meet objectives. The document concludes by discussing project monitoring, evaluation, reporting and leadership.
** PMP® Training: https://www.edureka.co/pmp **
This Edureka video on Project Management Tutorial will give you a complete insight of the fundamentals of Project Management along with its various phases and methodologies. This video will help you to learn following topics:
1. What is a Project?
2. Project Management
3. Advantages of Project Management
4. Skills Required for Project Manager
5. Project Management Phases
6. Project Knowledge Areas & Processes
7. Project Management Methodologies
The document discusses key aspects of program management according to PMI standards. It begins by introducing program management and defining it as the centralized coordinated management of related projects to achieve strategic benefits and objectives. It then covers several key elements of program management including: defining the program and developing the vision/roadmap; managing the portfolio of projects; governance structures like gate reviews and risk management; change management; and closing the program. Diagrams depict relationships between domains, the program lifecycle, and an example program organization structure.
The document provides an overview of the 10 project management knowledge areas and their associated processes based on the PMBOK 5th edition. It summarizes each knowledge area including project integration management, scope management, time management, cost management, quality management, human resource management, communications management, risk management, procurement management, and stakeholder management. For each knowledge area, it lists the key processes in that area and the typical inputs, tools and techniques, and outputs for each process.
Project Management Process Groups And Knowledge Areasguestfe6ad
The document outlines the project management process groups and knowledge areas according to the Project Management Body of Knowledge (PMBOK). It lists the five process groups of initiating, planning, executing, monitoring and controlling, and closing. Under each process group are the twelve knowledge areas: integration, scope, time, cost, quality, human resources, communications, risk, procurement, and their associated processes.
Programme start up document - Optimised Programme Methodology Simon Misiewicz
Optimise-GB provides you with a free template for the programme start up document. This is the first phase of a three phased programme methodology. This document is based on MSP, Lean and Six Sigma programme methodologies. The key difference and unique perspective for this methodology is that the programme never closes down but focuses on continuous improvement. This document reduces the number of documents that can often lead to confusion as identified in a number of methodologies. The document sets the reason for the programme in regards to operational strategies, objectives and balanced scorecard reporting. As with most programme management methodologies, the document focuses on the now (Current state / as is) again the future (to be / future state). There are several inbuilt excel templates to boot including objectives weighting mechanisms, SIPOC flow diagrams and business cases. The programme start up phase leads into the Programme Improvement plan, which identifies a number of initiatives to be authorised within the project portfolio. The third and final document in this methodology is the programme delivery report, another template, that reports back on the progress made against the strategic goals. Please contact me should you have any questions on simon@optimise-gb.com and visit www.optimise-gb.com for more details. Many thanks Simon Misiewicz
Online PMP Prep Material for PMP Exam - Project management process groupsGlobalSkillup
47 Process Groups in Project management defined by PMBOK 5th Edition by Project Management Institute (PMI). Provided by GlobalSkillup.com towards PMP Certification Exam.
This document provides an introduction to project management frameworks based on the PMBOK 5th edition. It outlines the instructor's qualifications and covers topics such as the definition of a project, project management, the project management process groups, and relationships between projects, programs and portfolios. It also discusses organizational project management and the role of Project Management Offices.
Here are 489 slides for you to successfully teach your next PMP/CAPM class with confidence. We have also included questions after each chapter to reinforce the concepts for better exam preparation. Purchase your copy today: http://www.advconsultants.com/product/pmp-capm-instructor-slides/
The Paradigm Consulting Group (PCGI) is an internationally accredited consulting organization specializing in project management and business analysis.
This presentation is the second in a series that will provide an overview to project management concepts and internationally accepted best practices in the field project management. This presentation focuses on Programme management concepts.
Master Project Manager MPM® certification is targeted at individual who needs to take up the role as a senior project manager. MPM® focuses at cost management, risk management, scope management, and project procurement management. MPM® accredited certificate that is awarded by the Global Academy of Finance and Management GAFM ® is a mark of distinction for experienced project managers.
Participants are expected to read and review any materials submitted by the GAFM training provider that will be utilized for successful course completion. A standardized examination will be administered by the Administrator of GAFM. The examination consisting of essay questions will help to ensure that the individual is well versed enough within the broad range of course topics to pass the exam and receive the specialist certified designation.
Take this course online at : https://www.gafmonline.com
A CCP is an experienced practitioner with advanced knowledge and technical expertise to apply the broad principles and best practices of Total Cost Management (TCM) in the planning, execution and management of any organizational project or program.
Practical Guide to Programme/Project Cycle ManagementChi Karol
This document provides an overview of a practical guide to programme/project cycle management (PCM). It introduces the key concepts of PCM including the programme/project cycle, management, and development partnerships. It describes PCM as a set of design and management concepts used to support decision making and strengthen management of programmes and projects. The guide aims to build capacity of NGOs and development practitioners in PCM approaches and the logical framework method. It explains how the guide can be used to gain skills in analytical programme design, operational planning, and monitoring and evaluation.
The Major Projects Delivery team at Auckland Council was established in 2006 to deliver large capital projects across the council. Since then, the team has delivered nearly $1 billion worth of projects, transforming communities. They have a matrix structure with project managers, workstream experts, and corporate workstream owners to ensure consistency. Notable projects include the Aotea Square redevelopment, Auckland Art Gallery upgrades, and Te Wao Nui at Auckland Zoo. The team has received numerous national and international awards for project quality and innovation.
This document provides an overview of project integration management and its key processes. It discusses developing the project charter, project management plan, and closing the project. It emphasizes that integration management involves identifying, defining, combining, unifying, and coordinating processes and activities. Iterative approaches promote engagement of team members as domain experts in integration. The project manager's role is to build collaboration and ensure the team can respond to changes.
Proactive, performance-driven professional with 16+ years’ experience including over 12 years in leadership and IT Project Management. Good understanding of business priorities, team player committed to managing operations and projects flawlessly while contributing to revenue-producing activities. Cross-functional communicator easily interfaces with high-profile staff, vendors, and customers.
Have managed large projects for Telecom, Airlines, MF&G and Healthcare domain in the Europe. Responsible for Service Delivery, Release Management & entire project management processes, and accountable for effort, scope, quality and schedule of the project.
This document provides a summary of the candidate's experience and qualifications for project management roles. They have 15 years of experience in healthcare consulting utilizing their biochemistry degree and Six Sigma training. They are PRINCE2 certified and have extensive experience utilizing PMBOK methodologies for project management. Their experience includes developing RFPs, managing budgets and timelines, implementing change management processes, and leading teams of over 20 stakeholders on complex projects.
Florence Kalipa is a Project Manager with over 14 years of experience in project management and business analysis. She holds a Bachelor's degree in Computer Science and qualifications in project management and business analysis. She is currently working as a Senior Project Manager at Investec and has experience managing projects in the financial services industry using Agile and waterfall methodologies.
Software Development is a complicated project. Careful management of the project is really important. The various steps involved in the management of software development project is discussed here in detail.
The new PMP, what it is and how to get prepared for itPMIUKChapter
The international scenario of the Project Management credentials is evolving. New ones are entering the "arena", some other old ones are changing their shape and maybe their value. In this webinar we''ll cover the most important PM credential, defining and comparing their features. In particular, we'll see the new PMP exam and how to prepare for it.
Outline of subjects you will cover:
• PM credential in the world
• PMP credential
• The new PMP exam (from Jan 2nd 2021)
• How to prepare for it
About Cristiano Ottavian
Industrial Chartered Engineer, Project Manager, PM Consultant and Trainer in Business Schools and Corporate Academies. Former director of a National Academy for Technicians, he designs and implements training courses to support project management skills and team management. He is a business consultant on Project Management, innovation, product and process development, organizational change and process optimization. He managed projects and lead teams in companies of various sectors, in Italy, Europe and the Middle East. Certifications: PMP®, Prince2TM Practitioner, ISIPM, SFC, Financial Advisor and Environment Consultant.
This document provides an introduction to project planning and management. It discusses key concepts such as defining a project, the project life cycle, and the roles of project planning and project management. Specifically, it defines a project as a temporary endeavor undertaken to create a unique product or service. It outlines the four phases of a project life cycle as initiation, planning, execution, and closure. It also explains that project planning involves determining how to achieve project goals within set parameters, while project management is the process of coordinating resources to meet objectives. The document concludes by discussing project monitoring, evaluation, reporting and leadership.
** PMP® Training: https://www.edureka.co/pmp **
This Edureka video on Project Management Tutorial will give you a complete insight of the fundamentals of Project Management along with its various phases and methodologies. This video will help you to learn following topics:
1. What is a Project?
2. Project Management
3. Advantages of Project Management
4. Skills Required for Project Manager
5. Project Management Phases
6. Project Knowledge Areas & Processes
7. Project Management Methodologies
The document discusses key aspects of program management according to PMI standards. It begins by introducing program management and defining it as the centralized coordinated management of related projects to achieve strategic benefits and objectives. It then covers several key elements of program management including: defining the program and developing the vision/roadmap; managing the portfolio of projects; governance structures like gate reviews and risk management; change management; and closing the program. Diagrams depict relationships between domains, the program lifecycle, and an example program organization structure.
The document provides an overview of the 10 project management knowledge areas and their associated processes based on the PMBOK 5th edition. It summarizes each knowledge area including project integration management, scope management, time management, cost management, quality management, human resource management, communications management, risk management, procurement management, and stakeholder management. For each knowledge area, it lists the key processes in that area and the typical inputs, tools and techniques, and outputs for each process.
Project Management Process Groups And Knowledge Areasguestfe6ad
The document outlines the project management process groups and knowledge areas according to the Project Management Body of Knowledge (PMBOK). It lists the five process groups of initiating, planning, executing, monitoring and controlling, and closing. Under each process group are the twelve knowledge areas: integration, scope, time, cost, quality, human resources, communications, risk, procurement, and their associated processes.
Programme start up document - Optimised Programme Methodology Simon Misiewicz
Optimise-GB provides you with a free template for the programme start up document. This is the first phase of a three phased programme methodology. This document is based on MSP, Lean and Six Sigma programme methodologies. The key difference and unique perspective for this methodology is that the programme never closes down but focuses on continuous improvement. This document reduces the number of documents that can often lead to confusion as identified in a number of methodologies. The document sets the reason for the programme in regards to operational strategies, objectives and balanced scorecard reporting. As with most programme management methodologies, the document focuses on the now (Current state / as is) again the future (to be / future state). There are several inbuilt excel templates to boot including objectives weighting mechanisms, SIPOC flow diagrams and business cases. The programme start up phase leads into the Programme Improvement plan, which identifies a number of initiatives to be authorised within the project portfolio. The third and final document in this methodology is the programme delivery report, another template, that reports back on the progress made against the strategic goals. Please contact me should you have any questions on simon@optimise-gb.com and visit www.optimise-gb.com for more details. Many thanks Simon Misiewicz
Online PMP Prep Material for PMP Exam - Project management process groupsGlobalSkillup
47 Process Groups in Project management defined by PMBOK 5th Edition by Project Management Institute (PMI). Provided by GlobalSkillup.com towards PMP Certification Exam.
This document provides an introduction to project management frameworks based on the PMBOK 5th edition. It outlines the instructor's qualifications and covers topics such as the definition of a project, project management, the project management process groups, and relationships between projects, programs and portfolios. It also discusses organizational project management and the role of Project Management Offices.
Here are 489 slides for you to successfully teach your next PMP/CAPM class with confidence. We have also included questions after each chapter to reinforce the concepts for better exam preparation. Purchase your copy today: http://www.advconsultants.com/product/pmp-capm-instructor-slides/
The Paradigm Consulting Group (PCGI) is an internationally accredited consulting organization specializing in project management and business analysis.
This presentation is the second in a series that will provide an overview to project management concepts and internationally accepted best practices in the field project management. This presentation focuses on Programme management concepts.
Master Project Manager MPM® certification is targeted at individual who needs to take up the role as a senior project manager. MPM® focuses at cost management, risk management, scope management, and project procurement management. MPM® accredited certificate that is awarded by the Global Academy of Finance and Management GAFM ® is a mark of distinction for experienced project managers.
Participants are expected to read and review any materials submitted by the GAFM training provider that will be utilized for successful course completion. A standardized examination will be administered by the Administrator of GAFM. The examination consisting of essay questions will help to ensure that the individual is well versed enough within the broad range of course topics to pass the exam and receive the specialist certified designation.
Take this course online at : https://www.gafmonline.com
A CCP is an experienced practitioner with advanced knowledge and technical expertise to apply the broad principles and best practices of Total Cost Management (TCM) in the planning, execution and management of any organizational project or program.
Practical Guide to Programme/Project Cycle ManagementChi Karol
This document provides an overview of a practical guide to programme/project cycle management (PCM). It introduces the key concepts of PCM including the programme/project cycle, management, and development partnerships. It describes PCM as a set of design and management concepts used to support decision making and strengthen management of programmes and projects. The guide aims to build capacity of NGOs and development practitioners in PCM approaches and the logical framework method. It explains how the guide can be used to gain skills in analytical programme design, operational planning, and monitoring and evaluation.
The Major Projects Delivery team at Auckland Council was established in 2006 to deliver large capital projects across the council. Since then, the team has delivered nearly $1 billion worth of projects, transforming communities. They have a matrix structure with project managers, workstream experts, and corporate workstream owners to ensure consistency. Notable projects include the Aotea Square redevelopment, Auckland Art Gallery upgrades, and Te Wao Nui at Auckland Zoo. The team has received numerous national and international awards for project quality and innovation.
This document provides an overview of project integration management and its key processes. It discusses developing the project charter, project management plan, and closing the project. It emphasizes that integration management involves identifying, defining, combining, unifying, and coordinating processes and activities. Iterative approaches promote engagement of team members as domain experts in integration. The project manager's role is to build collaboration and ensure the team can respond to changes.
Proactive, performance-driven professional with 16+ years’ experience including over 12 years in leadership and IT Project Management. Good understanding of business priorities, team player committed to managing operations and projects flawlessly while contributing to revenue-producing activities. Cross-functional communicator easily interfaces with high-profile staff, vendors, and customers.
Have managed large projects for Telecom, Airlines, MF&G and Healthcare domain in the Europe. Responsible for Service Delivery, Release Management & entire project management processes, and accountable for effort, scope, quality and schedule of the project.
This document provides a summary of the candidate's experience and qualifications for project management roles. They have 15 years of experience in healthcare consulting utilizing their biochemistry degree and Six Sigma training. They are PRINCE2 certified and have extensive experience utilizing PMBOK methodologies for project management. Their experience includes developing RFPs, managing budgets and timelines, implementing change management processes, and leading teams of over 20 stakeholders on complex projects.
Saheed Taiwo provides project planning, scheduling, and coordination services. He has over 7 years of experience in these roles. He is PRINCE2 certified and has managed projects for companies like Network Rail, Balfour Beatty, American International Group, and Hewlett Packard. He has expertise in project methodologies, risk management, budgeting, relationship management, communication, and tools like Microsoft Project and Primavera.
Steven Carpenter is a senior business project manager with experience leading finance and procurement transformation projects across many industries. He has expertise in full project lifecycles from problem definition to implementation using both Waterfall and Agile methodologies. Steven enjoys stakeholder management and has led teams of up to 30 personnel on projects ranging from £200k to £1m. He is a PRINCE2 Practitioner and qualified accountant with a track record of delivering business transformation programs.
This document contains a summary of Ankit Rathi's work experience and qualifications. He has over 4 years of experience in project management and managing IT projects for global clients. He is skilled in Agile methodologies like Scrum and managing relationships with stakeholders. He has expertise in technologies like PHP, Drupal, Magento, and WordPress.
Teresa Tso has over 8 years of experience in consulting and information technology project management, with a focus on web application development and database implementation. She holds a PMP certification and has successfully delivered complex projects involving hundreds of team members across multiple industries. Her technical skills include programming languages, software applications, and project communication tools.
Veeranagouda has over 5 years of experience in marketing and sales roles. He has worked with companies in the IT hardware, fire safety equipment, and healthcare industries. His strengths include strong communication and collaboration skills as well as a commitment to continuous learning. Currently he works as a Project Manager for the National Health Mission, where he handles projects worth over Rs. 230 crores and manages a team of 250 contractual and 450 regular employees.
This position is responsible for providing project management for key academic initiatives and establishing a Project Management Office at MIT. The role will project manage initiatives to realize efficiencies within the Academic Operations Directorate and ensure all projects are delivered on time, on budget, and achieve intended benefits. In addition, the position will assist departments to meet goals, identify projects improving operations, and help optimize resources across the Directorate.
Mahboob Al–Rahman has over 15 years of experience in quality management and project management. He has overseen infrastructure, building construction, and road projects. He is responsible for ensuring construction activities conform to quality, health, safety, and environmental standards. Al-Rahman monitors quality control personnel and inspects construction work to ensure it meets specifications. He has a Bachelor's degree in Civil Engineering and several quality management certifications.
Karthik Koppolu is seeking a position as a senior service manager where he can use his 10+ years of experience in IT service delivery and project management. He has a bachelor's degree in computer science and certifications in ITIL and HP technologies. His responsibilities would include managing teams, ensuring smooth service delivery, coordinating infrastructure implementations, and acquiring project approvals and budgets.
This document contains a summary of Satheesh Vanaharam's skills, qualifications and experience. He has over 13 years of experience in program/project management office roles, including establishing PMO processes and supporting large portfolios and programs in various industries. He is proficient in areas like resource management, financial management, risk management and using project management tools like MS Project. He holds certifications in PRINCE2, ITIL, Six Sigma and P3O Practitioner and is currently seeking new opportunities as a PMO professional.
The document provides an overview of project management. It discusses key concepts in project management including the differences between projects, programs, and portfolios. It also summarizes several common project management methodologies like PRINCE2 and PMBOK. PRINCE2 focuses on principles, themes, processes, and tailoring. It emphasizes continued business justification, learning from experience, and managing by exception. PMBOK includes five process groups (initiating, planning, executing, monitoring/controlling, closing) and ten knowledge areas. It provides standard processes, inputs/outputs, and tools/techniques for managing projects.
Christine Haefner has over 30 years of experience in education, training, and project management. She has effectively managed teams, budgets, and large-scale learning programs. Her areas of expertise include instructional design, assessment, change management, and process improvement.
The document discusses project management frameworks and the components of managing an ICT project. It begins with defining what a project and project management are. It then discusses two prominent project management frameworks: PRINCE2 and PMBOK. The sessions cover the project management cycle including initiation, planning, execution, and closure. It also demonstrates project management software for documentation and work planning.
This document provides an overview of project management concepts from the PMBOK Guide. It discusses the purpose of the Guide in identifying generally recognized good practices. The five process groups of project management are introduced as initiating, planning, executing, monitoring/controlling, and closing. A project is defined as a temporary endeavor to create a unique product, service or result. Project management involves applying knowledge, skills, tools and techniques to project activities to meet requirements.
The document contains the resume of Anita Fernando, who has over 14 years of experience in project management, process management, and team leadership in the IT and service industries. She has a proven track record of successfully delivering projects on time and on budget across various domains including banking, telecommunications, and software. The resume highlights her skills and qualifications in areas such as project lifecycle management, process improvement, stakeholder management, and people management.
The document outlines the experience and qualifications of Venkatasubramanian Swaminathan PMP, including over 25 years of experience managing engineering and construction projects in various industries. It details his expertise in areas such as project management, planning and monitoring, site construction management, quality assurance, and proposal engineering. The document also provides organizational details of his previous roles as a freelance consultant, delivery head at L&T Integrated Engineering Services, and project/program manager at Dow Corning India Pvt Ltd.
Anantharaj Couppane has over 12 years of experience as a digital project manager and tester. He has led teams of up to 30 people on projects for clients such as Sanofi and British Telecom. His responsibilities include project planning, resource management, testing, and delivering projects on time. He is proficient in test planning, test case development, and defect tracking using tools like Quality Center.
Overview of Project Services at University of EdinburghMark Ritchie
Project Services are part of Information Services at the University of Edinburgh. This slide set provides an overview of what we do. If you have any questions about Project Services contact mark.ritchie@ed.ac.uk
Project Management-Concept & Case Study.pptxamit229530
The document discusses project management, outlining key elements and steps. It describes that project management involves planning, organizing, securing, and managing resources to achieve goals on time and within budget. Some main components are defining objectives, creating detailed plans, managing resources, monitoring progress, mitigating risks, and ensuring successful closure. Common project management steps are initiation, planning, execution, monitoring/controlling, and closing. The document also provides details on communication, stakeholder management, risk management, quality management, and other principles of effective project management.
1. W I L F R E D A N T H O N Y
A B R A H A M S
65 EEKHORING STREET • ALBERTSDAL • 1448
PHONE 083 314 8240/071 687 2751
Wilfred30@gmail.com
PERSONAL INFORMATION
Marital Status Married
Nationality South African
Age 36
Place of Birth Gauteng
Dependants One (1)
Identification Number 8006145053087
Language Afrikaans & English
Drivers Licence Code 8 (B)
BASIC EDUCATION
Dinamika Senior Secondary (Gauteng) 1997
English
Afrikaans
Mathematics
Computer Science
Science
Biology
TERTIARY/ HIGHER EDUCATION
1999 ITT Centre Craighall Park (A+ PC Technician)
2000 Academy of Learning (Bookkeeping)
2001 Damelin (Practical Accounting)
2005 Gordons Institute for Business Science (Absa Management Programme 2005)
2007 PM Ideas (Project Management Fundamentals) (Project Administrator)
2008 PM Ideas (Project Cost Management)
2010 Faculty Training Institute (Business Analysis Certification)
2011 IndigoCube (Building a Business Analysis Workplan)
2012
SnapTech
(Agile (Atern) Project Management – Foundation)
(Agile (Atern) Project Management – Practitioner)
(Prince 2 – Foundation)
2015 Agile@Barclays – ESI International)
2. 2015
Torque IT
(Querying MS SQL Server 2012)
(Administering MS SQL Server 2012 Database)
PROFESSIONAL EXPERIEN CE
2015 - till date (BAGL Africa Technology)
Run Lead (Production Support Manager) – DocFusion & DocTrax
1. Incident Management
a. Logging of identified incidents against the responsible BAU teams
b. Analyse and resolve logged incidents which has been logged against my BAU team
c. Defer incidents to the vendor which cannot be resolved internally
2. Change Management
a. Finalise scope of change
b. Log the change request and project on the different internal systems
c. Attend the necessary approval forums and obtain approval to proceed with investigation,
development, testing and deployment
d. Draft and submit final deployment plan after User Acceptance Testing has been obtained
3. Problem Management
a. Coordinate identified incidents which requires resolution via the change process
b. Engage with various stakeholders and contract them to contribute to the problem resolution
through their delivery of a piece of work
c. Log the change request and project on the different internal systems
d. Attend the necessary approval forums and obtain approval to proceed with investigation,
development, testing and deployment
e. Ensure that funding approval is obtained where necessary
4. Deployments
a. Finalise Change Management (point nr. 2)
b. Register deployment with release authority
c. Coordinate deployment with interfaces
d. Communicate down-time period if applicable
e. Contract interfaces and testers when required
f. Deploy and provide regular updates to all stakeholders according to the approved change
5. Project Management Assistance
a. Attend scope refinement sessions and provide input
b. Analyse the requirements and identify impact to the team
c. Provide cost and time estimates and develop where required
6. Resource Management
a. Ensure all resources all fully utilised through their equal allocation to initiatives
b. Follow up with resources to ensure that time sheets are completed
c. Ensure that approved funding is utilised according to the strategy and approved scope to
optimise value to business
7. Infrastructure & Application Management
a. Monitor daily stats from previous day
b. Monitor server, software, databases and network performance daily
c. Ensure that the latest infrastructure (hardware & software) is always in use or upgrade
when it is applicable or possible
d. Ensure all environments (PROD, DR, DEV, UAT) are operational and test DR as set out by
the company’s BCM/DR policy
3. 2014 – 2015 (BAGL Africa Technology)
Project Manager
1. Give all the Project Managers in the team Navigator (Project Tool) support
2. Ensure that the RAG statuses on Navigator is aligned to the actual project status
a. Top 5 projects
b. Red and Amber projects
3. Review the Utilisation Report continuously and amend resource allocations where necessary
4. Implement sound project definition and planning principles for successful delivery of initiatives and
projects.
5. Provide clear direction to the team whilst ensuring Guiding Principles are communicated and upheld.
6. Work with all stakeholders to define its requirements in order to meet its strategic objectives,
including the development or assistance in the development of Stage 1 and Stage 2 business cases for
the related projects.
7. Define scope, plan the project and agree structure and deliverables according to the bank’s project
delivery methodology.
8. Obtain sign-off for the business case from the Project Sponsor and Steering Committee.
9. Present the business case to the relevant approval committees.
10. Ensure all such investment is well funded and that the senior management are aware of their
responsibilities in achieving the successful delivery of the associated projects.
11. Agree resource requirements for the Project with the Project Sponsor and or Project Owner and
secure them from available project resources or by outsourcing contractors.
12. Prepare a quality plan for each project that outlines the overall approach to quality, identify the
standards to be employed and/or developed in the preparation of all products and plans for the
process of quality assurance, review and control.
13. Complete all project/programme plans in a way that ensures compliance with Group Change policies,
procedures, methodologies, standards, templates, etc.
14. Actively participate in all phases and activities of the project and provide specialist guidance to the
project team, particularly in project definition, requirements analysis, business and technical design
and change control activities.
15. Stakeholder Management
a. Manage relationship/communication and engagement with key stakeholders across
Barclays Africa and Absa throughout 2014.
b. Improve relationships with stakeholders via regular meetings, teleconferences or emails and
producing of monthly reports.
16. Ensure and maintain effective communication with customers, business units, stakeholders and most
importantly colleagues.
17. Manage the lead supplier in line with agreed contractual obligations, milestones and quality
standards.
18. Manage all elements of project execution namely timelines, actions, status reporting, status meetings,
deliverables, risks and issues, expenditures, forecast of costs, cash flow, timescales and resource
requirements etc. as detailed in the Absa BCL methodology and training.
19. Manage the activities of the project-team members, as well as line role-players and subject-matter
experts assigned to the project as detailed in the bank’s project delivery methodology and training.
20. Co-ordinate the work of the project team by allocating tasks, monitoring progress, ensuring
awareness of responsibilities and securing commitment to successful project delivery.
21. Comply with the appropriate structures established and maintained by the Programme Manager, to
ensure the delivery of projects.
22. Write presentations and reports for various stakeholders to keep them informed of progress and status
of the project i.e., Steering Committee, Management Meetings, Monthly Status reporting to EPO; and
present them to the relative audience as may be required.
23. Manage relationships with line role players, business sponsors and -owners as detailed in the bank’s
project delivery methodology and training.
4. 24. Manage and run the routine project meetings i.e., team, vendor, testers, to ensure agendas are adhered
to, actions agreed, owners assigned and thereafter recorded in project plans, reports and minutes.
25. Identify and manage all programme/project issues and risks including their mitigating actions,
owners, appropriate escalation and contingency management.
26. Prepare and maintain detailed and accurate project and resource plans, with current estimates for
activity completion.
27. Monitor and control the use of resources and funds against the original budget or, where appropriate
the latest allocation. Gain agreement Project Sponsor and or Steering Committee for all changes to
the project as necessary.
28. Establish an agreed audit plan to monitor progress on a regular basis and to audit quality, as and when
appropriate, throughout the life of the contract.
29. Ensure that all tasks that are carried out comply with departmental procedures, mandatory quality
standards and agreed architectural framework as detailed and required in the Absa BCL methodology
and training.
30. Extract SAP Report and review expenditure and raise any concerns
31. Guide, mentor and lead the business analysis and design activities, and provide conceptual thought
leadership to develop the project team and ensure success of project delivery. Improve the project
team member’s business analysis and design skills through on-going mentoring and coaching.
32. Manage and lead project team, provide assistance to less experienced staff by giving guidance and
supporting on the job training, as appropriate.
33. Act as a task manager for Implementation Managers, where needed based on the project plan for
rollout and implementation.
34. Conduct a regular review of individual and team performance targets to assess and ensure quality of
project deliverables, adherence to timelines and maximise use of resources working on the project.
35. Delegate effectively, allowing team members to take responsibility for performance.
36. Proactively and creatively develop the team’s skills by encouraging learning and knowledge transfer
and by recognising their achievements.
2012 –2014 (Absa Technology)
PMO Support Administrator/Analyst
1. Supporting Project/Programme Resources on Navigator with the following;
a. Create and maintain Projects/Programmes on Navigator
b. Create and maintain Staffing Profiles
c. Create and maintain Workplans (MSP Schedules)
d. Project Resource Management
e. Risks, Issues, Dependencies and Assumptions Maintenance
f. Generation of reports (Dashboards) and Financial Management
2. Ensuring that all projects adhere to corporate governance and processes
3. Reviewing project forecasts vs allocated budget, identifying whether a project will overspent or
under-spent and instigating mitigating actions
4. Analysing the project sites and escalating any exceptions (strapline, CRAID’s, Milestones) to the
project managers.
5. Continuously reminding project managers to update the project sites.
6. Extracting management reports and identifying trend lines. (RAG statuses, Resources, Budgets)
7. Vetting all outputs for quality and accuracy.
8. Attending all necessary stakeholder meetings and addressing/resolving their issues.
9. Pro-active analysis – highlighting any potential issues. (budget constraints, milestone dates that may
be missed, resource constraints)
10. Compiling the bi-weekly Project Review Pack for One-Absa stakeholders.
11. Support the deployment and effective use of the PMO Portal.
12. Provide secretariat services, as and when required.
13. Develop and maintain the key projects list according to the technology areas.
5. 2009 –2012 (Absa RBB Change Enablement)
Projects Administrator/ Junior Business Analyst
1. Projects Cost Management/ Reporting/ Funding Allocation
2. Track all project cost
3. Ensure that project managers do not over-spent
4. Report on all projects cost & benefits
5. Interfacing between the business client and the development team (IT), eliciting and recording the
requirements
6. Draft existing and new processes as required by the business client
7. Validate the requirements with the business client
8. Meet with the development team and workshop the business requirements
9. Consolidating and finalising the business requirements into one document and obtain business client
sign-off
10. Arrange and conduct workshops and meetings with key stakeholders and resources
11. Coordinate projects according to the governance processes
12. Coordinate allocated projects according to the project process
13. Ensure that the project methodology is followed and that all relevant project documentation are
completed and in place
14. Handle the project administration
15. Ensure that documentation, processes and procedures are adhered to relating to auditor project
findings.
16. Minute the outcomes of meetings and ensure distribution of minutes and presentations to all
stakeholders.
17. Ensure project filing is conducted in accordance with the required process framework.
18. Assist the project manager with updates to the Project schedules
19. Support the Project Manager in the running of project sponsor and project progress meetings, minute
taking, presentation and coordination activities including venues.
20. Record the project actuals in the appropriate tracking mechanisms to enable early detection of issues,
ensuring corrective action and escalation where appropriate in support of the Project Manager.
21. Ensure effective project reporting and communication across all projects.
22. Coordinate meetings and venues for approved and prioritized projects in accordance with the PM
framework and delivering the relevant quality timeously in accordance with the Business expectation
23. Compile Identified risks and issues from all stakeholders
24. Ensure that all project portals(SharePoint) have been updated
25. Extract financial/project/portfolio related reports from the project portal via Microsoft Access
26. Administer cluster activities - supporting the cluster teams in the delivery of the cluster business plan
27. Administer day-to-day operational aspects of a programme
28. Organise and administrate cluster workshops
29. Organise Technical Steering Committee Meetings, Executive Committee Meetings, Annual General
Meetings
2008 –2009 (Absa Financial Services)
Projects Accountant/ Finance Administrator/Desktop Administrator/Projects Office
Administrator
1. Customer Service and Liaison.
2. Budgeting (Projects and operational budget)
3. Consolidate MTP’s, STP’s and RAF’s as received from different business units
4. Track all project cost
6. 5. Ensure that project managers do not over-spent
6. Report on all projects cost & benefits
7. Run monthly/quarterly journals where cost are amortized
8. Meet with project managers to discuss the projects financial requirements or give feedback to them
regarding the projects financial position
9. Compliance Office function with regard to keeping AFS aligned with Absa Group Policies and
Procedures – Ensuring that the business unit aligns to group policies and procedures
10. Ensure effective project reporting and communication across all projects.
11. Administer cluster activities - supporting the cluster teams in the delivery of the cluster business plan
12. Coordinate projects according to the governance processes
13. Coordinate allocated projects according to the project process
14. Administer day-to-day operational aspects of a programme
15. Organise and administrate cluster workshops
16. Organise Technical Steering Committee Meetings, Executive Committee Meetings, Annual General
Meetings
17. Desktop support functions – linking computers to printers etc.
18. Following up on outstanding payments from creditors
19. Ensuring that payments made by creditors are credited towards the correct GL account, if not then
journalise them
20. Prioritize payments to Debtors ensuring that the due dates are not exceeded
21. Prepares financial statements for internal and external users.
22. Collects and analyzes financial data.
23. Complete and process Journals via SAP
24. Process invoice payments via SAP
25. Assists external auditors as needed.
2007 – 2008 (Absa Financial Services)
Project Administrator
(Project Accountant/ Desktop Administrator)
1. Customer Service and Liaison.
2. Provide reports and management information on AFS and Group projects.
3. Keep abreast of trends, developments, best practices, competitive activities and informing the
Projects Office.
4. Coordinate and help drive small enhancements through the systems.
5. Provide input to Projects Office for the compilation, and updating of circulars and procedure
manuals.
6. Manage the day-to-day use, performance and maintenance of the designated systems
7. Assist in the compilation of Business Cases and Concept Documents and getting them through the
system
8. Provide ad-hoc data as requested
9. Attend monthly Group Projects Office meetings with the Projects Administrator and feedback to
Sector PO Manager
10. Attend monthly AFS Change Committee Meetings – attend to secretariat duties and feedback to
Projects Office and Executives
11. Assist the Projects Administrator in the 416 process
12. Maintain an awareness of related Group and AFS Finance activities
13. Do the filing of project documentation (physical and digital), including the backup of digital
information (Control the AFS Projects Repository)
14. Process and coordinate the logging of Group-IT service requests and change requests
(Solve/Mercury), including follow-up, tracking and feedback to stakeholders
7. 15. Assist in obtaining sign-off of project deliverables (PIR)
16. General administrative duties as required.
2001 – 2007 (Absa Bank Group Credit)
Relationship Manager (Off Balance Sheet Debt Recovery Services – OBSDRS)
1. Customer Service & Liaison
2. Debt Collecting and controlling
3. Relationship management with external debt collectors
4. Reconciliation of client accounts, bank cheque account & GL
5. Password administrator
6. Desktop administration
7. Assisted and attended management strategy sessions
8. General Administration duties
1999-2001 (Properties in Possession)
Creditors Clerk
(Communication Champion/ Password administrator/ Payments team member)
1. Customer Service & Liaison
2. Telephonic queries
3. Creating users on various systems & resetting of passwords
4. Recons Balancing & reconciliation of PIP suspense account
5. Service & Liaison with suppliers
6. Data Capturing – Claims, Invoices, Receipts & Credit Notes
7. Controlling of payments
8. Depositing of Cheques
9. Desktop administration
10. General Administration duties
1998-1999 (Absa Bank POD – Selby)
Clerk (ledgers/ Enquiries/ Recons)
1. Customer Service & Liaison
2. Reconciliation and filing of cheque and GL accounts
3. Enquiries and stop-payments as well as verification of fraudulent cheques
4. Mailing department
5. Mailing Department – client statements
6. Client Service Department
7. Supply branches with copies of cheques, deposit slips, statements and balance certificates
8. General Administration duties
REFERENCES
Terence Hlongwane – Project Manager – 082 388 2663
Sumika Singh – Project Manager – 082 402 9157
Leana Hayden – Programme Manager – 082 468 0649
8. COMPUTER PACKAGES
Microsoft Office Suite (Word, Excel, PowerPoint, Access, Projects)
Microsoft Windows / DOS
Microsoft Outlook [e-mail] & Internet
Pastel Accounting & SAP Financial System (ERP)
Lotus SmartSuite
OCS2& MLS Planet
FBSS & Branch Delivery Platform
Absa Mainframe – ARMS, PREF
4GL PIPSYS 22000 & Sco-Unix System
Implementing and maintaining Microsoft Office SharePoint Server 2007
Implementing Windows SharePoint Services 3.0
iServer & CaseWise (UML)
Portfolio/Program/Project Management Tool - Navigator (HP PPM)
MS SQL Server 2008/2012
MS Windows Server 2008/2012
SOFT SKILLS
Interpersonal Skills
Assertiveness
Business English
Business Report Writing
Effective Business Presentations
Money Laundering
Comply with the code of banking practice
NCA Awareness
Information Security Awareness
Occupational Health & Safety
Comply with prevention of organised crime act
Dealing with proceeds of crime