...National Bank, the main problem is that there is no communication and cooperation between departments due to absence of a project manager, who could act as focal point for the integration work. For solving their problem Mohawk National Bank is thinking to consider a new organizational structure: matrix organization. The main obstacle of this project is the hostility at change of most of the employees. For overcome this obstacle Bank top-managers have to find a Project Manager that can motivate and convince people that this change it is important and necessary for Bank’s business life. The first step is to select the right people within the organization. Looking carefully at the interviewed of the most competent employees it seems that nobody it is perfectly suitable for the project, so it is fundamental the support of top Management. Top Management have to choose one of those in trial for some month and then decide if assigned him/her permanently to the position of Project Manager. Question 2: What are some of the major reason why employees do not want to become project managers? Banks are generally traditionalist and regimented, mainly due to strict rules, policies and procedures. Also employees have got similar characteristics: many of them have been in Mohawk Bank between 20 and 30 years and for this reason they will resist to change and fight the project all the time (e.g. Andrew Medina). They won’t accept the new system until they see it works, so the biggest challenge...
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...The Achieving Project Goals Simulation is a supplement used to emphasize the study of project management. This simulation consisted of managing a project involving rescue and rehabilitation of overpopulated elephants in Zakinaka National Park to a special conservation area in Ungabo National Park to avoid the scarcity of feeding these animals. This project requires management of the work breakdown structure and project network of the project while reconsidering original plans due to unexpected exposed situations (Achieving Project Goals Simulation, 2012). Four of the key points from the readings that are emphasized in the simulation include network fundamentals, scheduling techniques, project success, and the work breakdown structure (WBS). The subject of scheduling techniques and fundamentals are utilized to form the basis of planning and predicting and to help management decide how to use its resources to achieve time goals. Network fundamentals are composed of events and activities in understanding the duration, efforts, and critical path amongst making sequential decisions. The WBS is one of many important documents tailored for use of a project as used in the simulation through a linear responsibility chart listing the task breakdown in successively finer levels of detail. Project success is emphasized in the simulation since project success was modified to include completion of the project within a certain time frame, at the proper performance, and without disturbing...
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...Fundamentals of Project Management Third Edition This page intentionally left blank Fundamentals of Project Management Third Edition JAMES P. LEWIS American Management Association New York • Atlanta • Brussels • Chicago • Mexico City • San Francisco Shanghai • Tokyo • Toronto • Washington, D.C. Special discounts on bulk quantities of AMACOM books are available to corporations, professional associations, and other organizations. For details, contact Special Sales Department, AMACOM, a division of American Management Association, 1601 Broadway, New York, NY 10019. Tel.: 212-903-8316. Fax: 212-903-8083. Web site: www.amacombooks.org This publication is designed to provide accurate and authoritative information in regard to the subject matter covered. It is sold with the understanding that the publisher is not engaged in rendering legal, accounting, or other professional service. If legal advice or other expert assistance is required, the services of a competent professional person should be sought. Lewis, James P., 1941– Fundamentals of project management / James P. Lewis.—3rd ed. p. cm. Includes bibliographical references and index. ISBN-10: 0-8144-0879-6 ISBN-13: 978-0-8144-0879-7 1. Project management. I. Title. HD69.P75L488 2007 658.4'04—dc22 2006019308 “PMI” and the PMI logo are service and trademarks of the Project Management Institute, Inc. which are registered in the United States of America and other nations; “PMP” and the PMP logo are certification...
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...Project Management Fundamentals Office of the Senior Associate Vice President for Finance Project Management Institute Project Management Fundamentals PMI is an aggregation of best practices from thousands of professional project managers Principles in this training are based on PMI methodologies, there are other methodologies Organizations typically use these as a basis for developing custom project management processes For PMPs, this course counts towards PDUs. Office of the Senior Associate Vice President for Finance www.pmi.org Page 2 GW MS in Project Management Project Management Fundamentals Office of the Senior Associate Vice President for Finance business.gwu.edu/mspm/ Page 3 Outline Project Management Fundamentals 1. Project Issues 2. Project Characteristics – Definition of a Project – Project vs. Operations – Key Elements of Project Management – Project Lifecycle Phases – Project Management Functions Office of the Senior Associate Vice President for Finance 3. Project Participants – – – – Project Stakeholders Project Sponsor & Owner Project Manager Project Team 4. Basic Project Tools – – – – Project Charter Project Management Plan WBS / Schedule Action / Risk / Change Tracking – Document Management Page 4 Project Issues Project Management Fundamentals Office of the Senior Associate Vice President for Finance Page 5 Project Characteristics Project...
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...Organizational Project O Chapter Nineteen - Outsourcing in the 21st Century O Chapter Twenty – Developing a 21st-Century Organization 18-2 Chapter 18 Managing Organizational Projects 18-3 LEARNING OUTCOMES 1. Explain the triple constraints and its importance in project management 2. Describe the fundamentals of project management 18-4 MANAGING SOFTWARE DEVELOPMENT PROJECTS O Analysts predict investment in IT projects worldwide through 2010 will be over $1 trillion O 70 percent will be lost due to failed projects O The consequences of failed projects include: O O O O O Damaged brand Lost goodwill Dissolution of partnerships Lost investment opportunities Low morale 18-5 The Triple Constraint O Project management interdependent variables 18-6 The Triple Constraint O Benjamin Franklin’s timeless advice - by failing to prepare, you prepare to fail - applies to software development projects O The Hackett Group analyzed 2,000 companies and discovered: O Three in 10 major IT projects fail O 21 percent of the companies state that they cannot adjust rapidly to market changes O One in four validates a business case for IT projects after completion 18-7 The Triple Constraint O Common reasons why IT projects fall behind schedule or fail 18-8 PROJECT MANAGEMENT FUNDAMENTALS O Project – temporary endeavor undertaken to create a unique product, service, or result O Project management – the ...
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...Development/NGO, Management Development and so forth. Since its inception, Bdjobs Training has been mentoring the professionals by providing latest industry focused education. BT, in this expedition, engages hundreds of industry experts to ensure quality education to the young entrepreneurs and professionals of the country. BT offers both short (1 or 2 days) and long courses in the form of workshop and certificate training. Also BT offers customized in-house training programs exclusively designed for a group of employees. Customized courses can be provided either at our training facilities or on-site at clients’ location. Our training programs are lively, interactive, and include role-playing and demonstrations of real-life workplace issues and solutions. bdjobstraining.com Page |2 bdjobstraining.com Page |3 TRAINING TRACKS Marketing/ Sales Track • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • 1111 Selling Techniques for Excellence 13 Lessons to turn every Company into Fantastic Brands Advance Selling Techniques Art of Pharmaceutical Sales Brand Management–Walking the Talk Branding for Bangladeshi Business Constructive & Modern Leadership Approach in Selling through Team Building Corporate Sales Management for Excellence Creating New Prospects and Managing Sales Pipeline Creative & Successful Selling Techniques for Excellence Customer Relationship Management (CRM) Digital / On-line Marketing - New Era of Brand Management Effective...
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...statements about Project Portfolio Management is NOT true? | | Your Answer: | | | The PPM process will force organizations to abandon the preparation of traditional business plans and analyses. | | | | | To keep from falling into the error of accepting faulty assumptions and data, everyone involved in PPM needs to ask hard questions before deciding. | | | | | PPM is still evolving. | | | | | PPM begins with a rational prioritization and selection procedure. | | | | 2. | Question: | (TCO A) Which of the following groups of people are not involved in the implementation of the PPM process? | | Your Answer: | | | Senior management | | | | | Functional managers of the IT department | | | | | Members of the PPM governance council | | | | | The project management office | | | | 3. | Question: | (TCO E) Which of the following is a step in the controlling process? | | Your Answer: | | | Motivating | | | | | Delegating | | | | | Evaluating | | | | | Staffing | | | | 4. | Question: | (TCO E) State the five effective group fundamentals that any team should follow. Taking TWO of the five fundamentals, briefly explain how the single-leader discipline manages that fundamental in comparison with the team discipline. | | Your Answer: | The five group fundamentals are: • Planning...
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...with the best-laid plan for implementation, there are warning signs that go unnoticed. There must be 100 % buy-in from management, and lack of candor can be a strong proponent of intolerance to change. In the quickly changing face of health care information technology (IT), implementation has become a very familiar subject. The desire for higher patient satisfaction ratings, and increased revenue, makes change management a topic for training and certification of its' own. Typical IT Implementation Process, Roles, and Responsibilities The typical implementation process begins with the acquisition of the system. The first item that must be addressed is to organize the implementation team. Once the team has been established, it must identify a system champion. The team must determine the scope of the project and determine the expectation of the project. “Different projects require different management strategies. Projects that are pilots or experiments require less formal oversight (and are not helped by large amounts of formal oversight) than large, multiyear, multimillion-dollar undertakings” (Glaser, Lee, & Wager, 2009, p. 168). The implementation team is responsible for “planning, coordinating, budgeting, and managing all aspects of the new system implementation” (Glaser, Lee, & Wager, 2009, p. 169). The team will include roles such as project, leader, system champion, or champions if needed. The team will also include individuals from the clinical and administrative...
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...Contents Executive summary 1 Background 1 Project name 2 Dates and timing 2 Project Sponsor 2 Project Deliverables 2 Scope management 3 Event Timings 4 Division of work 5 The Project controls 5 Cost Control 5 Time Control 5 Strength of Training Control: 6 Participants 6 Risk management 6 The weather 7 Personnel security 7 Injuries of sports 7 Conclusion 7 Bibliography 8 Executive summary People these days are getting fatigue and losing their health. The workaholic environment and not doing physical activities are making people fatter, lazy and more open to various kinds of diseases and viruses. In order to maintain health and fitness one must do physical fitness and should take care of their intake food (Jowett 2007). The use of fast food has become more often these days and the extra amount of calories they intake are making them more expose to germs, diseases and various heart issues. In order to tackle this situation, people must carry out physical activities and should involve themselves in sports and games. Sports and different kinds of games are very important; they not only keep healthy but also fit with a sound mind in a sound body. Sports and games let us to change our daily routine and it is considered as a useful mean of entertainment. Not only sports are entertaining but it also helps us in character building, team playing and builds skills of leadership. Sports may help us in building stamina, gaining more energy and helps in mental...
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...Project management competence in public sector infrastructure organisations PANTALEO MUTAJWAA DANIEL RWELAMILA* Graduate School of Business Leadership, University of South Africa, PO Box 392, UNISA 0003, South Africa Received 3 June 2006; accepted 2 November 2006 Public sector organisations responsible for infrastructure development in most non-industrialised countries, which include infrastructure departments/ministries, parastatal organisations and other statutory organisations qualify as project-oriented organisations (POO). There are strong indications to suggest that these organisations’ project management (PM) competencies leave a lot to be desired. At face value they purport to be fully fledged project-oriented organisations and performing as competent PM organisations, while in reality they are predominantly dependent on accidental project managers. This paper reports on a study that was carried out in one of the large infrastructure departments in South Africa. The focus is on one of the premiere programmes managed by the department. The management of the programme is scrutinised in order to establish the department/ministry’s PM competence. An evaluation of the performance of the programme was carried out in relation to the ministry’s mandate in order to assess its PM competence. It is found that the programme in its current form could be described as a ‘white elephant’ and a programme that does not have an appropriate organisation structure, nor appropriate...
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...[pic] Course Title: Project Management Course Code:MGMT3314 Course Objectives: The aim of this course is to equip students with the knowledge of project management and skills that a successful project manager uses for effective initiation, implementation and termination of a project. Students get knowledge of different players involved in projects as well as an in depth information regarding organizational structure and communication etc. for project. Students are also taught how to prepare project feasibility study which is the core outcome of this subject. In addition to the regular course work, students will be indulged in discussion of articles and case studies also. 1. Introduction to Project Management: 1.1: Definition of a Project, 1.2: Importance of Project Management, 1.3: Project Management Life Cycle, 1.4: Types of Projects, 1.5: Project scope triangle 1.6: Characteristics of a Project 2. Project management life cycle 2.1: Scoping the project 2.2: Planning 2.3: Launching the plan 2.4: Monitoring and controlling 2.5: Closing out the project 3. Project manager skills and competencies 3.1: Classifying Project Managers 3.2: Skills and competencies 3.3: Business Achievement Competencies 3.4: Problem-Solving Competencies 3.5: Influence Competencies 3.6: People Management Competencies 3.7: Self Management Competencies, 4 Management organization/ organization structure 4.1: Pure Functional structure ...
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...Assignment 3: Selling Executives on Project Management Deborah Miller Strayer University Project Management BUS 375 Professor George Dollar May 22, 2015 1. Analyze the fundamental reasons why the executives in the case refused to listen to their own employees but were willing to listen to a consultant. Discuss the main reasons why the executives still seemed apprehensive even after the consultant’s presentation. 2. Imagine that you are the consultant from the case study. Speculate on three (3) strategies that you could employ to get the executives to understand your point of view and thus support your project management recommendations. I believe there are three fundamental reasons why the executives in the case refused to listen to their own employees but were willing to listen to a consultant. The first is the belief that the consultants possess top-level expertise in the field, whereas employees possess only average knowledge in the field. In other words, executives were receptive to the consultant because of their status. They were able to call on someone who they believed combined excellent management skills…with high-level industry-specific expertise (MBA & Company, 2014). The second reason is the belief that employees are looking out for own interests, rather than the company's interest (i.e. management’s interest). In noncooperative cultures, employees are more concerned about their well-being and personal interests than that of their team, organization...
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...Project Management: Assignment 1 Question One The author describes a project manager as an ‘accidental profession’ for two reasons: - there are no specific programs or courses, to train a project manager, nor even within companies who are specialized in project management. - people normally do not wish to be a project management, as it isn’t a well defined career, and above all, it doesn’t have a defined path within an organization Globally, all different branches of management (finance, marketing, sales, etc.) have a specific planned role within their company, as they work in their division, they have specific duties, following the global company’s main goals. Instead, project managers are called upon to lead, plan and control on a particular task, based on a specific necessity of the company to create or implement a plan of action, working with and coordinating all different branches of the company. Looking at the twelve points a project manager must consider and remember while doing his work, I think the most important one is the number one: understand the context of project management. This because before taking any action and starting doing a project, it is fundamental to understand what it has to be done, and what is the focus objective to be accomplished, in order to make a precise work. I would rank at number two, at same level, lead from the front and build and maintain a cohesive team, as it is very important to establish the roles and to have a cohesive...
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...Project management techniques and tools are applied to manage Project Orion so as to make it a success. A project could be defined as a set of temporary activities and efforts that have a clear-cut duration and objectives. Project Management Institute (2013) has developed a complete set of processes and tools for managing projects, and A Guide to the Project management body of knowledge developed by Project Management Institute has been accepted by as US national standards for managing projects. This standard is widely adopted in other countries. The core objectives of project management is to achieve project success within give constraints in time, quality, cost and risk, and to attain the expectations and satisfaction of core stakeholders (Kerzner, 2009). This section specifies how Project Orion should management along with the rationale for launching it, on the basis of project management knowledge and theories. Special attention is given to project time management, project cost management, project quality management, project risk management, and stakeholder management. In detail, Project Orion is managed with four major phases, as shown in Appendix 1, namely Project Initiation, Project Planning, Project Execution and Project Closure. Each of these phases is addressed with details below. Usually a project involves various stakeholders, and they have different interests in the project. Support from stakeholders is usually important for achieving project success and stakeholder...
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...Course Project Paper Part I Project – State-of-the-art student union DeVry University / Keller Graduate School of Management PROJ-595-63126: Project Risk Management March 25th, 2016 Professor: Dr. Jayaram Madireddy Contents 1. Introduction 3 2. Risk Managment 4 3. RISK ACCESSMENT…….……………………………………………………..10 4. Conclusion 12 5. References 13 1. Introduction “This project is to introduce a new construction facility to house a state-of-the-art student union for MSOE, focusing on sustainability, green technologies, and renewable energy”. The Campus Center, or “CC” at Milwaukee School of Engineering (MSOE) is currently home to the student bookstore, administrative offices, a small café, a variety of classrooms for different disciplines, and a third-floor lounge area for students to gather to study or relax (Milwaukee School of Engineering, 2016). This aging building has served MSOE well for many years, but the growing school requires a proper student union to remain competitive with other top ranked schools in the Midwest. This project will provide a new construction facility to house a state-of-the-art student union for MSOE, focusing on sustainability, green technologies, and renewable energy sources to showcase the commitment of MSOE to the future health and well being of the Milwaukee area. 2. Risk Management Planning When analyzing the risks that takes place during the project planning phase. what is...
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