...PM3110 Tuesday PM Project Deliverable 6 Initiation In this phase, I came up with the idea of returning to school to earn my Bachelor’s Degree. My input will be hard work and studies, and the desired result is obtaining my Bachelor’s Degree. Planning I had to first decide where to go back to school. I decided on ITT tech since that is where I earned my Associate’s Degree. I also had to work out my work schedule to make sure that any conflicts could be kept to a minimum. I had to plan and budget to make sure that I could afford the increased cost associated with returning to school. Money isn’t the only sacrifice I would have to make if I returned to school. I would also have to give up a lot of my free time because I would have to go to classes 3 nights a week. Homework assignments will also consume a lot of my free time. Execution Once I decided on a course of action, I visited the campus and applied to the Bachelor’s program and filled out the required paperwork to enroll. Next, I had to go to the financial aid office and apply for aid. Once those hurdles were cleared, I waited for the quarter to start, and pick up my books and attend my first classes. The process of picking up books and attending classes and doing the required coursework will be repeated each quarter until I graduate. Termination This project will terminate when I have completed all required classes and graduate and get my Bachelor’s...
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...Understanding Project Management Organizations Organizational Influences There are several factors that influence a projects success. Two that come to mind are Organizational Structure and Organizational Culture. The way in which your organization is structured can determine if your project will be successful. For example, is your organizational customer-focused and are resources shared across divisions? Organizational Culture plays a huge role if whether or not a project manager is successful. Such as, if the mindset is that of “nothing ever gets done around here” than the project manager (PM) will not receive the full support that is required. In addition, many organizations have processes in place, but no one follows them. Technological Enhancements To be competitive, project managers (PMs) need to be aware of future technologies. Software advancements are very important today. A project manager can deliver customer goods or services rapidly if the organization has the most efficient and effective software available. Furthermore, integrated systems are becoming more significant for centralized information (i.e., resources) Political Environment A project manager should seek to understand the political elements of his or her environment. Unfortunately, a PM cannot completely avoid its influence. A project manager should know who will support them and who will not or what are the boundaries of risk-taking as well as keep key players informed. Internationalization ...
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...1.1 (Intro.) CS-M74 Software Product Development (2003-4) 1.2 (Intro.) Roger D Stein BSc PhD MBCS CEng CITP R.D.Stein@swansea.ac.uk Room 302, Faraday Tower 1.3 (Intro.) CS-M74 Pre-requisites • CS-M01 Distributed Programming in Java 1.4 (Intro.) Assessment Report 10% Linux / C 10% Group Project 20% Project Specification 30% Written Examination (May/June) 30% Lectures approx. 20 in total ((plus tutorials)) TB1 Tues. 9.00 Far-L ? Andy Gimblett (3 Linux + 6 C) [with CS-244] Wed. 11.00 Glyn-A ? Roger Stein (start on 5 November) TB2 Lectures Linux /C 9 Introduction 1 Ethics 1 Legal Issues 1 Project Management 2 (Group Project 2) Software Engineering 4 1.4 (Intro.) Books B. Ayres, The Essence of Professional Issues in Computing, Prentice-Hall, 1999 S Baase, A Gift of Fire, 2nd ed., Prentice-Hall, 2003 B. Hughes and M. Cotterell, Software Project Management, 3rd ed., McGraw-Hill, 2002 R. Pressman, Software Engineering: A Practitioner’s Approach, 5th ed., McGraw-Hill, 2000 I. Summerville, Software Engineering, 6th ed., Addison-Wesley, 2001 1.5 (Intro.) Why Software Engineering? “Engineering … to define rudely but not inaptly, is the art of doing that well with one dollar, which any bungler can do with two after a fashion” - Arthur Mellen Wellington, The Economic Theory...
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...Chapter 2 OPERATING SYSTEM CONCEPTS SYS-ED/ Computer Education Techniques, Inc. Solaris System Administration: Introduction Operating System Concepts Objectives You will learn: • Operating system components. • Solaris usage of processes. • File management and file systems. • Use of the Solaris Management Console. SYS-ED/COMPUTER EDUCATION TECHNIQUES, INC. (Solaris – System Admin: Intro - 6.5) Ch 2: Page i Solaris System Administration: Introduction 1 Operating System Concepts Operating System: Definition An operating system is the set of programs that controls a computer. The core of the operating system is the kernel. The kernel is a control program that functions in privileged state that allows all hardware instructions to be executed. It reacts to interrupts from external devices and to service requests and traps from processes. The kernel creates and terminates processes and responds to requests for service. Operating systems are resource managers. The main resource is computer hardware in the form of processors, storage, input/output devices, communication devices, and data. Operating system functions include: • Implementing the user interface. • Sharing hardware among users. • Allowing users to share data among themselves. • Preventing users from interfering with one another. • Scheduling resources among users. • Facilitating input/output. • Recovering from errors...
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...strategy - benchmarking Definition Benchmarking is the process of identifying "best practice" in relation to both products (including) and the processes by which those products are created and delivered. The search for "best practice" can taker place both inside a particular industry, and also in other industries (for example - are there lessons to be learned from other industries?). The objective of benchmarking is to understand and evaluate the current position of a business or organisation in relation to "best practice" and to identify areas and means of performance improvement. The Benchmarking Process Benchmarking involves looking outward (outside a particular business, organisation, industry, region or country) to examine how others achieve their performance levels and to understand the processes they use. In this way benchmarking helps explain the processes behind excellent performance. When the lessons learnt from a benchmarking exercise are applied appropriately, they facilitate improved performance in critical functions within an organisation or in key areas of the business environment. Application of benchmarking involves four key steps: (1) Understand in detail existing business processes (2) Analyse the business processes of others (3) Compare own business performance with that of others analysed (4) Implement the steps necessary to close the performance gap Benchmarking should not be considered a one-off exercise. To be effective, it must become an ongoing...
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...|MKTG 3596 - Integrated Marketing Communications |Instructor: Charles F. Byers | |Lec. #94665 |Office: Lucas Hall 216W | |Santa Clara University |Phone: 408-310-9244 | |MBA Winter 2014 |E-mail: cbyers@scu.edu & byers.charles@ yahoo.com | |Meeting Times: Sat. – 8:30 – 11:15 p.m. |Office Hours: Sat. 11:15 a.m. – 12:15 p.m. or by appointment | |Meeting Place: Lucas Hall 307 | | Integrated Marketing Communications Textbooks & Materials Byers & Barr, “Integrated Marketing Communications Custom Edition for Santa Clara University 3E”: Pearson Learning Solutions, 2014. CoursePack Reader – “Marketing 596 – Winter 2014” Course Description This course is designed as an introduction to the concept and practice of integrated marketing communications (IMC). It takes the participant through communication, marketing, branding, and integrated marketing theory, planning and IMC program coordination. The course also addresses the marketing communications tactics of advertising, public relations, direct...
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...samenvatting_introduction_to_international_business.pdf Samenvatting Introduction to International Business Rijksuniversiteit Groningen | International Business | Introduction to International Business Verspreiden niet toegestaan | Gedownload door: Dorien De Vries | ID: 118424 INTRO TO IB KEY WORDS AND CONCEPTS Conceptual Foundations of International Business Strategy 1. Internationally transferable FSAs . Tacit knowledge = personal knowledge MNE’s heritage=key routines developed by the firm since its inception. 4 archetypes of administrative heritage: • Centralized exporter=only exporting the standardized product, no activity in host country. • International projector=FSAs from home country copied, no development of new ones. • International coordinator=different parts of the production process in different countries. • Multi-centered MNE=does everything(produce, sell, etc.) in the host country. 2. Non-transferable or location bound FSAs. 4 types of non-transferable FSAs: • Stand-alone resources=linked to location advantages. Such as certain immobile markets. • Other resources=such as local marketing knowledge, don’t have same value abroad. • Local best practices=routines which are highly effective at home, not the same abroad. • Recombination capabilities=taking FSAs/products from home and adapt it to host country. 3. Location advantages. !Strengths of a location, useable for all the firm’s operations in that location. !The reason why an MNE should go there. Foreign...
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...For the exclusive use of C. Calina, 2015. Journal of Information Technology (2007) 22, 432–439 & 2007 JIT Palgrave Macmillan Ltd. All rights reserved 0268-3962/07 JIT016 palgrave-journals.com/jit Teaching case Modernization of passenger reservation system: Indian Railways’ dilemma Shirish C Srivastava1, Sharat S Mathur2, Thompson SH Teo1 1 School of Business, National University of Singapore, Singapore, Singapore; Centre for Railway Information Systems, Indian Railways, New Delhi, India 2 Correspondence: SC Srivastava, School of Business, National University of Singapore, 1 Business Link, Singapore, Singapore 117592, Singapore. Tel: þ 65 6516 3038; Fax: þ 65 6779 2621; E-mail: shirish@nus.edu.sg Abstract This teaching case discusses the challenges being faced by the technology managers at Indian Railways (IR) in the current scenario of a resurgent national economy coupled with increasing customer expectations. In the face of growing competition from road and low-cost airlines, to retain its customers, IR has responded by changing its business rules. The Railway Ministry expects a rapid response from Centre for Railway Information Systems (CRIS) to incorporate all these changes in the passenger reservation system (PRS). The old PRS, which is time-tested and reliable, and has been serving the customers’ needs for nearly two decades, is now proving to be relatively inflexible to match the rapidly changing business requirements. Although...
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...1. Purpose and mission for the PMO • The purpose of PMO was comprised of two categories: Project-focused and enterprise-oriented • Project-focused responsibilities strived to provide consulting, mentoring and training. These were the primary means for AtekPC to implement PMO in their organization. • Enterprise-oriented responsibilities focused on portfolio management, PM standards and project performance. • To derive the benefits (It performance in project performance, efficiency and resource utilization) from consistent project practices. • Providing mentoring and support project management for key projects identified by the IT executives. • To better prioritize what we work on, and taking a lead from that idea for building a business understanding of whatever the idea comes along. 2. Challenges of implementing PMO Intro: CIO faced with a lot of difficulties when implementing a PMO in AtekPC. Regardless of the technical challenges during the implementation, the core problem was of the PMO lacking organization support, from the top to the bottom. • There was not enough executive stakeholder support. • There was no visibility of the program. • There was a conflict of interests within departments. • People were reluctant to change the ways they had been doing things. Challenges to overcome: Light or heavy? • PMO vision and role were not clearly defined. There was no complete consensus regarding...
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...put it in these threads!! 2. Submit a second copy of your own time sheet to your dropbox 3. Submit the final contract (which I feel we can get done by today evening) to your own dropbox!!! 4. Review the summary/status report that is created by the leader for the week. I suggest that it be completed by early Sunday at the latest and then also make a copy of it to these threads for everyone else to see. Team A Team B Team C Team D . Hi Team, Here is the conference call number and pin # schedule for: Time: 9:00pm EST or 6:00pm PST Date: Thursday, September 6th Dial in Conf. #: 1-866-206-0240 Participant pin#: 969444 Remember to also log into Team A Chat simultaneously. Priority order Strategic management to do mission which thry lack Human resource issues Customer service Online gaming asrs Meeting minutes: Mayhew and I had a 25 minute telecom in which we discussed the major points of the team contract. This is a tentative list of what we thought to be good ideas. Keep in mind that these are open to amendment if anyone has any good ideas. Q: How work will be divided? A: Equally based on content Q: How decisions will be made? A: By consensus, but with the leader making the final call. Q: How disputes will be resolved? A: In a diplomatic fashion. The group can work with the disputing individual or members to decide an appropriate course of action. In the event of an impass, the leader will...
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...Office Supervisor Suggested Developmental Plan Essential Functions General category Specific function Recommended Courses (Indicates take if needed] 1. Supervision of non-student employees Supervises non-student employees: Formal performance management; Decision making or significant input into pay or hire/fire decisions; and Decision making or significant input into other employment status decisions PM100, 110, 120; MG520 HR Legal Foundations series; MG180; MG401, 501, &502; (Teamwork series)ER345, MG101, MG201, MG380, HR560; MR140 2. Policies and procedures Resolves and responds to questions about policies and procedures CT200, CT300, OA100, OA110, OA200, MG180, MG280,OM100, OM120, OM130, OM150, [OM180, OM200] OM220, OM240, OM260, OM280, OM300, OM320, OM340, OM380, OM460 3. Administrative duties Performs a wide variety of administrative duties: Budget tracking and coordination HR administration Coordination of large/complex projects/events Liaison with other units Point of contact for purchasing or vendor/outside agency CT200, 201, 250; OM100 CT300 & 301; OM120, 260, 280, 300, 320, 340; OA100, 110, & 200 OM150 4. Office support duties Performs a variety of office support duties: Typing and correspondence; Filing folders; Records keeping/compilation /data entry; Preparing/processing forms, calendars, and scheduling; Mail distribution and outgoing mailings; Travel/expense vouchers; Telephone and greeting; ...
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...ANSWERS/ANALYSIS WILL NOT GET CREDIT * Use double space & 11 or 12 font * BE VERY SPECIFIC (Quality is important than quantity, but do not shortchange your answers) * TO GET CREDIT YOUR ANALYSIS MUST FOLLOW CONCEPTS IN THE BOOK & READINGS. * DO NOT GO OFF ON generic TANGENTS. * MAKE reasonable ASSUMPTIONS IF YOU NEED TO and list them READ CAREFULLY AND ALLOCATE YOUR TIME WISELY!!!!! TO BE SUBMITTED: Create a zip file and include the following: * This Exam with answers (including Evidence FORM) * Excel spreadsheet related to Q7 Q#1 Multiple Choice: (3 points) 1. A supervisor having to decide when to reorder supplies or how best to allocate personnel for the completion of the project is an example of a _________ decision. a. structured b. unstructured c. semi-structured d. none of the above 2. Each team has only one home stadium and each stadium can have many home teams. This is an example of what kind of relationship between TEAM and STADIUM? a. 1:1 b. 1:m c. m:n d. m:1 3 Amazing electronic ( a fictious company), an electronic retailer, recently declared bankruptcy and went out of business. This would, typically, A) increase Buyer’s power B) increase Supplier’s power C) make it easy for others to enter the electronic market D) None of the above Q2. Wendy’s International, a...
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...Intro. Project Management Unit 2 Assignment 1 The International Project Management Association: IPMA is recognized throughout the world as its leading authority on competent project, programmer and portfolio management (PPPM). Through our efforts, PM best practice is widely known and appropriately applied at all levels of both public and private sector organizations. Our mission in regards to PM is to help our Member Associations succeed. IPMA has many ways as the PM level to help and assist their company in making it the most successful company in the industry • Support the development of our Member Associations. • Actively promote the value of project management. • Engage in setting professional standards. • Offer IPMA products and services that move forward for individuals, organizations and society. • Work to improve certification methods for both individuals and organizations. • Appreciate, integrate, and benefit from the cultural diversity in the PPPM community, and larger society. • Enable project managers from around the world to take part in the advancement of the discipline. ESI International ESI is a global, project-focused training company. Our clients tell us that we're better and different because we take them beyond traditional training to achieve sustained...
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...Intro to Project Management Hector Diaz PM3110 7/23/15 Instructor: Muhammad Bashir Unit 5 Assignment 1; Simulation/Case Study: The Dulhasti Power Plant After reviewing case study 8.1 in unit 5 of the textbook Project Management: Achieving Competitive Advantage (2nd Edition), I was tasked to elaborate on the challenges of delivering an accurate cost estimation when working on harsh geographical conditions. It was observed in the case study that the geographical location chosen for the construction of the Dulhasti Power Plant in the provinces of Jammu and Kashmir, had become too much of a concern for investors and project coordinators, mainly due to a disputed border conflict between India and Pakistan. Not only did the budget increased exponentially over a 20-plus year period (due to the fact that this project was conceived in 1983), but concerns about the local terrorist and nationalist groups in and around the border began to raise numerous questions regarding safety and of course, budgeting (in the sense of hiring extra security to patrol the area). When the Indian government used a fixed-price contract to favor the lowest bids when initially beginning the project, it was believed to be the best method of approach at the...
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...A PROJECT REPORT ON (TITLE PROJECT) FOR (COMPANY) BY: MIGUEL, MARIMAR P. CONDE, LINDSEY MARIAN HERNANDEZ, JOHN PAUL GODFREY NEILKIM BAYBAY, NYMRAD IN PARTIAL FULFILMENT OF UNDERGRADUATE PROGRAM IN INTRO TO CRUISELINE LPU-CAVITE 2013-2014 (TITLE OF PROJECT REPORT) FOR (COMPANY) IN PARTIAL FULFILLMENT OF UNDERGRADUATE PROGRAM IN INTRO TO CRUISELINE SUBMITTED BY: MIGUEL, MARIMAR P. CONDE, LINDSAY MARIAN GODFREY NEILKIM HERNANDEZ, JOHN PAUL BAYBAY, NYMRAD LPU- CAVITE 2013-2014 TABLE OF CONTENTS I. OBJECTIVE & SCOPE II. RESEARCH & METHODOLOGY III. ANALYSIS IV. CHART/ DIAGRAM/ FIGURES V. CONCLUSIONS VI. RECOMMENDATION VII. BIBLIOGRAPHY I. OBJECTIVE & SCOPE A cruise ship or cruise liner is a passenger ship used for pleasure voyages, where the voyage itself and the ship's amenities are a part of the experience, as well as the different destinations along the way. Transportation is not the prime purpose, as cruise ships operate mostly on routes that return passengers to their originating port, so the ports of call are usually in a specified region of a continent. There are even "cruises to nowhere" or "nowhere voyages" where the ship makes 2-3 day round trips without any ports of call. Together with Norwegian Cruise Line, Star Cruises is the third largest cruise line in the world operating a combined fleet of 18 ships with approximately 35,000 lower berths, with cruises to over 200 destinations...
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