...binocular. What kind of project management structure would you recommend they use for this project? What information would you like to have to make this recommendation, and why? To determine the project management structure, I would want to know the current management structure of the firm, and the project management structure, the firm has used in the past. As, it might become difficult for the employees to adjust to matrix structure if they are used to a functional structure. The priority of the project is also an important factor in determining the project management structure. If the company is constantly loosing out on revenue, it is vital to complete the project as soon as possible. The availability of resources is also a key factor, if the human and other resources such as technology, research labs etc. are abundant then I would choose a dedicated team and if the resources are scarce, a matrix structure would be preferable wherein employees can concentrate on both their function and project work. However, considering the information in hand I would recommend that the company adopt a strong matrix system. The company is already a market leader in optical scopes and entering in the binocular market is not the highest priority activity for them. Moreover, the development of a new product should not hamper the company’s current functional activities. Hence, adopting a strong matrix, wherein the project manager controls most aspects of the project and functional managers...
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...Welcome to WritePoint, the automated review system that recognizes errors most commonly made by university students in academic essays. The system embeds comments into your paper and suggests possible changes in grammar and style. Please evaluate each comment carefully to ensure that the suggested change is appropriate for your paper, but remember that your instructor's preferences for style and format prevail. You will also need to review your own citations and references since WritePoint capability in this area is limited. NOTE: WritePoint comments are computer-generated writing and grammar suggestions inviting the consideration and analysis of the writer; they are not infallible statements of right/wrong, and they should not be used as grading elements. Also, at present, WritePoint cannot detect quotations or block-quotes, so comments in those areas should be ignored. Please see the other helpful writing resources in the Tutorials and Guides section of the Center for Writing Excellence. Thank you for using WritePoint. Performance Measurement in Project Management Project Management 437 ...
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...Executive Summary 3 2 Discuss the issues of measurement in an organisation such as this one, and evaluate the approach taken to measurement “recommended” by the BBC. Key Success Factors Identify and Measure the organisation {SWOT&PEST) Key Performance Indicators Balance Scorecard Appraisal & Review of Business Policy Measurement 4 4 5 6 7 9 3 How should the senior team in BBC Broadcasting & Presentation develop their thinking to sustain the momentum of total quality/business excellence? Pillars and Dimensions of Total Quality Management Customer Focus Continuous Improvement Employee Investment and Empowerment Systems Thinking Plan-Do-Check-Act Cycle Leadership Customer Focus through Customer Relationship Management (CRM) European Forum for Quality Management (EFQM) Balance Scorecard Programme Management Process (BSPM) Establishment and set up of Programme Office Strategic Analysis Strategic Development Strategic Implementation Strategic Implementation: Measure and Appraise 10 11 11 12 14 14 15 16 16 17 19 19 21 22 22 23 4 Conclusion 24 5 Bibliography 25 Executive Summary BBC Broadcasting & Presentation began their quality journey when their mission statement was emerged out of a lengthy process. They develop objectives that connected to their mission. To deliver their mission they had critical success factors and key performance indicators than linked to the critical success...
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...Individual Performance & Development Plan |Full Name: | |Employee Number: |Division / Department: Operations | |Position Title: Management Trainee |Location/ Business: Port of Batangas | |Position Start Date: |Date Value Drivers/Objectives set: January 2010 | |Manager/Appraiser: Ms. Josephine S. Cudal |Date of Mid Year review: | |Review Period From: To: July 2010 to Oct 2010 |Date of Year End review: | |Section 1: Value Drivers / Objectives | |Value Driver / Objective 1 |Weight 20% | |Description : Acquire Perspective on Safety Key Drivers and Programs to address them; Gain first hand Safety issues|Mid Year Review | |of Operations. ...
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...DEVELOPMENT CO-OPERATION AGENCIES: A REVIEW OF EXPERIENCE BACKGROUND REPORT In order to respond to the need for an overview of the rapid evolution of RBM, the DAC Working Party on Aid Evaluation initiated a study of performance management systems. The ensuing draft report was presented to the February 2000 meeting of the WP-EV and the document was subsequently revised. It was written by Ms. Annette Binnendijk, consultant to the DAC WP-EV. This review constitutes the first phase of the project; a second phase involving key informant interviews in a number of agencies is due for completion by November 2001. TABLE OF CONTENTS PREFACE.......................................................................................................................................................... 3 I. II. III. IV. V. VI. RESULTS BASED MANAGEMENT IN THE OECD COUNTRIES -- An overview of key concepts, definitions and issues -- ........................................................................ 5 RESULTS BASED MANAGEMENT IN THE DEVELOPMENT CO-OPERATION AGENCIES -- Introduction --...................................................................................................................................... 9 PERFORMANCE MEASUREMENT IN THE DEVELOPMENT CO-OPERATION AGENCIES -- The project level --............................................................................................................................ 15 PERFORMANCE MEASUREMENT IN THE DEVELOPMENT CO-OPERATION AGENCIES...
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...Speed, accuracy, and volume are important indicators of project performance and are similar because they are indicators of how a projects performance can be evaluated irrespective of the timeframe and budget. Each also can be applied to a large range of projects and allow benchmarks to be established that represent the performance a project leader expects. Benchmarks should always be SMART (Specific, measurable, assignable, realistic, and time-oriented). Speed, accuracy, and volume are specific, measureable, and assignable because they are indicators that can be gauged, and someone can be accountable and responsible for his success (Performance Measurement in Project Management, 2007). Differences exist in these three measurements and the way they are quantified. One difference is in the type of measurements. Speed represents a rate, such as miles per hour. Volume represents a number such as number of attendees, and accuracy is whether something goes according to plan such as a wedding. Accuracy can relate to quality of a finished product and in that case another performance measure may be more appropriate (Performance Measurement in Project Management, 2007). Many methods can be used to measure project performance. Earned Value Management analyzes scope, cost, and schedule throughout the lifecycle of the project. It provides accurate forecasts and performance problems. PERT charts show a projects schedule, sequence of tasks to be performed at the same time and the critical...
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...Performance Measurement Penny Myers MGT 437 April 18, 2011 Performance Measurement Successful companies invest time, money, and resources in projects with the goal of earning a return on investment. The project manager ensures projects stay on schedule and within budget and performance management gives the project manager visibility to ensure they are operating within the agreed upon time and cost constraints and that the project is performing according to plan. Performance measurement is important because it is the process an organization uses to establish parameters to reach desired results (Schied, 2010). Measuring project performance allows the project manager to identify cost and schedule problems and take action to remedy problems quickly. Measuring project performance also provides the organization with a picture of how healthy the project is and can help establish improvement initiatives. When managing a project, triple constraints of budget, time, and performance are important measures. The budget is managed by controlling resources according to the financial plan of the project. Time keeps the team on schedule and allows meeting of deadlines. Performance measurements should be created by project and be based on the scope, goals, and objectives of the stakeholders (Schied, 2010). Measurements are specific to each project but three measurements that could be used to measure performance include speed, accuracy, and volume. Speed shows...
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...broad and powerful tool; as such, we recommend that all project managers take some formal courses in Earned Value Management. In this section you should detail how you will measure the project costs. What Earned Value measurements will be captured and reported upon. Will you use any tools, such as project management software, to assist in capturing Earned Value metrics? How will you forecast future project costs? Will you review cost performance over time, across work packages or schedule activities? Our example in this section measures four Earned Value measurements; Schedule Variance (SV), Cost Variance (CV), Schedule Performance Index (SPI) and Cost Performance Index (CPI). For most typical projects these four measurements can provide enough insight for effective management without overburdening the Project Manager with Earned Value calculations and measurements. Schedule Variance (SV) is a measurement of the schedule performance for a project. It’s calculated by taking the Earned Value (EV) and subtracting the Planned Value (PV). Since EV is the actual value earned in the project and the PV is the value our project plan says we should have earned at this point, when we subtract what we planned from the actual we have a good measurement which tells us if we are ahead or behind the baseline schedule according to our project plan. If SV is zero, then the project is perfectly on schedule. If SV is greater than zero, the project is earning more value than planned thus it’s ahead...
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...authorizes a project or phase. Documenting initial requirements that satisfy stakeholder's needs and expectations. Finalizing all activities across all Process Groups to formally complete the project or phase Project Management Plan Accepted Deliverables Organizational Process Assets Expert Judgment Tool & Techniques Outputs Inputs Inputs Project Statement of Work Business Case Contract (when applicable) Enterprise Environmental Factors Organizational Process Assets Tool & Techniques Outputs Expert Judgment 4.6 Close Project or Phase Closing Process Group 4.1 Develop Project Charter Initiating Process Group Final Product, Service, or Result Transition Organizational Process Assets Updates Project Charter Reviewing all change requests, approving, and managing changes to deliverables, org process assets, documents, and the PM Plan Project Management Plan Work Performance Information Change Requests Enterprise Environmental Factors Organizational Process Assets Expert Judgment Change Control Meetings Tool & Techniques Inputs Documenting actions necessary to define, prepare, integrate, and coordinate all other plans Project Charter Inputs Outputs from Planning Processes Enterprise Environmental Factors Organizational Process Assets Tool & Techniques Outputs Expert Judgment 4.5 Perform Integrated Change Control Monitoring & Controlling Process Group 4.2 Develop Project Management Plan Change Request Status Updates Project Management Plan Updates Project Document...
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...and PMBOK® Guide are trademarks of the Project Management Institute, Inc. PMI® has not endorsed and did not participate in the development of this product. Integration Management Process Name Develop Project Charter Inputs Outputs Tools and Techniques Project Statement of Work Business Case Project Charter Experts Judgment Project Management Plan Experts Judgment Project Management Plan Approved Change Requests Deliverables Work Performance Information Experts Judgment Project Management Information System Enterprise Environmental Factors Change Requests Organizational Process Assets Project Management Plan Updates Contracts Enterprise Environmental Factors Organizational Process Assets Develop Project Management Plan Project Charter Outputs From Planning Processes Enterprise Environmental Factors Organizational Process Assets Direct and Manage Project Execution Project Document Updates Project Management Plan Performance Reports Change Requests Project Management Plan Updates Enterprise Environmental Factors Monitor and Control Project Work Experts Judgment Project Document Updates Organizational Process Assets Project Management Plan Work Performance Information Change Requests Status Updates Project Management Plan Updates Change Requests Perform Integrated Change Control Experts Judgment Change Control Meetings Project Document Updates Enterprise Environmental...
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...Project Management Office Summit Measures and Metrics for PMO Success 0011 0010 1010 1101 0001 0100 1011 Jim Kendrick, PMP, CMC President and Practice Leader © 2009 P2C2 Group, Inc. kendrick@p2c2group.com 301-942-7985 Also See Related Blog Articles http://jimkendrick.blogspot.com Web www.p2c2group.com Blog http://jimkendrick.blogspot.com Phone 301‐942‐7985 Email kendrick@p2c2group.com LinkedIn http://www.linkedin.com/in/jimkendrick Location Washington, DC Metro Area Measures & Metrics (c) 2009 kendrick@p2c2group.com Managing projects and portfolios without metrics is like sailing a ship without a compass! 0011 0010 1010 1101 0001 0100 1011 Measures & Metrics (c) 2009 kendrick@p2c2group.com 2 Why PMOs need measurement and metrics You already know … 0011 0010 1010 1101 0001 0100 1011 • 63% of projects have schedule delays • 49% of projects exceed budget or do not meet business objectives • 45% of projects face cost overruns • 23% of all projects FAIL Data published by Standish Group International, Inc., as reported in Computer World, February 17, 2003 http://www.computerworld.com/printthis/2003/0,4814,78517,00.html Measures & Metrics (c) 2009 kendrick@p2c2group.com 3 Most organizations have problems with their measures and metrics 0011 0010 1010 1101 0001 0100 1011 • • • • • • • • • Too much data Measures aren’t useful Too much time to collect and report data Data...
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...and experience with product and company)= Define Your Support * Clarify roles, responsibilities, and costs for data migration strategy if desired. Sometimes, being selective with which data or how much data to migrate can influence the ease of transition = Clarify the data * Server options (e.g., client server, application service provider (ASP), software as a service (SAS)) = Server options * Ability to integrate with other products (e.g., practice management software, billing systems, and public health interfaces) = Does it play well with your other products * Privacy and security capabilities and back-up planning = Plan a backup plan * Linking payments and EHR incentive rewards to implementation milestones and performance goals = Link for...
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...IS Success Model in E-Learning Context Based on Students' Perceptions Freeze, Ronald D; Alshare, Khaled A; Lane, Peggy L; Wen, H Joseph. Journal of Information Systems Education21.2 (2010): 173-184. The title captures the objective of the study which is to evaluate the success of the E-learning based on the IS success model. Abstract This study utilized the Information Systems Success (ISS) model in examining e-learning systems success. The study was built on the premise that system quality (SQ) and information quality (IQ) influence system use and user satisfaction, which in turn impact system success. A structural equation model (SEM), using LISREL, was used to test the measurement and structural models using a convenience sample of 674 students at a Midwestern university. The results revealed that both system quality and information quality had significant positive impact on user satisfaction and system use. Additionally, the results showed that user satisfaction, compared to system use, had a stronger impact on system success. Implications for educators and researchers are reported. Keywords: IS Success, E-Learning, User satisfaction, System use, System quality, Information quality 1. INTRODUCTION Both undergraduate and graduate courses are experiencing a migration away from the traditional classroom and toward a greater emphasis for electronic delivery of content (Allen and Seaman, 2008). This trend cuts across all departments and schools in the university...
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...wormance Measurements University of Phoenix MGT 437 Project Management Alan Miller January 16, 2012 + Performance Measures Performance measures are used to help provide insight for the company based on the project at hand. The performance measures each look deeper in different areas of the project. A financial audit provides the company with information about how the costs are comparing to the outcome of the project. Learning and growth allows the company to get detailed information from the employees that work for them. Finally there is customer perspective. This is customer insight about the project that was being evauled. Each of these perspectives comes together in one big report for the company but all of the perspectives are different. Financial Audit Audit is a way for the company to have insight to financial matters to help determine if the project is meeting goals. The audit will review budgets, status of the project, and future of project, sales receipts, maintence, and even pay roll information. The company then has an overview of how costly or beneficial the project is. An audit for a project uses no standard system and has no records; therefore the data needs to be started when engaging the audit. Learning and Growth The learning and growth perspective allows a company to understand the employees employed. This provides information based on employee satisfaction and even retention. Learning and growth even explores the different skills...
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...critical for IT projects, often plagued with failure as performance objectives do not align with traditional measures. This study provides theoretical and practical implications for information technology (IT) project quality control, particularly within the domains of project management and performance measurement. The data provided qualitatively and quantitatively demonstrates the criticality of enhanced project quality control in the IT industry. Analysis of alternative methods provides alternatives to the traditional method. Alternative methods have been applied and well-accepted at large organizations who realized the criticality of these measures as new products, services, and results showed significant overall improvement. Overall this study demonstrates that improving quality control methods for IT projects leads to a strong project design—a key component of project success. This study provides theoretical and practical implications for information technology (IT) project quality control, particularly within the domains of project management and performance measurement. There is “a growing disenchantment with the traditional methodology” that measures project success by approaches such as time conformance and budget adherence, prompting stakeholders and project managers to seek methods that will provide a clear analysis of project performance (Barclay & Osei-Bryson, 2008, p. 139). While stakeholders are involved in assessing the performance of any project...
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