...other departments within your company, those to whom you are trying to sell products, or clients of your consulting business. After describing the methodology, this chapter focuses on the first step in top-down network design: analyzing your customer’s business goals. Business goals include the capability to run network applications to meet corporate business objectives, and the need to work within business constraints, such as budgets, limited networking personnel, and tight timeframes. This chapter also covers an important business constraint that some people call the eighth layer of the Open System Interconnection (OSI) reference model: workplace politics. To ensure the success of your network design project, you should gain an understanding of any corporate politics and policies at your customer’s site that could affect your project. The chapter concludes with a checklist to help you determine if you have addressed the business issues in a network design project. Using a Top-Down Network Design Methodology According to Albert Einstein: 000200010270745975 “The world we’ve made as a result of the level of thinking we have done thus far creates problems that we cannot solve at the same level at which we created them.” To paraphrase Einstein, networking professionals have the ability to create networks that are so complex that when problems arise they can’t be solved using the same sort of thinking that was used to create the networks. Add to this the fact that...
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...ASSIGNMENT COVER SHEET UNIVERSITY OF SUNDERLAND BA (HONS) BUSINESS MANAGEMENT Student ID: 149165417/1 | Student Name: TRAN PHUONG PHI | Module Code: SIM 335 | Module Name / Title: Managing Project | Centre / College: UTE Ho Chi Minh, Vietnam | Due Date: Friday, 9th October, 2015 | Hand in Date: Friday, 9th October, 2015 | Assignment Title: MANAGING PROJECT | Students Signature: (you must sign this declaring that it is all your own work and all sources of information have been referenced) | Table of Contents Task 1 4 What are the core principles/characteristics of a project and why are they important to Project Managers? 4 The core principles/characteristics of a project: 4 The importance of projects’ core principles/characteristics to Project Manger 4 How would you define the scope of a project, what benefits would this give to the successful completion of the project? 5 Using the information below, plot out a full project Gantt chart and identify the critical path? How many days does it take to complete the project? What are the benefits of using a Gantt chart? 6 Cost management is important for running successful projects. Identify four of the common sources of project costs. 7 Risk Management is an intrinsic part of project management, what would you include in your Risk Management plan for managing the risks in a project. 7 What quality methods (project evaluation, monitoring and control) would you introduce to ensure projects are completed...
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...Siddharth Mandwal ID- 1001704 Date Submitted - 10/26/2015 PROJECT CHARTER AND ITS STRUCTURE INTRODUCTION Projects have been a part of the human life for hundreds of years. They can exist for a significant amount of time, can cost a lot of money and may involve people from all departments and offices under an organization. When projects can be very complicated, small mismanagement practises might cost a lot of time and money. This requires that projects are properly managed right from the starting or even before starting the project. This requirement calls for the creation of a project charter. Although the project charter is a very important deliverable at initialization of the project, it can be defined basically as a document which officially starts or authorizes a project. It acts as a reference for the future. Any charter should roughly define the business case, scope, objectives, stakeholders and risk and responsibilities. With project management practices getting more organized and more defined, the importance of the project is now well known but, there seem to be some disputes over the structure of a project charter, when it should be created and who should be creating the project charter. This paper aims at finding these answers with the help of information available. Various proposals given by different experts are considered and each proposal is analyzed to determine what would a perfect project charter look like and when it should be created and by whom. This...
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...necessary to properly balance critical success factors. By researching what the critical success factors in ERP implementation are, why they are critical, and to what extent they are relevant to users, consultants and suppliers, this paper seeks to identify critical success factors in ERP implementation and to understand the impact of each factor on the success of ERP system introduction. This paper lists ten critical success factors (CSF) providing two points of view: strategic and tactical. These are: top management support, a business plan and vision, top management support, change management program, project management, implementation strategies, project team, business process modeling and minimal customizations, monitoring and performance evaluation, software development, testing and troubleshooting, legacy systems. Keywords— ERP implementation, critical success factors, IT project, management I. INTRODUCTION Complex IT projects, such as developing and especially implementing ERP systems often fail. Many studies indicate a small success rate in terms of exceeding the time limit, budget and poor functionality of the new system. Successful ERP projects bring great benefits to the company, but can also be devastating to organizations that fail to deliver. The aim of this paper is to further investigate the critical factors affecting the successful ERP implementation and to determine how they can reduce the failure rate. There is extensive literature...
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...CHAPTER 1 INTRODUCTION TO PROJECT MANAGEMENT LEARNING OBJECTIVES After reading this chapter, you will be able to: • Understand the growing need for better project management, especially for information technology projects • Explain what a project is, provide examples of information technology projects, list various attributes of projects, and describe the triple constraint of project management • Describe project management and discuss key elements of the project management framework, including project stakeholders, the project management knowledge areas, common tools and techniques, and project success • Discuss the relationship between project, program, and portfolio management and the contributions they each make to enterprise success • Understand the role of the project manager by describing what project managers do, what skills they need, and what the career field is like for information technology project managers • Describe the project management profession, including its history, the role of professional organizations like the Project Management Institute (PMI), the importance of certification and ethics, and the advancement of project management software 2 OPENING CASE Anne Roberts, the Director of the Project Management Office for a large retail chain, stood in front of 500 people in the large corporate auditorium to explain the company’s new strategies. She was also broadcasting to thousands of other...
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...Master Thesis Software Engineering Thesis no: MSE-2008-21 November 2008 Applying Six Sigma in Software Companies for Process Improvement Adnan Rafiq Khan Long Zhang School of Engineering Blekinge Institute of Technology Box 520 SE – 372 25 Ronneby Sweden This thesis is submitted to the School of Engineering at Blekinge Institute of Technology in partial fulfillment of the requirements for the degree of Master of Science in Software Engineering. The thesis is equivalent to 2*20 weeks of full time studies. Contact Information: Author(s): Adnan Rafiq Khan Address: Folkparksvagen 1905, 37240 Ronneby, Sweden. E-mail: adnanrafiqkhan@gmail.com Long Zhang Address: Villa Flora 951, 37236 Ronneby, Sweden. E-mail: zhl10154@gmail.com University advisor(s): Conny Johansson (Head of Department, Department of Systems and Software Engineering) School of Engineering Blekinge Institute of Technology Box 520 SE – 372 25 Ronneby Sweden Internet Phone Fax : www.bth.se/tek : +46 457 38 50 00 : + 46 457 271 25 ii ACKNOWLEDGEMENT First of all we thank our supervisor, Conny Johansson, for continuously providing the support, encouragement and motivation during the thesis. His advices, suggestions and feedbacks were really helpful and made this effort an enjoyable one. We are thankful to our faculty reviewer Dr. Robert Feldt. His feedbacks and comments were very useful to design this thesis. We would like to thanks Mr. Kai Xiao, a student at BTH, for introducing...
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...Now the perfect companion for anyone sitting the PMI’s PMBOK exams THE DEFINITIVE 2ND EDITION PROJECT MANAGEMENT THE FAST TRACK TO GETTING THE SEBASTIAN NOKES AND SEAN KELLY GUIDE TO JOB DONE ON TIME AND ON BUDGET the definitive guide to project management In an increasingly competitive world, we believe it’s quality of thinking that gives you the edge – an idea that opens new doors, a technique that solves a problem, or an insight that simply makes sense of it all. The more you know, the smarter and faster you can go. That’s why we work with the best minds in business and finance to bring cutting-edge thinking and best learning practice to a global market. Under a range of leading imprints, including Financial Times Prentice Hall, we create world-class print publications and electronic products bringing our readers knowledge, skills and understanding, which can be applied whether studying or at work. To find out more about Pearson Education publications, or tell us about the books you’d like to find, you can visit us at www.pearsoned.co.uk the definitive guide to project management the fast track to getting the job done on time and on budget Second Edition SEBASTIAN NOKES AND SEAN KELLY PEARSON EDUCATION LIMITED Edinburgh Gate Harlow CM20 2JE United Kingdom Tel: +44(0)1279 623623 Fax: +44(0)1279 431059 Website: www.pearsoned.co.uk First published 2003 Second edition published in Great Britain 2007 © Aldersgate Partners LLP 2003 © Casnus Limited...
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...Project Management Achieving Competitive Advantage Chapter One • Introduction: – Why Project Management? What is a Project • Two definitions of project: – A project is a unique venture with a beginning and end, conducted by people to meet established goals within parameters of cost, schedule, and quality – Projects are goal-oriented, involve the coordinated undertaking of interrelated activities, are of finite duration, and are all, to a degree, unique • Difference between process and project – Process refers to ongoing, day-to-day activities in which an organization engages while producing goods or services; process uses existing system, properties, and capabilities in a continuous, fairly repetitive manner – Projects take place outside the normal, process-oriented world of the firm What is a Project (con’t) • A project can be considered to be any series of activities or tasks that: – Have a specific objective to be completed within certain specifications – Have defined start and end date – Have funding limits – Consume human and nonhuman resources – Are multifunctional What is a Project (con’t) • Various elements of projects: – Projects are complex, one-time process: a project arises for a specific purpose or to meet a stated goal; they are complex because they typically require the coordinated inputs of numerous members of the organization – Projects are limited by budget, schedule, and resources: project work requires that members work with limited...
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...Technology Project Management, Seventh Edition ISBN-10: 1133526853 ISBN-13: 978-1133526858 Course Technology MIS Series Kathy Schwalbe, Ph.D., PMP Created November 27, 2012 Table of Contents CHAPTER 1 2 CHAPTER 2 4 CHAPTER 3 6 CHAPTER 4 7 CHAPTER 5 14 CHAPTER 6 20 CHAPTER 7 25 CHAPTER 8 30 CHAPTER 9 33 CHAPTER 10 36 CHAPTER 11 38 CHAPTER 12 41 CHAPTER 13 43 APPENDIX A 44 APPENDIX B 49 APPENDIX C 50 List of solution files available and referenced in this document, in alphabetical order: CHAPTER 1 Introduction to Project Management DISCUSSION QUESTIONS 1. Why is there a new or renewed interest in the field of project management? More and more projects are being done by a variety of organizations. The projects are more complex and often involve the use of new technologies. Organizations are struggling to find better ways to manage their projects. 2. What is a project, and what are its main attributes? How is a project different from what most people do in their day-to-day jobs? What is the triple constraint? What other factors affect a project? A project is “a temporary endeavor undertaken to create a unique product, service, or result” (PMBOK Guide, 2012). In addition to being temporary and unique, other attributes of projects are that they are developed using progressive elaboration, require resources from various areas, should have a primary customer or sponsor, and involve uncertainty. Projects are different...
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...1.0 Introduction To be a successful manager, you’ll have to master a number of skills. To get an entry-level position, you’ll have to be technically competent at the tasks you’re asked to perform. To advance, you’ll need to develop strong interpersonal and conceptual skills. The relative importance of different skills varies from job to job and organization to organization, but to some extent, you’ll need them all to forge a managerial career. Throughout your career, you’ll also be expected to communicate ideas clearly, use your time efficiently, and reach sound decisions. 1.1 Objectives Broad Objective: To identify the managerial skills necessary to be a successful manager. Specific Objectives: To learn about Technical Skills of a manager. To learn about Interpersonal Skills. To learn about Conceptual Skills. To learn about Diagnostic Skills. To learn about Communication Skills. 1.2 Scope This report highlighted different managerial Skills. I have included the important terms and conditions of Managerial Skills. I have tried to understand the implications of the Managerial skills necessary to be a successful manager. 8 1.3 Methodology The study is based on both secondary and primary sources. Most of the information used in this report is from secondary sources. The secondary sources which have been reviewed are: books, journals, reports, and data from various official and unofficial sources...
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...An Introduction to Project Management, Fifth Edition By Kathy Schwalbe Professor Emeritus, Augsburg College Department of Business Administration Minneapolis, Minnesota An Introduction to Project Management, Fifth Edition Cover Photo: Dan Schwalbe ©2015 Schwalbe Publishing ISBN-13: 978-1505212099 ISBN-10: 150521209X ALL RIGHTS RESERVED. No part of this work covered by the copyright hereon may be reproduced, transmitted, stored, or used in any form or by any means graphic, electronic, or mechanical, including but not limited to photocopying, recording, scanning, digitizing, taping, Web distribution, information networks, or information storage and retrieval systems, except as permitted under Section 107 or 108 of the 1976 United States Copyright Act, without the prior written permission of the author. Materials from Kathy Schwalbe’s Information Technology Project Management, Sixth and Seventh Editions, are used with permission from Cengage Learning. Microsoft and the Office logo are either registered trademarks or trademarks of Microsoft Corporation in the United States and/or other countries. All screenshots from Microsoft products are used with permission from Microsoft. Information and screenshots from MindView Business are used with permission from MatchWare. Information and screenshots from Basecamp are used with permission from Basecamp. Some of the product names and company names used in this book have been used for identification purposes...
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...important, albeit often ignored aspect of planning, is the relationship it holds with forecasting. Forecasting can be described as predicting what the future will look like, whereas planning predicts what the future should look like.[1] The term is also used for describing the formal procedures used in such an endeavor, such as the creation of documents, diagrams, or meetings to discuss the important issues to be addressed, the objectives to be met, and the strategy to be followed. Beyond this, planning has a different meaning depending on the political or economic context in which it is used. Two attitudes to planning need to be held in tension: on the one hand we need to be prepared for what may lie ahead, which may mean contingencies and flexible processes. On the other hand, our future is shaped by consequences of our own planning and actions. Planning is a process for accomplishing purposes. It is a blue print of business growth and a road map of development. It helps in deciding objectives both in quantitative and qualitative terms. It is setting of goals on the basis of objectives and keeping in the resources. What should a plan be? A plan should be a realistic view of the expectations. Depending upon the activities, a plan can be long range, intermediate range or short range. It is the framework within which it must operate. For management seeking...
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...COST AND VALUE MANAGEMENT IN PROJECTS Ray R. Venkataraman and Jeffrey K. Pinto John Wiley & Sons, Inc. This book is printed on acid-free paper. Copyright 2008 by John Wiley & Sons, Inc. All rights reserved. Published by John Wiley & Sons, Inc., Hoboken, New Jersey. Published simultaneously in Canada. No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning, or otherwise, except as permitted under Section 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the Publisher, or authorization through payment of the appropriate per-copy fee to the Copyright Clearance Center, Inc., 222 Rosewood Drive, Danvers, MA 01923, 978-750-8400, fax 978-646-8600, or on the web at www.copyright.com. Requests to the Publisher for permission should be addressed to the Permissions Department, John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ 07030, (201) 748-6011, fax (201) 748-6008, or online at http://www.wiley.com/go/permissions. Limit of Liability/Disclaimer of Warranty: While the publisher and author have used their best efforts in preparing this book, they make no representations or warranties with respect to the accuracy or completeness of the contents of this book and specifically disclaim any implied warranties of merchantability or fitness for a particular purpose. No warranty may be created...
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...Implementation for Ship Maintenance and Safety Management Bahadir Inozu, Ph.D. Chairman, Professor, 1 and Director2 Ivan Radovic Special Projects Manager1 and Project Manager for Maritime Applications2 1 School of Naval Architecture and Marine Engineering, 2Reliability, Operation and Maintenance Division, Gulf Coast Region Maritime Technology Center, 911 Engineering Building, University of New Orleans, New Orleans, LA 70148 Tel: (504) 280 7182, Fax: (504) 280-5627 E-mail: BInozu@uno.edu, Web site: drydock.gcrmtc.org Paper to be presented at IAME 2002 Conference, 13-15 November, 2002, Panama City, Panama ABSTRACT Ship maintenance usually entails very complex dynamic processes that ship operators face continuously to ensure ship operational safety and comply with regulatory statues. Extensive research indicated that these processes are quite inefficient, thus creating a safety risk in ship operations. In this paper we will discuss utilization of Six Sigma management strategies in ship maintenance and safety, in addition to its applicability and benefits. Six Sigma management strategies have a proven record in many industries. Savings through conducting Six Sigma projects have a direct impact on company profits measured through acquisition and analysis of hard data. We will also present the results of three Six Sigma pilot studies conducted as a part of the Continuous Improvement of Drydocking Management project. We will introduce a Six Sigma roadmap...
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...Project Cost Control Tools & Techniques Jason Owens, jason@jasonowens.com Scott Burke Matthew Krynovich DJ Mance Last Updated: 1/15/07 Project Cost Control Tools & Techniques Introduction Contributors: Owens, Jason, jason@jasonowens.com Burke, Scott Krynovich, Matthew Mance, DJ The formatting and minor edits of this document have been updated since its original creation. Contact information for some of the contributing authors has been removed for reasons of privacy and in no way indicates a lesser degree of contribution. All project team members have contributed equally to this paper. Copyright © 2007 All rights reserved. No part of this document may be reproduced or transmitted in any form or by any means, electronic or mechanical, for any purpose, without written permission. Jason Owens, jason@jasonowens.com Page 2 of 26 Project Cost Control Tools & Techniques Introduction Executive Summary This paper reviews certain tools and techniques that can be used in order to help those responsible for managing a project to potentially better control and manage project costs. The aspects of life-cycle costing are presented and opportunities for optimizing cost management are presented. Finally, a table summarizing the recommendations are presented in the conclusion. Jason Owens, jason@jasonowens.com Page 3 of 26 Project Cost Control Tools & Techniques Introduction Table of Contents Executive Summary ............................
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