...The Optimal Reference Book: Project Management Success Factors Extraordinary insight™ into today’s education information topics Table of Contents Why 70% of Government IT Projects Fail, Quality Project Management for Education Agencies .............................................................................................. 5 About the Author.................................................................................................... 8 Foreword................................................................................................................. 9 Selecting the Right Vendor to Manage Your Project .............................................. 11 Project Governance........................................................................................... 13 Project Risk ....................................................................................................... 14 Issue Management............................................................................................ 14 Education Agency Uniqueness .......................................................................... 14 Unfunded Mandates and Local Control............................................................. 15 ESP’s Quality Project Management (QPM) for Education Agencies ......................... 16 QPM Overview.................................................................................................. 16 QPM Principles...............................................
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...Cooperation is important management skill in project teams’ Abstract: Cooperation is one of management skills, so this paper aims to introduce the papers in this special issue which highlight the importance of cooperation in project teams’. Conceptual approaches to cooperation in project teams’ are described and a brief outline is given to each paper in the special issue. This special issue brings together studies that enhance our theoretical of understanding of cooperation, addressing core issues related to the role of the project teams’, and improve the skill in project team. Factors that facilitate or hinder cooperation in project teams’ are highlighted, and suggestions on how to deal with those issues in practice are provided. The papers facilitate understanding of the role of the importance of cooperation, the advantages of cooperation and improve it. Key words: project teams’ improve importance Introduction The management skills are the qualities and experience a person possesses that allows them to provide good leadership and organization to group or company. These skills are not only vital to large corporations but also to project teams. And these skills include cooperation, learning and communication. However, the most important skill of these is cooperation. Cooperation is one of the most important themes for modern organizations. Cooperation as a synergistic force is a core organizational process driving organizational effectiveness (Schalk and Petru...
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...Cost Benefit Analysis [ECON 453] ------------------------------------------------- Assignment II Aditya Gurung Dr. T.M. Horbulyk April 2, 2012 1. Based on the article, describe as best you can: (i) The reference group for the cost benefit analysis Reference group for the cost benefit analysis (CBA) refers to the set of persons whose gains and losses are to be included as directly relevant to the project decision-making process. It is a sub set of people who will be benefited or affected by the implementation of the project. In the case of Bolu Mountain Tunnel project, the set of people who will directly benefit from the implementation of the project are the people who can now avoid traveling by Bolu Mountain Passage (D100 highway) as they can get to there destination by traveling through the tunnel in much safer conditions along with reduced travel time. (ii) The purpose of the study The purpose of any social CBA is to examine and assess whether or not the social benefits of the proposed policy or project outweigh its social cost. By doing so, it can assist decision-making by facilitating the allocation of resources to their most valuable application. In the case of given article, the purpose of the study is to conduct the CBA of the Bolu Mountain Tunnel Project and examine if the project is worth to be implemented. (iii) The estimated project life over which the project is evaluated The estimated project life is the optimal period over which the project should...
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...forward with the Affordable Care Act? Cite references to support your DQ post. HLT 205 Week 2 Topic 2 Discussion 2 Watch “TEDTalks: Daniel Kraft – Medicine’s Future? There’s an App for That”: http://library.gcu.edu:2048/login?url=http://digital.films.com.library.gcu.edu:2048/PortalPlaylists.aspx?aid=12129&xtid=48192 After viewing the video, select four topics that were discussed and explain their significance to the future of health care technology. HLT 205 Week 2 Assignment Collaborative Learning Community: CLC Group Project Agreement Details: This is a CLC assignment. Complete the CLC Group Project Agreement form. Only one CLC Group Project Agreement form needs to be completed for your group. Your instructor will assign group members in Topic 2. The CLC Group Project Agreement form will benefit your group’s process by: 1. Creating an opportunity to introduce yourself to ther group members. 2. Clarifying strengths that would benefit the outcome of the project. 3. Defining time commitments that can be made for the CLC. 4. Fostering trust by following through on commitments made to the CLC in a timely manner. 5. Providing a plan for resolving CLC issues before they occur. HLT 205 Week 2 Assignment 2 Health Care Essay: Cost, Access, and Quality Details: An understanding of health care cost, access to care, and quality of care is vital for health care professionals, as is the ability to articulate these issues. For this assignment, students will examine the...
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...Large project: Takes a long time to complete; Involves a large investment;Has a big project team;Produces a large number of deliverables. Size : Dimensions: Time;Resources (financial, number of organizations/functions);Scope (number of deliverables);Importance/Impact;Issues (number and severity);Use of new technology Characteristics: More subprojects and team leaders; Project administration infrastructure; Formal reporting process; Greater use of formal software tools Tightly controlled and coordinated project plans; More formal interface meetings between groups;Full-time project managers; Multiple locations involved in the project; Multiple organizations involved in the project; More complex tasks and work to be done; More complex and difficult-to-use tools in the project; Increased integration effort between work results ofsubprojects Challenges: Changes in the business environment: Economy; Goals and objectives; Partnerships; Dependencies; Competition;Laws, regulations, regulatory bodies( Change with time; International; Impact on communities, environment); Complexity: Technology; Schedule/Project Management Large number of deliverables = Large number of activities; Simultaneous activities; Difficult to identify and manage project dependencies. Financial challenges: Large investments; Long payback periods; Unbalanced budgets; Significant costs at the beginning of the project; Difficult to reliably estimate costs and benefits; Amount and timing. Technology:...
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...Project Management Institute A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition Licensed To: Jorge Diego Fuentes Sanchez PMI MemberID: 2399412 This copy is a PMI Member benefit, not for distribution, sale, or reproduction. Library of Congress Cataloging-in-Publication Data A guide to the project management body of knowledge (PMBOK® guide). -- Fifth edition. pages cm Includes bibliographical references and index. ISBN 978-1-935589-67-9 (pbk. : alk. paper) 1. Project management. I. Project Management Institute. II. Title: PMBOK guide. HD69.P75G845 2013 658.4’04--dc23 2012046112 ISBN: 978-1-935589-67-9 Published by: Project Management Institute, Inc. 14 Campus Boulevard Newtown Square, Pennsylvania 19073-3299 USA Phone: +610-356-4600 Fax: +610-356-4647 Email: customercare@pmi.org Internet: www.PMI.org ©2013 Project Management Institute, Inc. All rights reserved. “PMI”, the PMI logo, “PMP”, the PMP logo, “PMBOK”, “PgMP”, “Project Management Journal”, “PM Network”, and the PMI Today logo are registered marks of Project Management Institute, Inc. The Quarter Globe Design is a trademark of the Project Management Institute, Inc. For a comprehensive list of PMI marks, contact the PMI Legal Department. PMI Publications welcomes corrections and comments on its books. Please feel free to send comments on typographical, formatting, or other errors. Simply make a copy of the relevant page of the book, mark the error, and...
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...unfreeze, move, and refreeze. This summarizes a process of changing employee habits. Unfreeze breaks old and sometimes bad habits. Move is the transition to the new process that alters attitudes and defrays resistance to change. Freeze is the process of ingraining new habits and making them permanent. Methods for assisting this process are system support and system improvement. 2. What are the major components of a migration plan? A. Prepare the Business a. Determine the Best Conversion Strategy b. Create Business Contingency Plans B. Prepare the Technology a. Install Hardware b. Install Software c. Convert Data C. Preparing the People a. Revise management policies b. Asses costs and benefits c. Motivate Adoption d. Conduct Training 3. Compare and contrast direct conversion and parallel conversion. Users are more comfortable with a parallel conversion and the business is less likely to have problems with system crashes and data-dumps. A. Direct Conversion A direct change is an abrupt change, which is the instant replacement of the old system with a new system. This method is dangerous as the new system may not yet work correctly and personnel are less likely to adapt to the new system as easily using this method. B. Parallel Conversion A parallel conversion uses both systems at the same time. This allows the system administrators to find the bugs...
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...INTRODUCTION The budget is the financial expression of the project and should accurately reflect the costs of the proposed research/education/service program. The budget justification provides the sponsor agency and reviewers of the application with information such as why costs are programmatically necessary and how they are calculatced. Reviewers will analyze the financial data to determine if the proposed costs are allocable to the program, allowable under federal cost principles or non-federal sponsor guidelines (whichever is applicable), reasonable and treated consistently by the institution and similar organizations. When the University receives an award, the approved budget items become part of the agreement between the University and the sponsor. Only those costs that are included in the budget or re-budgeted costs allowed by the sponsor should be directly charged to the award. If the cost requires prior institutional and/or sponsor approval after the award is made, the approval must be secured before the cost is incurred. Therefore, it is important to develop a budget that will enable the PI to fulfill all of the programmatic requirements of the project. A budget and budget justification must be provided for: • Proposed direct costs • Proposed cost share • Estimated program income, including projected revenue and expenditures • Facilities and Administration (F&A or Indirect Costs) FUNDING SOURCES One of the first steps in developing a budget is...
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...least one student in your group must be able to gain access for interviews and/or observation. * The process must currently exist, and performance measures for the process must be available. * The project is to be completed within your assigned group (shown below) Group Beta (B)Josh CobbShiyun FengJai PadmanabhanAllison Sibiga | Group Delta ()Danielle BlackwellMarc DeshaiesYao HeDavid Roscoe | Group Gamma ()Andrew GrayZhe HuangLongshuo LiAleksandra Tarashansky | Group Phi ()Mark HusseyLiz MietelskaCarlton VazJingyi Yang | Group Rho ()Aditya NadkarniScott LeahyGerman SayuntsRuicheng Xu | Group Sigma ()Andrew CampbellYaohua ChungDavid Coughlin | Deliverables There are three distinct deliverables stages, the last two of which incorporate and build upon documentation produced in prior stages. * Project Proposal Stage * Documentation due to be uploaded in your myWPI group file exchange area by end of Saturday, September 22 (will receive advisory comments) * Initial Presentation and Interim Report Stage * A 15-minute self-running online presentation in PowerPoint show format (PPSX) or MP4 video format due to be uploaded in your myWPI group file exchange area by end of Friday, October 12. This will be presented during the synchronous class meeting on Saturday, October 13. * Documentation due to be uploaded in your myWPI group file exchange area by end of Saturday, October 13 (will receive advisory comments) * Project Presentation and Final...
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...The Unified Process, a Project Management Approach The Unified Process, a Project Management Approach The Agile Unified Process is an easily understandable form of the Rational Unified Process (RUP).It defines a simple way of improving business applications (Methodsandtools.com, 2014). Organization’s changes to software development can be accepted at late stages of progression. The aim of any firm is to grow in future a trend observable in most businesses. It is right for the management to take into consideration the key indicators of a progressive service delivery. These will help in improving their structures through employing the best operational procedures. Improvements can be done on human skills, techniques used, and automations. The agile software delivery aims at developing mechanisms that will ensure a proper economy of the resources. It is achieved by targeting a lower value of risk and getting optimal utilization of the assets. This attributes to a higher chance of a successful business due to reduced negative impacts on the procedures. The management of modules such as projects and programs, should be performed in accordance with the business goal and the available resources. Each module should be designed to efficiently utilize the program budgets, timelines, resources, and uncertainties. The firm has then the capability to figure out how each portfolio will achieve the set goals. Then allocations of finances and human labor to different modules can be governed...
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...PMO: Project management office An organisational body or entity assigned various responsibilities related to the centralised and coordinated management of those projects under its domain. The responsibilities of the PMO can range from providing project management support functions to being responsible for the direct management of a projecti PMO Services:ii . Basic support services Administrative support for project managers Collating and reporting project status to senior management Providing standards, methodologies and a set of PM tools Managing project documentation (including risk registers, schedules, incident logs etc) Promoting project management within the organisation 2. Advanced specialist Services Consultancy and advisory services Strategic and governance services Developing competencies of personnel, including training and mentoring for project managers Advising project and programme managers Evaluating project managers’ performance Recruiting, selecting and/or allocating project managers Recording, analysing and disseminating lessons learned Identifying, selecting and prioritising new projects, including involvement in benefits management and business cases, contingencies etc Allocating resources between projects and programmes Providing advice and recommendations to senior management Conducting project health checks and post-project reviews Monitoring and reviewing PMO performance and its effect on project delivery SServuces Services Services ...
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...the business is to heel meet the energy needs of society in ways that are economically environmentally and socially responsible. These goals are directly projected to all plans and affiliates which are scattered in 90 countries with 93000 employees. The structure of the Shell group is divided by three main branches: 1. Upstream, 2. Downstream, 3. Projects and technology. Upstream consists of two companies: Upstream International and Upstream American which are responsible for searching and discovering new oil and gas, extracting oil from oil sands for conversion into synthetic crudes. Wind power is part of activities of Upstream. Upstream International coordinates sustainable development policies and social performance across the company. Downstream manufactures, supplies and markets oil products and chemicals worldwide. Supply and manufacturing business consists of refineries, supply and distribution of feedstock and products. Downstream trades crude oil, oil products and petrochemicals primarily to optimize feedstock for all manufacturing activities. At the same time business also includes activities in biofuels. Project and technology branch provide the Shell group with projects and researches and development programs; technical services and technology capability to the...
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...International : Project Pathology Page 1 of 8 Home -> Hot Articles -> Project Pathology Project Pathology Causes, patterns and symptoms of project failure You know a project is failing when you can't stop it Rob's Rough Rules of Project Management Dana Scully and Fox Mulder, the F.B.I. team in The X-Files, show the value of clinical analysis of cause and effect. While Mulder is focussed on mixing it with various aliens, shape changers, mutant worms and other wonderful creatures, Scully is often back at the base dispassionately examining the numerous bodies that turn up in each episode. It is often Scully's understanding of pathology and autopsy that provides the vital evidence in their search for the truth that is out there. A bit like Mulder and Scully, over the past 18 years, our group has reviewed over 20 major projects that were in the process of failing or had failed. These reviews were not done as an academic exercise or a controlled experiment but, they were undertaken "in the heat of the battle". Our clients wanted to know what they could do to fix the projects or what could be done to prevent other projects failing. The pathology of failed projects has aided us and our clients in understanding the major issues in computing. Home Our Company Public Workshop Schedule In-house Delivery and Consulting Workshop Descriptions Site Map Articles What our group has learnt is that there is a common set of causes for project failure, a common pattern of project degradation...
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...Economic Feasibility The first step to analyzing the economic feasibility of our proposed project is to determine the Project Benefits. Some of the main tangible benefits that will be realized from the project include error reduction leading to cost reduction and increased productivity due to user-friendliness. Intangible benefits arising from this project will include increase in user confidence as they know there is no chance of major information loss. The next step is to determine Project Costs. Some of our tangible costs will of course include any costs associated with acquiring additional Hardware or Hardware upgrades such as new or upgraded storage servers (physical or virtualised), Software Costs (in this case, the software we will be purchasing), labor costs for our constructor/programmers and of course costs associated with training users how to use the new system. One Intangible cost may include a drop in employee morale initially as there is often a resistance to change, especially in employees who have been using the old system for some time. Another intangible cost that could possibly occur should the project not be executed carefully would be operational efficiency. Costs mentioned above that would fall into the One-time cost category would include the Hardware and Software components required, user training, and potentially data conversion costs should the system purchased not be directly transferable. Contrarily, costs such as incremental data storage...
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...------------------------------------------------- What is a Project? Learning Objectives After completing this topic, you should be able to * recognize examples of a project * identify the characteristics of a project 1. Project characteristics Projects make up almost half of the work that most organizations do. Organizations use projects to help meet their strategic goals. In terms of strategic goals, projects may help an organization meet changes in market demands, customer requests, or organizational requirements. They may also help an organization make the most of technological advances or meet legal requirements. Select each strategic goal for examples. ------------------------------------------------- Market demands ------------------------------------------------- The goal of a project may be to respond to increases or decreases in market demands. For example, car manufacturers research and design fuel-efficient cars to meet market demands for greener products. ------------------------------------------------- Customer requests ------------------------------------------------- Projects may help organizations satisfy customer requests. A call center may use a project to upgrade its computer systems based on requests for faster response times. ------------------------------------------------- Organizational requirements ------------------------------------------------- Projects can help meet changes in organizational requirements. So a company...
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