...KTE2017 International Project Management Period 1, 26.08. - 31.12.2013 Module 2 1.10.2013 Siitonen P., 2012) Life Cycle of a Construction Project Siitonen P., 2012) Siitonen P., 2012) A project – Total Effort Potential Risks in construction projects • • • The uncertainty in undertaking a construction project comes from many sources and often involves many participants in the project. Since each participant tries to minimize its own risk, the conflicts among various participants can be detrimental to the project. Only the owner has the power to moderate such conflicts as it alone holds the key to risk assignment through proper contractual relations with other participants. Risks in construction projects may be classified in a number of ways. One form of classification is as follows: – Socioeconomic factors • • • • Environmental protection Public safety regulation Economic instability Exchange rate fluctuation Contractual relations Attitudes of participants Communication Design assumptions Site conditions Construction procedures Construction occupational safety – Organizational relationships • • • – Technological problems • • • • (Source: http://pmbook.ce.cmu.edu/) Assignment 2 How the construction project flows? What are the critical operations for the success of a Project? • Utilize mind map techniques to clarify the assignment as completely and clearly as possible. • Create groups (3 persons in each group) • Return your assignment...
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...Project Management Group Project 5 IP Tracey Percifield, Nakia Miller, Alessandro Moraes American Intercontinental University August 19, 2011 PROJECT MANAGEMENT GROUP PROJECT UNIT 5 IP ABSTRACT In a global business that requires many different individuals around the world to start and finish a project no matter how big or small it’s important that every line of communication is open, communicated correctly, planning and all the follow-through from every level of management to every employee around the world that Pride International now known by Ensco employ and rely on a team effort to get their jobs done with success. INTRODUCTION Pride International also known as Ensco is the world largest drilling deep ocean oil rigging in the world. We will take a look at what they do, how the work and the meaning behind their beliefs to benefit the employees and the environment in which they work and try to maintain a healthy balance. PRIDE INTERNATIONAL OTHERWISE KNOWN AS ENSCO Pride International started doing business in 1966 in Alice, Texas and at that time only had six workover rigs operating. Later on in 1988 Debalk a subside of Pride International merged its offshore and went globally and stocking in the NASDAQ and with seventeen servicing well and acquired twelve more rigs and out branching to other parts of Texas and California and even started horizontally re-drill wells. In 1991 Pride International spread out again acquiring a total four hundred...
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...International Project Management - a practical case study by Lukas Hufnagel I.Table of Content 1. Introduction 3 2. Project framework 3 3. Project Timeline & Phases of the project 5 3.1 Introduction Phase 5 3.1.1 Stakeholder analysis 7 3.1.2 Action plan 10 3.2 Research & Preparation Phase 11 3.3 Action & Evaluation Phase 13 3.4 Review Phase 14 4. Project manager skills 15 5. Lessons learned 17 II. Reference List 19 III. Appendix 19 Exhibit 1: ‘Campus Live – Infoveranstaltung für Unternehmen’ 19 Exhibit 2: Draft questionnaire ‘Bewerbungsvorlieben’ 20 Exhibit 3: Info letter for student assistants 21 Exhibit 4: Questionnaire ‘Fragebogen Jobbörse 2013’ 22 Exhibit 5: Presentation ‘PPT Jobbörse’ 24 Exhibit 6: Poster ‘T-shirt raffle’ 25 2 1. Introduction On April 23rd of this year the annual job fair ‘firstcontact’ was held at the Stadthalle Deggendorf. Over 150 firms used this opportunity to present themselves to the students of Deggendorf University of Applied Sciences(First Contact e.V., 2013). This job fair is the chance for the students to get in contact with company representatives and inform themselves about job opportunities, trainee programs and much more for the life after their graduation. The fair is organised by the student’s club First Contact e.V. of Deggendorf University of Applied Sciences. Back in March of this year, at the beginning of the summer term, I applied for a job as a student assistant for the career service at HDU Deggendorf. I was hired shortly...
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...PMI® Case Study QUARTIER INTERNATIONAL DE MONTRÉAL: 2005 PMI Project of the Year The Quartier International de Montréal (QIM) project was an enormous urban revitalization project that comprehensively revamped a large portion in the center of Montréal city in Canada from bottom up. The QIM team used standard project management techniques to coordinate the project’s many complex activities, plan for risks, and accommodated last-minute changes to the project plan by the City of Montreal. As a result, the QIM project was completed within budget and schedule, and was lauded with international accolades. Background Montreal is an industry hub in North America that frequently plays host to the business, tourist and international communities. It features a large business district and the Old Montreal town center, and between these two sectors ran an expressway that was not only unattractive, but impeded the potentially lucrative flow of pedestrian traffic. The QIM project’s goal was to revitalize these two areas. The QIM aim was to accomplish two things: 1. Restore communication between two city sectors vital to tourism and economic development; 2. Revive an entire sector, making it a reputable international district exhibiting Montreal’s new dynamism and ingenuity The two-phase QIM project involved major urban changes. The team had to: • Cover an expressway • Overhaul a sewer and aqueduct system • Increase sidewalk surface area by 40 percent • Restore...
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...accompany PROJECT MANAGEMENT A SYSTEMS APPROACH to PLANNING, SCHEDULING, and CONTROLLING TENTH EDITION HAROLD KERZNER, PH.D. John Wiley & Sons, Inc. Table of Contents PART ONE: Solutions to Chapter Problems Chapter 1-Problems Chapter 2-Problems Chapter 3-Problems Chapter 4-Problems Chapter 5-Problems Chapter 6-Problems Chapter 7-Problems Chapter 8-Problems Chapter 9-Problems Chapter 10-Problems Chapter 11-Problems Chapter 12-Problems Chapter 13-Problems Chapter 14-Problems Chapter 15-Problems Chapter 17-Problems Chapter 18-Prob1ems PART TWO: Solutions to Case Studies Clark Faucet Company Kombs Engineering Williams Machine Tool Company Wynn Computer Equipment (WCE) Reluctant Workers Hyten Corporation Macon, Inc. Continental Computer Corporation Goshe Corporation Acorn Industries MIS Project Management at First National Bank Cordova Research Group Cortez Plastics Phil Condit and the Boeing 777 Teaching Note AMP of Canada (B) Case Study AMP of Canada (C) Case Study AMP of Canada (A) Teaching Note AMP of Canada (B) Teaching Note AMP of Canada (C) Teaching Note Riverview Children’s Hospital Teaching Note Como Tool and Die (A) Como Tool and Die (B) Apache Metals, Inc. Haller Speciality Manufacturing An International Project Manager’s Day (B) Case Study An International Project Manager’s Day (C) Case Study An International Project Manager’s Day (D) Case Study Hazelton International Limited and An International Project...
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...Consultancy, Project Management Professional Solutions Limited Introducing the Risk Breakdown Structure (RBS) The risk management process aims to identify and assess risks in order to enable the risks to be understood clearly and managed effectively. The key step linking identification/assessment of risks with their management is understanding. This is, however, the area where the project manager or risk practitioner gets least help from current guidelines or practice standards. There are many commonly used techniques for risk identification (see, for example, the risk management chapter of A Guide to the Project Management Body of Knowledge (PMBOK® Guide, Project Management Institute, 2000). These identification techniques, however, tend to produce an unstructured list of risks that often does not directly assist the project manager in knowing where to focus risk management attention. Qualitative assessment can help to prioritize identified risks by estimating probability and impacts, exposing the most significant risks; but this deals with risks one at a time and does not consider possible patterns of risk exposure, and so also does not provide an overall understanding of the risk faced by the project as a whole. In order to understand which areas of the project might require special attention, and whether there are any recurring risk themes, or concentrations of risk on a project, it would be helpful if there were a simple way of describing the structure of project risk exposure...
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...PROJECT MANAGEMENT MODERN PROJECT MANAGEMENT 1. Define a project 2. Identify the stages involved in s project life cycle 3. Determine the roles of a project manager 4. Explain the importance of project management ORGANIZATION STRATEGY AND PROJECT SELECTION 1. Understand the strategic management process and the four activities involved at such 2. Define and explain the need for an effective project portfolio management system 3. Identify the classifications of a project 4. Identify sources and solicitation of project proposals 5. Rank proposals and select projects 6. Explain how to effectively manage a portfolio system in terms of risks and types of projects ORGANIZATION: STRUCTURE AND CULTURE 1. Determine the different project management structures 2. Identify the different ways to organize projects 3. Explain the essence of right project management in terms of both organizational considerations and project considerations 4. Explain organizational culture and justify its implications to organizing projects DEFINING THE PROJECT 1. Identify the different steps involved in defining a project 2. Understand process breakdown structure 3. Explain the responsibility matrices 4. Understand project communication plan ESTIMATING PROJECT TIMES AND COSTS 1. Identify the factors influencing the quality of estimates 2. Understand estimating guidelines for times, costs and resources 3. Compare between top-down and bottom-up estimating 4. Determine the methods...
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...Turnkey Projects Julie Carter BMAL 560 Liberty University Key Term and Why You Are Interested In It Turnkey projects have advantages and disadvantages on business. The project responsibility lies with the contractor or producer of the project and not the buyer. The pressures of decisions and success, do not rest on the shoulders of the buyer. Although, the buyer requiring more control over the designing process of the project, will find difficulties within these types of projects. Turnkey projects are not customized. As per this paper and my academic advancement, I would like to expand my understanding of turnkey projects. Explanation of the Key Term Per Satterlee, “in a turnkey project one client company contracts another company to build and deliver a ready to operate industrial plant or infrastructure facility” (p. 227). Turnkey projects can help with the conception of “infrastructure in developing countries” (Satterlee, 2009, p. 227). Although, the result of helping, has the possibility of creating a competitor as well. These types of projects are used throughout many different industries, in many different ways. Major Article Summary An article from the, International Journal of Project Management, illustrated some of the positives of a turnkey project. The focus of the article aimed as to the “managing schedule deviations in international plant projects” (Alaskini, 2004, p. 75), with an attempt to find solutions. The findings primarily laid fault...
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...Available online at www.sciencedirect.com International Journal of Project Management 30 (2012) 608 – 620 www.elsevier.com/locate/ijproman The three roles of a project portfolio management office: Their impact on portfolio management execution and success Barbara Natalie Unger a,⁎, Hans Georg Gemünden a , Monique Aubry a b b Technische Universität Berlin, Chair for Technology and Innovation Management, Straße des 17. Juni 135, Sekr. H71, 10623 Berlin, Germany Université du Québec à Montréal, School of Business and Management, P.O. Box 8888 Downtown Station, Montreal, Quebec, Canada H3C 3P8 Received 27 July 2011; received in revised form 29 November 2011; accepted 26 January 2012 Abstract Project portfolio management offices (PPMOs) are a subset of project management offices (PMOs) that handle collections of multiple single projects and programmes, i.e. portfolios. PPMOs are centralised organisational units that cater to the demands of various stakeholders by performing specialised tasks. They are initiated by their organisation's leadership in response to increasing management challenges originating from project portfolios. Although there has been considerable research on PMOs in general, not only a clear understanding of multi-project PMOs' activity patterns set in specific contexts like project portfolio management, but also both existence and mode of multi-project PMOs' contribution to successful performance are still lacking. By quantitatively analysing PPMOs in 278 portfolios...
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...TL 038 INNOVATION PROJECT MANAGEMENT: A RESEARCH AGENDA SERGEY FILIPPOV; HERMAN MOOI DELFT UNIVERSITY OF TECHNOLOGY, DEPARTMENT OF INNOVATION SYSTEMS RESEARCHER AT DELFT CENTRE FOR PROJECT MANAGEMENT (THE NETHERLANDS) Abstract th Originally developed in the mid-20 century, project management has become a distinctive way to manage business activities nowadays. Another important development is virtually universal recognition of the role of innovation and technology in the corporate change, growth and profitability. It is unsurprising that development of innovation is often run as a project. Yet, theoretically both project management and innovation studies have evolved over time as distinctively separate disciplines. In this paper we make an attempt to conceptualise the innovation project management and to specify the idiosyncratic nature of innovation projects as opposed to conventional projects. By doing so, we contribute to the nascent academic debate on the interplay between innovation and project management. Key words: project management, innovation, technology 1. Introduction This paper is concerned with three topics and the interplay between them, namely “Innovation”, “Research and Development (R&D)” and “Project Management”. The interest in these topics has exploded recently as they emerged both on the policy agenda and in the corporate strategies. The contribution of technological innovation to national economic growth has been well established in...
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...Executive Summary 4 1.0 Introduction 5 3.0 Project Implementation 5 3.1 Implementation Planning 5 3.1.1 Project Brief 5 3.1.2 Work Breakdown Structure 6 3.1.3 Sub Units 7 3.2 Project Implementation Control 7 3.2.1 Control Point Identification Chart 7 3.2.2 Milestone Charts 8 3.2.3 Project and Budget Control Charts 9 3.2.4 Network Diagrams 10 4.0 Use of a Gantt Chart 10 5.0 Project Evaluation Techniques 12 5.1 Project Constraints 13 5.2 Project Stakeholders 13 5.3 Goals, Objectives, and Project Requirements 13 6.0 Evaluation of This Project 13 6.1 Project Stakeholders 14 6.2 Goals and Objectives 14 6.3 Project Constraints 15 7.0 Recommendations for Improvement 15 8.0 Project Presentation 16 8.1 Project Implementation Procedure 16 9.0 Conclusion 17 Reference List 18 Executive Summary After a rigorous analysis of three projects, Golden Source International Ltd settled for the “Anti-Fungus” Silicone Sealant product launch. This paper looks at the project’s implementation, evaluation, and presentation. Lately, there has been little success of projects. Pundits believe that haphazard planning, inadequate implementation, relaxed control, and lack of project evaluation bring this about. This paper shows how the project manager that was assigned this task went about these procedures to record major success in major fronts. 1.0 Introduction Project management is quite a popular topic in the world of management today. This is occasioned by the fact that...
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...Introduction With the initiation of global economy comes an increased interaction between people of different countries and an increase in the need to deal with cultural differences. Thus, there must be an understanding of how the international project will affect people and how people will affect the project. This requires an understanding of economic, demographic, educational, ethical, ethnic, religious, and other characteristic of the people for whom the project affects or who have an interest in the project (Egeland, 2011). Today’s projects have dramatically increased in complexity, which requires a culturally and functionally diverse mix of individuals who must be assimilated into an effective unit – a project team. In order for the project to succeed it will be predicated upon the effectiveness of teamwork during all phases of the project life cycle (Knutson, J, 2001). Therefore, it is critical that organizations involved in international projects take into consideration “cultural risk”, which, if not consciously recognized may lead to ineffectiveness and in some cases prove to be very costly (Sennara & Hartman, 2002). Therefore, it must be understood that the most crucial element in international projects is “culture” (PM Hut, 2012). What is Culture? “Culture” refers to a way of life for a group or community that practices and shares values and common experiences that shapes the way in which the group or community understands the world. These values and practices...
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...BELLA HEALTHCARE INDIA Project Plan Centennial College Juliana Goes – 300685822 Maria Chernobrovkina – 300675947 Timothy Jogbodo – 300673137 Virendra Sabbanwar – 300677485 PMGT 428 – 103 Bob Xourafas June 18, 2012 Table of Contents PROJECT INITIATION 1 Project Charter |Prepared by: Maria Chernobrovkina |Date: Jun 15, 2012 | |Project Title: Bella Healthcare India | |Project Start Date: Jun 18, 2012 |Project Finish Date: Jul 25, 2012 | |Budget Information: The project’s budget is $ 100. | |Project Manager: Virendra Sabbanwar – +1(647) 721-0678 – vsab@my.centennialcollege.ca | |Project Objectives: | |Choosing an international project topic; | |Receiving approval of the international project topic – “Bella Healthcare India”; | |Elaborating...
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...OPS 571 WEEK 5 PROJECT MANAGEMENT PROPOSAL A+ Graded Tutorial Available At: http://hwsoloutions.com/?product=ops-571-week-5-project-management-proposal Visit Our website: http://hwsoloutions.com/ Product Description OPS 571 Week 5 Project Management Proposal, Project Management Proposal Introduction The following proposal will describe a project proposal for Riordan Manufacturing process. Riordan is the leading industrialist of plastic products and has a customer base in the medical, automotive, aircraft, governmental, supply chain (suppliers to businesses that utilize bottles or appliances). The company has various locations in the United States and globally, with over 550 employees, and provides a range of products and services (University of Phoenix, 2013). Currently, Riordan manufacturing process is outdated and uncoordinated. Therefore, the purpose of the project plan to impose a strategic plan for data collection and reporting, exceed ISO 9000 standards, minimize costs, increase profit margin, and secure future innovations for continuous sustainability. Data Collection and Reporting The International Organization for Standardization (ISO) 9000 provides various aspects for quality management to help meet customer’s needs (International Organization for Standardization, 2014). The restructuring tactics should consider those set provisions as well as an internal order for daily operations. In addressing the listed goals, the project team should automate and...
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...MANIFESTO TABLE OF CONTENTS PREFACE Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1 Executive Management Support User Involvement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9 Optimization . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .13 Skilled Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .17 Project Management Expertise . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .21 Agile Process . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .25 Clear Business Objectives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .29 Emotional Maturity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .33 Execution . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .37 Tools and Infrastructure . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .41 Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .45 THE CHAOS MANIFESTO Copyright © 2013. The CHAOS Manifesto is protected by copyright and is the sole property of The Standish Group International, Incorporated. It may not under any circumstances be retransmitted in any form, repackaged in any way, or resold through any media. All rights...
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