...business requirements for the improvement of an HR system to maintain the intention of this request will also be defined. Significant points that will assist in making sure that the information required for this project is collected effectively will be identified and a thorough project plan will be produced. This plan will make available a list of all day to day tasks, resources, and a schedule coupled with a financial plan required to complete the project. Information Gathering Techniques and Design Method Developing a plan is important to Riordans success, it is very crucial to gather information from numerous sources to make sure the designed plan performs its intended application. Initiating the information gathering process will begin with an essential meeting with key management personnel, the end user and most important the IT staff to discuss the project. This business meeting will consist of a question and answer portion in addition to a forum to voice idea, comments and concerns. Providing this dialog, which will be made available for the length of the project, will make it better to have a handle on what the organization need to enhance its employees jobs. An additional method used to collect information is to perform interviews for this project. Interviewing chosen personnel...
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...Service Request SR-rm-022, Part 1 BSA/375 Anjit Bose Service Request SR-rm-004, Part 1 Table of Contents Introduction.........................................................................................................3 * Information-Gathering Techniques and Design Methods................................................................................................................3 * Business Requirements for an HR System.................................................................................................................5 * Scope and Feasibility.............................................................................................................5 * Detailed Plan for Riordan Manufacturing....................................................................................................6 * Conclusion...........................................................................................................7 * Reference ............................................................................................................8 * * * * * * * * * * * * * * * * * * * * Introduction * The COO, Hugh McCauley, of Riordan Manufacturing, wants to combine the existing variety of tools in use into a single integrated application. The business wants to take advantage of the more sophisticated state-of-the art information...
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...Information Technology Project Management, Third Edition ISBN 0-619-159847 Course Technology MIS Series Companion Web Site: www.course.com/mis/schwalbe Kathy Schwalbe, Ph.D., PMP Table of Contents CHAPTER 1 1 CHAPTER 2 3 CHAPTER 3 7 CHAPTER 4 9 CHAPTER 5 13 CHAPTER 6 18 CHAPTER 7 22 CHAPTER 8 27 CHAPTER 9 31 CHAPTER 10 35 CHAPTER 11 38 CHAPTER 12 41 APPENDIX A 44 APPENDIX B 49 APPENDIX C 51 List of solution files available with the Instructor Resource material: 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? How is it different from what most people do in their day-to-day jobs? A project is “a temporary endeavor undertaken to create a unique product or service” (PMBOK( Guide, 2000, p. 4). Projects are different from day-to-day activities primarily because they have focused goals and definite beginning and ending dates. 3. What is project management? Briefly describe the project management framework. Project management is “the application of knowledge, skills, tools, and techniques to project activities in order to meet project requirements” (PMBOK( Guide, 2000, p. 6). The project management framework graphically...
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...Project Management Plan Horace Bethea, Nicole Brown, Eric Cornick, Robin Evans, and Kristi Longstreet CPMGT/301 November 19, 2012 Steven Chardon-Strunk Project Management Plan Because of strict accreditation regulations and laws related to Title IV of the Higher Education Act of 1965 for institutions offering federal financial aid, an organization cannot offer traditional sales bonuses for employees who enroll students. Recently there has been a decline in employee morale. Senior management thinks that a new employee incentive program may boost employee morale (University of Phoenix, 2012, para. 3). This paper will include the work breakdown structure, activities, the sequenced activity diagram, a human resources plan, and a communication plan. The communication methods identified in the communication plan will be evaluated by identifying the communication tools and techniques most effective for the audience, and an explanation of why the methods of communication identified are most effective. The objective to this project management planning process is to successfully implement an employee incentive program within the university to boost employee morale that has declined because of the changes in compensation structure. Although the university cannot control what laws and regulations are changed governing federal financial aid, the university must abide by the changes to keep their accreditation. The university...
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...ProjectMinds’ Quick Guide to Project Management By Manjeet Singh msingh@projectminds.com A different kind of copyright No rights reserved. All the parts of this book can be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning, or otherwise. You do not need the prior written permission or authorization of the author. Disclaimer The author of this book specifically disclaims all responsibility for any liability, loss or risk to any person or entity arising from the use of information contained in this book or its Word file. V1.3 Table of Contents Introduction 1 About the author 1 Chapter 1: Defining what a project is 2 Project success criteria 2 Why are organizations using project management? 3 Chapter 2: The project lifecycle 4 Initiating 4 Planning 4 Executing: 4 Controlling and monitoring 5 Closing: 5 Chapter 3: Project initiating process 6 The SOW (Statement of Work) 6 Chapter 4: Project planning process 8 The WBS 8 Network diagrams 10 The Gantt chart 10 Getting and estimating resource requirements 11 People first 11 Nonperson resources 12 Creating your project plan 13 Chapter 5: Project executing process 14 Managing & leading 14 Ensuring your team works...
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...DEVELOPMENT PROCESS AND PROJECT INTEGRATION MANAGEMENT Human Resources Management System Project Master of Science in Information Technology TS5990 – Integrative Project Capella University Prepared by Monica Macedon Presented to Instructor - Professor Sharon Gagnon November 26, 2005 Contents Page Abstract 3 Purpose 4 PROJECT MANAGEMENT 6 Project Scope 6 Project Plan 7 PROJECT COMMUNICATION MANAGEMENT 8 Human Resource Communication 8 PROJECT CONTROLLING 8 Integrated Change Control 8 PROJECT COST MANAGEMENT 9 Costs and Benefits 9 PROJECT QUALITY MANAGEMENT 10 Quality Control 10 PROJECT RISK MANAGEMENT 10 Project Risk Plan 10 PROJECT EXECUTION 10 Executing Processes 10 SYSTEM IMPLEMENTATION 48 Integration Plan 48 Conversion Plan 48 APPENDICES Appendix A: Eastern Carolina Vocational Center Business Statement 14 Appendix B: Project Charter 16 Appendix C: Scope Statement 19 Appendix D: HRMS Work Breakdown Structure 21 Appendix E: Stakeholder Communication Analysis 23 Appendix F: Status...
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...[pic] Project Management Plan Project: Southern Ontario Construction Conference Client: The Southern Ontario Builder’s Association Prepared by: Event Executives: Amanda Jones, Leigh West and Krystal Connors April 4, 2012 Release 2.2 Abstract This document contains the full Project Plan surrounding the event “Southern Ontario Construction Conference”. The purpose of the Project Management Plan is to define the high level processes and methods that will be used for project execution. Table of Contents 2.0 Statement of Purpose V 3.0 Executive Summary V 3.1 Overview of the Organization V 3.2 Current Situation and Problem/Opportunity Statement V 3.3 Project Objectives VI 4.0 Project Organization 1 4.1 Project Team 1 4.2 Key Stakeholders 1 5.0 Project Requirements 1 5.1 In Scope 1 5.2 Out of Scope 1 5.3 Critical Success Factors 2 6.0 Work to be performed – Work Breakdown Structure (WBS) 2 6.1 WBS Structure Purpose and Limitations 2 6.2 WBS Dictionary 2 6.3 WBS Outline View 5 6.4 WBS Organizational Chart 7 7.0 Network Diagram 8 8.0 Scope Management Plan 8 8.1 Introduction 8 8.2 Scope Management Approach 8 8.3 Scope Definition 9 8.4 Project Scope Statement 9 8.6 Scope Control 10 9.0 Project Schedule 10 9.1 Project Schedule Constraints 10 9.2 High Level Project Milestones 10 9.3 Detailed Project Plan 11 10.0 Schedule Management Plan 13 10.1 Introduction...
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...Project Management Methodology Guidelines Project Management Methodology & Step-by-Step Guide to Managing Successful Projects Project Management Methodology Guidebook Table of Contents Table of Contents 1. Project Management Overview ............................................................................1 1.1. Background ..................................................................................................1 1.2. An Overview of the Project Management Philosophy and Mission...............1 1.2.1. The PMO’s Mission............................................................................2 1.2.2. What Is A Project? .............................................................................2 1.2.3. What Is Project Management? ..........................................................2 1.2.4. What Is A Project Management Life Cycle? ......................................3 1.2.5. Deliverables Typically Produced for Each PMBOK Knowledge Areas4 1.2.6. Project Management Life Cycle and Knowledge Areas .....................5 1.2.7. Elements of Successful Project Management .................................15 1.3. Project Approach Selection Technique - Selection Indicators ....................15 1.3.1. Indicators for User Workshops ........................................................15 1.3.2. Indicators for Interviewing................................................................15 1.3.3. Indicators for Questionnaires................................
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...and Company background AFI Development is a leading developer of unique large-scale projects in Moscow, the Russian regions, Ukraine and the CIS. Established in 2001, AFI Development focuses on developing and redeveloping high quality commercial and residential real estate assets including offices, shopping centers, hotels, mixed-use properties, and residential projects. The Company's strategy is to sell the residential properties it develops and to either lease the commercial properties or sell them for a favourable return. In May 2007, AFI Development was successfully admitted to the Main Market of the London Stock Exchange. Through its IPO the Company raised a total of approximately US$1.4 billion. The Company delivers shareholder value through a commitment to innovation and continuous project development, coupled with the highest standards of design, construction, and quality and customer service. AFI Development has a portfolio of 34 residential, commercial and mixed-use real estate projects in 20 locations throughout Russia and Ukraine, altogether comprising over 3.8 million square meters under development. 90% of the Company's projects are based in Moscow and represent 95% of Net Asset Value. The projects include office, retail and residential premises, multi-functional complexes and hotels in Moscow, St. Petersburg, Perm, Volgograd, Kislovodsk, Zheleznovodsk and Kiev. Main projects: 1. AFIMALL CITY AFIMALL CITY is a shopping and entertainment center, located...
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...importance of developing project management skills. Because the simulation is designed to offer instructors maximum flexibility, we have included scenarios that bring into clear focus project management challenges within a variety of professions, including new product development, process conversion, construction, event planning, and information technology development and implementation. As such, the simulation can be used in academic settings within schools of business, engineering, hospitality management, information and systems, and architecture. The simulation is designed to provide students with real-world experiences in managing the myriad variables that are routinely encountered in project management and decision making. Best and most important, the simulation environment offers students the unique opportunity to practice various components of project management – a hands-on, learning by doing approach that emphasizes active learning. The scenario and rules for the simulation can be learned in a short amount of time: perhaps two or three hours. Among the benefits for instructors are the randomization factors we have included that allow the instructor to customize the simulation each time it is used. These effects are important because they prevent past students from passing along “the key” to successfully winning the simulation. Each time you set up the simulation, you have the flexibility to alter key decision parameters, select project scenarios that are most...
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...Principles of Project Management Course Outline Volume I About the Microsoft Project Screens .........................................................................iv Segment 1. The Background of Project Management (Includes PMBOK® Guide Chapter 1 & 2) ....................................................................................................... 1 1.1 1.2 1.3 1.4 1.5 1.6 1.7 1.8 1.9 1.10 Introductions, course materials, housekeeping & homework Definition, examples and characteristics of projects About Project Management Institute & other PM organizations Projects and emerging industries Programs & portfolios and project management office Environmental enterprise factors and organizational process assets Project & product life cycles Stakeholders Organizational structures & influences Segment 1 questions......................................................................... 22 Segment 2. The Gospel According to PMBOK® Guide (Includes PMBOK® Guide Chapter 3) ........................................................................................................... 27 2.1 2.2 2.3 2.4 2.5 2.6 2.7 2.8 3.1 PMBOK® Guide Organization Initiation processes Planning processes Execution processes Monitoring & controlling processes Closing processes Course Guide Exercise: Memorize the process matrix ............................................... 46 Project Assessment 3.1.1 Benefit Measurement Methods 3.1.1.1 Life Cycle Costing & Net Present Value 3.1.1.2 Internal Rate of Return...
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...:sethamimo@gmail.com Project management - prince 2 -case study Name Professor Institution Course Date ITIL (Information Technology Infrastructure Library) ITIL provides a framework that describes the best practice direction for IT Service Management. Therefore, ITIL framework is focused on a concept towards the service lifecycle. The main phases of the ITIL service lifecycle are service design, service strategy, service operation, service transition, and service improvement. In this project, main function of the ITIL framework addresses how Aplestia’s IT as a whole should be operated. The project management aspect addresses how single projects within the Aplestia should be executed. PRINCE 2 (Projects IN Controlled Environments) PRINCE 2 is a kind of an industry standard used extensively in the whole world. It Is known as project management technique designed to offer a framework covering the wide variety of activities and disciplines needed within a project. In this project, PRINCE 2 is focused on Aplestia ‘s case, which shows the rationale and business justification for this project. This is a process-based technique where the structure includes 5 phases as well as 8 high level processes. One of the merits of PRINCE 2, is that it can be applied to any size of set up or any type of project. One of the key shortcomings of PRINCE 2 is that it does not provide and cover for any support of the project of project procurement management...
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...INSTRUCTOR’S RESOURCE MANUAL CHAPTER EIGHT Cost Estimation and Budgeting To Accompany PROJECT MANAGEMENT: Achieving Competitive Advantage By Jeffrey K. Pinto CHAPTER EIGHT PROJECT PROFILE – Boston’s Central Artery/Tunnel Project: Updated and Complete 8.1 COST MANAGEMENT Direct vs. Indirect Costs Recurring Versus Nonrecurring Costs Fixed Versus Variable Costs Normal versus Expedited Costs 8.2 COST ESTIMATION Learning Curves in Cost Estimation Project Management Research in Brief: Software Cost Estimation Problems with Cost Estimation PROJECT PROFILE – Heathrow Airport’s New Terminal Five Development 8.3 CREATING A BUDGET Top-Down Budgeting Bottom-Up Budgeting Activity-Based Costing 8.4 DEVELOPING BUDGET CONTINGENCIES Summary Key Terms Solved Problems Discussion Questions Problems Case Study 8.1: The Dulhasti Power Plant Case Study 8.2: London’s Millennium Dome Internet Exercises PMP Certification Sample Questions Integrated Project: Developing the Cost Estimates and Budget Bibliography TRANSPARENCIES 8.1 SOURCES OF PROJECT COSTS 1. DIRECT VS. INDIRECT COSTS 2. RECURRING VS. NON-RECURRING COSTS 3. FIXED VS. VARIABLE COSTS 4. NORMAL VS. EXPEDITED COSTS 8.2 LEARNING CURVE MODEL [pic] 8.3 PROBLEMS WITH COST ESTIMATION ...
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...questions carry 5 marks each. 1. During _________formal tools and techniques were developed to help and manage large complex projects. 2. PERT stands for: 3. The most basic model of any Operating System is: 4. Overall complexity = 5. Relevant areas of the APM body of knowledge are: a. Program Evaluation and Reverse Technique b. Progress Evaluation and Review Technique c. Program Evaluation and Review Technique d. None of the above a. Project Model b. Input-output model c. Output-input model d. None of the above a. Organizational complexity*resource complexity*technical complexity b. Organizational complexity+technical complexity-resource complexity c. Technical complexity+resource complexity/organizational complexity d. Organizational complexity*resource complexity/technical complexity a. Quality Management b. Budgeting and cost Management c. Project Cost Management d. Both ‘a’ and ‘b’ IIBM Institute of Business Management Examination Paper: Project Management 6. Costs associated with the planning process include: 7. CPA stands for: a. Planer’s tools b. Opportunity cost c. Planned labour and associated expenses d. All of the above a. Critical Path Analysis b. Common Path Analysis c. Critical Path Algorithm d. Common Problem Analysis 8. The project duration with the normal activity time is ____days. 9. The nature of the work organization is important as it: a. Defines responsibility...
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...Includes Over Two Hours of Bonus Audio on the CD Includes Real-World Scenarios and Leading-Edge Exam Prep Software Featuring: Updated for the Project Management Body of Knowledge (PMBOK® Guide), Fourth Edition • Custom Test Engine • Hundreds of Sample Questions • Chapter Review in Audio Format • Electronic Flashcards • Entire Book in PDF PMP Fifth Edition SERIOUS SKILLS. ® Project Management Professional Exam STUDY GUIDE Kim Heldman Project Management Professional Exam Study Guide Fifth Edition PMP ® Project Management Professional Exam Study Guide Fifth Edition PMP ® Kim Heldman Acquisitions Editor: Jeff Kellum Development Editor: Alexa Murphy Technical Editors: Terri Wagner and Brett Feddersen Production Editor: Christine O’Connor Copy Editor: Judy Flynn Production Manager: Tim Tate Vice President and Executive Group Publisher: Richard Swadley Vice President and Publisher: Neil Edde Project Manager 1: Laura Moss-Hollister Associate Producer: Angie Denny Quality Assurance: Josh Frank Book Designers: Judy Fung, Bill Gibson Compositor: Craig Woods, Happenstance Type-O-Rama Proofreader: Publication Services, Inc. Indexer: Nancy Guenther Project Coordinator, Cover: Lynsey Stanford Cover Designer: Ryan Sneed Copyright © 2009 by Wiley Publishing, Inc., Indianapolis, Indiana Published simultaneously in Canada ISBN: 978-0-470-45558-6 No part of this publication may be reproduced, stored in a retrieval system or transmitted in any form...
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