...N14C31 Managing Projects 01.10.2012 Lecture 1: Introduction to Project Management & WBS Dr Christos Braziotis Christos.Braziotis@nottingham.ac.uk Module Convenor Dr Christos Braziotis Lecturer in Supply Chain and Operations Management Nottingham University Business School, Room B37, South Building Tel: 115 9514026 Email: Christos.Braziotis@nottingham.ac.uk N14C31 – Managing Projects © Christos Braziotis, 2012-2013 – Nottingham University Business School Slide 2 Agenda • Introduction to the Module: – Aims – Resources – Assessment • Introduction to Project Management: – Aspects to consider in Project Management – Work Breakdown Structure N14C31 – Managing Projects © Christos Braziotis, 2012-2013 – Nottingham University Business School Slide 3 Introduction to Project Management N14C31 – Managing Projects © Christos Braziotis, 2012-2013 – Nottingham University Business School Slide 4 • The word “Project” is frequently used N14C31 – Managing Projects © Christos Braziotis, 2012-2013 – Nottingham University Business School Slide 5 • The word “Project” is frequently used N14C31 – Managing Projects © Christos Braziotis, 2012-2013 – Nottingham University Business School Slide 6 What is a Project? – Definitions • A temporary endeavor undertaken to create a unique product or service (US Project Management Institute) • Unique process, consisting of a set of coordinated and controlled activities with start and...
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... |received today is worth more than an equal |(2009). The contribution of the project | | |amount received in the future |management office to organisational | | | |performance. International Journal of | | | |Managing Projects in Business, 2(1), | | | |141-148. | |Efficient market |A theoretical efficient market occurs when |Aubry, M., Hobbs, B., & Thuillier, D. | | |information flows freely, allowing supply and |(2009). The contribution of the project | | |demand to react instantly to market changes. |management office to organisational | | | |performance. International Journal of | | | |Managing Projects in Business, 2(1), | |...
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... |received today is worth more than an equal |(2009). The contribution of the project | | |amount received in the future |management office to organisational | | | |performance. International Journal of | | | |Managing Projects in Business, 2(1), | | | |141-148. | |Efficient market |A theoretical efficient market occurs when |Aubry, M., Hobbs, B., & Thuillier, D. | | |information flows freely, allowing supply and |(2009). The contribution of the project | | |demand to react instantly to market changes. |management office to organisational | | | |performance. International Journal of | | | |Managing Projects in Business, 2(1), | |...
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...resources. Cite all resources consistent with APA guidelines. Term Definition Resource you used Time value of money A simple financial principle that believes money received today is worth more than an equal amount received in the future Aubry, M., Hobbs, B., & Thuillier, D. (2009). The contribution of the project management office to organisational performance. International Journal of Managing Projects in Business, 2(1), 141-148. Efficient market A theoretical efficient market occurs when information flows freely, allowing supply and demand to react instantly to market changes. Aubry, M., Hobbs, B., & Thuillier, D. (2009). The contribution of the project management office to organisational performance. International Journal of Managing Projects in Business, 2(1), 141-148. Primary versus secondary market In the stock market, the primary market is one that issues a new security, such as an initial public offering. A secondary market is one that trades a security after its initial availability. Aubry, M., Hobbs, B., & Thuillier, D. (2009). The contribution of the project management office to organisational performance. International Journal of Managing Projects in Business, 2(1), 141-148. Risk-return tradeoff The potential for higher returns in the market generally comes with higher risk. Inversely, lower expected returns are generally associated with lower risk. Soliman, M. T. (2008). The use of DuPont analysis by market participants. Accounting Review, 83(3), 823-853. Agency...
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...Project Management MGMT E-5030 Critical Steps to Launching Successful Initiatives Syllabus Harvard Extension School Winter Session January 4, 2011-January 20, 2011 2:00-5:00pm Location: 1 Story Street, room 306 Faculty: David A. Shore, PhD Associate Dean Director Project Management in Health Care Programs Harvard School of Public Health dshore@hsph.harvard.edu 617-998-1090 Christina Thompson Lively, EdM Research Associate Center for Continuing Professional Education Harvard School of Public Health chthomps@hsph.harvard.edu 617-998-1087 Office hours: 1:30-2:00pm on days when the class meets. Faculty are also available via phone and email throughout the course. Snow Cancellations: 617-495-4024, 617-496-NEWS, Harvard Extension Website http://extension.dce.harvard.edu SYLLABUS OUTLINE I. Course Description II. Course Purpose III. Teaching Methodology IV. Assignments V. Course Material VI. Evaluation and Grading VII. Class Schedule VIII. Detailed Class Schedule I. Course Description This course introduces the tasks and challenges fundamental to project management, the vital function of managing complex projects across multiple functions. Successful project managers possess the skills necessary to manage their teams, schedules, risks, and resources to produce a desired outcome. Students learn the skills and tools of project management with a practical, hands-on approach. A key and often overlooked challenge for project managers...
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...Project Proposal for the Delivery of the Public Realm and Inlet Project (forming part of the Elizabeth Quay vision) Sponsor Name: Metropolitan Redevelopment Authority (MRA) 1.0 Introduction / Background The Public Realm and Inlet Project (Project) forms part of the State Government’s Elizabeth Quay development masterplan for the Perth Waterfront on the Swan River. The State’s vision for the Elizabeth Quay urban waterfront precedent development is to reconnect the Swan River with the business and retail core of the Perth city by creating a vibrant and contemporary development on the riverfront land between Barrack and William Streets. The State has established the Metropolitan Redevelopment Authority (MRA) and tasked it with the authority and responsibility for procuring and delivering the Project on behalf of the State. The Project is restricted to the construction of an artificial 2.7 hectare inlet on the current Esplanade Reserve Site and modifications to the surrounding environment including Barrack Square. The MRA proposes to engage other contractors to construct civic, commercial, residential, retail and cultural attractions around the realm and inlet. In excess of sixty per cent of the Project will be publicly accessible, including the inlet, with connection points being promenades and boardwalks. The Project site covers approximately 10 hectares, framed by William Street to the west, The Esplanade to the north, Barrack Street and Barrack Square to the east...
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...Management Control of Project Portfolio Uncertainty: A Managerial Role Perspective Tuomas Korhonen, Cost Management Center (CMC), Department of Industrial Management, Tampere University of Technology, Tampere, Finland Teemu Laine, Cost Management Center (CMC), Department of Industrial Management, Tampere University of Technology, Tampere, Finland Miia Martinsuo, Department of Industrial Management, Tampere University of Technology, Tampere, Finland PAPERS ABSTRACT ■ This article presents empirical results on different managers’ viewpoints regarding the sources and management of project portfolio uncertainty. As a key result, this study demonstrates the versatility of uncertainties experienced by managers, the limited degree of perceived control over them, the use of an almost complete management control package in managing uncertainties, and the necessity of managers’ cooperation in the skilled use of the management control package when managing uncertainties. In addition, a further research agenda is proposed. KEYWORDS: project portfolio management; uncertainty; managerial roles; management control systems; product development INTRODUCTION ■ n their product development, large companies have adopted project portfolio management (PPM) as a means for prioritizing and selecting product development projects among various options as well as allocating resources with the value maximization, balance, and strategic alignment of the portfolio in mind (Cooper, Edgett, & Kleinschmidt...
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...Unit 403–Managing Information Systems Welcome to Managing Information Systems – Unit 403 • Managing information systems is a critical skill in today’s fast-paced business environments. Remember that technology underpins almost all business models in what we now call a knowledge era or network economy. As distinct from IT, the field of information systems (IS) transcends the technology in order to make business performance the principle driving factor. 1 May, 2013 Session 1 - MIS Fundamentals 1 • • Unit 403–Managing Information Systems Topic Learning Objectives • Explain why managing information systems is important in today’s business world • Define concepts from the hierarchy of data and IS, as distinct from IT. • Describe the major challenges facing today’s business and IS managers. • Analyse and report on an organisation’s ITinvestment profile. • Describe an organisation’s learning curve when applying IS or IT. 1 May, 2013 Session 1 - MIS Fundamentals 2 Unit 403–Managing Information Systems Who Am I ? Dr Tony Jewels •Bachelor of Business Management (Management Economics) •Certified Member Australian Computer Society (Project Management) •Master of Information Technology (Professional) •PhD (Increasing the chances of project success through sharing knowledge) 1 May, 2013 Session 1 - MIS Fundamentals 3 Unit 403–Managing Information Systems •30 years industry experience •Operated “Inventory Management Services” •Designed and implemented robotic...
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...14, 2007 ROBERT D. AUSTIN Volkswagen of America: Managing IT Priorities Dr. Uwe Matulovic, chief information officer (CIO) of Volkswagen of America (VWoA), placed the telephone in its cradle and leaned back in his chair, replaying the just-completed conversation with one of his peers from the Executive Leadership Team (ELT). The call, Matulovic mused, had been similar to three others he had participated in that week, each with a different ELT member. The results of a new prioritization process—a list of IT projects that would be funded in 2004—had been unveiled only a few days earlier. But already a storm was gathering. The phone calls from other executives had common themes. All the callers had expressed concern that high priorities for their areas of the company had not been funded. Some had repeated views expressed during the prioritization process by people who worked for them about supposed categorization mistakes that penalized their business units. And each of the calls had concluded with an informal request to insert an unfunded project (or two) into the IT department’s work plans. “We don’t have to reopen the process,” the most recent caller had said, “but perhaps spare capacity might be applied to make some progress on this project in 2004—we’ve done this before, and it would mean a lot to our area and to the company’s growth plans.” The 10 business units that made up VWoA had proposed more than 40 projects, with funding requirements totaling $210 million (US)...
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...2007 ROBERT D. AUSTIN Volkswagen of America: Managing IT Priorities Dr. Uwe Matulovic, chief information officer (CIO) of Volkswagen of America (VWoA), placed the telephone in its cradle and leaned back in his chair, replaying the just-completed conversation with one of his peers from the Executive Leadership Team (ELT). The call, Matulovic mused, had been similar to three others he had participated in that week, each with a different ELT member. The results of a new prioritization process—a list of IT projects that would be funded in 2004—had been unveiled only a few days earlier. But already a storm was gathering. The phone calls from other executives had common themes. All the callers had expressed concern that high priorities for their areas of the company had not been funded. Some had repeated views expressed during the prioritization process by people who worked for them about supposed categorization mistakes that penalized their business units. And each of the calls had concluded with an informal request to insert an unfunded project (or two) into the IT department’s work plans. “We don’t have to reopen the process,” the most recent caller had said, “but perhaps spare capacity might be applied to make some progress on this project in 2004—we’ve done this before, and it would mean a lot to our area and to the company’s growth plans.” The 10 business units that made up VWoA had proposed more than 40 projects, with funding requirements totaling $210 million...
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...STUDENTS BA BUSINESS STUDIES –BUSSPC004E3 SEMESTER ONE MODULES PLEASE TICK ONE OF THE BOXES TO SHOW WHICH OPTION YOU WISH TO TAKE CORE | International Business | MS60045E | | CORE | Project Management | BA60033E | | OPTION | Consumer Behaviour | MS60046E | | OPTION | Employee Relations | HR60010E | | OPTION | International Business Finance | AC60063E | | OPTION | Managing Small Medium Sized Enterprises | MS60047E | | SEMESTER TWO MODULES CORE | Strategic Management | MS60043E | CORE | Dissertation | BA60034E | CORE | Financial Management | AC60062E | BA BUSINESS STUDIES WITH INTERNSHIP – BUSINT001E3 SEMESTER ONE MODULES PLEASE TICK ONE OF THE BOXES TO SHOW WHICH OPTION YOU WISH TO TAKE CORE | International Business | MS60045E | | CORE | Project Management | BA60033E | | OPTION | Consumer Behaviour | MS60046E | | OPTION | Employee Relations | HR60010E | | OPTION | International Business Finance | AC60063E | | OPTION | Managing Small Medium Sized Enterprises | MS60047E | | SEMESTER TWO MODULES CORE | Strategic Management | MS60043E | CORE | Dissertation | BA60034E | CORE | Financial Management | AC60062E | BA BUSINESS STUDIES WITH MARKETING – BUSMKT001E3 SEMESTER ONE MODULES PLEASE TICK ONE OF THE BOXES TO SHOW WHICH OPTION YOU WISH TO TAKE CORE | Consumer Behaviour | MS60046E | | CORE | Project Management | BA60033E | | OPTION | Employee Relations | HR60010E | | OPTION | Managing Small Medium...
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...the company strategy is sound, the process of migrating from a project to a matrix structure has not been successful and has increased the organisation complexity resulting in chaos with respect to role clarity, authorisation and decision-making levels, coordination of resources and projects. From the quote by Vice Admiral Conrad Lautenbacher (USN –ret) “Matrix Management simply means that in addition to the ‘islands’ there will now be a clear bridge linking team talent, funding and management issues”. From the above one can clearly see that the “clear bridge” has not been successfully implemented. Enterprise Architecture is required to ensure that the company’s Business processes, data and information processes, systems and resultant behavioural culture supports the business operational requirements to achieve the company’s strategies. It is clearly evident that Multi Projects has advanced in growth by being externally focussed but has not looked internally to ensure sustainability through the business capacity to deliver. The company has focused on the lagging balance score card indicator of financial performance and has ignored the two leading critical indicators of internal business processes performance and learning and growth performance. This has also resulted in a move away from a holistic customer focus approach. Further the growth had increased the complexity in managing a basket of projects which has been exacerbated by the number of new staff who do not...
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...policies contained within the following two documents: • University policies: You must be logged into the student website to view this document. • Instructor policies: This document is posted in the Course Materials forum. University policies are subject to change. Be sure to read the policies at the beginning of each class. Policies may be slightly different depending on the modality in which you attend class. If you have recently changed modalities, read the policies governing your current class modality. Course Materials Cooper, D. F., Grey, S., Raymond, G., & Walker, P. (2005). Project risk management guidelines: Managing risk in large projects and complex procurements. Hoboken, NJ: Wiley. Greenstein, M., & Vasarhelyi, M. (2002). Electronic commerce: Security, risk management, and control (2nd ed.). Boston, MA: McGraw-Hill. Marchewka, J. T. (2009). Information technology project management: Providing measurable organizational value (3rd ed.). Hoboken, NJ: Wiley. Tarlow, P. E. (2002) Event risk management and safety. Hoboken, NJ: Wiley. Article...
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...Change management - the systems and tools for managing change Scope of change management This tutorial provides a summary of each of the main areas for change management based on Prosci's research with more than 900 organizations in the last 7 years. The purpose of defining these change management areas is to ensure that there is a common understanding among readers. Tools or components of change management include: Change management process Readiness assessments Communication and communication planning Coaching and manager training for change management Training and employee training development Sponsor activities and sponsor roadmaps Resistance management Data collection, feedback analysis and corrective action Celebrating and recognizing success Change management process The change management process is the sequence of steps or activities that a change management team or project leader would follow to apply change management to a project or change. Based on Prosci's research of the most effective and commonly applied change, most change management processes contain the following three phases: Phase 1 - Preparing for change (Preparation, assessment and strategy development) Phase 2 - Managing change (Detailed planning and change management implementation) Phase 3 - Reinforcing change (Data gathering, corrective action and recognition) These phases result in the following approach as shown below in Figure 1. Figure 1 - Change Management Process...
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...Operations Management Operations management focuses on carefully managing the processes to produce and distribute products and services. Usually, small businesses don't talk about "operations management", but they carry out the activities that management schools typically associate with the phrase "operations management." Major, overall activities often include product creation, development, production and distribution. (These activities are also associated with Product and Service Management. However product Development is usually in regard to one or more closely related product -- that is, a product line. Operations management is in regard to all operations within the organization.) Related activities include managing purchases, inventory control, quality control, storage, logistics and evaluations. A great deal of focus is on efficiency and effectiveness of processes. Therefore, operations management often includes substantial measurement and analysis of internal processes. Ultimately, the nature of how operations management is carried out in an organization depends very much on the nature of products or services in the organization, for example, retail, manufacturing, wholesale, etc Sections of This Topic Include: Procurement (Purchasing) Practices This topic reviews guidelines for buying various materials from suppliers and vendors -- materials, including computers, services from lawyers, insurance, etc. Procurement (Purchasing) Practices Management Control and...
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