...La Herramienta Esencial para Todo Director de Proyecto En 1983, los voluntarios del Project Management Institute (PMI®) se reunieron por primera vez para crear los fundamentos para la dirección de proyectos. Actualmente, la Guía del PMBOK® es reconocida como el estándar global para la dirección de proyectos y es uno de los mejores y más versátiles recursos disponibles para el profesional de esta disciplina. La Guía del PMBOK® contiene las prácticas fundamentales que todos los directores de los proyecto necesitan para alcanzar los más altos niveles de excelencia en sus proyectos. Actualmente, se encuentran en uso más de 2 millones de copias de la Guía del PMBOK®. A partir de la publicación de la Guía del PMBOK® – Cuarta Edición, el PMI ha recibido de parte de la comunidad global de la dirección de proyectos miles de valiosas recomendaciones en cuanto a mejoras y clarificaciones, que fueron revisadas y, según el caso, incorporadas en la quinta edición. La quinta edición se ha actualizado para incorporar los conocimientos y las prácticas más actuales en materia de dirección de proyectos. Se ha agregado una décima Área de Conocimiento para definir la participación adecuada de los interesados del proyecto en las decisiones y actividades clave. Se ha redefinido el flujo de datos e información del proyecto para aportar mayor consistencia y lograr una mayor alineación con el modelo de Datos, Información, Conocimiento y Sabiduría (DIKW) utilizado en el campo de la Gestión...
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...The Project Management Body of Knowledge (PMBOK) By Duncan Haughey, PMP The Project Management Body of Knowledge (PMBOK) is a collection of processes and knowledge areas generally accepted as best practice within the project management discipline. As an internationally recognised standard (IEEE Std 1490-2003) it provides the fundamentals of project management, irrespective of the type of project be it construction, software, engineering, automotive etc. PMBOK recognises 5 basic process groups and 9 knowledge areas typical of almost all projects. The basic concepts are applicable to projects, programs and operations. The five basic process groups are: 1. 2. 3. 4. 5. Initiating Planning Executing Monitoring and Controlling Closing Processes overlap and interact throughout a project or phase. Processes are described in terms of: Inputs (documents, plans, designs, etc.) Tools and Techniques (mechanisms applied to inputs) Outputs (documents, products, etc.) The nine knowledge areas are: 1. 2. 3. 4. 5. 6. 7. 8. 9. Project Project Project Project Project Project Project Project Project Integration Management Scope Management Time Management Cost Management Quality Management Human Resource Management Communications Management Risk Management Procurement Management Each knowledge area contains some or all of the project management processes. For example, Project Procurement Management includes: Procurement Planning Solicitation...
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...WS 13/14 - Zeitplan FB Wirtschaft Vorlesungszeitraum: 16.09.2013 - 07.02.2014 (38. - 6. KW) = 19 Wochen; wöchentliche Lehrveranstaltungen: 14 Wochen Sep 13 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. 21. 22. 23. 24. 25. 26. 27. 28. 29. 30. 31. So Mo Di Mi Do Fr Sa So Mo Di Mi Do Fr Sa So Mo Di Mi Do Fr Sa So Mo Di Mi Do Fr Sa So Mo 1. für 2. 36. KW 2. PZ 3. aus 4. SS13 5. 6. 7. 8. 9. 37. KW 10. 11. 12. 13. 14. 15. 38. KW 16. Einführungs-/ 17. Projekt-/ 18. Blockwoche 19. WS13/14 1) 20. 21. 22. Vorlesungsbeginn 23. 24. 39. KW 25. 26. 27. 28. 29. 30. 31. Di Mi Do Fr Sa So Mo Di Mi Do Fr Sa So Mo Di Mi Do Fr Sa So Mo Di Mi Do Fr Sa So Mo Di Mi Do Okt 13 1. 40. KW 2. PZ 2. Tag der Dt. Einheit 3. 4. 5. 6. aus 7. 8. 41. KW 9. SS13 10. 11. 12. 13. 14. 15. 42. KW 16. 17. 18. 19. 20. 21. 22. 43. KW 23. 24. 25. 26. 27. 28. 29. 44. KW 30. 31. Fr Sa So Mo Di Mi Do Fr Sa So Mo Di Mi Do Fr Sa So Mo Di Mi Do Fr Sa So Mo Di Mi Do Fr Sa Nov 13 Allerheiligen Dez 13 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. 21. 22. 23. 24. 25. 26. 27. 28. 29. 30. 31. So Mo Di Mi Do Fr Sa So Mo Di Mi Do Fr Sa So Mo Di Mi Do Fr Sa So Mo Di Mi Do Fr Sa So Mo DI 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. 21. 22. 23. 24. 25. 26. 27. 28. 29. 30. 31. Mi Do Fr Sa So Mo Di Mi Do Fr Sa So Mo Di Mi Do Fr Sa So Mo Di Mi Do Fr Sa So Mo Di Mi Do Fr Jan 14 Neujahr Feb 14 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18...
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...New South Wales Auditor-General’s Report | Performance Audit | WestConnex: Assurance to the Government Professional people with purpose Making the people of New South Wales proud of the work we do. Level 15, 1 Margaret Street Sydney NSW 2000 Australia t +61 2 9275 7100 f +61 2 9275 7200 e mail@audit.nsw.gov.au office hours 8.30 am–5.00 pm 247 audit.nsw.gov.au New South Wales Auditor-General’s Report Performance Audit WestConnex: Assurance to the Government Roads and Maritime Services WestConnex Delivery Authority Infrastructure NSW Transport for NSW NSW Treasury Department of Premier and Cabinet The role of the Auditor-General GPO Box 12 Sydney NSW 2001 The roles and responsibilities of the AuditorGeneral, and hence the Audit Office, are set out in the Public Finance and Audit Act 1983. Our major responsibility is to conduct financial or ‘attest’ audits of State public sector agencies’ financial statements. We also audit the Total State Sector Accounts, a consolidation of all agencies’ accounts. Financial audits are designed to add credibility to financial statements, enhancing their value to end-users. Also, the existence of such audits provides a constant stimulus to agencies to ensure sound financial management. Following a financial audit the Audit Office issues a variety of reports to agencies and reports periodically to parliament. In combination these reports give opinions on the truth and fairness of financial statements...
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...Входной тест по управлению проектами. При ответе, необходимо выбрать в каждом вопросе один из четырех вариантов ответов. Результат записать в таблицу приведенную ниже. Файл прикрепить к анкете. 01. Какой из перечисленных процессов управления персоналом должен завершиться как можно быстрее после начала проекта (согласно стандарту PMBOK)? a) Управление командой b) Развитие команды c) Управление участниками проекта d) Набор команды проекта 02. В процессе планирования проекта в матричной организации руководитель проекта определил, что ему требуются дополнительные ресурсы. К кому он должен обратиться с запросом на ресурсы? a) К функциональному руководителю b) К заинтересованным лицам проекта c) К заказчику проекта d) К администратору проекта 03. Какой из перечисленных рисков чаще всего несет покупатель в случае заключения контракта с фиксированной ценой a) Длительное согласование условий контракта b) Увеличение стоимости контракта c) Невозможность мотивировать поставщика d) Невыполнение условий контракта 04. Что не входит в состав контрактных документов, высылаемых потенциальным поставщикам при запросе предложений у поставщиков? a) Содержание работ контракта b) Цена контракта c) Описание желаемой формы представления предложений d) Типовой проект контракта 05. К какому методу реагирования относится решение руководителя проекта отказаться от закупки оборудования за границей в силу высокой вероятности...
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...PMBOK has 9 knowledge areas and 5 basic process groups typical of almost all projects. These knowledge areas are Project Integration Management, Project Scope Management, Project Time Management, Project Cost Management, Project Quality Management, Project Human Resource Management, Project Communications Management, Project Risk Management, and Project Procurement Management. The 5 basic process groups are initiating, planning, executing, monitoring & controlling, and closing. This knowledge area focuses on the larger tasks that must be done for the project to work. It is the practice of making certain that every part of the project is coordinated. In Integration Management, the project is initiated, the project plan is planned and executed, the work is monitored and verification of the results of the work is performed. As the project ends the project manager also performs the tasks associated with closing the project. This knowledge area involves control of the scope of the project. It involves management of the requirements, details and processes. Changes to the scope should be handled in a structured, procedural, and controlled manner. The goal of scope management is to define the need, set the expectations, deliver to the expectations, manage changes, and minimize surprises and gain acceptance of the project. In Scope Management, the project is planned, monitored and controlled. Project Time Management is concerned with resources, activities, scheduling and schedule...
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...TUGAS PERSONAL PROGRAM STUDI SISTEM INFORMASI BINUS UNIVERSITY [pic] ALGORITHM AND PROGRAMMING 15 Juni 2015 RAHMAYEZI EDWAR 1801490330 Bina Nusantara University Jakarta Tugas Personal ke-1 Minggu 2 Review Questions: 1. Java source filename extension is “.java”, and the Java bytecode filename extension is ".class" 2. Java is case sensitive? Java distinguish between uppercase and lowercase. The case for Java keywords, such as "String", “string”, "Int", “int”, etc, are different. 3. There is no effect on runtime performance between: a. Import java.util.Scanner; b. Import java.util.*; The facts are: • There is no runtime cost from using an import statement • The compilation process can take a little more time with an import statement • The compilation process can take even more time with a wildcard import statement • For improved readability, wildcard import statements are bad practice for anything but throwaway classes • The compilation overhead of non-wildcard import statements are minor, but they give readability benefits so best practice is to use them 4. Pseudo-code and flowchart to create: a. an algorithm to calculate a triangle area [pic] b. an algorithm to change second into hour and minute unit [pic] 5. Describe...
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...Universidad Mariano Gálvez de Guatemala Sede Retalhuleu Universidad Mariano Gálvez de Guatemala Sede Retalhuleu Investigación Sobre PMI y PMBOK Juan Antonio Rivera Mérida 2790-12-5756 11 de febrero de 2016 PMI (Project Management Institute) Es la asociación profesional sin fines de lucro más importante y de mayor crecimiento a nivel mundial que tiene como misión convertir a la gerencia y administración de proyectos como la actividad indispensable y necesaria para obtener resultados de cualquier actividad de negocios y proyectos. Cuenta con medio millón de miembros e individuos titulares de sus certificados en 180 países. Avanza la profesión de la dirección de proyectos a través de estándares y certificaciones reconocidas mundialmente, a través de comunidades de colaboración, de un extenso programa de investigación y de oportunidades de desarrollo profesional. El PMI ofrece una serie de certificaciones que reconocen el conocimiento y la competencia, incluyendo la certificación del profesional en dirección de proyectos (PMP). Sus principales objetivos son: * Formular estándares profesionales de Gestiona de Proyectos. * Generar Conocimiento a través de investigación. * Promover la gestión de proyectos como profesión a través de sus programas de certificación. Actualmente el Project Management Institute ofrece seis tipos de certificación: 1. Asociado en gestión de proyectos certificado (CAPM): es aquel que ha demostrado una base común de conocimientos...
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...Project Management Project and Programme Management Resources for Students Gower have teamed up with a major provider of project management training, ESI International, to bring you a range of project and programme resources to support your learning. Visit www.projectmanagement9.com and: • • • • Download white papers on topics as diverse as the project communication, project leadership, risk management and project troubleshooting. View professional project webinars from some of the leading presenters on project management covering topics such as: risk management, troubled project recovery, portfolio management, business requirements, earned value management, performance-based service contracting. Learn about the qualifications and development available from the PMI, Project Management Institute, the world’s largest non-profit professional association in project management. Link to further resources, professional bodies, news sites and more. These resources are designed to help you develop your learning on project management and start you on the road to professional qualifications or further development, once you have finished your degree or your current qualification. Visit www.projectmanagement9.com Project Management Ninth Edition DENNIS LOCK © Dennis Lock 2007 All rights reserved. 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 or otherwise...
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...An Introduction to PMBOK Guide 5th Edition: Knowledge Areas, Processes and Process Groups One of the most discussed tables in the Project Management Institute’s (PMI), A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) Fifth Edition is the “Project Management Process Groups and Knowledge Areas Mapping” matrix, found in Table 3-1 on page 61. This table maps the 47 processes of project management to their corresponding Knowledge Area, as well as to their corresponding Process Group. At first glance, the table seems quite complicated, so let’s break it down and uncover why a solid understanding of the relationships between processes, Process Groups, and Knowledge Areas is important to anyone preparing to take the Project Management Professional (PMP) ® exam. It’s so important, in fact, that we suggest you memorize this matrix and the relationships it calls out. Memorizing the table will prove to be a valuable asset to you during your PMP Exam. What is a “Process” – 47 processes of project management? Let’s start with the building blocks of the matrix - what is a process? At its most basic level, a process is simply a way of transforming an input into an output using proven tools and techniques. The PMBOK® Guide defines a process as “a set of interrelated actions and activities performed to achieve a specified set of products, results, or services.” Good processes-based on sound principles and proven practices-are extremely important for a project’s success....
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...time scheduling poor budget handling which could have prevented if PMBOK recommendations were followed correctly. wrong scope, incorrect time scheduling poor budget handling which could have prevented if PMBOK recommendations were followed correctly. wrong scopewrong scope, incorrect time scheduling poor budget handling which could have prevented if PMBOK recommendations were followed correctly. wrong scope, incorrect time scheduling poor budget handling which could have prevented if PMBOK recommendations were followed correctly. wrong scope, incorrect time scheduling poor budget handling which could have prevented if PMBOK recommendations were followed correctly. wrong scope, incorrect time scheduling poor budget handling which could have prevented if PMBOK recommendations were followed correctly. wrong scope, incorrect time scheduling poor budget handling which could have prevented if PMBOK recommendations were followed correctly. wrong scope, incorrect time scheduling poor budget handling which could have prevented if PMBOK recommendations were followed correctly. wrong scope, incorrect time scheduling poor budget handling which could have prevented if PMBOK recommendations were followed correctly., incorrect time scheduling poor budget handling which could have prevented if PMBOK recommendations were followed correctly. wrong scope, incorrect time scheduling poor budget handling which could have prevented if PMBOK recommendations were followed correctly. wrong scope, incorrect...
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...make –up of the project lifecycle, failures that can occur within it and the effect that good project management has on delivering project success. 2.0 Describe the main phases of the project lifecycle. By implication, whether it be a dinner party or the complex development and construction of the Channel tunnel, the ‘project process’ follows the same route and to this end definable stages can be assigned to the task – these stages are referred to in combination as ‘the project life cycle’. As such the project life cycle, according to the PMBOK (2004), “defines the phases that connect the beginning of a project to its end” (2004, 19). Each of these phases can be referred to as a primary phase and they can be managed independently of each other. At this point, Baynon- Davies (2002) concurs with the PMBOK, advocating that each primary phase can then be broken down into a definable series of tasks and activities. According to the PMBOK (2004), many organisations apply a specific set of life cycles which they then relate to all their projects. Each life cycle represents a series of interlinked systems and sub systems which feed project information in both directions hopefully, towards a successful conclusion. It is the author’s belief that the...
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...CAPM Mock Exam 1: Open Everything 1. | Daniel is managing the development of an ecommerce website for his organization. Daniel enjoys coercive powers and has assigned Julie, a project team member, to facilitate the team meetings. During any team meeting, Julie must? A. Influence team members to support the project manager's decisions B. Support the team members to challenge the project manager's decisions C. Negotiate with team members to achieve the project objectives D. Remain neutral and facilitate the meetings | | 2. | You are a consulting project manager and have been contracted by an investment bank to run a large information technology project that is expected to last 15 months. During the Direct and Manage Project Work process, you discover that several regulatory requirements have not been addressed in the project management plan. Failure to meet these requirements could result in legal action against the company. However, implementing the technology to comply with these regulations exceeds the budget and scope of the project, and could result in the cancellation of the project. What should you do? A. Submit a change request to incorporate the missed requirements to the project's scope. B. Do not do anything as these requirements are not a part of the scope baseline. C. Request additional funds to implement these requirements. D. This is a classical example of scope creep and such requirements must be ignored. | | 3. | A fundamentally functional...
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...commercial use, as long as the layout, contents and the copyright notes remain unchanged. Items (questions with answering options) from this document may be copied and discussed in public forums and Internet discussion groups as long as the source is correctly stated. In such case please inform the author to allow his contribution to the discussion, if necessary. Visit www.oliverlehmann.com and find many more free sample questions to prepare for the PMP exam. Feedback is welcome at oliver@oliverlehmann.com. Document version: 2.5 This prep test was written by: Oliver F. Lehmann, PMP Email: oliver@oliverlehmann.com Proof reading and editing was done by: Antje Lehmann-Benz, M.A. Email: antje@oliverlehmann.com Questions are based on: PMBOK® Guide 5th Edition PMP® Examination Content Outline Language aids: PMI offers language aids to the real exam in ten languages. A German language aid for this prep test is available for free download here. If you wish to develop a language aid in your own language, don’t hesitate to contact us and ask for support. Language aid development is a great exercise if you want to get prepared for the PMP exam. This document may be freely printed, copied and distributed for private and commercial use, as long as the layout, contents and the copyright notes remain unchanged. Please verify that you have the most up-to-date version at: www.oliverlehmann.com. 2 © 2007-2013 Oliver F. Lehmann, Munich, Germany Preface Contents ...
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...With limited resources in a highly competitive market, I would want to do everything possible to ensure that relationships that matter the most for the benefit of the project were the focus. I would want to cluster the candidates according to common needs and expectations. I would start by asking key questions. Does the candidate have a fundamental impact on the success of the project? Can the PM clearly identify what is desired from this candidate? Does the PM want to foster growth in this relationship? Can the project/PM exist without this candidate? Can this candidate remain loyal to the primary project first? I see this as the foundation of the project, and therefore the necessary element on which the project’s success would be built (PMBOK., 2013). 2. Scope Mgt. Defining what is needed is the first step in setting goals, establishing timelines, and allocating anticipated resources. To...
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