...graduate overflowing with energy and comforting smiles. Brent explains to Elizabeth that since he is graduating in December and plans to begin work in January, he wants to leave all of November and December open for interviews. Such a plan means that by October 31 he has to have all his preliminary materials, such as cover letters and résumés, submitted to the companies where he wants to work. Elizabeth recognizes that Brent has to follow a very tight schedule, if he wants to meet his goal within the next 60 days. She suggests that the two of them sit down together and decide the major milestones that need to be completed in the job search process. Elizabeth and Brent list the 19 major milestones. For each of the 19 milestones, they identify the other milestones that must be accomplished directly before Brent can begin this next milestone. They also estimate the time needed to complete each milestone. The list is shown below. In the evening after his meeting with Elizabeth, Brent meets with his buddies at the college coffee house to chat about...
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...Worksheet Section 1: Introduction to the Phoenix Career Guidance System & Understanding the Career Milestones After reading each milestone description, complete the following table, by writing a 100-150 word statement about which two milestones seem the most interesting or useful to you based on your current career situation and why. |Milestone |Response | |1. #5 - Networking |Finding a mentor because having someone who has already completed| | |the course im taking, it would be exciting to converse with | | |someone who has interest in the same thing as me. Having a mentor| | |would really meana lot to me. | |2. #7 - Interviewing |I always get very nervous during interviews and I want to make a | | |positive impression. I will practice with these questions. | Section 2: Understanding your career dashboard After reviewing the descriptions of each milestone click on home button to go back to your career dashboard to explore this page further and complete the table...
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...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. Processes, like a roadmap, keep the project going in the right direction; they can also help minimize confusion and uncertainty...
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...analysis, programming, data updates, testing, documentation, software quality assurance and implementation support to ensure that this software provides continued relevance to the accounting department of the organization (Horne, 2011). Objectives The objectives of the project include the following 1. Support and improve the current operations in the organization. 2. Improve efficiency of delivery systems, 3. Reduce product costs. 4. Improve the company’s market position and future prospects. Scope Statements The Project Management Plan (PMP) shows relevant information for the QuickBooks Enterprise Solution project. The scope of the PMP covers the project organizational structures in staffing, management processes to include dependencies and constraints as well as a high level description of technical processes that will be managed through the controls described in the PMP. It is used as a tool by the Project...
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...4 1.1 Purpose of Project Management Plan 4 2 EXECUTIVE SUMMARY OF PROJECT CHARTER 4 2.1 Assumptions/Constraints 4 3 SCOPE MANAGEMENT 4 3.1 Work Breakdown Structure 4 3.2 Deployment Plan 4 3.3 Change Control Management 4 4 SCHEDULE/TIME MANAGEMENT 4 4.1 Milestones 5 4.2 Project Schedule 5 4.2.1 Dependencies 5 5 COST/BUDGET MANAGEMENT 5 6 QUALITY MANAGEMENT 5 7 HUMAN RESOURCE MANAGEMENT 5 8 COMMUNICATIONS MANAGEMENT 5 8.1 Communication Matrix 5 9 RISK MANAGEMENT 5 9.1 Risk Log 6 10 ISSUE MANAGEMENT 6 10.1 Issue Log 6 11 PROCUREMENT MANAGEMENT 6 12 COMPLIANCE RELATED PLANNING 6 APPENDIX A: PROJECT MANAGEMENT PLAN APPROVAL 7 APPENDIX B: REFERENCES 8 APPENDIX C: KEY TERMS 9 APPENDIX D: SUMMARY OF SPENDING 10 1 INTRODUCTION 1.1 PURPOSE OF PROJECT MANAGEMENT PLAN [Provide the purpose of the project charter.] The intended audience of the PMP is all project stakeholders including the project sponsor, senior leadership and the project team. 2 EXECUTIVE SUMMARY OF PROJECT CHARTER [Provide an executive summary of the approved project charter. Provide a reference to the approved Project Charter. Elaborate on any sections within the Project Charter that need further detail contained within the PMP.] 2.1 ASSUMPTIONS/CONSTRAINTS [Insert summary of...
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...PROJECT CHARTER EXAMPLE Project Name: LMT/PEL LIMS Deployment Project Prepared by John Doe and Mary Smith Date: 8/22/06 INITIATION: LABORATORY INFORMATION MANAGEMENT SYSTEMS (LIMS) DEPLOYMENT February 6, 2006 (Supersedes the December 15, 2005 general LIMS Deployment Charter) Operating Group Task #95: Provide Plan for LIMS deployment at Facility A and funding plan. Project Manager: John Doe, CIO Project Administrator: Mary Smith, Project Management Office SYNOPSIS: Laboratory Information Management Systems (LIMS) are information management systems designed to track, organize, store and report on laboratory-generate data and analytical results. In addition, when used in core laboratories, the LIMS provides a portal for generating accounting reports and the systematic distribution of resulting data back to the requesting scientists and collaborators. LIMS can operate in both highly regulated and non-regulated environments. LIMS can meet all Good Laboratory Practice (GLP) requirements by providing full sample tracking, user certification, instrument and calibration management, standards & reagents management, full auditing, CFR21 Part 11, report and sample scheduling, bar coding, on-line help, and other functions. By eliminating several common sources of human error and by connecting directly to the laboratory-based instrumentation, LIMS improve laboratory efficiency. A full-featured LIMS will manage various laboratory data types including sample log-in...
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...Project Charter Example Project Name: LMT/PEL LIMS Deployment Project Prepared by John Doe and Mary Smith Date: 8/22/06 Initiation: | LABORATORY INFORMATION MANAGEMENT SYSTEMS (LIMS) DEPLOYMENTFebruary 6, 2006 (Supersedes the December 15, 2005 general LIMS Deployment Charter) Operating Group Task #95: Provide Plan for LIMS deployment at Facility A and funding plan.Project Manager: John Doe, CIOProject Administrator: Mary Smith, Project Management Office | Synopsis: | Laboratory Information Management Systems (LIMS) are information management systems designed to track, organize, store and report on laboratory-generate data and analytical results. In addition, when used in core laboratories, the LIMS provides a portal for generating accounting reports and the systematic distribution of resulting data back to the requesting scientists and collaborators. LIMS can operate in both highly regulated and non-regulated environments. LIMS can meet all Good Laboratory Practice (GLP) requirements by providing full sample tracking, user certification, instrument and calibration management, standards & reagents management, full auditing, CFR21 Part 11, report and sample scheduling, bar coding, on-line help, and other functions. By eliminating several common sources of human error and by connecting directly to the laboratory-based instrumentation, LIMS improve laboratory efficiency. A full-featured LIMS will manage various laboratory data types including sample log-in...
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...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 send it to: Book Editor, PMI Publications, 14 Campus Boulevard, Newtown Square, PA 19073-3299 USA. To inquire about discounts for resale or educational purposes, please contact the PMI Book Service Center. PMI Book...
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...Project Management Framework Version 1.0 The STFC Project Management Framework For further information contact: Steve Quinton, Technology Department (steve.quinton@stfc.ac.uk) Tony Medland, Science Programmes Office (tony.medland@stfc.ac.uk) Project Management Framework Version 1.0 Project Management Framework Version 1.0 Contents 1 Overview ......................................................................................................................................... 1 1.1 Introduction ............................................................................................................................ 1 1.2 Relationship to other standards ............................................................................................. 1 1.3 What is a project ..................................................................................................................... 1 1.4 What is a Programme ............................................................................................................. 2 1.5 STFC Programme Management Environment ........................................................................ 2 1.6 15 Key Principles for Project Success ...................................................................................... 4 STFC Project Lifecycle...................................................................................................................... 5 2.1 Description ...............................
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...John A. monlop Date Project Management (MAN4583) Final Project Professor: Dr. Emad Rahu, PMP Part I Project Charter Project __________________ Date ___________ Scope Overview Business Case Milestone Schedule and Deliverables Milestone | Completion Date | Stakeholder | Acceptance Criteria | Current State | | | | | | | | | | | | | | | | | | | | Future State | | | | Ultimate Goal | | | | Risks and Assumptions Project Risks and Assumptions | Risk Owner | Contingency Plans | 1. | | | 2. | | | 3. | | | 4. | | | Stakeholders Stakeholders | Interest in Project | Primary: | | Others: | | Resources Required * Funding _____________ * People ______________ * Equipment ___________ * Other _______________ Team Operating Principles * _________________ * _________________ * _________________ Lessons Learned * ________________ * ________________ * ________________ Commitment Sponsor | Department / Organization | Signature | | | | Project Manager | Department / Organization | Signature | | | | Core Team Members | Department/ Organization | Signature | | | | | | | | | | Part II Budget: Using either a Microsoft Word Table or an Excel Spreadsheet, create a detailed budget for this project. The numbers you use for this budget should be realistic. For example, if you are going to have to rent folding chairs, conduct...
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...P ------------------------------------------------- Project proposal Sale Meeting January 24, 2016 Brandon M. Cooper Prof. David Kimble PMP January 24, 2016 Brandon M. Cooper Prof. David Kimble PMP Project Description: I have been tasked with hosting an event for 15 of the sales people from all over the USA and having them fly to a central location. This is where we will have a sales wrap up meeting and go over the business goals for the year and also a motivational speaker. This will be a 3-day event. The HQ is located in Fairfax Virginia, but we do not have offices that can accommodated such a large group so a hotel or banquet space will be required. Goals: 1. Secure meeting location and craft services 2. Secure motivational speaker 3. Secure accommodations and travel arrangement for Sales Team. Customers: 1. The CEO of the company 2. The Director of Sales 3. The Sales people Milestones/Key Deliverables: 1. Secure the hotel banquet room and meeting location. Also make sure that the hotel can accommodate all of the attendees to reduce travel time. Cost: I. Personnel Executive Sales Assistant $750 (30 hours at 25$ per hour) Audio and Video Specialist $1080 (24 hours at 45$ per hour) II. Other Direct Cost Meeting supplies $1000 Hotel Room Cost $7875 (15 rooms $175 per room 3 days) Meeting Room Cost $2250 (3 days at $750 a day) Per Diem Food Cost $1950 ($130 per day per person) ...
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...SDSU GE/OM 569 Project Management 3 April 2013 Where are we now? PMBOK – 5th Edition (2013) 1 Executing, Monitoring & Controlling Executing Process group consists of those processes performed to complete the work defined in the project management plan to satisfy the project specifications. Results may require planning updates & rebaselining Large portion of budget is expended performing the execution process group 3 Executing, Monitoring & Controlling… The Monitoring & Controlling process group consists of those processes required to track, review & orchestrate the progress & performance of the project, identifying any areas in which changes to the plan are required and initiate the corresponding changes. What work does it monitor & control? Product work Project work 4 2 Executing, Monitoring & Controlling 5 Executing, Monitoring & Controlling 6 3 The Project is Up and Running: Now What? You want what? When! I have jury duty! The software doesn’t do that? That is not what I want! We have to be done by….! The software (critical) will be late! Why not add this?! You never asked for that?!? Just have your team do it! 7 Validate Scope 8 4 Validate Scope Validate Scope is the process of formalizing acceptance of the completed project deliverables. It includes… Reviewing deliverables with the customer or sponsor to ensure they are completed satisfactorily, and Obtaining their...
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...Project Management Institute A GUIDE TO THE PROJECT MANAGEMENT BODY OF KNOWLEDGE (PMBOK® Guide)—Fourth Edition 30, 0HPEHU &RS\ ² 1RW IRU 5HSURGXFWLRQ RU 'LVWULEXWLRQ An American National Standard ANSI/PMI 99-001-2008 ISBN: 978-1-933890-51-7 Published by: Project Management Institute, Inc. 14 Campus Boulevard Newtown Square, Pennsylvania 19073-3299 USA. Phone: +610-356-4600 Fax: +610-356-4647 E-mail: customercare@pmi.org Internet: www.pmi.org ©2008 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 send it to: Book Editor, PMI Publications, 14 Campus Boulevard, Newtown Square, PA 19073-3299 USA. To inquire about discounts for resale or educational purposes, please contact the PMI Book Service Center. PMI Book Service Center P.O. Box 932683, Atlanta, GA 31193-2683 USA Phone: 1-866-276-4764 (within the U.S. or Canada) or +1-770-280-4129 (globally) Fax: +1-770-280-4113 E-mail: book.orders@pmi.org Printed in the...
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...emphasized to criticise a project management plan document created for a Video Game 2U. The team to develop this project (Video Delivery) consist of six members, including project manager & sponsor and ABC Corporation and Julie & ECF (educational consulting firm). The student has to completely identify the loopholes in this project by analysing the project management plan critically and write project management plan based on the criticism. The aim of this assignment is to developed a document of criticising a project management plan created by Video Game 2U and also criticise the project management plan’s deliverables that are project charter, kick off meetings, scope statement, work breakdown structure, organizational chart, milestone report, network diagram, risk management, budget, change request process and lessons learned report. The product important features are mainly focused on educational and sports games because it is a web-based game in which users rent video games on monthly basis and then able to order several video games over the internet, receive the game via express mail, return those game via express mail and keep receiving additional games. The current...
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...Segmentation Strategy Project Strategic management analyzes the major initiatives taken by a company's top management on behalf of owners, involving resources and performance in internal and external environments. It entails specifying the organizations mission, vision and objectives, developing policies and plans, often in terms of projects and programs, which are designed to achieve these objectives, and then allocating resources to implement the policies and plans, projects and programs. A balanced scorecard is often used to evaluate the overall performance of the business and its progress towards objectives. Recent studies and leading management theorists have advocated that strategy needs to start with stakeholders expectations and use a modified balanced scorecard which includes all stakeholders. Initiating Process Group The Initiating Process Group consists of the processes that facilitate the formal authorization to start a new project or a project phase. Initiating processes are often done external to the project’s scope of control by the organization or by program or portfolio processes, which may blur the project boundaries for the initial project inputs. For example, before beginning the Initiation Process Group activities, the organization’s business needs or requirements are documented. The feasibility of the new undertaking may be established through a process of evaluating alternatives to pick the best one. Clear descriptions of the project...
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