...the effectiveness and limitation of implementing and managing a Project Management Methodology. Project Methodology achieve benefits of business, produce, improve products, services, design and develop systems, and invest in company infrastructure through project activities (Davies & Hobday, 2005; Shenhar & Dvir, 2007). Standardizing these project activities by means of formalized, generic PMMs (Gunnarson, Linde, & Loid, 2000). It improves project performance by means of ensuring successful management, development, and delivery of information technology. Project remains the top priority of most organization (Yardley, 2002; Wysocki, 2007; Standish Group, 2010). Project management methodologies (PPMs) are frequently adopted with the aim of increasing project efficiency and effectiveness, embracing methods of planning, organising, controlling, directing and reporting. It creates structures for responsibility and accountability of project resources. The structure created involves appointing a project manager who carries vital responsibility on the initializing, implementing and management of the project in Cassdav Resources Limited which is in the Information Technology sector to attain its goals. The PMM is a requirement for project planning, including risk assessment, cost estimation, forecasting and economic evaluation. It can fit in any project type, designed and implemented to regulate project management processes in order to keep a focus on other critical performance...
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...The PRINCE2® Practitioner Training Manual A common sense approach to learning and understanding PRINCE2 Version 1.0i (Check latest version) Covers the PRINCE2 Practitioner syllabus Link to PRINCE2 Foundation Self Study guide Link to PRINCE2 Practitioner Self Study guide Sample By Frank Turley, The PRINCE2 Coach MgmtPlaza – Affiliate of TAG Practitioner Level The PRINCE2® Practitioner Training Manual ii The PRINCE2® Practitioner Training Manual Thank you for reading our PRINCE2 Training Manual. The main objective of this book is to provide an easy-to-read and easy-to-understand PRINCE2® manual. The idea for this book came from the questions I received from people trying to learn PRINCE2 and after reading the official PRINCE2 manual “Managing Successful Projects with PRINCE2”. The official PRINCE2 Manual for the Project Manager is an excellent reference manual but can be rather difficult to pick up and read if you are new to both project management and PRINCE2. So this book is meant to be – and is – an easy introduction to PRINCE2 and is quickly becoming the most read book for people wishing to learn about PRINCE2 and prepare for Foundation Exam and Practitioner Exam. Feedback: We welcome any feedback (suggests to improve or corrections), Feedback The Swirl logo™ is a Trademark of the Office of Government Commerce PRINCE2 ® is a Registered Trademark of the Office of Government Commerce in the United Kingdom and other countries Free PRINCE2Self...
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...Successful Projects with PRINCE2TM 2 Managing and Directing Successful Projects with PRINCE2TM Written by Andy Murray of Outperform, Lead Author of PRINCE2 this brochure provides an overview of both Managing and Directing Successful Projects with PRINCE2TM. The public consultation comprised of: • Reviewing the Issues Log • A series of workshops/focus groups facilitated by the Best Practice User Group (BPUG) • ‘Champion’ interviews of key users • A series of surveys. More than 170 organizations and individuals provided feedback as part of the consultation process. Analysis of the feedback shows a general consensus for change as follows: • Reduce the size of the manual and improve the style of language (more guidance less instruction) • Integrate with other OGC products • Show linkage to other methods and bodies of knowledge • Provide more guidance on tailoring (particularly for smaller projects) • Include (or reference) the soft aspects of Project Management (e.g. people management, change management, ‘fuzzy’ requirements). Why has PRINCE2 been refreshed? PRINCE2 is often cited as the world’s most widely used project management method. Its success is largely due to it being non-proprietary but also due to the ability of organizations to apply it to a variety of industries, environments and project sizes. Since its launch in 1996, the project management industry has not stood still. The emergence of Agile and iterative approaches to project management demonstrate...
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...What is PRINCE2? - PRINCE2 Definition PRINCE2 (PRojects IN Controlled Environments) is a process-based method for effective project management. PRINCE2 is a de facto standard used extensively by the UK Government and is widely recognised and used in the private sector, both in the UK and internationally. The method PRINCE2 is in the public domain, offering non-proprietorial best practice guidance on project management. PRINCE2 is a registered trademark of OGC. The key features of PRINCE2 are: • Its focus on business justification • A defined organisation structure for the project management team • Its product-based planning approach • Its emphasis on dividing the project into manageable and controllable stages • Its flexibility to be applied at a level appropriate to the project. PRINCE was established in 1989 by CCTA (the Central Computer and Telecommunications Agency), since renamed the OGC (the Office of Government Commerce). PRINCE was originally based on PROMPT, a project management method created by Simpact Systems Ltd in 1975. PROMPT was adopted by CCTA in 1979 as the standard to be used for all Government information system projects. When PRINCE was launched in 1989, it effectively superseded PROMPT within Government projects. PRINCE remains in the public domain and copyright is retained by the Crown. PRINCE is a registered trademark of OGC. PRINCE2 was published in 1996, having been contributed to by a consortium of some 150 European organisations...
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...PRINCE2 Agile On the 23rd Oct 2014 by Jackie Hewett “Watch this space”- there’s a new qualification emerging from the AXELOS Best Practice stable! ‘PRINCE2 Agile’ is imminent, currently estimated for release end Qtr1 2015. PRINCE2 Practitioner will be a pre-requisite to obtaining the qualification and, as it’s still in development, the specific details of how PRINCE2 Agile will be tested are unclear. For the un-initiated: PRINCE2 is about managing projects in a controlled way. Even the term PRINCE2 itself stands for ‘PRojects In Controlled Environments’. It’s about top-down management and tight control, especially of any proposed changes to project scope / requirements. PRINCE2 entails having a clear understanding of the project business case, comprehensive project documentation with detailed, signed-off requirements, clearly defined accountability and responsibilities and high level decision making. PRINCE2 is not industry specific and can be used to direct and manage a project of any size or complexity. ‘Die hard’ PRINCE2 practitioners, especially those who have managed very large scale projects, tend to be highly suspicious of agile methods, believing it puts ‘developers in charge’ and does away with project management controls, making the project impossible to plan or cost. In fact what is the role of a project manager on an agile project and perhaps Agile should only be applied to small, low risk projects? AGILE is a term used (in the IT Industry) to describe...
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...Scenario: You are employed as an Office manager in London that provides services around the world in the area of management development. You were asked by the Managing Director to lead the relocation of your company to Banbury, Oxfordshire in order to reduce costs. Project Title: Relocation to Banbury- Oxfordshire. Project management is managing a work project by proper scheduling and planning. Project management wants harmonization from the top to the bottom and they are all oriented on what essentials to be fixed in the business. Business objectives that should be maintained during the relocation project • The target of business income, which is 10% growth annually. • Decreasing the material costs related with office space and increases the profitability. • Maintaining producing capacity of the business. • Improvement of the class of provision and the workplace to the consultants and clients • Updating the Information Technology systems and services for the business • Minimalizing of the human resource expenditures related with the transfer Projects that has been identified during relocations are, 1) Visit the new location and design the office spaces and interior. 2) Arrange the new place with necessary furniture and upholstery. 3) Verify and connect the electricity and air condition systems. 4) Prepare and arrange the restrooms and water connection. 5) Prepare and verify the Internet and telephone connections. 6) Plan a weekend to transport the...
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...Paper of Project Management IIBM Institute of Business Management Subject Code-C101 Examination Paper Project Management Section A: Objective Type (30 Marks) MM. 100 This section consists of Multiple Choice questions & short questions. Answer all the questions. Part one questions carry 1 mark each & Part Two questions carry 5 marks each. Part One: Multiple Choices: 1. A ________________ is a temporary endeavor undertaken to create a unique product, service, or result. a) Program b) Process c) Project d) Portfolio 2. Which of the following is not a potential advantage of using good project management? a) Shorter development times b) Higher worker morale c) Lower cost of capital d) Higher profit margins 3. Which of the following is not an attribute of a project? a) Projects are unique b) Projects are developed using progressive elaboration c) Projects have a primary customer or sponsor d) Projects involve little uncertainty 4. Which of the following is not part of the triple constraint of project management? a) Meeting scope goals b) Meeting time goals c) Meeting communications goals d) Meeting cost goals 5. The first stage of any project isa) Proposal b) Conceptualization c) Implementation d) Management IIBM Institute of Business Management 1 Examination Paper of Project Management 6. __________________ is the application of knowledge, skills, tools and techniques to project activities to meet project requirements. a) Project management b) Program...
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...Agile Project Management White Paper 2 Agile Project Management Contents Foreword by Richard Pharro, CEO, APMG-International Introducing Agile Project Management Relationship with DSDM Atern and Key Differences Comparing Agile Project Management with other agile methodologies Benefits of Agile Project Management Agile Project Management and PRINCE2 – one or the other, or both? Qualifications & Training About APMG-International About the DSDM Consortium 3 4 5 6 8 9 9 10 11 3 Foreword from Richard Pharro, CEO, APMG-International Agile Project Management provides an approach that offers agility but retains the concepts of a project, project delivery and project management. It works alongside more formal project management approaches such as PRINCE2® and complements quality processes such as ISO90001 and CMMI. Agile Project Management enables organizations to gain the benefits of an agile approach without introducing unnecessary risks. This ensures ‘going agile’ becomes a measured and balanced change, keeping what is good in the current organization and retaining existing good practices around project management and delivery whilst gaining the benefits of a more agile way of working. Providing a flexible yet controlled process that can be used to deliver solutions, Agile Project Management combines effective use of people’s knowledge together with techniques such as iterative development and modelling to achieve tight project delivery timescales....
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...For Portfolio, Programme, Project, Risk and Service Management PRINCE2® Business Benefits Dr. Ian Clarkson, QA White Paper January 2010 2 PRINCE2® Business Benefits Section 1 Introduction As the pace, amount and complexity of change continues to increase, transforming operations so as to achieve a beneficial future state whilst maintaining ‘business-as-usual’ remains the crucial challenge for organizations. This challenge creates a natural tension which, in most cases, always requires more time and money to manage than anticipated. Projects provide the means by which organizations can transform their business operations. Project management, therefore, is the mechanism by which this transformation process is managed. This white paper discusses the business benefits that organizations can attain by adopting a structured, controlled, repeatable and robust project management method. The particular project management method ‘under the spotlight’ in this white paper is PRINCE2®. The content of this white paper is structured as follows. Section 2 discusses what PRINCE2 is and its place within the global project management industry, whereas Section 3 defines exactly what is termed ‘PRINCE2 Business Benefits’. Section 4 ‘makes the case’ as to why formal project management (and, indeed, a structured approach) is needed with Section 5 exploring the business benefits of adopting PRINCE2 from the perspectives of 1) the commercial sector, 2) the public sector, 3) the voluntary...
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...PAPERS How Effective Are Project Management Methodologies? An Explorative Evaluation of Their Benefits in Practice Hany Wells, Business School, University of Hertfordshire, Hatfield, Hertfordshire, England ABSTRACT I INTRODUCTION I This article investigates the benefits and supports provided by project management methodologies (PMMs) to project managers for the management and delivery of information technology/ information system (IT/IS) projects. Using a qualitative approach, through case study strategy, the role of PMMs is examined in different business and project contexts. This article evaluates the benefit of PMMs based on their traits and characteristics and investigates PMMs in their operational context: where PMMs come from and how they support practitioners. The findings suggest a misalignment between the intended benefit of PMMs at the strategic level and the reported benefits by project managers at the project level. Additionally, it is shown that practitioners’ expertise, accountability, and attitudes all have a direct influence on the extent to which PMMs contribute to and benefit the management of projects. report from former UK Health Secretary Andrew Lansley captured the attention of many by highlighting that “Labour’s IT programme let down the NHS [National Health Service] and wasted taxpayers’ money by imposing a top-down IT system on the local NHS, which didn’t fit their needs” (BBC News, 2011). This report highlighted...
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...AS1: Approaches to Project Management and Methodology March 2015 1. Standard approaches to manage projects Provide brief descriptions of the following standard project management approaches: (a) The traditional approach (5 steps) The traditional approach to project management identifies a sequence of five steps to be completed in chronological order, as follows: * Initiation * Planning * Execution * Monitoring * Completion/closure Most projects will incorporate these stages, even where more complex project management methods are used but it is a method suited to simple, smaller projects, which do not have multiple tasks and people within the project team. (Hom 2013) Available at: http://www.businessnewsdaily.com/4014-project-management.html) Accessed 25/03/15 (b) Critical chain project management This method was developed by Dr. Eliyahu Goldratt and introduced in his book ‘Critical Chain’ (1997). It applies his Theory of Constraints to address project delivery issues, such as missed deadlines and increased costs and it focuses on eliminating delays due to uncertainty and over-estimation of task duration. The critical chain is comprised of the tasks which result in the longest path to project completion, with critical resources assigned to the tasks. The project schedule is then shortened by reducing the estimated task time and buffers are built in to provide for conflicts. Available at: (http://www.goldratt.co.uk/resources/critical_chain/)...
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...aspects of project management and their application in the Palm Islands project in Dubai. In the initial section of the report we will present in detail the evolution of project management into a full fledge discipline of management studies. We then move further to understand various tools devised for the purpose of project management like NPV, PRINCE2. Moving further, we will then take a look at the Palm Islands Dubai and try to assess the human resource requirements in terms of their organizational structure, leadership abilities etc. Finally, we will device a project management strategy in order to construct a hotel on the Palm Islands Dubai using the various tools of project management. Task 1: Project Management Principles – An Understanding Task 1.1 :Project Management As A Discipline. The initiation of project management as an altogether distinct discipline in the area of management studies began with a formulation by Henry Gantt in early 1900’s i.e. Gantt Chart. Gantt chart till date happens to be one of the very popular project management tools used. They are widely used due to their importance in the field of project planning and control. The further development in the field of project management began with the advent of increasingly complex projects and the need of the market to make the project competitive in terms of time and money consumed. It was this competitive pressure of the market of the that era that triggered the growth in the field of project management...
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...Project and Risk Management 1. Introduction This brief examines two projects created for a similar purpose but with different outcomes. The Airwave project was a national project designed to upgrade and integrate communications for and between police forces in the UK (Comptroller and Auditor General, 2002; p2). This project was regarded largely as a success, although it was not without its problems. By contrast, the FiReControl (‘Firecontrol’) project was designed to improve the ‘resilience, efficiency and technology’ of the Fire and Rescue Services (Comptroller and Auditor General, 2011; p5). The aim of the project was to replace 46 local control rooms by a group of nine regional control centres, coordinated through a national computer system to manage emergency situations. The project commenced in 2004 and by the time it was cancelled in 2010, it had cost £245 million compared to the original estimate of £120 million. Worse still, the projected cost to complete the project at the time it was terminated was £635 million. Overall, the project was described by the Chair of the Committee of Public Accounts as ‘the worst case of project failure we have seen’ (UK Parliament, 2013; p1). These two projects appeared to have much in common; they were both infrastructure projects, for similar customers, with similar overall operational requirements. However, it is clear that one largely met the requirements of the system whereas the other failed completely to do so. This...
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...Project management From Wikipedia, the free encyclopedia Jump to: navigation, search Business administration | | * Company * Business * Conglomerate | Business organization * Joint-stock company * Limited liability company * State-owned enterprise * Privately held company | Business entity * Cooperative * Sole proprietorship * Partnership * Corporation | Corporate governance * Annual general meeting * Board of directors * Supervisory board * Advisory board | Corporate titles * Chairman * Chief executive officer (CEO) * Chief financial officer (CFO) * Chief information officer (CIO) * Chief human resources officer (CHRO) * Chief business officer (CBO) * Chief technology officer (CTO) | Economy * Commodity * Public economics * Labour economics * Development economics * International economics * Mixed economy * Planned economy * Econometrics * Environmental economics * Open economy * Market economy * Knowledge economy * Microeconomics * Macroeconomics * Economic development * Economic statistics | Corporate law * Commercial law * Constitutional documents * Contract * Corporate crime * Corporate liability * Insolvency law * International trade law * Mergers and acquisitions | Finance * Financial statement * Insurance * Factoring * Cash conversion cycle * Insider dealing * Capital budgeting * Commercial bank * Derivative * Financial statement analysis...
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...MIS Project Management at First National Bank Lessons Learned Report Prepared by: Group B 09-12-2013 Table of Contents 1. Introduction 3 2. Project Overview 4 3. Contributing Factors to Failure 5 3.1. Project Proposal Lifecycle 5 3.2. Planning and Communications 6 3.3. Risk Management 6 3.4. Stakeholder Involvement 7 4. Recommendations 9 4.1. Inter-Departmental / Stakeholders Conflict Management 9 4.2. Effective Planning and Communications Strategy 11 4.3. Shorter proposal lifecycle 11 4.4. Introduction of Risk Management mechanism 12 5. Conclusion 12 6. Bibliography 13 Introduction “Collecting and analyzing successes and failures is a valuable tool to improving performance. This information, once captured, can be used to streamline future projects and ensure a successful launch for the next project or team. Everyone benefits by reviewing past activities and decisions to learn what worked, what didn’t, what can be changed, and what must be managed”. The following Lessons Learned report has been concluded by applying the formal project management knowledge to case study of MIS project at First National Bank. This document will depict project management failures and their causes and use them to generate recommendations by identifying new approaches/improvements. The first part of the report is an overview of the project and analysis of its factual background information. Project stakeholders will be...
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