...Version 6 Project Management Puerto Rico Campus - Guaynabo Copyright © 2009, 2008, 2006, 2004 by University of Phoenix. All rights reserved. Course Description This course examines project management roles and environments, the project life cycle, and various techniques of work planning, control, and evaluation for project success. Policies Faculty and students/learners will be held responsible for understanding and adhering to all 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 Kerzner, H. (2006). Project management: A systems approach to planning, scheduling, and controlling (9th ed.). Hoboken, NJ: Wiley. Meredith, J. R. & Mantel, S. J. (2006). Project management: A managerial approach (6th ed.). Hoboken, NJ: Wiley. All electronic materials are available on the student website. Microsoft® Project® 2007 (Virtual Desktop) Week One: Project Definition Details Due Points Objectives 1.1 Determine the importance of project management in the current...
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...MGT2 - IT Project Management Course of Study This course supports the assessments for MGT2. The course covers 8 competencies and represents 3 competency units. Introduction Overview Project management is a systematic approach to solving a problem, taking advantage of an opportunity, improving a process, or otherwise creating something. A project goes through several phases, with a distinct beginning and end. A successful project includes effectively carrying out tasks related to initiating, planning, executing, monitoring/controlling, and closing. Unsuccessful projects often skip some of these steps, perhaps not fully planning everything that needs to be done or forgetting to monitor the team to ensure they are sticking to the plan. An effective project manager foresees problems, makes appropriate trade-offs that ensure successful project completion, and, above all, facilitates communication among all project stakeholders, who are likely each looking for something different from the project. This course provides an overview of the Project Management Institute’s project management methodology. As you learn about the various process groups and knowledge areas, you will apply your knowledge in case studies for planning a project that has not started yet and monitoring/controlling a project that is already underway. You will solve problems, gather information, and make decisions using your expert judgment. The techniques you practice in this course will be beneficial...
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...Standish Group study (CHAOS) found that only 16.2% of IT projects were successful in meeting scope, time, and cost goals; over 31% of IT projects were canceled before completion Advantages of Using Formal Project Management: * Better control of financial, physical, and human resources * Improved customer relations * Shorter development times * Lower costs * Higher quality and increased reliability * Higher profit margins * Improved productivity * Better internal coordination * Higher worker morale What is project? A project is “a temporary endeavor undertaken to create a unique product, service, or result” Project Attributes: A project: * has a unique purpose * is temporary * is developed using progressive elaboration * requires resources, often from various areas * should have a primary customer or sponsor * The project sponsor usually provides the direction and funding for the project * involves uncertainty Program: group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually The triple constraint of project management: Scope, cost & time. Project management: is “the application of knowledge, skills, tools and techniques to project activities to meet project requirements” 10 knowledge areas (project management framework): 1. Scope management 2. Time management 3. Cost man. 4. Quality man. 5. Human Resource...
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...University of Seattle PM501_03_IN: Intro to Project Management Larry D. Mitchell October 17, 2014 DIA – Individual Case Analysis The Denver International Airport was built and finally opened on February 28, 1995. It took the project nearly six years to complete with project costs initially estimated at $1.2 billion to the final cost of $5.0 billion. From the case study in Project management: a systems approach to planning, scheduling and controlling, DIA provided improved airfield configuration, improved efficiency in the operation of the regional airspace, reduced noise impacts, a more efficient terminal/concourse/apron layout, improved international facilities, significant expansion capability and enhanced efficiency of airline operations (Kerzner, 2001, pp. 645-646). Yet, the DIA construction project was inundated with many problems, conflicts of interest, increase scope changes and cost issues. Of which, the root cause is that DIA had poor Stakeholder involvement and accountability. In the PMBOK® Guide, a Stakeholder is “an individual, group, or organization who may affect, be affected by, or perceive itself to be affected by a decision, activity, or outcome of a project” (PMI, 2013, p. 563). The facts will show that our stakeholder involvement and accountability suffered throughout the DIA construction project. United Airlines and Continental had 80% of all the incoming and outgoing flights in Denver, yet the DIA project construction started without a signed agreement...
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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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...Assignment #2: “Project Motorcycles” Jesse Fontanez BUS 375 – Project Management Professor Lodge November 2, 2014 New, Improved, Faster, Motorcycle Project Plan The implementation stages of motorcycles larger than 1100 cc project is a true display of the defining moments that make a project a success or a failure. The implementation stage is defined as "motorcycle modifications being installed and made operational in a production environment. The phase is initiated after the motorcycles has been tested and accepted. This phase continues until the system is operating in production in accordance with the defined motorcycle requirements”. While all of the planning that takes place in preparation of the implementation phase is critical, I am of the opinion that the implementation itself is equally as important. When working through the process of defining the motorcycle and selecting the organizational personnel to create this motorcycle systems, the beginning stages become the most important part of the motorcycle project for this organization. A tremendous effort has to be exuded in planning and preparation for the motorcycle development and deployment. The start of the motorcycle implementation phase is indication that progress was being made and the motorcycles are well underway. Before analyzing the process of project planning in teams it is necessary to identify the differences between such terms as a group of people and a team...
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...Lahore University of Management Sciences DISC-331 – Project Management Fall 2013 Instructor Room No. Office Hours Email Telephone Secretary/TA TA Office Hours Course URL (if any) Zehra Waheed 214 SDSB Building By appointment zehra.waheed@lums.edu.pk 8426 Course Basics Credit Hours Lecture(s) Recitation/Lab (per week) Tutorial (per week) Course Distribution Core Elective Open for Student Category Close for Student Category 3 Nbr of Lec(s) Per Week Nbr of Lec(s) Per Week Nbr of Lec(s) Per Week 2 3 lab sessions as per schedule N/A Duration Duration Duration 75 minutes N/A N/A Yes Sophomores, juniors, seniors None COURSE DESCRIPTION Project management is increasingly used both in public sector and the private sector organizations worldwide. They are undertaken in a variety of industries, some of which, for example, software development and construction, relying almost entirely on projects. Examples of projects include the installation of new IT systems, introducing new internal processes or procedures, managing organizational wider change or innovation, orchestrating office moves, opening new branches, disaster management, launching a new product or service, launching of an advertising campaign, or bidding for a major customer contract. Consultancy sometimes also takes the project form. Given the nature of the corporate world these days, students undertaking this course can be expected to be involved in projects during some part of their careers. The course...
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...MGT/437 Version 4 Project Management | Copyright © 2009, 2006, 2004 by University of Phoenix. All rights reserved. Course Description This course examines project management roles and environments, the project life cycle, and various techniques of work planning, control, and evaluation for project success. Policies Faculty and students/learners will be held responsible for understanding and adhering to all 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 Kerzner, H. (2006). Project management: A systems approach to planning, scheduling, and controlling (9th ed.). Hoboken, NJ: Wiley. Meredith, J. R. & Mantel, S. J. (2006). Project management: A managerial approach (6th ed.). Hoboken, NJ: Wiley. All electronic materials are available on the student website. Software Microsoft® Project® 2007 (Virtual Desktop) Week One: Project Definition | | Details | Due | Points | Objectives | 1.1 Determine the importance of project management in the current...
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...Scope Management Agile and traditional project management use different methods to address scope management and these are, Discovering new project requirements that are defined by the project team which can be identified at any given time. Such requirements are added by the product owner (customer) in the product backlog (user requirements). Whereas in traditional project management, the project manager is in charge of defining the requirements, once the project requirements has been defined any changes made to it during the project is considered to be negative which is referred to as scope creep. (dummies book) Time Management Scheduling tasks, creating the schedule and assigning work in relation to the schedule and monitoring progress against the schedule is concerned with the traditional project management. The schedule is usually created during the initial planning phase and entered into a project scheduling system when the project is predictive. While for agile the requirements are always fluctuating, it can be difficult to create and maintain a meaningful project schedule. The initial planning effort will usually include the beginning set of requirements and divide the project to iteration with a preliminary assignment of requirements to iterations.(system analysis and desing) Cost Management Due to the unexpected requirement changes throughout the project, it is difficult for Agile project managers to estimate the time and cost of a project therefore estimating the...
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...Second Semester 2013-2014 Course Handout Course No. : MM ZG523/CM ZG523/HHSM ZG519/QMJ ZG523 Course Title : PROJECT MANAGEMENT Instructor : Arun Maity Course Description: Concepts and techniques of project formulation, evaluation and implementation; Project planning and scheduling; Risk management; Time-cost trade off; Resource levelling and allocation; Project monitoring and control; Contract Management. Scope and Objectives Project Management is an introductory course on issues related to the project management of enterprises with emphasis on planning, scheduling and controlling. Students will be exposed to fundamental theories in business practice, and limitations and difficulties of project management theories in solving real problems. The basic objective of this course is to help students develop the skill found in competent project manager. Prescribed Text Books 1. Clifford F. Grey, Erik W. Larson, Gautam V. Desai “Project Management The Managerial Process” Tata Mcgraw Hill, Fourth Edition, 2010 2. Chandra Prasanna, Projects: Planning, Analysis, Selection, Fin. Implementation & Review, Tata McGraw Hill, 7th Ed., 2009. Reference Books 1. Pinto K. J. Project Management, Pearson Education, Second Edition, 2009 2. Kerzner, Harold, Project Management: A Systems Approach to Planning and Controlling, CBS Publishers, 2nd Ed., 2006. MM ZG523/CM ZG523/HHSM ZG519/ QMJ ZG523 (Course Handout) ...
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...TCM 750: Advanced Project Management Case Review I: The Blue Spider Project By Sona Ngoh Missouri State University Department of Technology & Construction Management College of Business Administration Spring 2014 Contents 1. Summary of Findings 3 2. Background Information 4 3. Problem Statement 5 4. Analysis of Issues and Alternatives 5 5. Detailed Recommendations 8 6. Implementation and Evaluation 9 I. Bibliography 11 II. Works Cited 12 Summary of Findings The Blue Spider Project is an example of a situation where the project manager show lack of understanding of the life-cycle for project management and the inability to leverage the application of the key skills of integrated cost, schedule and technical performance management to achieve project success. Gray has engineering degree with an MBA, an outstanding record as a production engineer but fails as a project manager because he was unable to get a clear vision of all aspects of his project or capable of focusing on a specific aspect of the project while keeping tab of other aspects as required. Gray’s inability to leverage his newly acquired decision making responsibilities as a project manager with his technical expertise helped to escalate the drawbacks of a potentially valuable project into a near catastrophe, almost losing his job in the process. Background Information Parks Corporation is a Department of Defense...
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...Methodology The main reason the executive staff waited so long to implement an Enterprise Project Management Methodology (EPM) was because many of the employees through the ranks were on different pages and there was uncertainty among those involved. Uncertainty leads to disagreements, mistrust, and personal preferences become tied up in business politics. The lack of cooperation would have trickled down from senior management to lower level employees and would have affected their clients. They had to take their tine to re-evaluate so they would be able to find the methodology that best suited their client needs and was aligned with their business mission. Their organization is managing multiple projects and programs related to software. A potential challenge appeared to be integrating all of the projects into a cohesive picture for senior management (Pinnacle). If they were unable to establish a routine or system, then they would eventually have trouble juggling project priorities and allocating resources to meet competing demands. They knew they needed an integrated, consistent framework for project planning and control. They strayed away from buying the solution in the form of a software package, and overall success is in the application of a practical methodology, not in a piece of software (Kerzner, 2013). Scheduling, communicating, effort tracking, and storing project information regarding time, budget, issues and the lessons learned through positive and negative...
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...Abstract A quality assurance plan can be beneficial to any project because it not only assures that the project is in align with the company’s quality standards and goals. A quality assurance plan is a document, constructed by the project team that is meant to ensure that the final products are of the maximum quality. A quality assurance plan contains a set of documented activities meant to ensure that customers are pleased with the goods or services a company provides. Table of Contents Introduction 4 PDCA 4 Cost Objectives 5 Project Objectives 6 Roles and Responsibilities 6 Tasks 7 Conclusion 8 References 8 Introduction Project managers need to make certain that quality is managed successfully throughout a project’s lifecycle. A high-quality quality assurance plan aids in this endeavor. There are four steps of the quality assurance process: Plan, Do, Check, and Act. This paper will address what items go into a quality assurance plan. The quality assurance plan should define objectives, roles and responsibilities, coordinate with other plans, and define tasks and the schedule. Plan, Do, Check, and Act Plan, Do, Check, and Act or Plan, Do, Check, Adjust is is a four-step management tool that businesses use for control and continuous improvement of processes and products. The PDCA steps are: Plan- The first step in this phase would be to identify the problem and establish a plan of action to...
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...that you can be successful in this course. 4201 Wilshire Blvd., Suite #610 ♦ Los Angeles, CA 90010, CA, U.S.A. ♦ T: (323) 938-4428 ♦ F: (323) 938-4-4429 ♦ E: www.iau.la MGT 620a Operations Management & Supply Chain Syllabus Class Details Name: Email: Phone: Room: Method: Steve B. Young, Ph.D. (A.B.D.) syoung18@verizon.net (818) 360-6115 LA-Classroom C Hybrid Term/Year: Days: Time: Start Date: End Date: Spring Session 1 / 2015 Wednesdays 6:00pm-10:00pm January 05, 2015 February 27, 2015 Instructor’s Biography Steve Young graduated from Western Michigan University with a Bachelor of Science in Engineering and Business. He spent time as an HR director and consultant with many Aerospace firms. Steve has worked in numerous management positions for Boeing, Lockheed Martin, Eco Polymers, Hughes, and PM-10 Consultants specializing in the area of Human resource, business management, and business operations. Steve received his MBA from West Coast University with an emphasis in management and is looking to receive his PhD from Walden University in Applied Management and Decision Making with specializations in Organizational Change and Leadership in 2008. Steve is a senior faculty member and has been teaching for the University of Phoenix in their Undergraduate and Graduate Business Management Program for over 14 years. Steve has been involved in two successful starts up companies since 1985 that are still operating today in a growth environment. He functions as a consultant in...
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...THE IMPORTANCE OF PROJECT MANAGEMENT Globalization has changed the way business organizations work. Modern organizations face bigger and harder challenges as competitions and technology grow. Growing project complexity and collapsing product/service life cycle has made businesses have to adapt to sustain their profitability and competitiveness. Hard Rock Cafe and Bechtel Group are two examples of firms that manage to adapt to these changes using their strength in managing projects. Bechtel uses their outstanding project management skills to build massive constructions all over the world. Hard Rock Cafe won’t be able to run their day-to-day business and sponsor the annually-held Rockfest if they don’t have a good project management team. Scheduling projects is a difficult challenge for operation managers. Cost overruns and unnecessary delays may occur due to poor schedulling and controls. Good project management is a substantial key to guarantee projects comes within budget and meet the required time and quality. Businesses usually form project organizations outside the normal production system to run projects that takes month or year to finish. Project organizations within a firm is usually set up to handle specific jobs and often disbanded when the project is complete. The management of project involves three phases: planning, scheduling, and controlling. PROJECT PLANNING Planning projects is the first phase of project management. This phase includes setting goals...
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