...Activity 9.5 MGMT 391 Introduction to Project Management Embry-Riddle Aeronautical University To whom it may concern, In order to understand what your organization has just gone through, I will explain the Berkeley’s project management maturity model. It was developed by several organizations based on the Capability Maturity Model, an earlier version of Capability Maturity Model Integration. It started just as organizations realized the need to improve their own software development processes and systems and to develop their project management processes and systems for all kinds of projects. The Berkeley’s project management process maturity model is comprised of five levels. In the ad-hoc stage, there are no recognized procedures or plans to implement the project (Schwalbe, 2013). The activities of the project are inadequately defined and cost assessments are mediocre. Associated data collection and analysis are not directed in the process maturity. These processes are absolutely erratic and poorly controlled without any formal steps or guidelines to warrant process maturity methods and practices. The utilization of process maturity tools and practices is unreliable and only applied infrequently, if at all. At the planned stage, project management processes, problem areas, and data are casually defined, identified, and collected (Schwalbe, 2013). Select process maturity problems are acknowledged, but these glitches are not documented or remedied. These associated data...
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...Project Management: Achieving Competitive Advantage, 3e (Pinto) Chapter 1 Introduction: Why Project Management? 1.1 True/False Questions 1) Projects, rather than repetitive tasks, are now the basis for most value-added in business. Answer: TRUE Diff: 1 Section: 1.0 Introduction Skill: Factual AACSB Tag: Reflective 2) Projects are typically ongoing, day-to-day activities that have goods and services as outputs. Answer: FALSE Diff: 2 Section: 1.1 What Is a Project? Skill: Definition AACSB Tag: Reflective 3) A typical project stays within functional and organizational boundaries. Answer: FALSE Diff: 2 Section: 1.1 What Is a Project? Skill: Definition AACSB Tag: Reflective 4) The special nature of projects relieves project managers from their routine of planning, organizing, motivating, directing, and controlling. Answer: FALSE Diff: 2 Section: 1.1 What Is a Project? Skill: Factual AACSB Tag: Reflective 5) A project exists outside of the standard line organization. Answer: TRUE Diff: 2 Section: 1.1 What Is a Project? Skill: Factual AACSB Tag: Reflective 6) Product life cycles are longer now than twenty years ago. Answer: FALSE Diff: 2 Section: 1.2 Why Are Projects Important? Skill: Factual AACSB Tag: Reflective 7) The emergence of global markets has made project management skills more critical. Answer: TRUE Diff: 1 Section: 1.2 Why Are Projects Important? Skill: Factual AACSB Tag: Reflective ...
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...Project Management, 2e (Pinto) Chapter 1 Introduction: Why Project Management? 1.1 True/False 1) Projects, rather than repetitive tasks, are now the basis for most value-added in business. Answer: TRUE Diff: 1 Section: 1.0 Introduction Skill: Factual AACSB Tag: Reflective 2) Projects have a process orientation. Answer: FALSE Diff: 2 Section: 1.1 What Is a Project? Skill: Definition AACSB Tag: Reflective 3) A typical project stays within functional and organizational boundaries. Answer: FALSE Diff: 2 Section: 1.1 What Is a Project? Skill: Definition AACSB Tag: Reflective 4) The special nature of projects relieves project managers from their routine of planning, organizing, motivating, directing, and controlling. Answer: FALSE Diff: 2 Section: 1.1 What Is a Project? Skill: Factual AACSB Tag: Reflective 5) A project exists outside of the standard line organization. Answer: TRUE Diff: 2 Section: 1.1 What Is a Project? Skill: Factual AACSB Tag: Reflective 6) The initial goal and technical specifications of the project are developed during the planning stage. Answer: FALSE Diff: 2 Section: 1.3 Project Life Cycles Skill: Factual AACSB Tag: Reflective 7) Client interest in a project is highest during the termination and conceptual phases. Answer: TRUE Diff: 2 Section: 1.3 Project Life Cycles Skill: Factual AACSB Tag: Reflective 8) The classic triple constraint standard for project performance...
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...Project Management Competencies in the Project Oriented Organization In the project-based organization, project management (pm) competences are not only required by individuals, but also by project teams and by organizations. As project management has to be considered as a core competence of the project-based organization (called in this document the project-oriented organization, POO), this competence has to be explicitly developed by the organization. Source: People in Project Management Copyright: Roland Gareis and Martina Huemann Copyright statement This white paper is a chapter taken from a Gower book and provided free of charge to visitors to the website of the National Centre for Project Management. You may download it freely from the website www.cs.mdx.ac.uk/ncpm/about.html. You may also share it with colleagues, either in printed or electronic form (via e-mail), as long as you include this copyright page, each time you do so. Please respect the copyright of the author and do not publish the material in any form (printed or electronic) or circulate the material to any e-mail network. For permission to include this document in a website, intranet or extranet, please visit the Gower website (www.gowerpub.com) and contact our e-marketing manager, Elaine Hill, through the website. Gower Publishing, Gower House, Croft Road, Aldershot, Hants, GU11 3HR, UK. Tel: +44 (0) 1252 331551 e-mail: sales@gowerpublishing.com web: www.gowerpub.com 3 Project management competences...
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...ONE Introduction: Why Project Management? To Accompany PROJECT MANAGEMENT: Achieving Competitive Advantage By Jeffrey K. Pinto CHAPTER ONE PROJECT PROFILE – Disney’s Expedition Everest INTRODUCTION 1. WHAT IS A PROJECT? General Project Characteristics 2. WHY ARE PROJECTS IMPORTANT? PROJECT PROFILE – Dubai – Land of Mega-Projects 3. PROJECT LIFE CYCLES PROJECT MANAGERS IN PRACTICE – Christy Rutkowski, Regency Construction Services 4. DETERMINANTS OF PROJECT SUCCESS PROJECT MANAGEMENT RESEARCH IN BRIEF – Assessing Information Technology (IT) Project Success 5. DEVELOPING PROJECT MANAGEMENT MATURITY 6. PROJECT ELEMENTS AND TEXT ORGANIZATION Summary Key Terms Discussion Questions Case Study 1.1 – MegaTech, Inc. Case Study 1.2 – The IT Department at Hamelin Hospital Internet Exercises PMP Certification Sample Questions Bibliography TRANSPARENCIES 1.1 GENERAL PROJECT CHARACTERISTICS 1) Projects are ad hoc endeavors with a clear life cycle. 2) Projects are building blocks in the design and execution of organizational strategies. 3) Projects are responsible for the newest and most improved products, services, and organizational processes. 4) Projects provide a philosophy and strategy for the management of change. 5) Project management entails crossing functional and organizational boundaries. 6) The traditional management functions of planning...
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...build and maintain software and the software related products. In other words, software process provides a roadmap through which software is developed. Since the existence of software processes, many software projects continued to fail even when software processes were used hence software processes alone are not enough for the success of the software project. Pressman (2010) supported this view by indicating that the existence and use of software process does not guarantee that software developed will be on time, will meet customers’ needs and will be of high quality. The quality of software in today software industry has been given much attention due to increased demand for high quality software. The reason of increased demand is because high quality software plays an important role in modern business environment. As indicated earlier that software alone cannot guarantee high quality software, software process need to be assessed and improved in order to achieve high quality software. Software process improvement is defined as a set of activities which leads to a better process which suite business goals hence it results with high quality software delivered on time. Höggerl and Sehorz (2006) describe software process improvement as a process where organizations use maturity to assess their process and to raise software quality by improving their process performance. Current software process in the organization need to be assessed before software process improvement is initiated...
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...Capability maturity model- this model defines how mature is company in managing and producing software. The model's aim is to improve existing software-development. There are five levels defined along the continuum of the model. CMM is process improvement model applied to improving software development. The model is based on five maturity levels that predict an organization’s capability to successfully develop software based on process discipline. 1.Initial (chaotic, ad hoc, individual heroics) – the most primal level, organisation can make software, but it doesn't have optimise process and the quantaty of the product isn't really good 2.Repeatable - the process of producing the software is at least documented sufficiently such that repeating the same steps may be attempted. 3.Defined - the process is defined/confirmed as a standard business process, and decomposed to levels 0, 1 and 2 (the last being Work Instructions). 4.Managed - the process is quantitatively managed in accordance with agreed-upon metrics. 5.Optimizing – process of management is absolutely optimised. Metatraid software company. CMM Level 3 This company relates to the maturity level. The processes of producing the software are managed. Detailed measures of the software process and product quality are collected. Both the software process and products are controlled and understood. Metatrade identifies metrics to measure the effectiveness of its project management and SDLC methodologies. They are able...
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...Using the CMM in Small Organizations ---Company XYZ Abstract The Capability Maturity Model (CMM) for Software developed by the Software Engineering Institute has had a major influence on software process and quality improvement around the world. This paper discusses how to use the CMM correctly and effectively in small organizations ,analyze the current stat of the company and how to make the company get into a higher level .By using questionnaires ,analyzing the collected information and giving my recommendation . Introduction The Software CMM defines a five-level framework for how an organization matures its software process. The most well-known aspect of the CMM is its description of five stages, or maturity levels, of an organization’s software process .These levels describe an evolutionary path from ad hoc, chaotic processes to mature, disciplined software processes. The five maturity levels prescribe priorities for successful process improvement, whose validity has been documented in many case studies and surveys. Here is the table of 5 maturity levels , different focus and KPAs . |Level |Focus | |Small |16 – 50 employees and several products | |Very small |3 – 15 employees and several products ...
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...Contents Executive Summary 4 Analysis of the existing HHS foundation for execution 4 Definition of the Operating Model for HHS 5 HHS – H&C, Unification Model 6 HHS – P, Coordination Model 7 HHS – RF, Coordination Model 7 Operating Model Summary 8 Steps to Implementing the Operating Model 9 Proposal for an Enterprise Architecture 11 IT Capability 12 Business Objectives 12 Funding Priorities 13 Key Management Capability 13 Who Defines Applications 13 Key IT Governance Issues 14 Strategic Implications 14 Summary of HHS Architectural Stage 14 Setting Priorities to implement Enterprise Architecture 15 Changes in Business Process 15 Changes in Business Roles 16 Rationale for Changes 16 Changes in Organizational Structure 16 Changes in Business Partner Relationships 17 Setting Priorities Summary 17 HHS IT Engagement Model Recommendations 18 Companywide IT Governance 18 Project Management 19 Linking Mechanisms 19 Business Partner Communications 21 New Opportunities 21 Outsourcing Opportunities - Recommendations 21 Size and Scale Matter 22 Simple Example 22 Not so Simple 23 Complex Outsourcing 23 Plug and Play 24 Growing the Organization - Recommendations 25 Organic Growth 25 Growth Through Mergers and Acquisitions 26 Optimization before Growth 26 Operating Model Dependency 26 Growth Summary 29 Summary of Enterprise Architecture Proposal for HHS 29 References 31 ...
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...This article was downloaded by:[UNISA University of South Africa] On: 3 October 2007 Access Details: [subscription number 780765665] Publisher: Routledge Informa Ltd Registered in England and Wales Registered Number: 1072954 Registered office: Mortimer House, 37-41 Mortimer Street, London W1T 3JH, UK Construction Management and Economics Publication details, including instructions for authors and subscription information: http://www.informaworld.com/smpp/title~content=t713664979 Project management competence in public sector infrastructure organisations Pantaleo Mutajwaa Daniel Rwelamila a a Graduate School of Business Leadership, University of South Africa, UNISA 0003, South Africa Online Publication Date: 01 January 2007 To cite this Article: Rwelamila, Pantaleo Mutajwaa Daniel (2007) 'Project management competence in public sector infrastructure organisations', Construction Management and Economics, 25:1, 55 - 66 To link to this article: DOI: 10.1080/01446190601099210 URL: http://dx.doi.org/10.1080/01446190601099210 PLEASE SCROLL DOWN FOR ARTICLE Full terms and conditions of use: http://www.informaworld.com/terms-and-conditions-of-access.pdf This article maybe used for research, teaching and private study purposes. Any substantial or systematic reproduction, re-distribution, re-selling, loan or sub-licensing, systematic supply or distribution in any form to anyone is expressly forbidden. The publisher does not give any warranty express or...
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...Approaches to Process Performance Modeling: A Summary from the SEI Series of Workshops on CMMI High Maturity Measurement and Analysis Robert W. Stoddard II Dennis R. Goldenson January 2010 TECHNICAL REPORT CMU/SEI-2009-TR-021 ESC-TR-2009-021 Software Engineering Measurement and Analysis Unlimited distribution subject to the copyright. http://www.sei.cmu.edu This report was prepared for the SEI Administrative Agent ESC/XPK 5 Eglin Street Hanscom AFB, MA 01731-2100 The ideas and findings in this report should not be construed as an official DoD position. It is published in the interest of scientific and technical information exchange. This work is sponsored by the U.S. Department of Defense. The Software Engineering Institute is a federally funded research and development center sponsored by the U.S. Department of Defense. Copyright 2010 Carnegie Mellon University. NO WARRANTY THIS CARNEGIE MELLON UNIVERSITY AND SOFTWARE ENGINEERING INSTITUTE MATERIAL IS FURNISHED ON AN "AS-IS" BASIS. CARNEGIE MELLON UNIVERSITY MAKES NO WARRANTIES OF ANY KIND, EITHER EXPRESSED OR IMPLIED, AS TO ANY MATTER INCLUDING, BUT NOT LIMITED TO, WARRANTY OF FITNESS FOR PURPOSE OR MERCHANTABILITY, EXCLUSIVITY, OR RESULTS OBTAINED FROM USE OF THE MATERIAL. CARNEGIE MELLON UNIVERSITY DOES NOT MAKE ANY WARRANTY OF ANY KIND WITH RESPECT TO FREEDOM FROM PATENT, TRADEMARK, OR COPYRIGHT INFRINGEMENT. Use of any trademarks in this report is not intended in any way to infringe on...
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...THE Project Management Office (PMO) Prepared by: Dzingwa Madzima June 2010 1 Overview • • • • • • • The What and Why of PMO’s Starting a PMO Types of PMO’s PMO Roles and Responsibilities Executive Buy-In PMO Best Practices Telecel Zimbabwe PMO 2 The What and Why of PMO’s 3 Enhancing Your Bottom Line By Investing In Better Project Management Increasing Throughput Rate Strengthening the weakest link Achieving higher customer satisfaction Identifying the bottlenecks Reducing the program delivery interval Becoming the service provider of choice 4 What Is a PMO Exactly? 59% of respondents said PMO means project management office; 12% said it means program management office. Study by Brian Hobbs PMP and Monique Aubry “An organizational unit to centralize and coordinate the management of projects under its domain. A PMO oversees the management of projects, programs or a combination of both.” A Guide to the Project Management Body of Knowledge (PMBOK® guide), Third Edition © 2004, p. 17 In each organization, the definition of a PMO may vary in name and by function, but it essentially centralizes, coordinates and oversees the management of projects and programs. Article by Bud Baker, Ph.D. PMI Network, June 2007 5 The Project Management Office (PMO) A PMO is a centralized organization dedicated to improving the practice and results of project management. • • Some PMO initiatives are minimal, involving part-time staff. • Other initiatives involve huge infrastructure...
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...of a project, service, or facility to ensure that standards of quality are being met. It is important to realize also that quality is determined by the program sponsor. QA cannot absolutely guarantee the production of quality products, unfortunately, but makes this more likely. Two key principles characterize QA: "fit for purpose" (the product should be suitable for the intended purpose) and "right first time" (mistakes should be eliminated). QA includes regulation of the quality of raw materials, assemblies, products and components; services related to production; and management, production and inspection processes. It is important to realize also that quality is determined by the intended users, clients or customers, not by society in general: it is not the same as 'expensive' or 'high quality'. Even goods with low prices can be considered quality items if they meet a market need. QA is more than just testing the quality of aspects of a product, service or facility, it analyzes the quality to make sure it conforms to specific requirements and comply with established plans. Quality assurance is the process of verifying or determining whether products or services meet or exceed customer expectations. Quality assurance is a process-driven approach with specific steps to help define and attain goals. This process considers design, development, production, and service. Quality Methods There are five Major Industry Recognized Quality Methods: 1. Capability Maturity Model...
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...little to no effective communication. Early attempts to implement project management failed. The conflict between the departments escalated to a level where project management became so disliked that the procurement manager refused to assign any of his employees to project teams. The executive council realized good project management was needed for new product development and special product development and enhancements. Senior management brought in an external consultant to identify problems and help come up with a solution. The engineering interviews revealed that engineering wants marketing to stay out of their way. Engineering had an overall bad attitude about the way marketing asks for work to get done, and seem to think that they have more work than should be necessary. On the other hand, tough deadlines and tight schedules were often cited in the marketing interviews as a reason for badgering engineering to get work completed on time. Marketing realizes that details about product design are likely to change, but say this is unavoidable based on the nature of the market needs. The consultant seems to think that engineering not understanding marketing’s problems could be a root cause. Similarly, engineering wonders why marketing doesn’t understand their problems with balancing so many different projects. 2.1. Question 1: What is the critical issue? The critical issue is that project management is unable...
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...1.1 What Is the People CMM? The People Capability Maturity Model® (People CMM®) is a roadmap for implementing workforce practices that continuously improve the capability of an organization’s workforce. Since an organization cannot implement all of the best workforce practices in an afternoon, the People CMM introduces them in stages. Each progressive level of the People CMM produces a unique transformation in the organization’s culture by equipping it with more powerful practices for attracting, developing, organizing, motivating, and retaining its workforce. Thus, the People CMM establishes an integrated system of workforce practices that matures through increasing alignment with the organization’s business objectives, performance, and changing needs. The People CMM was first published in 1995 [Curtis 95], and has successfully guided workforce improvement programs in companies such as Boeing, Ericsson, Lockheed Martin, Novo Nordisk IT A/S, and Tata Consultancy Services [Vu 01, Martín-Vivaldi 99, Miller 00, Curtis 00, Keeni 00]. Although the People CMM has been designed primarily for application in knowledgeintense organizations, with appropriate tailoring it can be applied in almost any organizational setting. The People CMM’s primary objective is to improve the capability of the workforce. Workforce capability can be defined as the level of knowledge, skills, and process abilities available for performing an organization’s business activities. Workforce capability...
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