...PROEJCT MANAGEMENT AIR-EURO – RELOCATION OF HEAD OFFICE 1. Reviewing the Project Scope It has been decided that relocation of the Head Office must be in the Zaanstad area which is about 29 kilometers away from the Schiphol Airport. Since building rents and leasing costs are lower in Zaanstad, it is much more attractive to the company. The following requirements were outlined in the project scope. 1.1. Project Statement Relocation of Air-Euro Head Office at Zaanstad; Location: At or near Zaanstad Area; Accommodation for: 300 persons; Number of Square Meters (Floor area): 500; must be tiled; Car park: For 400 vehicles; Rent: Around US$ 25,000 per month; Lease period: 5 years (subject to renewal on mutual agreement) and Amenities & Provisions: All important amenities must be available including running water supply, hot and cold water facility, electricity, centrally air-conditioned building, central heating, overhead water tank with sufficient capacity, a conference hall, a spacious room for board meetings, appropriately partitioned, well-fitted bathrooms and toilets and well renovated if it is necessary (Itrelo.net, 2014). 1.2. Preferences Preferences: A shady grove or a location of boulevards is preferred. Access roads must be open 24 hours a day. Schools, churches and other such public places like parks are better avoided. Busy intersections and streets of high intensity traffic must also be avoided. The building ought to be fairly new and well...
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...Project Management Procedure SUBJECT: PROGRESS MEETINGS RESPONSIBILITY: PROJECT MANAGER NUMBER: PMO-14.2 EFFECTIVE DATE: July 1, 2011 SUPERSEDES: PMO-14.1 STATE LOCATION AND DESIGN ENGINEER APPROVAL: Original with signature on file in Project Management Office ___________________ State Location and Design Engineer TASK: PURPOSE: Schedule and Conduct Progress Meetings This procedure outlines the actions required to prepare for and conduct regularly scheduled progress meetings throughout the life of the project to keep the project on schedule and on budget. It is the Project Manager’s responsibility to schedule and conduct these meetings to gauge the health of the project. 1. Read and become familiar with applicable project documents. 2. Determine the frequency of the meetings and adjust accordingly throughout the life of the project based on need. 3. Secure site for the meetings. Facility requires sufficient space to review plans, schedules, and contract documents. 4. Identify and invite the necessary Team Members/Stakeholders to the meetings. 5. Develop the agenda for each meeting based on priority, complexity, and specific needs; discuss the Schedule, Budget, Quality, Scope, Safety, Risks and associated mitigation plans, Resources, and Lessons Learned. 6. Conduct meeting; review the work completed to date and the work STEPS: We Keep Virginia Moving Page 1 of 2 Virginia Department of Transportation Project Management Office expected to be performed...
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...Director Technology & Operations Company Background Established in 1984, 210 full-time employees, 200 part-time employees. 2006 sales = $1.9 Billion. Dealing with an industry moving from Growth stage to Maturing stage. Strategic Planning Office established to propose business changes. SPO initiated PMO effort, focused on IT projects, with plans to become Enterprise PMO. Sales Systems Manager Lead Analyst Linda Starr Manufacturing Systems Manager Steven Gardner Lead Analyst Financial Systems Manager Lead Analyst Workgroup Communications Manager Adv. Systems Replacement Project Manager Director Project Mgmt. Support Larry Field Lead Analyst Lead Analyst IT at AtekPC - PMO was introduced to provide standardization in managing IT projects. Project Manager Pre-PMO (2007) IT projects are managed by development staff (Lead Analysts). Used informal approach to projects = rapid response to user requests. Struggled with changing industry that required larger, more complex projects involving multiple functional areas, which was overtaxing current management methods. PMO Director Mark Nelson Project Manager PMO Mission Formal documentation and plans for PMO did not exist. The purpose was to have consistent project practices. Responsibilities limited to IT projects. Two...
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...Guide to a Balanced Scorecard: Performance Management Methodology Guide to a Balanced Scorecard Performance Management Methodology Richard H. Hopf Deputy Assistant Secretary for Procurement and Assistance Management Department of Energy David J. Litman Director, Office of Acquisition and Grants Management Department of Transportation Lloyd W. Pratsch Procurement Executive Department of State Ida M. Ustad Deputy Associate Administrator for Acquisition Policy General Services Administration Robert A. Welch Director for Acquisition Management and Procurement Executive Department of Commerce Terrence J. Tychan Deputy Assistant Secretary for Grants and Acquisition Management Department of Health and Human Services Pauk A. Denett Director of Administration/Senior Procurement Executive Department of Interior Moving from Performance Measurement to Performance Management Guide to a Balanced Scorecard: Performance Management Methodology Preface T he members of the Procurement Executives’ Association (PEA) - an informal association of civilian procurement executives - have redesigned their programs for performance evaluation and management of acquisition systems. They have moved from headquartersbased, process-oriented oversight programs to ones which rely more on self or local assessment of performance against departmental or agency expectations. Through the use of assessment approaches based on performance measurement models developed by a federal...
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...resources. Cite all resources consistent with APA guidelines. Term Definition Resource you used Time value of money A simple financial principle that believes money received today is worth more than an equal amount received in the future Aubry, M., Hobbs, B., & Thuillier, D. (2009). The contribution of the project management office to organisational performance. International Journal of Managing Projects in Business, 2(1), 141-148. Efficient market A theoretical efficient market occurs when information flows freely, allowing supply and demand to react instantly to market changes. Aubry, M., Hobbs, B., & Thuillier, D. (2009). The contribution of the project management office to organisational performance. International Journal of Managing Projects in Business, 2(1), 141-148. Primary versus secondary market In the stock market, the primary market is one that issues a new security, such as an initial public offering. A secondary market is one that trades a security after its initial availability. Aubry, M., Hobbs, B., & Thuillier, D. (2009). The contribution of the project management office to organisational performance. International Journal of Managing Projects in Business, 2(1), 141-148. Risk-return tradeoff The potential for higher returns in the market generally comes with higher risk. Inversely, lower expected returns are generally associated with lower risk. Soliman, M. T. (2008). The use of DuPont analysis by market participants. Accounting Review, 83(3), 823-853...
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... |received today is worth more than an equal |(2009). The contribution of the project | | |amount received in the future |management office to organisational | | | |performance. International Journal of | | | |Managing Projects in Business, 2(1), | | | |141-148. | |Efficient market |A theoretical efficient market occurs when |Aubry, M., Hobbs, B., & Thuillier, D. | | |information flows freely, allowing supply and |(2009). The contribution of the project | | |demand to react instantly to market changes. |management office to organisational | | | |performance. International Journal of | | | |Managing Projects in Business, 2(1), | |...
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... |received today is worth more than an equal |(2009). The contribution of the project | | |amount received in the future |management office to organisational | | | |performance. International Journal of | | | |Managing Projects in Business, 2(1), | | | |141-148. | |Efficient market |A theoretical efficient market occurs when |Aubry, M., Hobbs, B., & Thuillier, D. | | |information flows freely, allowing supply and |(2009). The contribution of the project | | |demand to react instantly to market changes. |management office to organisational | | | |performance. International Journal of | | | |Managing Projects in Business, 2(1), | |...
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...Charlie’s Windows Installation – Job Description Position Title: Forklift Operator Classification: Grade 2 Location: Work site Reports To: FIELD SUPERVISOR ------------------------------------------------- JOB SUMMARY: Forklift Operators will move heavy materials from one point to another at a job site. They might work in a warehouse moving heavy pallets of materials, or they might have a job of moving the supplies on a work site (such as window frames in a bulk order, installation parts and the other tools that may be required). In some instances, the forklift operator may operate other powered industrial trucks, such as a scissor lift truck. This entry-level position gives the employee the skills to move into other, higher-paid jobs as a material moving machine operator. ESSENTIAL DUTIES/RESPONSIBILITIES: * Load and unload products from trailers using forklift trucks and other material handling equipment. * Store the products properly in the warehouse. * Transport products to and from warehouse, worksite and distribution centers. * Deliver units and products to various units in safely and timely manner. * Sort, pack, wrap, tie and label products as per company procedures. * Weigh products and record weight and other data in product labels. * Monitor and maintain accurate inventory. * Clean work area (worksite, warehouse, distribution center, equipments) KNOWLEDGE/SKILLS REQUIRED: * The US Occupational Safety and Health Administration...
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...Business profile 3 Overview of project 4 Tasks/Critical Tasks 5-6 Work Schedule 6 Milestones 7 Resources 7 Tasks 7-8 Initial Public Offering 8-9 Employee Impact 9-10 Training 10 Management 10 Customer and Clients 11 Improvement & Concerns 11-12 Conclusion 13 References 14 Business Profile Premiere Install Movers is located in Grand Prairie Texas. With a 40,000+ sq foot warehouse, they are able to provide storage needs for different size offices, as well as new product ordering and installing. Premiere is able to work directly with the customer, with trained and professional project managers. From moving down the street or moving to another city, they are able to provide everything that is necessary for your move from beginning to end. Overview Main functions of the company are to help assist in any size office move you may have. Either moving out old furniture and installing new, or just relocating the whole office building. Premiere processes all invoices, ordering and consulting in house. The internal workflow for the company would involve the initial contact with the customer, a walkthrough of the project, initial quote, and setup the move job. Once the...
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...The Five Stages of Project Team Development May 8, 2010 | Author: PM Hut | Filed under: Team Building The Five Stages of Project Team Development By Gina Abudi Every team goes through the five stages of team development. First, some background on team development. The first four stages of team growth were first developed by Bruce Wayne Tuckman and published in 1965. His theory, called “Tuckman’s Stages” was based on research he conducted on team dynamics. He believed (as is a common belief today) that these stages are inevitable in order for a team to grow to the point where they are functioning effectively together and delivering high quality results. In 1977, Tuckman, jointly with Mary Ann Jensen, added a fifth stage to the 4 stages: “Adjourning.” The adjourning stage is when the team is completing the current project. They will be joining other teams and moving on to other work in the near future. For a high performing team, the end of a project brings on feelings of sadness as the team members have effectively become as one and now are going their separate ways. The five stages: • Stage 1: Forming • Stage 2: Storming • Stage 3: Norming • Stage 4: Performing • Stage 5: Adjourning This article provides background on each stage and an example of a team going through all five stages. Stage 1: Forming The “forming” stage takes place when the team first meets each other. In this first meeting, team members are introduced to each. They share information about their backgrounds...
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...Senior Project Prof. Nabeel Baig The A-Team Members: Michael Watson Jose Gutierrez Jr. Cory Brown Dean Bennett March 30, 2015 NETW 490 – Senior Project Prof. Nabeel Baig The A-Team Members: Michael Watson Jose Gutierrez Jr. Cory Brown Dean Bennett | Table of Contents | | | Executive Summary 2 Project Overview 3 1.1 Project Overview 3 1.2 Project Description 3 1.3 Alternatives Considered 3 1.4 Recommended Solution 3 1.5 Risks 3 Project Description 4 2.1 Project Background and Opportunity 4 2.2 Business Needs 4 2.3 Project Objectives 4 2.4 Organizational Benefits 15 2.5 Project Scope 5 2.6 Out of Scope 5 Alternatives and Cost/Benefit Analysis 6 3.1 [Possible Solution 1] 7 3.2 [Possible Solution 2] 7 3.3 [Possible Solution 3] 7 3.4 Comparison 7 3.5 Recommended Alternative 7 Project Risk Assessment 8 REFERENCES 9 Executive Summary | | IIS Network & Communications Infrastructure Design Plan IIS prides itself as an industry leader with product lines such as the revolutionary “” Thinking Navigator, which is a first of its kind to integrate GIS and real-time satellite imagery data with proprietary software algorithms. IIS is currently comprised of two division; Consumer and Military Defense Divisions with Corporate headquarters in Dallas and branch offices in Fairfax, Shanghai and London. The Military Defense Division is based out of the Fairfax, VA location. The Dallas location comprises of three office buildings...
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..."The Project Office" Please respond to the following: •*From the scenario, compare and contrast two (2) important types of project organizations. Next, examine one (1) advantage and disadvantage of each type that you have chosen. Support your response with real-world examples of such advantages and disadvantages. •The project management office is an organization/department developed to support the project manager in carrying out his duties. Determine the type of project office that exists in your current or past organization and analyze how closely it resembles the model project management offices described in the Kerzner text. If a project office does not exist in your current or past organization, provide a rationale for or against establishing a project office and describe its type. BONUS TOPIC: Change is hard, it is easy to get into a routine. In the week 1 "Instructors Insight" area, I posted an excellent Youtube video on how to study so you don't fail. Watch the video and if you are an over-achiever, the other related videos :). Then specifically state what what you learned about your own study habits and how you are going to improve in this area. The post needs to be substantial (4 to 5 sentences), specific and well thought out AND be sure and put "BONUS TOPIC" in the subject line. Remember, this must be done in addition to your other 2 Quality post for the regular topic. From the scenario, compare and contrast two (2) important types of project organizations...
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...THINKING CHANGES THE FOCUS OF MANAGEMENT New way of Thinking and Acting for an Entire Organization Boeing "Everett Plant" Case Study Boeing Everett Plant, Largest Building in the World LEAN THINKING CHANGES THE FOCUS OF MANAGEMENT Way of Thinking and Acting for an Entire Organization "Definition, Purpose, Process, People" Introduction The core idea is to maximize customer value while minimizing waste. Simply, lean means creating more value for customers with fewer resources. A lean organization understands customer value and focuses its key processes to continuously increase it. The ultimate goal is to provide perfect value to the customer through a perfect value creation process that has zero waste. To accomplish this, lean thinking changes the focus of management from optimizing separate technologies, assets, and vertical departments to optimizing the flow of products and services through entire value streams that flow horizontally across technologies, assets, and departments to customers. Eliminating waste along entire value streams, instead of at isolated points, creates processes that need less human effort, less space, less capital, and less time to make products and services at far less costs and with much fewer defects, compared with traditional business systems. Companies are able to respond to changing customer desires with high variety, high quality, low cost, and with very fast throughput times. Also, information management becomes much simpler and...
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... Dar es Salam, Tanzania. E-mail address: victorkajwahula@gmail.com +255788189881/ +255769644280 PROFILE: Ability to lead and motivate project team to success EXPERIENCE: * Designing, developing and maintaining database (MYSQL & MS ACCESS) * Programming skills by using C++ * Web design and developing by using HTML, CSS * Networks Design and Implementation OPERATING SYSTEM PLATFORMS Microsoft windows OS ,Mac OS ,Linux (Ubuntu) TYPE OF PERSON: A driven IT Professional with Extensive Experience in Support, Administration and Network troubleshooting. STRENGH: Motivate a team work, Managing IT projects to be completed on time, within a budget and satisfy customer. With Agile project management and PRINCE2 (Projects IN Controlled Environments) Training knowledge EDUCATION: 1985-1991 Primary School 1994-1997 O-level 1998 -2000 High School PPROFESIONAL EXAMS 2007 Derby College UK- IT Certificate. 2007 Derby College UK- IT Diploma. 2013 BCS Certificate in IT. 2013 BCS Diploma in IT. 2013 BCS Graduate Diploma in IT. (BCS- BRITISH COMPUTER SOCIETY) - THE CHARTERED INSTITUTE FOR IT (UK AWARDING BOARD) AREA OF STUDY: Software Development, Computer and Network Technology and Information Systems, Professional Issues in IS Practice/IT laws, Computer Networks, IT Project Management, System...
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...…………………………………………………………. Week 8 ……………… 15 Abstract The Information Technology Move System (ITMS) is designed to coordinate the movement of IT infrastructure, to include equipment from one location to another while maintaining connectivity for both the business and customer, and to remove downtime. In doing this it will reduce costs to both the business and customer. IS 315 – Week 2 * System name – Information Technology Move System * The system is designed to take all aspects of moving an organizations information technology from one location to another. * The items it will track and monitor are: * Amount of systems * Build up of new location * Termination of old location * Maintaining connectivity at both locations during the move of individuals * Type of system – This system will have the capability to coordinate the move of IT equipment from one location to a new location while maintaining connectivity for clients and office personnel. * The system will track the following: * Build up of IT infrastructure at new location * Movement of equipment * Connectivity at new location * Test of connectivity * Decommissioning of old site as equipment is transferred * Equipment movement will be coordinated to ensure connectivity is...
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