...Integrative Project Management Process Write a 200- to 300-word short-answer response to the following:What is meant by an integrative project management process and why is this so important? What are the pitfalls if such an approach is not taken?Project integration management is concerned with ensuring the proper coordination of project processes so project objectives are achieved. Successful project managers use project integration management to integrate project processes, maximize performance, and meet project goals throughout the life cycle of a project. The reason it is important is because: * identify the primary reason why it's important for project managers to understand project integration management. * match each process in the Project Integration Management knowledge area with its description. * match the Project Process Groups to the processes in the Project Integration Management knowledge area that occur within them. Project integration management helps with these decisions by ensuring the proper coordination of project processes during project plan development and execution. Successful project managers use project integration management throughout the project life cycle to integrate project processes, maximize performance, and meet project goals. Successful project managers use project integration management throughout the project life cycle to integrate project processes, maximize performance, and meet project goals. | Project CharacteristicsWrite...
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...1st draft Do Thi Ha Phuong 18249037 RISK MANAGEMENT 641 - ASSIGNMENT NO 1 TOPIC: PROJECT RISK MANAGEMENT PROCESS PART A – APPLICATION About the company and its functions. Joint Stock Company BT20 is established in 28/03/2012. The company operates in road construction areas. The company is implementing a restoration, renovation National Highway 20 project in Vietnam, Required main tasks of company are: clearance and compensation, the basic construction work, mine clearance, leveling, construction of roads, drainage and wastewater treatment systems, trees, power supply system. As well as any other investment, construction investment is likely to encounter risks to be inefficient investment as originally planned. Type of risks | Sub risk | Sub-Sub risk | Financial | Cost increases | Unreasonable Estimated costs.Weak Project Management | Natural | Unfavorable weather | - Raining- Storm | | Disaster | - Blood- Earthquake- Flooding | Safety | Accident in construction site | - Delay the construction- Reducing on reputant of company. | Time | Project duration is extended | - Cost for material increase- Lack of employee’s skills- Wrong estimate on cost- Lack of skill on project management. | 1. RISK IDENTIFICATION The effectiveness of the project is determined by three factors that are quality, cost and time (Saladis and Kerzner 2011). For the before and during the construction of NH20, the cost is considered to be one of the serious issues because...
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...Organisation Consideration: Zhengzhong has summarised the main organisational consideration that I would agree with and add to them the following: - Project importance to the organisation - Amount of core work needed - Resources availability The higher the level of these factors the more authority is needed for the project managers and the more dedicated the team should be. So to identify the level of each one of these factors will dictate the structure the organisation must adopt. Project consideration: As Sijian mentioned there are several project-related factors that we need to investigate and analyse in order to select optimum structure to deliver such project. These are: Size of the project Strategic importance Novelty and need for innovation Need for integration Environmental complexity Budget and time constraint Stability of resource requirements. Again, the higher the level of importance for each factor the more autonomy and authority is needed; hence, Strong matrix or even dedicated team might be essential. Just to give one example, if the project has limited time for delivery a dedicated project might be the best option to finish it on time. If the project requires multi-disciplinary integration then again a strong matrix or dedicated structure might be needed. Organisation Culture: I think to understand the organisation culture is as important as the previous two factors if not the most important...
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...The Unified Process, a Project Management Approach The Unified Process, a Project Management Approach The Agile Unified Process is an easily understandable form of the Rational Unified Process (RUP).It defines a simple way of improving business applications (Methodsandtools.com, 2014). Organization’s changes to software development can be accepted at late stages of progression. The aim of any firm is to grow in future a trend observable in most businesses. It is right for the management to take into consideration the key indicators of a progressive service delivery. These will help in improving their structures through employing the best operational procedures. Improvements can be done on human skills, techniques used, and automations. The agile software delivery aims at developing mechanisms that will ensure a proper economy of the resources. It is achieved by targeting a lower value of risk and getting optimal utilization of the assets. This attributes to a higher chance of a successful business due to reduced negative impacts on the procedures. The management of modules such as projects and programs, should be performed in accordance with the business goal and the available resources. Each module should be designed to efficiently utilize the program budgets, timelines, resources, and uncertainties. The firm has then the capability to figure out how each portfolio will achieve the set goals. Then allocations of finances and human labor to different modules can be governed...
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...DEVELOPMENT PROCESS AND PROJECT INTEGRATION MANAGEMENT Human Resources Management System Project Master of Science in Information Technology TS5990 – Integrative Project Capella University Prepared by Monica Macedon Presented to Instructor - Professor Sharon Gagnon November 26, 2005 Contents Page Abstract 3 Purpose 4 PROJECT MANAGEMENT 6 Project Scope 6 Project Plan 7 PROJECT COMMUNICATION MANAGEMENT 8 Human Resource Communication 8 PROJECT CONTROLLING 8 Integrated Change Control 8 PROJECT COST MANAGEMENT 9 Costs and Benefits 9 PROJECT QUALITY MANAGEMENT 10 Quality Control 10 PROJECT RISK MANAGEMENT 10 Project Risk Plan 10 PROJECT EXECUTION 10 Executing Processes 10 SYSTEM IMPLEMENTATION 48 Integration Plan 48 Conversion Plan 48 APPENDICES Appendix A: Eastern Carolina Vocational Center Business Statement 14 Appendix B: Project Charter 16 Appendix C: Scope Statement 19 Appendix D: HRMS Work Breakdown Structure 21 Appendix E: Stakeholder Communication Analysis 23 Appendix F: Status...
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...Belt Exam / ASQ Six Sigma enterprise wide deployment Business process management Project management Six Sigma - Define Six Sigma – Measure Six Sigma – Analyze Six Sigma – Improve Six Sigma - Control Lean enterprise Design for Six Sigma Total 6% 6% 10% 6% 20% 15.3% 14.7% 10% 6% 6% 100% 9 9 15 9 30 23 22 15 9 9 150 (a 4 hour test) 2 Six Sigma Enterprise-wide deployment What is Six Sigma? Six sigma is a highly disciplined process that focuses on developing and delivering near perfect products and services consistently Six sigma is also a management strategy to use statistical tools and project work to achieve breakthrough Profitability and quantum gains in quality 3 What is Six Sigma? 4 Fundamental Beliefs • Everything is a process 5 Quality is ….. Do the right thing, Design the right product, the right process and do things right Consistent product, consistent process First time ….. Every time 6 What is Sigma? s Sigma - the lower case Greek letter that denotes a statistical unit of measurement used to define the standard deviation of a population. It measures the variability or spread of the data. 7 Lower Specification Limit (LSL) Upper Specification Limit (USL) x 8 Specification, variation and process capability Lower Specification Limit LSL Large variation, incapable Upper Specification Limit USL Low variation, capable process process Outside spec. limits All points in spec. 9 From...
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... PROCESS IMPROVEMENT Process improvement refers to making a process more effective, efficient, or transparent. It is a continuous process. Process improvement helps an organization to view process value through the eyes of the customer. It helps to define, manage, and measure a process in order to regularly evaluate it using data-driven information. It reduces unnecessary business costs. The primary goal is to identify and understand issues in order to recognize solutions and implement improvements to stay aligned with customer needs and expectations. The Process Improvement Methodology serves as a common framework for understanding the ongoing nature of a process. It provides a set of phased activities for analysis of an existing process for the specific purpose of identifying improvement opportunities. Finally, it provides direction as to appropriate process management and periodic process review and evaluations geared toward ongoing improvement. The recommended tools you use will vary depending on scope of effort or size of process. Process improvement is an ongoing effort. Why is Process improvement important? All companies need to improve all their processes all the time. The ideal outcome is that jobs can be done cheaper, quicker, easier and most importantly safe. Experience also confirms that process improvement brings a significantly positive return on investment ROI and improvement in key business indicators. Process improvement is important...
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...Portada Management information systems managing the digital firm Part One. Organizations, Management, and the Networked Enterprise ....1 Chapter 1. Managing the Digital Firm ....2 Opening Case: DaimlerChrysler's Agile Supply Chain ....3 1.1 Why Information Systems? ....4 Why Information Systems Matter 4 • How Much Does IT Matter? 6 • Why IT Now? Digital Convergence and the Changing Business Environment ....7 1.2 Perspectives on Information Systems ....13 What Is an Information System? ....13 Windows on Organizations: Cemex: A Digital Firm in the Making ....14 Window on Technology: UPS Competes Globally with Information Technology ....17 It Isn't Just Technology: A Business Perspective on Information Systems 18 • Dimensions of Information Systems ....20 1.3 Contemporary Approaches to Information Systems ....25 Technical Approach 26 • Behavioral Approach 26 • Approach of This Text: Sociotechnical Systems ....27 1.4 Learning to Use Information Systems: New Opportunities with Technology ....27 The Challenge of Information Systems: Key Management Issues 28 • Integrating Text with Technology: New Opportunities for Learning ....30 Make IT Your Business ....31 Summary, 31 • Key Terms, 32 • Review Questions, 32 • Discussion Questions, 33 • Application Software Exercise: Database Exercise: Adding Value to Information for Management Decision Making, 33 • Dirt Bikes USA: Preparing a Management Overview of the Company, 33 • Electronic Commerce Project: Analyzing...
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...University ABSTRACT In recent years, companies have begun using Six Sigma Methodology to reduce errors, excessive cycle times, inefficient processes, and cost overruns related to financial reporting systems. This paper presents a case study to illustrate the application of Six Sigma Methodology within a finance department. Specifically, the case relates to the Continuing Account Reconciliation Enhancement project undertaken by the finance department of a major U.S. defense contractor. The goal of the project was to streamline and standardize the establishment and maintenance of costing and planning for all business activities within the current financial management process. The Six Sigma implementation resulted in a significant reduction in the average cycle time and cost, per unit of activity, needed to produce the required financial reports. Key Words: Six Sigma, Process Management, Quality Management, Finance Application of Six-Sigma, Page 1 Journal of Case Research in Business and Economics INTRODUCTION In 1987, Motorola developed and organized the Six Sigma process improvement Methodology to achieve “world-class” performance, quality, and total customer satisfaction. Since that time, at least 25% of the Fortune 200, including Motorola, General Electric, Ford, Boeing, Allied Signal, Toyota, Honeywell, Kodak, Raytheon, and Bank of America, to name a few, have implemented a Six Sigma program (Antony et al. 2008, Hammer, 2002). These companies claim that Six Sigma has significantly...
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...standardization 9000, Zero Effect, Six Sigma, Lean, Total Quality Management, Work-Out, Balanced Scorecard, Baldridge, Business Process Re-engineering, and Plan-Do-Check-Act. Team Orange initially discussed using Total Quality Management, also called TQM, as a methodology for success as it involves customers and stakeholders as well as requesting input from all employees as a means to constantly improve quality. However, given the fast pace of this project, TQM ultimately was rejected because it lacks structure and a means to measure outcomes (Antony, 2009). Six Sigma was discussed nest, and eventually selected this methodology for its project, based on the consensus that Six Sigma will support assurance to stakeholders concerning the quality of implementing a Cloud based infrastructure including the associated software as a service and content delivery network into the NewwDeal information technology portfolio. Six Sigma tools and practices will also support the timely delivery of the project, create value for its stakeholders, and promote continuous improvement (Antony, 2009). The rationale for the decision is further described in the paragraphs below. According to Fehlmann (2004): Applying Six Sigma to software development makes software projects transparent to both management and customers. Transparency requires an important cultural change. As a result, after transparency is achieved, completing accurate project estimations while meeting both deadlines and customer...
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...Operations Management? 8 2.2 The Role of Services in Operations Management 8 2.3 What is Strategy? 9 2.4 What is Operations Strategy? 10 3 Operations Strategy Formulation 11 3.1 Hill framework for Operations Strategy Formulation 11 4 Lean Operations 13 4.1. Eliminate Waste 13 4.2 Involvement of Everyone 14 4.3 Continuous Improvement (CI) 14 4.4 Implementing Lean 14 5 Business Process Reengineering (BPR) 17 5.1 Implementing Business Process Redesign 17 Please click the advert The next step for top-performing graduates Masters in Management Designed for high-achieving graduates across all disciplines, London Business School’s Masters in Management provides specific and tangible foundations for a successful career in business. This 12-month, full-time programme is a business qualification with impact. In 2010, our MiM employment rate was 95% within 3 months of graduation*; the majority of graduates choosing to work in consulting or financial services. As well as a renowned qualification from a world-class business school, you also gain access to the School’s network of more than 34,000 global alumni – a community that offers support and opportunities throughout your career. For more information visit www.london.edu/mm, email mim@london.edu or give us a call on + 44 (0)20 7000 7573. * Figures taken from London Business School’s Masters in Management 2010...
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...------------------------------------------------- Business process reengineering From Wikipedia, the free encyclopedia Business Process Reengineering Cycle Business process re-engineering is a business management strategy, originally pioneered in the early 1990s, focusing on the analysis and design of workflows andbusiness processes within an organization. BPR aimed to help organizations fundamentally rethink how they do their work in order to dramatically improve customer service, cut operational costs, and become world-class competitors.[1] In the mid-1990s, as many as 60% of the Fortune 500 companies claimed to either have initiated reengineering efforts, or to have plans to do so.[2] BPR seeks to help companies radically restructure their organizations by focusing on the ground-up design of their business processes. According to Davenport (1990) a business process is a set of logically related tasks performed to achieve a defined business outcome. Re-engineering emphasized a holistic focus on business objectives and how processes related to them, encouraging full-scale recreation of processes rather than iterative optimization of subprocesses.[1] Business process re-engineering is also known as business process redesign, business transformation, or business process change management. Contents [hide] * 1 Overview * 2 History * 2.1 Reengineering Work: Don't Automate, Obliterate, 1990 * 2.2 Development after 1995 * 3 Business process reengineering topics * 3...
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...Assignment 1- project part 1 Yang Zhang Initial system request- Quality Management System (QMS) Project sponsor: Yang Zhang Background: A quality management system (QMS) is a set of policies, processes and procedures required for planning and execution, which are like production, development and service in the core business area of an organization. Areas can impact the organization's ability to meet customer requirements. ISO 9001:2008 is an example of a Quality Management System. The concept of quality as we think of it now first emerged from the Industrial Revolution. And the quality profession grew from simple control, to engineering, to systems engineering. Quality control activities were predominant in the 1940s, 1950s, and 1960s. The 1970s were an era of quality engineering and the 1990s saw quality systems as an emerging field. Like medicine, accounting, and engineering, quality has achieved status as a recognized profession. Reference American Society for Quality (ASQ) Certified Quality Engineer (CQE). As Lee and Dale (1998) state, there are many organisations that are striving to assess the methods and ways in which their overall productivity, the quality of their products and services and the required operations to achieve them are done. Business need: An ISO 9001:2008 QMS integrates the various internal processes within the organization and intends to provide a process approach for project execution. A Process Based QMS enables the organizations to identify...
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...Question 1 : What is the difference between operations management and process management? Operation Management How the company manages its operation, shall be the key answer to it. In fact, Operation Management is one of the topmost important factor for a company’s success. Having said that, OM helps the organization to recognize “what are” the process, people, decisions, responsibilities and “how” the available resources can be utilized and maximized to deliver the goods or satisfactory services to the clients. Process Management A type of management that deals directly with the organization’s ways of aligning the series of activities involved in any of its operational process, with the aim to clearly define how the entire process is performing. One of the example of process management is “Business Process Management (BPM) . The main purpose of process management is to minimize errors due to human and reduces miscommunication and increase productivity. In your opinion why might it be necessary to have the two terms? Having this as a simple illustration, a client company (DEF) requires its supplier company (ABC) to send its ordered goods from KL to Penang in half a day time. As an Operation Manager of ABC company, Mr. Kuak plans what are needed for the delivery of the goods. He needs to get a driver in a pink of health and choose one of its best truck that’s capable to drive long distance. Where as, Mr. Lan the process manager, decides how the driving journey be conducted...
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...QDC1 STUDY QUESTIONS Quality Management: Ch. 9, 10, Operations Management; Ch. 2, 3, 5, 7, Quality and Performance Excellence Click for Skillsoft Module: The Who, What and Why of ISO 9000:2000 Click for Skillsoft Module: Six Sigma: Reducing Variation to Improve Quality 1. List the types of graphical charts used in operations management. 2. Which two charts are important in statistical process control (SPC)? 3. Describe the uses of functional flowcharts. 4. Describe the uses of histograms. 5. Describe the uses of run charts. 6. Describe the uses of control charts. How can this be used to determine if a process is acceptable or unacceptable? 7. Discuss some obstacles management faces when implementing quality and incorporating improvements into daily operations. 8. Discuss two methodologies of process improvement. Deming Cycle and Six Sigma. 9. What are some of the costs associated with quality? 10. What is the point at which costs associated with improvement are no longer warranted? 11. What is the costs of customer dissatisfaction? 12. List some of the losses resulting from process variation. 13. Describe the role of the International Organization for Standards (ISO). 14. Describe the practices employed by the International Organization for Standards (ISO). 15. List the steps to receive quality certification through the International Organization for Standards (ISO). 16. List the key elements of total quality management (TQM). 17. What are some of the...
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