...manager knowledge management: lesson learned sumber pembentukan knolwledge dalam suatu learning organization. project origin · how to develop project from initial vaue ideas into something more concrete · Criteria for project adoption: a peak in business activities with defined beginning and end points requiring a multi-disciplinary team o carry out · Recognizing, initializing and developing a project idea are very essential skills for PM · Project idea is grounded in needs of your business, organization's strength, become solution to your business challenge Creativity Factor · It takes creativity to turn initial idea into something coherent · Use appropriate tools to turn a bright idea into well defined outline of your project · visual planning: mind map diagram represent ideas and tasks, use it in brainstorming itial proj ideas, identify a starting idea or goal, identify individual task · non-visual plannin: in words ad sounds, structure your communi accordingly · allowing all ideas during planning: meeting, 3 type of people dreamer, critic, realist · use appropriate tools to stimulate creatvity Strategic Outline Case (SOC) · Document key points of your project · Documentations are needed to et approvals to proceed · Designed to give stakeholders and idea of what is in stor · Project brief, scope document or SOC · SOC also servs as : infomation: inform your colleagues of what is comingup; approval; give expenditure information of the project; reassurance ...
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...ETM 502 – Project Management in Engineering and Technology – Assignment 1 REVIEW QUESTIONS P18, RQ1 - Define a project. What are five characteristics that help differentiate projects from other functions carried out in the daily operations of the organization? As PMI have defined, a project is a temporary endeavor undertaken to create a unique product, service, or result. The characteristics of a project help differentiate it from other endeavors of the organization. The major characteristics of a project are as follows: 1. An established objective. 2. A defined life span with a beginning and an end. 3. Usually, the involvement of several departments and professionals. 4. Typically, doing something that has never been done before. 5. Specific time, cost, and performance requirements. P18, RQ3 - Why is the implementation of projects important to strategic planning and the project manager? Today, projects are the modus operandi for implementing strategy, meaning that strategy plans of a company is delivered through the products of project results. Since projects are the modus operandi, strategic alignment of projects is of major importance to conserving and effective use of organization resources. Selection criteria need to ensure each project is prioritized and contributes to strategic goals . Anything less is a waste of scarce organizational resources—people, capital, and equipment . Projects and project management play the key role in supporting strategic...
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...Module 6 Questions 1. Discuss what needs to be done as part of closing a project. Why are these activities important? The process of closing the project includes collecting and making final payments, recognizing and evaluating staff, conducting a post-project evaluation, documenting lessons learned, and organizing and archiving project documents. These activities are important to make sure that the customer is satisfied, to gather information about how to improve for future projects, to determine whether additional opportunities are available with the customer, and to obtain permission to use the customer as a reference (Gido & Clement, 2014). 2. Discuss the internal post project evaluation process and the two types of meetings involved. The internal post-project evaluation process includes meetings with individual team members and a group meeting with the project team to gather feedback for improved future performance. The individual meetings allow the project manager to gather information and share performance appraisals describing how each team member's skills advanced while working on the project. The post-project team meeting is a time for the project manager to lead a discussion about how the team performed on the project in terms of technical competence, budget, schedule, project planning and control, risk management, customer and team relationships, communication, problem identification and resolution, lessons learned, and recommendations (Gido &...
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...Week 5 Review Questions March 2, 2013 1. The project manager’s primary attention must be on activities that are on the project’s critical path because if there is any delay at all, it would cause the project to be delivered late. 2. For any activities on the critical path, there is zero amount of slack. For activities not on the critical path, the slack is calculated by subtracting the ES (earliest start) from the LS (latest start) or by subtracting the EF (earliest finish) from the LF (latest finish). 3. To determine the ES for a item with 2 predecessors, the project manager should look at each predecessor to see if either one of them or both of them are on the critical path. The ES is the later of the 2 predecessor’s LF. The LF for an activity with 2 successors is determined by looking at each successor’s LS and determining which one has an earlier LS. 4. All the activities on the project’s non-critical path will not have the same slack because each of them can have different predecessors and different successors and different timeframes. 5. A. 4 B. 2 & 3 C. 5 6. Dummy tasks are used in situations where 2 activities have the same starting and ending nodes to make sure to be able to distinguish between the activities and not have the 2 activities be considered the same activity. 7. Because task d is only 6 days and task c is over double than task d so we can safely assume that a merge problem won’t occur because in all likelihood, task d...
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...Chapter 1: Review Questions 1. What is a project? It is a temporary effort intended to create a unique product, service, or result. 2. What is project management? It is the application of knowledge, skills, tools, and techniques to project activities to meet project requirements. 3. How are projects different from ongoing operations? Projects are temporary and unique while operations are continuous. Operations are an ongoing process to ensure that an organization continues to work effectively. For instance, operation managers can often use checklists to guide much of their work, but project managers rarely have checklists that identify all of the activities they need to accomplish. 4. What types of constraints are common to most projects? Time and budget constraints are common to most projects for clients, and the amount of resources available and the decision maker’s risk tolerance are constraints from an internal point of view. 5. Which deliverable authorizes the project team to move from Selecting and Initiating to Planning? The approval of a charter 6. At what stage of a project life cycle are the majority of the “hands-on” tasks completed? At the execution stage 7. During which state of the project life cycle are loose ends tied up? During the Closing stage 8. What are the five process groups of project management? Initiating, planning, executing, monitoring and controlling, and closing 9. Which process group...
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...11/17/07 The Project Management Life Cycle By Jason Westland (A book review by R. Max Wideman) Introduction Editor's Note: We liked so much of this book that we asked for the author's permission to quote extensively from the whole of Jason Westland's Chapter 1. This is because it succinctly describes what follows in detail in the remainder of the book. However, in pursuing our regular book review structure, we placed his text under corresponding headings. Since the quotations are so extensive, we have not followed our normal practice of indenting quoted paragraphs. However, the references are identified in the footnotes. As Jason says: "Welcome to The Project Management Life Cycle. This book describes the Methodl23® Project Management Methodology (MPMM)1 and provides a practical approach to managing projects. Every phase, activity and task in the project life cycle is described here in detail to help you manage staff, customers and suppliers efficiently. By reading this book, you will gain the knowledge and confidence required to properly initiate a project, create detailed project plans, build high quality deliverables, monitor and control delivery and close projects effectively. "Not only will you learn how to successfully complete projects from end to end, but you will also be armed with a suite of tools and templates to allow you to create project deliverables quickly and easily. More than 150 charts, tables and diagrams are included in this book to help explain the steps...
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...Project Management Jo Anne Bishop Ashford University Project Planning and Management BUS611 Dr. Caroline Howard October 14, 2012 Project Management Effective project management is crucial to the success of any project regardless of the size or complexity. Project management experts Karen Tate and Paula Martin said, “Trying to manage a project without project management is like trying to play football without a game plan” (Martin & Tate, 2001, pg 9). Project managers have a difficult job. Their jobs are often times made more difficult by the dynamic environment in which they must work. Project managers must take a project through the entire project management life-cycle, from an idea to a fully developed deliverable. While the job is difficult, there are many tools and processes that have been developed to assist in project management. While they are responsible for the leadership of the project, they have many, such as the project sponsor and project team members, who are there to assist them in ensuring the job gets done. In addition to the personnel who will help him, there are many different project management tools as well. Project scope, work breakdown structures, contingency plans and project management software are all tools that, if used properly, can ensure that a project can be completed within time and budget. Project management is not an easy job but if a project manager understands his project and his roles and responsibilities along with the...
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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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...MGMT- 404 PROJECT MANAGEMENT STATEMENT OF PARTICIPation This document will contain the information needed for your team operations, guidelines and commitment. It should be kept in doc sharing and each update should have a version control identifier (e.g., Team A SOP v1, v2, v3, etc.). IMPORTANT NOTE: The statement of participation must be posted in the team’s doc sharing area and the final submission must be available for the team to review and approve each week. Approval can be achieved by downloading the document. If you have disagreements, it is critical to contact your project leader and get a correction posted immediately. The professor should be notified of any disagreements. If the statement of participation is not submitted, the entire team will receive the same grade (including any point loss from other team members). I. Team Information PROJECT NAME: | MEMBER NAME | # | PHONE # | | EMAIL | | MEETING AVAILABILITY | Jade Xiong | 1 | | | | | Monday at 5 / email/ phone | Raquel Godoy | 2 | | | | | Monday at 5/ email/ phone | Genaro Zavala | 3 | | | | | Monday at 5/ email /phone | | 4 | | | | | | | 5 | | | | | | | 6 | | | | | | II. Weekly meeting schedule The most successful teams schedule at least (2) meetings a week throughout the course. Scheduling standing meetings allows everyone to schedule this time in advance and coordinate other activities around the scheduled meeting times. Meetings can change...
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...Case Study | Quantum Telecom Questions 1. How do we eliminate politics from gate review meetings? Gate review meetings are a form of project close. Gate review meeting could result in the closure of a life-cycle or the closure of the entire project. At each gate, the continuation of the process is decided by the project manager or a steering committee. The decision is based on the information available at the time, including the business case, risk analysis, and availability of necessary resources (e.g., money, people with correct competencies). Politics exist in any life cycle phase of a project. Two or more people or a group of people is needed for a politics to occur. Politics in project management have positive impact and negative impact in a project management. Project manager using his political influence with project sponsor to get qualified resources needed or a high priority for the project could certainly lead to a positive outcome. Unfavorable outcomes occur when people play politics for more power, authority, control, or advancement opportunities. In gate review meeting, politics can influence in GO/NO-GO decision of project advancement. To eliminate or minimize politics in gate review meeting, committee sponsorship can be adopted to minimize the politics in gate review meeting. Committees are comprised of middle managers from marketing, R&D, and operations. The idea is that committee will be able to make decisions in the best interest of the company more...
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...CAREER EXPLORATION PROGRAM (PROJECT FIGARO) PROJECT PLAN APRIL 2015 Document versions and key changes: Version | Issue Date | Key Changes | Author | 2.0 | April 25, 2015 | Updated WBSUpdated PERT/CPMUpdated Organizational Chard | Monitoring & Control Committee | Approved by: Version | Name | Function | Signature/Email | 2.0 | Sorono, Terence | Project Sponsor | | TABLE OF CONTENTS Executive Summary of Project 1. Project Title 2. Introduction 3. Background 4. Goals and Objectives 5. Scope 6. Time Frame 7. Cost Management Plan 8. Benefit Analysis 9. Risk Assessment 10. Milestones 11. Assumptions 12. Constraints 13. Critical Barriers 14. Deliverables and Key Users 15. Approach 16. Schedule 17. Communication Plan 18. Quality Management Plan 19. Appendices Executive Summary of Project Project Name: | Career Exploration Program (Project Figaro) | Date: | 29 April 2015 | Submitted To: | Prof. Terence Soroṅo | Objectives:The main objective of this project is to guide the students in choosing their courses in college through established means of exploring their passions, talents, and interests and eventually, pursuing a career they are most interested in. Project Deliverables & Key Users:In summary, this project aims to: 1) Design a seminar program that will help students identify their passion, explore them, and find ways to turn them into career opportunity...
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...describes how we will perform the job of managing risks for an organic fruit parfait. It defines roles and responsibilities for participants in the risk processes, the risk management activities that will be carried out, the schedule and budget for risk management activities, and any tools and techniques that will be used. Roles and Responsibilities Project Manager The Project Manager will assign a Risk Officer to the project. The Project Manager and other members of the Project Management team will meet Monthly to review the status of all risk mitigation efforts, review the exposure assessments for any new risk items, and redefine the project's Risk List. Risk Officer The Risk Officer has the following responsibilities and authority: The Risk officer will be responsible for documenting any risk that are brought forth in the Project Team Meetings and assigning them priority. Assigning team members to develop mitigation strategies and presenting the best options to the Project Manager. Risk Documentation Risk List The risk factors identified and managed for this project will be accumulated in a risk list, which will be maintain and managed by the Risk Officer. Risk Data Items The following information will be stored for each project risk: What is the risk? How will it affect the project? Is it correctable? Who has been assigned to it? When was the Risk discovered? When (if applicable) was the Risk closed? Closing Risks A risk item can be considered...
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...[pic] Project Management Plan Project: Southern Ontario Construction Conference Client: The Southern Ontario Builder’s Association Prepared by: Event Executives: Amanda Jones, Leigh West and Krystal Connors April 4, 2012 Release 2.2 Abstract This document contains the full Project Plan surrounding the event “Southern Ontario Construction Conference”. The purpose of the Project Management Plan is to define the high level processes and methods that will be used for project execution. Table of Contents 2.0 Statement of Purpose V 3.0 Executive Summary V 3.1 Overview of the Organization V 3.2 Current Situation and Problem/Opportunity Statement V 3.3 Project Objectives VI 4.0 Project Organization 1 4.1 Project Team 1 4.2 Key Stakeholders 1 5.0 Project Requirements 1 5.1 In Scope 1 5.2 Out of Scope 1 5.3 Critical Success Factors 2 6.0 Work to be performed – Work Breakdown Structure (WBS) 2 6.1 WBS Structure Purpose and Limitations 2 6.2 WBS Dictionary 2 6.3 WBS Outline View 5 6.4 WBS Organizational Chart 7 7.0 Network Diagram 8 8.0 Scope Management Plan 8 8.1 Introduction 8 8.2 Scope Management Approach 8 8.3 Scope Definition 9 8.4 Project Scope Statement 9 8.6 Scope Control 10 9.0 Project Schedule 10 9.1 Project Schedule Constraints 10 9.2 High Level Project Milestones 10 9.3 Detailed Project Plan 11 10.0 Schedule Management Plan 13 10.1 Introduction...
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...Strategic Project Management Made Simple Name Institution Strategic project Management Made Simple According to (Williams, 2009), a strategy is a plan of how to achieve formulated goals. It enables an organization to achieve its vision and its objectives. Strategic planning process determines the path that an organization will follow to meet its goals (Kerzner, 2001). In this paper, my aim is to summarize a review on strategic project management. The report talks about the logical steps of strategic project management process. I agree with the review that strategic management is a critical determinant of the success of an organization. The logical framework primarily involves strategic planning, systems thinking, management by objectives and total quality management. Others incorporated in the structure are scientific method, project management, and team building. In all these steps of logical structure, systems thinking are the foundation of the framework. The review also talks about strategic questions; these questions are also explained in various diagrams. The questions are based on goals, success measures, assumptions, verification, purpose, outcome, and inputs. These questions when combined, they form the logical framework matrix. I agree with this model as it is important in showing the progress made towards achievement of objectives. The review also touches on strategic alignment; this alignment is enabled by the formulation of attainable goals which focuses...
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...power grid. Fluor Enterprises Inc won the $533 million dollars bid to build the coal-fired power plant in July 2004 and began construction in January 2006. Unfortunately, the project was suffering with problems from the beginning; Fluor defeated all the obstacles which included Hurricane Katrina, frequent seismic activity, rising material and labor costs, and the lack of skilled labor. The main reason for the lack of labor was because it is hard to retain labors due to the location and duration of the project. Flour used to overcome two of their major problems while working on the power plant project. In order to overcome the lack of skilled labor in the area a project management training that has been for the project managers and the support staff of the project manager only was created for the new hire workers. However in modern project management practice more emphasizes has been placed on training for all functional contributors on a project. The training for the whole functional team allows everyone to improve and understand project management best practices and principles while learning control and planning skills. (Murch, 2011) Fluor used the best practices of extensive training and team building activities to build a reliable and cohesive team environment. Sourcing laborers for the desert project was extremely hard so after an aggressive recruiting program from around USA and Puerto Rico. After triumphing over the impossible job of sourcing workings; they then had...
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