...authorizes a project or phase. Documenting initial requirements that satisfy stakeholder's needs and expectations. Finalizing all activities across all Process Groups to formally complete the project or phase Project Management Plan Accepted Deliverables Organizational Process Assets Expert Judgment Tool & Techniques Outputs Inputs Inputs Project Statement of Work Business Case Contract (when applicable) Enterprise Environmental Factors Organizational Process Assets Tool & Techniques Outputs Expert Judgment 4.6 Close Project or Phase Closing Process Group 4.1 Develop Project Charter Initiating Process Group Final Product, Service, or Result Transition Organizational Process Assets Updates Project Charter Reviewing all change requests, approving, and managing changes to deliverables, org process assets, documents, and the PM Plan Project Management Plan Work Performance Information Change Requests Enterprise Environmental Factors Organizational Process Assets Expert Judgment Change Control Meetings Tool & Techniques Inputs Documenting actions necessary to define, prepare, integrate, and coordinate all other plans Project Charter Inputs Outputs from Planning Processes Enterprise Environmental Factors Organizational Process Assets Tool & Techniques Outputs Expert Judgment 4.5 Perform Integrated Change Control Monitoring & Controlling Process Group 4.2 Develop Project Management Plan Change Request Status Updates Project Management Plan Updates Project Document...
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...preparepm.com Tutorial - Project Scope Management This chapter covers key concepts related to Project Scope Management. 1. The knowledge area of Project Scope Management consists of the following processes - Scope Management Processes Process Project Group Key Deliverables Collect Requirements planning Requirements document Define Scope planning project scope statement Create WBS planning WBS, WBS dictionary Verify Scope Monitoring and Controlling Acceptance deliverables Control Scope Monitoring and Controlling Change Requests 2. The knowledge area of Scope Management includes the processes required to ensure that the project includes all the work, and only all the work required to complete the project successfully. It is primarily concerned with controlling what is and what is not in the scope. 3. Project Portfolio Management is the process of project selection. It involves making a decision about which project an organization should execute. 4. There are two types of project selection methods. These are o Benefits Measurement o Constrained Optimization 5. Benefits Measurement project selection methods involve comparing the values of one project against another. There are the following type of Benefit Measurement project selection techniques - o Murder Boards - This involves a committee asking tough questions from each project o Scoring Models - Different projects are given scores based...
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...Project Cost Control Tools & Techniques Jason Owens, jason@jasonowens.com Scott Burke Matthew Krynovich DJ Mance Last Updated: 1/15/07 Project Cost Control Tools & Techniques Introduction Contributors: Owens, Jason, jason@jasonowens.com Burke, Scott Krynovich, Matthew Mance, DJ The formatting and minor edits of this document have been updated since its original creation. Contact information for some of the contributing authors has been removed for reasons of privacy and in no way indicates a lesser degree of contribution. All project team members have contributed equally to this paper. Copyright © 2007 All rights reserved. No part of this document may be reproduced or transmitted in any form or by any means, electronic or mechanical, for any purpose, without written permission. Jason Owens, jason@jasonowens.com Page 2 of 26 Project Cost Control Tools & Techniques Introduction Executive Summary This paper reviews certain tools and techniques that can be used in order to help those responsible for managing a project to potentially better control and manage project costs. The aspects of life-cycle costing are presented and opportunities for optimizing cost management are presented. Finally, a table summarizing the recommendations are presented in the conclusion. Jason Owens, jason@jasonowens.com Page 3 of 26 Project Cost Control Tools & Techniques Introduction Table of Contents Executive Summary ............................
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...covers key concepts related to Project Scope Management. 1. The knowledge area of Project Scope Management consists of the following processes - Scope Management Processes Process | Project Group | Key Deliverables | Plan Scope Management | Planning | | Collect Requirements | Planning | Requirements document | Define Scope | planning | project scope statement | Create WBS | planning | WBS, WBS dictionary | Validate Scope | Monitoring and Controlling | Acceptance deliverables | Control Scope | Monitoring and Controlling | Change Requests | 2. The knowledge area of Scope Management includes the processes required to ensure that the project includes all the work, and only all the work required to complete the project successfully. It is primarily concerned with controlling what is and what is not in the scope. 3. Project Portfolio Management is the process of project selection. It involves making a decision about which project an organization should execute. 4. There are two types of project selection methods. These are * Benefits Measurement * Constrained Optimization 5. Benefits Measurement project selection methods involve comparing the values of one project against another. There are the following type of Benefit Measurement project selection techniques - * Murder Boards - This involves a committee asking tough questions from each project * Scoring Models - Different projects are given scores based on certain...
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...Alan Murphy and Ann Ledwith Project management tools and techniques in high-technology SMEs Management Research News Vol. 30 No. 2, 2007 pp. 153-166 RESEARCH REVIEW: Author(s): Alan Murphy, Ann Ledwith (Enterprise Research Centre, University of Limerick, Limerick, Ireland) Title of article: Project management tools and techniques in high-technology SMEs Title of journal: Management Research News Volume No.: 30 Issue No.: 2 Pages of chapter: 153 – 166 Year of publication: 2007 Web link: http://dx.doi.org/10.1108/01409170710722973 Introduction: As there are many research papers that have addressed the issues surrounding the management of projects within large firms. However, this research paper by Alan Murphy and Ann Ledwith is a research study undertaken to study management of projects in SMEs. Project management is a well-established discipline that defines in detail the tools and techniques that are required to define, plan and implement any project. The research paper explains the project management implementation in various industry sectors and the success criteria and factors most frequently adopted. And also paper examines the results of a survey distributed to 200 owner/managers of high-technology SMEs. According to the authors, SME must have fewer than 250 employees, a turnover of less than €250 million and/or an annual balance sheet less than €43 million. SMEs have a greater potential flexibility and closeness to the customer and an edge towards...
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...Quality Management includes the process in which determines the quality policies, objectives, and responsibilities performed so that the project will satisfy the needs for which it was undertaken. Implementation of the policies and procedures within the project’s context will ensure that the project and product requirements are met and validated (PMI, pg 227). It is also the ability to plan and control quality and performs quality assurance. If you include these processes in your Project Quality Management process, your will improve the quality of your current and future projects. The first process of Project Quality Management understands the scope and deliverables of the project. In order to give high quality to your customer or stakeholders, you must know their expectation of the service or product. The basic approach of quality management is compatible with ISO International Organization for Standardization quality standards. Every project should deliver quality to which a set of inherent characteristics fulfill requirements with a grade as a design intent assigned to deliverables having the same functional use but different technical characteristics. The project team will need to apply appropriate levels of accuracy and precision for use in the quality management plan. Applying ISO compatibility to quality management, you will need to take the approaches below: • Customer satisfaction –Customers expectations are met (PMI, pg 229). • Prevention over inspection...
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...Home Building Project Michael T Bell PMAN 637 Originality Score 6% A Review of Risks Associated With Estimating a Home Building Project Introduction In building and construction, there are risks associated with estimating a home building project. These risks in construction are all the same across the board regardless the construction. Therefore, a home building projects is confronted with the same risks as any other project in the construction industry. The risks involved are such as; project management risks. The project management risks are mainly because of improper schedule. The improper schedule may be caused by poor allocation of time in various projects that may be involved in a home building project. Poor resource planning is another management risk. This is because due to poor allocation of resources often lead to misuse and many unaccounted losses. In addition, improper and poor management of disciplines or methodologies result into management risks in a home building project. Disciplines and methodologies are tricky and need a lot of experience to manage. Therefore, a minor mistake in management of discipline and methodology is a risk that can cause a huge negative impact in a home building project. Such risks are better identified with scheduled risks. Organizational risk is a major risk that most building and construction projects have to face, Most organizational risks in home building projects results from...
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...and PMBOK® Guide are trademarks of the Project Management Institute, Inc. PMI® has not endorsed and did not participate in the development of this product. Integration Management Process Name Develop Project Charter Inputs Outputs Tools and Techniques Project Statement of Work Business Case Project Charter Experts Judgment Project Management Plan Experts Judgment Project Management Plan Approved Change Requests Deliverables Work Performance Information Experts Judgment Project Management Information System Enterprise Environmental Factors Change Requests Organizational Process Assets Project Management Plan Updates Contracts Enterprise Environmental Factors Organizational Process Assets Develop Project Management Plan Project Charter Outputs From Planning Processes Enterprise Environmental Factors Organizational Process Assets Direct and Manage Project Execution Project Document Updates Project Management Plan Performance Reports Change Requests Project Management Plan Updates Enterprise Environmental Factors Monitor and Control Project Work Experts Judgment Project Document Updates Organizational Process Assets Project Management Plan Work Performance Information Change Requests Status Updates Project Management Plan Updates Change Requests Perform Integrated Change Control Experts Judgment Change Control Meetings Project Document Updates Enterprise Environmental...
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...Dicci ionario Inglé – Español de Térmiinos Técnic de Direc és cos cción de Pro oyectos Diccion nario Ing glés – Es spañol de Términ Técn e nos nicos de Direcció de Pr ón royectos Ba asado en e PMBOK 4° Edición el K® Elab borado po or: Fech ha: Vers sión: Mario A. Santos, MSc, PMP. , Diciem mbre - 2010 0 1.0 o A. Santos | | TenStep Ecuador Mario Página 1 Diccionario Inglés – Español de Términos Técnicos de Dirección de Proyectos Índice 1. 2. Términos generales _________________________________________ 4 Estructuras organizacionales _________________________________ 5 3. Grupos de procesos de la Dirección de Proyectos, áreas de conocimiento y procesos ________________________________________ 6 4. Gestión de la Integración del Proyecto _________________________ 10 4.1. 4.2. 4.3. 4.4. 4.5. 4.6. Desarrollar el Acta de Constitución del Proyecto __________________ 11 Desarrollar el Plan para la Dirección del Proyecto _________________ 12 Dirigir y Gestionar la Ejecución del Proyecto _____________________ 13 Monitorear y Controlar el Trabajo del Proyecto ____________________ 14 Realizar el Control Integrado de Cambios ________________________ 15 Cerrar el Proyecto o Fase ______________________________________ 16 5. Gestión del Alcance del Proyecto _____________________________ 17 5.1. 5.2. 5.3. 5.4. 5.5. Recopilar Requisitos__________________________________________ 18 Definir el Alcance ____________________________________________ 19 Crear la...
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...* Table of Contents 1 Introduction 2 2 The meaning of “project” 2 3 Project stakeholders 4 4 Meaning of project management 5 5 Factors influence on project 5 6 Project management theory 6 7 Project Management Tools and Technique 7 7.1 Cost benefit analysis (CBA) 7 7.2 Gantt chart 8 7.3 Work breakdown structure (WBS) 9 8 Project management software (PMS) 10 9 TQM 11 10 Critical Path Method (CPM) 11 11 Management by Objectives 11 12 Conclusion 12 13 References 12 14 Bibliography 13 Appendix A : Nine Project Management Areas 14 Appendix B : Project lifecycle 17 Appendix C :Common project Management tools and Techniques 19 OVERVIEW OF PROJECT MANAGEMENT TOOLS AND CONCEPTS IN A HOSPITALITY & TOURISM ORGANIZATION Introduction Project management (PM) facilitates to a structured approach to managing projects for project managers. PM reduces risk and provides assurance by providing tools at the same time environment to plan, observe, track, and deal with schedules, quality as well as resource.PM can be applied into both soft and hard projects such as personnel projects, IT, construction, finance, sports, and event planning, HR etc. Project management gives advantages like; a. Better control of financial, physical, and human resources b. Improved customer relations c. Shorter development times d. Lower costs e. Higher quality and increased reliability f. Higher profit margins ...
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...Course: Date: Rapid Project Development Introduction Rapid project development is a software development methodology which uses less planning to favor prototyping; this planning is reached in writing the software itself which will allow it to be faster and easy for requirements changes because of lack of pre-planning in the software. The powerful case software should be available for the developers to come with the system faster because it will enable developers to come up with the best system irrespective of programming language and the cording system. The product should be produced within less time so that it can be tested by the users i.e. the prototype should be designed fully and produced within short time for the users to use it first if it can help their organization to the maximum level or not. If not they have to return the system to the developers to start working on it again. This system started around 1970 and it’s still used today because of its special lifecycle where we had planning, analysis, design, building testing and deploying to the users. The rapid project development should be compressed and also another lifecycle should be followed before providing it for the users to start using it in their organization or business premises firstly the developers should give what they require to the organization or the customer who needs to make the project for them to make the budget after which the developers should design the project for implementation. Then...
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...Memphis International Airport UCS Project Charter Memphis International Airport UCS: Project Charter | Project Stakeholders | Name | Title / Role | Contact Number | Email Address | Terry S. Blue | VP or Operations | | | Forrest Artz | VP of Finance and Admin /CFO | | | James A. Hay II | Director of Development / Sponsor | | | J. Jarrett Morgan | Director of Information Technology / Sponsor | | | Project Description | * This is a Unified Computing System, meaning that all the resources are available to access through virtualization. This involves a controller for the administration of it. | * Organization needs for lowering cost and more efficient. | * The company will be using Cisco’s UCS to have a working system within a year | Measurable Organizational Value (MOV) | * Deploy a UCS, which will allow the virtualization and administration of resources for the Memphis International Airport systems within the next year that will lower costs by 30% and show an increase in efficiency by 50 % within six months of deployment. | Project Scope | * Integrate the UCS into Memphis International Airport's current systems that will lower costs by enabling faster access to network applications and centralized data. * Implementing the Cisco UCS solutions will reduce maintenance overhead with less physical servers to maintain and a reduction in the equipment turnaround expenditures * The project will include a large purchase of Cisco...
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...engineering projects were generally managed by creative architects, engineers, and master builders themselves, for example Vitruvius (first century BC), Christopher Wren (1632–1723), Thomas Telford(1757–1834) and Isambard Kingdom Brunel (1806–1859).[8] It was in the 1950s that organizations started to systematically apply project management tools and techniques to complex engineering projects.[9] Henry Gantt (1861–1919), the father of planning and control techniques As a discipline, project management developed from several fields of application including civil construction, engineering, and heavy defense activity.[10] Two forefathers of project management are Henry Gantt, called the father of planning and control techniques,[11] who is famous for his use of the Gantt chart as a project management tool (alternatively Harmonogram first proposed by Karol Adamiecki[12]); and Henri Fayol for his creation of the five management functions that form the foundation of the body of knowledge associated with project and program management.[13] Both Gantt and Fayol were students of Frederick Winslow Taylor's theories of scientific management. His work is the forerunner to modern project management tools including work breakdown structure (WBS) and resource allocation. The 1950s marked the beginning of the modern project management era where core engineering fields come together to work as one. Project management became recognized as a distinct discipline arising from the management discipline...
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...Project Estimating Project Estimating and Control Techniques CPMGT/303 July 12, 2014 Project Estimating Cost management planning happens early on in the project planning phase and should be refined throughout the project’s life cycle as additional details become available. The project’s cost management plan sets the framework for all of the project’s cost management processes. The accuracy of estimating a project’s cost is essential to the successful or failure of the project. This makes choosing the right estimating techniques crucial for a project. Expert judgment provides an insight to past experiences, environments, and historical information from past similar projects. This information is compared and analyzed against the new project and helps the project management team determine if they should combine similar methods of estimating or not, and, if so, how they will reconcile the gaps between them (Project Management Institute, 2008). Analogous cost estimating is similar to expert judgment in the way it uses information from similar past projects. However, instead of using a person’s memories and knowledge, it uses the actual costs from the past project by using the values of parameters such as scope, cost, budget, and measurable scales of things such as, size, weight, and complexity. Analogous cost estimating is mainly used when there is not enough detailed information about the project. For example, when a project is just beginning this is a less...
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...Project Management Project management is the process a company goes through to achieve a goal or objective. While project management may differ in style or function, it usually involves the same planning and preparation. Many phases are included in project management, including product development, market analysis, financial risk-reward measurement,and supply chain management. Each of these phases is reviewed in great detail before a project is implemented. Tools Several management tools are helpful when reviewing the different phases of project management. The best source of information usually comes from the company's own Management Information System (MIS). The MIS is the reporting process currently used by the company to review the internal controls and work flow of business operations. These reports will identify areas where an increase in production may be possible for adding new projects. Another useful tool is the engagement of consultants or outside professionals the company has used to help evaluate business operations. These professionals will be familiar with the company and can help discern whether the company can indeed handle a new project without damaging current operations or financial positions. Techniques When using the available tools for project management, companies develop techniques that help them break down and review the gathered information. Several of these techniques involve the use of current employees in different departments to help research...
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