...SDSU GE/OM 569 Project Management 3 April 2013 Where are we now? PMBOK – 5th Edition (2013) 1 Executing, Monitoring & Controlling Executing Process group consists of those processes performed to complete the work defined in the project management plan to satisfy the project specifications. Results may require planning updates & rebaselining Large portion of budget is expended performing the execution process group 3 Executing, Monitoring & Controlling… The Monitoring & Controlling process group consists of those processes required to track, review & orchestrate the progress & performance of the project, identifying any areas in which changes to the plan are required and initiate the corresponding changes. What work does it monitor & control? Product work Project work 4 2 Executing, Monitoring & Controlling 5 Executing, Monitoring & Controlling 6 3 The Project is Up and Running: Now What? You want what? When! I have jury duty! The software doesn’t do that? That is not what I want! We have to be done by….! The software (critical) will be late! Why not add this?! You never asked for that?!? Just have your team do it! 7 Validate Scope 8 4 Validate Scope Validate Scope is the process of formalizing acceptance of the completed project deliverables. It includes… Reviewing deliverables with the customer or sponsor to ensure they are completed satisfactorily, and Obtaining their...
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...JCT2 - Supply Chain Management This course supports the assessment for JCT2. The course covers 10 competencies and represents 3 competency units. Introduction Overview In this course, you will be challenged with learning about the integration of activities that comprise a supply chain, from manufacturing goods through retailer sales. Understanding and proactive management of a supply chain is a key skill set for today's business executive. This course focuses on supply chain and distribution channel decisions within a global environment. The Marketplace Business Fundamentals simulation will provide you with the opportunity to apply, in a setting that simulates a real-world environment, a variety of business decisions that must be made when managing a business as a component of a supply chain. Watch the following video for an introduction to this course: Note: View the video in full screen at 720p for best results. Competencies This course provides guidance to help you demonstrate the following 10 competencies: * Competency 326.1.5: Budgets The graduate utilizes budgets and a variety of pro-forma statements for planning and control purposes including analyzing cash flows to assure adequacy of funds for capitalizing on business opportunities. * Competency 327.3.1: Continuous Improvement and Quality Management The graduate applies quality management methods for continuous improvement and proposes various quality improvements in an organization. * Competency...
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...MGT2 - IT Project Management Course of Study This course supports the assessments for MGT2. The course covers 8 competencies and represents 3 competency units. Introduction Overview Project management is a systematic approach to solving a problem, taking advantage of an opportunity, improving a process, or otherwise creating something. A project goes through several phases, with a distinct beginning and end. A successful project includes effectively carrying out tasks related to initiating, planning, executing, monitoring/controlling, and closing. Unsuccessful projects often skip some of these steps, perhaps not fully planning everything that needs to be done or forgetting to monitor the team to ensure they are sticking to the plan. An effective project manager foresees problems, makes appropriate trade-offs that ensure successful project completion, and, above all, facilitates communication among all project stakeholders, who are likely each looking for something different from the project. This course provides an overview of the Project Management Institute’s project management methodology. As you learn about the various process groups and knowledge areas, you will apply your knowledge in case studies for planning a project that has not started yet and monitoring/controlling a project that is already underway. You will solve problems, gather information, and make decisions using your expert judgment. The techniques you practice in this course will be beneficial...
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...STAFFING MANAGEMENT INSTRUCTOR’S MANUAL Four Recruitment and Retention Case Scenarios By Marcia R. Gibson, Ed.D. Project team Author: SHRM Project contributors: External contributor: Editor: Design: Marcia R. Gibson, Ed.D. Nancy A. Woolever, SPHR Sharon H. Leonard Courtney J. Cornelius, copy editor Kellyn Lombardi, graphic designer © 2008 Society for Human Resource Management. Marcia R. Gibson, Ed.D. Note to Hr faculty and instructors: SHRM cases and modules are intended for use in HR classrooms at universities. Teaching notes are included with each. While our current intent is to make the materials available without charge, we reserve the right to impose charges should we deem it necessary to support the program. However, currently, these resources are available free of charge to all. Please duplicate only the number of copies needed, one for each student in the class. For more information, please contact: SHRM Academic Initiatives 1800 Duke Street, Alexandria, VA 22314, USA Phone: (800) 283-7476 Fax: (703) 535-6432 Web: www.shrm.org/hreducation 08-0873-IM Introduction These recruitment and retention case scenarios are designed to be presented sequentially, since each scenario builds upon the previous one. They are intended for undergraduate college students. LearNING oBjectIVeS Students will learn to: Determine recruitment needs. Identify recruitment policies and guidelines. Determine a recruitment strategy. Develop a communication plan to implement...
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...systems success. The study was built on the premise that system quality (SQ) and information quality (IQ) influence system use and user satisfaction, which in turn impact system success. A structural equation model (SEM), using LISREL, was used to test the measurement and structural models using a convenience sample of 674 students at a Midwestern university. The results revealed that both system quality and information quality had significant positive impact on user satisfaction and system use. Additionally, the results showed that user satisfaction, compared to system use, had a stronger impact on system success. Implications for educators and researchers are reported. Keywords: IS Success, E-Learning, User satisfaction, System use, System quality, Information quality 1. INTRODUCTION Both undergraduate and graduate courses are experiencing a migration away from the traditional classroom and toward a greater emphasis for electronic delivery of content (Allen and Seaman, 2008). This trend cuts across all departments and schools in the university system but is especially critical in business schools, since the preparation of students for successful business careers will rely on the students' abilities to accurately assess the quality of and rapidly adapt to the changing systems that reflect radical technological advances. The Information Systems Success (ISS) model focuses attention on the information and system quality of specific IT...
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...Company Profile Project Management Services www.techno-managment.com Techno Management Company Profile-PM Table of Contents 1. Techno Management in a Glance ...................................................................................... 3 1.1 Who are we.................................................................................................................. 3 1.2 Vision .......................................................................................................................... 3 1.3 Mission ........................................................................................................................ 3 2. Our Services ....................................................................................................................... 4 3. Project Management Consultation Services ...................................................................... 5 3.1 Project Audit ............................................................................................................... 6 3.2 Project Management .................................................................................................... 6 3.3 Implementing MS Project Server ................................................................................ 6 3.4 Project Performance Management .............................................................................. 7 3.5 Developing Corporate PM Methodology ...........................................
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...|School/Portfolio: |The Business School | | |Course Code/ID: |BSMAN 3005 | | |Course Title: |Project Management | | |Teaching Location: |(Insert Teaching Location) | | |Program(s): |Bachelor of Applied Management | | |Author: |Alan Labas | | |Level: |Advanced...
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...Table of Contents Project Management................................................................3 Project Management Professional (PMP)®............................3 Diversity and Employment Compliance..............................13 ADA Compliance in Business...............................................13 Project Management Overview............................................3 Managing Projects within Organizations.............................3 Project Management .............................................................. Process Groups.....................................................................3 Execution, Monitoring and Controlling...............................3 Project Change Control and Closure...................................4 Initiation Basics, Developing a Project Charter and Project Management Plan...................4 Collecting Requirements and Defining Scope......................4 Monitor and Control Project Scope......................................4 Defining and Sequencing Project Activities..........................5 Developing and Controlling the Project Schedule...............5 Estimating Activity Resources and Durations......................5 Controlling Costs..................................................................5 Estimating & Budgeting Project Costs.................................6 Project Quality Planning......................................................6 Quality Assurance and Cost Control........
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...PERFORMANCE MANAGEMENT 1 Objective Objective of this policy is to set a process for managing the performance of the employees so as to achieve the ultimate objective of the organization. By adopting this policy we aim to attain the following objectives: 1 To help employees setting their priorities (objectives) right at the beginning of the year; 2 To align the individual/employees objectives with departmental objectives and the departmental objectives with the organizational objectives; 3 To enable/facilitate evidence based decision making in: a. Determination of compensation packages, wage structure, Salaries adjustment/raises, etc.; b. Employees retention, succession planning, Training &development 4 To identify the strengths and weaknesses of employees to place right men on the right job; 5 To maintain and assess the potential present in a person for further growth and development; 6 To provide a feedback to employees regarding their performance and related status; 7 To improve the working habits of the employees. 2 Scope This policy is applicable to all regular employees of the Organization. 3 Accountabilities 4.1 The Vice Chancellor (VC)/Executive Director (ED) – Based on the five years plan shall ascertain the key result areas for the year. 4.2 Deans shall ascertain their individual faculty’s contribution to achieve the key result areas set by the VC/ED and shall be responsible for the development...
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...K.S. (2010). Perception of various performance criteria by stakeholders in the construction section in Hong Kong. Construction management and economics, Vol.28, pp. 377-391. Article of the Lai and Lam analyzed the construction projects in Hong Kong through collecting data from 324 practitioners who in the past participated in such projects. A research model is developed upon nine performance criteria and their respective performances. The relative importance of nine performance criteria and their performances are measured. Timely completion of the project is the key in performance criterion, preceding by profit, environmental protection and quality, job satisfaction, and effectiveness. Lai and Lam research identified difference in the perceptions of performance in the following order: 1) difference among practitioners in a construction project; 2) different project types; and 3) difference among functional roles in the organizations. The order of importance of the performance criteria is: (1) time; (2) profit; 3) environment; 4) quality; 5) safety; 6) effectiveness; 7) no claims or contractual disputes; 8) job satisfaction; and 9) generation of innovative ideas. Timely completion of the project is the most important performance criterion, but it displays the highest deviation of the performance when compared with its importance. It implies that time management is the most critical factor for the performance in the construction project. Mainly, most respondents are not pleased...
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...Management Training Courses Accelerated. Modular. Experiential Operations Management Course Planning, building and managing enterprise operations Course Methods: Experiential workshop (action learning course) Course Venue: Las Vegas, Nevada, USA Course Duration: 4 days Course Time: 9AM-4PM Course Dates: Management Training Courses Calendar Course Fees: $3,999 | Option 2: Operations Management Courses Online: $995 Why IIM?: CEO Club | Training Excellence | Client Testimonials Course Audience: * COO's Team: Operations Managers, Procurement Managers, Supply Chain Managers, Production Managers, Manufacturing Managers, Warehousing Managers, Inventory Managers, Quality Managers, R&D Managers, Innovation Managers, Project Managers, Entrepreneurs, and Operations Management Consultants. Course Objectives: * Provides an understanding of operations management framework * Offers experiential analysis to understand the challenges of COOs and Operations Managers * Provides an understanding of the functions and practices of production and operation managers * Training topics include supply chain management, research and development (R&D), manufacturing, project management and quality management * Provides insights on how to develop strategies, initiatives and programs to introduce and sustain competitive operations in organizations * Focuses on lean six sigma best practices, tools and models to develop and...
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...cmgt 410 PROJECT PLANNING & IMPLEMENTATION [pic] CONTRIBUTORS THE UNIVERSITY GRATEFULLY ACKNOWLEDGES THE CONTRIBUTION OF THE FOLLOWING PROFESSIONALS TO THE COMPLETION OF THIS COURSE. 1. Stephen Northam, MA, Faculty Member, University of Phoenix. 2. Kenneth Sardoni, MCIS, Faculty Member, University of Phoenix. 3. Blair Smith, MBA, Associate Dean, College of Information Systems and Technology. 4. Claudia Avila, BSBA, Curriculum Development Manager, College of Information Systems and Technology. 5. Adam Honea, Ph.D., Dean, College of Information Systems and Technology. Copyright ( 2001 by the University of Phoenix. All rights reserved. The University of Phoenix® and UniModuleTM are marks of Apollo Group, Inc. in the United States and/or other countries. Edited in accordance with University of PhoenixSM editorial standards and practices. (Template U1.0) Overview COURSE DESCRIPTION This course provides the foundation for understanding the broad concepts of successful planning, organization, and implementation within the realm of information technology. This course uses real-world examples and identifies common mistakes and pitfalls in project management. Topics covered include project scoping, estimating, budgeting, scheduling, tracking and controlling. TOPICS AND OBJECTIVES Project Management and the Organization • Define Project Life Cycle. • Identify roles in project management. • Identify project manager's skills. • Demonstrate...
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...Project Management Guide What is in this guide? All development workers, and community organisations may at times work with development projects. This may bring you into contact with consultants, project teams and project managers. Whilst you may not manage specific projects is important that you understand both the technical and managerial aspects of project management. This will ensure that you and your organisation can make an informed contribution to the projects and can monitor implementation and outcomes. This guide has the follow ing sections: Chapter 1: Technical aspects to project management What is a project? What is project management? Project stakeholders T he project life cycle Defining the project o Defining the project scope o Creating the work breakdown structure o Estimating cost and developing budget Constructing a project network plan o Project schedule Chapter 2. Managerial aspects of project management Project manager Project risk management Project communication management Project quality management Chapter 1. Technical aspects to project management What is a project? A project is an assignment/task/job that has to be undertaken and completed within a set time, budget, resources and performance specifications designed to meet the needs of stakeholder and beneficiaries For example The Canadian International Donor Agency (CIDA) has donated R7.5 million to provide RDP homes to 50 fam ilies living in the Joe Slovo inform settlement. On 6 February...
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... MASTERS OF PROJECT MANAGEMENT YEAR ONE SEMESTER TWO BY: KING’OINA OGECHI AMOS ADM NO: HD333 C006 4082/2013 LECTURER: DR.OMBASA An Assignment done in Partial fulfillment of the Completion requirements of the Unit HEPM3109: Project Human Resources Management MARCH 2014 Question: Think of the project you have either led as a project manager in which you have been a team member or even that where you have been merely an involved observer. Now try to put into words how you would describe a successful project. One of the critical factors for project success is having a well-developed project plan. This description provides a 10-step approach to creating the project plan, not only showing how it provides a roadmap for project managers to follow, but also exploring why it is the project manager's premier communications and control tool throughout the project. One of the most misunderstood terms in project management, a successful project is a set of living documents that can be expected to change over the life of the project. Like a roadmap, it provides the direction for the project. And like the traveler, the project manager needs to set the course for the project, which in project management terms means creating the project plan. Just as a driver may...
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...It Management Mgt2 Task 3 | MGT2 Task 3-B | | Xemba Translations Jade Lewis May 7, 2014 Task 3- A The following are risks that are determined after a new risk assessment was conducted. Coming into the project after it started led to more risk assessment then a complete metrics review. Risks identified for Xemba Translations Telecommuters project Risk 1 Time Time is a risk for this project on several levels. 173 employees this will be affected as well as their customers. The company has agreed that this is a good move, however, if the process of setting up the equipment, managing the security and providing training goes on too long, then it will start to negatively affect the company over-all. Currently there is concern if the technology will be delivered due to an unforeseen fire, this set back will be costly in time and work. Also, a second part of time being a risk is managing faulty or dying equipment. Home offices will take longer to assess and fix in the long run. IT staff will either have travel to employee’s homes, or employees will be held up having to come into the home office for repairs. The impact is serious due to the fact it would reduce the amount of work completed, uses valuable resources that are required on-site, or lead to cost of hiring a separate support staff for the telecommuters. Initial action...
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