...Background-Case Overview The Estimating Problem Case Study is the process of estimating the duration of a project. It is a significant part of the planning process of a project. Estimating is a best guess and it is well thought out based on using various estimating techniques as well as all available resources related to a project. Barbara’s company successfully won a competitive bid. As the Project Manager on the project as well she was not part of the bidding process, but she had extensive knowledge and experience about estimating projects. Barbara immediately believed that the estimating technique used by the estimating group was inaccurate and would cause the project to have a late delivery. Thus she consulted with someone who had worked on a similar project to determine the best estimating technique to utilize for this project. Analysis Process In Barbara’s company, project managers are not involved in the bidding and estimating processes of some projects. Like her, some project managers are assigned once the company is awarded a contract. It is the Proposal Department of the company, and especially its estimating group, which is responsible for estimating from the Work Breakdown Structure (WBS) all the work for a project. Overall, the estimating group process flow for each work package or deliverable is described in Figure 1. In this case, Barbara however, did not take for granted the provided estimate for this project. She noticed the Analogy estimating based upon previous projects...
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...Work-Integrated Learning Programmes Division Second Semester 2013-2014 Course Handout Course No. : MM ZG523/CM ZG523/HHSM ZG519/QMJ ZG523 Course Title : PROJECT MANAGEMENT Instructor : Arun Maity Course Description: Concepts and techniques of project formulation, evaluation and implementation; Project planning and scheduling; Risk management; Time-cost trade off; Resource levelling and allocation; Project monitoring and control; Contract Management. Scope and Objectives Project Management is an introductory course on issues related to the project management of enterprises with emphasis on planning, scheduling and controlling. Students will be exposed to fundamental theories in business practice, and limitations and difficulties of project management theories in solving real problems. The basic objective of this course is to help students develop the skill found in competent project manager. Prescribed Text Books 1. Clifford F. Grey, Erik W. Larson, Gautam V. Desai “Project Management The Managerial Process” Tata Mcgraw Hill, Fourth Edition, 2010 2. Chandra Prasanna, Projects: Planning, Analysis, Selection, Fin. Implementation & Review, Tata McGraw Hill, 7th Ed., 2009. Reference Books 1. Pinto K. J. Project Management, Pearson Education, Second Edition, 2009 2. Kerzner, Harold, Project Management: A Systems Approach to Planning and Controlling, CBS Publishers, 2nd Ed., 2006. MM ZG523/CM...
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...The 9 knowledge Areas and the 42 Processes Based on the PMBoK® 4th Prepared by: Amr Miqdadi,PMP,MCSE amiqdadi@pmlead.net www.pmlead.net PMI®, PMP®, CAPM® 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...
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...questions......................................................................... 22 Segment 2. The Gospel According to PMBOK® Guide (Includes PMBOK® Guide Chapter 3) ........................................................................................................... 27 2.1 2.2 2.3 2.4 2.5 2.6 2.7 2.8 3.1 PMBOK® Guide Organization Initiation processes Planning processes Execution processes Monitoring & controlling processes Closing processes Course Guide Exercise: Memorize the process matrix ............................................... 46 Project Assessment 3.1.1 Benefit Measurement Methods 3.1.1.1 Life Cycle Costing & Net Present Value 3.1.1.2 Internal Rate of Return Develop Project Charter (PMBOK® Guide 4.1) 3.2.1 The project Statement of Work and Business Case 3.2.2 The Project Charter Identify Stakeholders (PMBOK® Guide 10.1) 3.3.1 Stakeholder analysis 3.3.2 Stakeholder Analysis Matrix 3.3.3 Segment 3 questions......................................................................... 72 Segment 3. Project...
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...Developing a document that formally 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...
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...Reprinted from PHARMACEUTICAL ENGINEERING® The Official Magazine of ISPE September/October 2011, Vol. 31 No. 5 www.ISPE.org ©Copyright ISPE 2011 The article presents the implementation of a suite of software packages that together provide a total Enterprise project management system. The Science of Project Management: Project Controls Systems Integration by Frederick Cramer, Susanne Keller, Christopher Law, Thomas Shih, and Britton Wolf G The concepts in this article were applied to the ECP-1 Facility, Overall Winner of the 2010 Facility of the Year Awards. For further information on this project, see “Case Study: Genentech’s ECP-1 Bacterial Manufacturing Facility, Overall Winner, 2010 Facility of the Year Awards” in the March/April 2011 issue of Pharmaceutical Engineering. Project Controls Systems Integration Background enentech is among the world’s leading biotech companies with multiple products on the market and a drive to discover, develop, manufacture, and commercialize new medicines to treat patients with serious or life-threatening medical conditions. In 2005, Genentech was ramping-up a build program due to increased demand for existing and new medicines about to come to market. By that time, Genentech had grown from a small biotech company with less than 3,000 employees in 1995 to more than 9,000 employees. It quickly became apparent that an ad hoc approach to project management of capital construction...
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...Jeremy.marker@shawgrp.com MSc Project Management SU235: Project Planning and Control Project Delays and Over-Run 18th April 2010 Bassam Bjeirmi Bassam Bjeirmi 22 (Including front Section) Contents Introduction 1.0 Lack of Risk Management Systems 2.0 Design and Project Changes 3.0 Unreasonable Project scope 4.0 Over-ambitious estimates and task assessment 4.1 Delay Analysis Technique 4.2 Critical, Non-Critical Delay and Float 4.3 Excusable and Non-Excusable Delays 4.4 Compensable and Non-Compensable Delays 4.5 Concurrent Delays 4.6 Methodology Types of Delay Analysis 5.0 Inappropriate Contractors 6.0 Conclusion 7.0 References Page 1 2 4 5 6 7 8 9 9 9 10 11 13 14 Executive Summary The purpose of this assignment is to provide a report that shows evidence of the student’s understanding and the ability to apply the contents of Module SU235: Project planning and control Management, by digesting the course literature and applying the course specifics. By functionally discussing project planning and control methods on the course website forum, the student absorbed the methodology and processes of project planning and control. With this knowledge the student composed the following assignment based on “Cost Overrun” and “Delays” in projects, annotating methods and processes to overcome these problems. The student delineates the importance of managing project delays and overrun. Highlighting the competitive construction environment, with one of the prime reasons for delay and overrun...
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...Proposal and Analysis of the Global Infrastructure Group Carl Grieser PJM 500 – Project Management Colorado State University – Global Campus Dr. Chiji Ohayia February 28th, 2016 Proposal and Analysis of the Global Infrastructure Group Introduction The Global Infrastructure Group, a subsidiary of the Global Financial Corporation, is an international conglomerate specializing in developing technologies and solutions for the Global Financial Corporation. This proposal for the Global Infrastructure Group will advise on what requirements the organization can best implement for a comprehensive project management system that can be used in a global organization that has small-, medium-, and large-scale projects. This proposal will address the following: The principal components of a project management system for a large-scale organization. These components will include: •Project Selection •Prioritizing Projects •Project Organization •Program Management •Planning and Scheduling •Estimating Cost •Monitoring and Controlling •Communication, Metrics, and Project Updates •Risk Management •Role of Information Technology Recommendations will include how Global Infrastructure Group can use project management principles to meet their goal of improving efficiency and empowering management to make better and informed decisions through the use of processes, tools, and standards in completing projects. Additionally, this proposal will discuss how an effective project management...
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...resources, often from various areas * should have a primary customer or sponsor * The project sponsor usually provides the direction and funding for the project * involves uncertainty Program: group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually The triple constraint of project management: Scope, cost & time. Project management: is “the application of knowledge, skills, tools and techniques to project activities to meet project requirements” 10 knowledge areas (project management framework): 1. Scope management 2. Time management 3. Cost man. 4. Quality man. 5. Human Resource man. 6. Communication man. 7. Risk man. 8. Procurement man. 9. Stakeholder man. 10. Project integration man. Stakeholders are the people involved in or affected by project activities Stakeholders include: * the project sponsor * the project manager * the project team * support staff * customers * users *...
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...Project Management Project and Programme Management Resources for Students Gower have teamed up with a major provider of project management training, ESI International, to bring you a range of project and programme resources to support your learning. Visit www.projectmanagement9.com and: • • • • Download white papers on topics as diverse as the project communication, project leadership, risk management and project troubleshooting. View professional project webinars from some of the leading presenters on project management covering topics such as: risk management, troubled project recovery, portfolio management, business requirements, earned value management, performance-based service contracting. Learn about the qualifications and development available from the PMI, Project Management Institute, the world’s largest non-profit professional association in project management. Link to further resources, professional bodies, news sites and more. These resources are designed to help you develop your learning on project management and start you on the road to professional qualifications or further development, once you have finished your degree or your current qualification. Visit www.projectmanagement9.com Project Management Ninth Edition DENNIS LOCK © Dennis Lock 2007 All rights reserved. No part of this publication may be reproduced, stored in a retrieval system or transmitted in any form or by any means, electronic, mechanical, photocopying, recording or otherwise...
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...Creme de la creme 1 For the project management profession there are a number of standard bodies of knowledge (BOK). What is a BOK and what is the purpose of it? Name at least two BOKs and discuss their underlying assumptions. (4 points) • Basis for Project Management Systems • Guidance for common ground between projects (for PM and Team) • Framework of best practices • APM • Project management in context • Planning/Executing strategies • Techniques • Business/Organisation/People • PMI • Project life cycle • PM Process • Project Integration/Scope/Time/Cost/Quality/HR/Comm./Risk Management 2 What is the so-called iron triangle? Explain how it may be used in order to evaluate strategic choices in a project. (4 points) • [Draw picture] • Time/Quality/Cost/(Customer satisfaction) • Trade off, optimization for one or two goals (priority) • Conformance vs. Performance 3 Describe the kind of stage-gate models that many companies use to control their projects. Discuss briefly the pros and cons of such a system. (4 points) • Basic opportunity to review progress (Checkpoints/Gates) • Find fundamental problems in the project early • Quality gates: Deliverables, Checklists • Pros • Ability to call a halt (Save future expenses) • Quality control • Correction of earlier plans • Cons • Requires additional effort • Can slow down the...
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...(A GUIDE TO THE PROJECT MANAGEMENT BODY OF KNOWLEDGE). Principles of project management: Projects are temporary: A project cannot be carried for a whole life time. In every project there is a timeframe scheduled which have certain milestones. Those milestones have to be completed on time. Most of the projects are endeavoured for their lasting results. Decide whether or not the project should happen: Project cannot be started without knowing about it. Project when taken should be determined first. What is the purpose of the project? Project planner should determine what are the resources needed and should consider the problems that can happen during a project. Consider risk: Risk management should be taken into consideration. Project manager should know how to tackle the problems and risk during the project. There should be a backup plan if anything goes wrong in a project. Cost, time and...
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...traditional project management use different methods to address scope management and these are, Discovering new project requirements that are defined by the project team which can be identified at any given time. Such requirements are added by the product owner (customer) in the product backlog (user requirements). Whereas in traditional project management, the project manager is in charge of defining the requirements, once the project requirements has been defined any changes made to it during the project is considered to be negative which is referred to as scope creep. (dummies book) Time Management Scheduling tasks, creating the schedule and assigning work in relation to the schedule and monitoring progress against the schedule is concerned with the traditional project management. The schedule is usually created during the initial planning phase and entered into a project scheduling system when the project is predictive. While for agile the requirements are always fluctuating, it can be difficult to create and maintain a meaningful project schedule. The initial planning effort will usually include the beginning set of requirements and divide the project to iteration with a preliminary assignment of requirements to iterations.(system analysis and desing) Cost Management Due to the unexpected requirement changes throughout the project, it is difficult for Agile project managers to estimate the time and cost of a project therefore estimating the cost isn’t as important as controlling...
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...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 project management software. Work Breakdown Structure and Scheduling • Examine Request for Proposal (RFP). • Define and apply Work Breakdown Structure (WBS). • Examine and apply durations. • Examine and apply precedence relations. • Develop a WBS using Microsoft Project. Resource Assignment and Project Financing • Examine project management charts: Gantt, PERT, and CPM....
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...N14C31 Managing Projects 01.10.2012 Lecture 1: Introduction to Project Management & WBS Dr Christos Braziotis Christos.Braziotis@nottingham.ac.uk Module Convenor Dr Christos Braziotis Lecturer in Supply Chain and Operations Management Nottingham University Business School, Room B37, South Building Tel: 115 9514026 Email: Christos.Braziotis@nottingham.ac.uk N14C31 – Managing Projects © Christos Braziotis, 2012-2013 – Nottingham University Business School Slide 2 Agenda • Introduction to the Module: – Aims – Resources – Assessment • Introduction to Project Management: – Aspects to consider in Project Management – Work Breakdown Structure N14C31 – Managing Projects © Christos Braziotis, 2012-2013 – Nottingham University Business School Slide 3 Introduction to Project Management N14C31 – Managing Projects © Christos Braziotis, 2012-2013 – Nottingham University Business School Slide 4 • The word “Project” is frequently used N14C31 – Managing Projects © Christos Braziotis, 2012-2013 – Nottingham University Business School Slide 5 • The word “Project” is frequently used N14C31 – Managing Projects © Christos Braziotis, 2012-2013 – Nottingham University Business School Slide 6 What is a Project? – Definitions • A temporary endeavor undertaken to create a unique product or service (US Project Management Institute) • Unique process, consisting of a set of coordinated and controlled activities with start and...
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