...Project management for business Contents Introduction……………………………………………………………………………………. 1 Task 1………………………………………………………………………………………….. 1 1.1 Describe the background and the principles of project management……………………. 1 1.2 Appraise the viability of projects, developing success/failure criteria…………………... 2 1.3 Explain the principles behind project management system and procedures…………….. 4 1.4 Explain the key elements involved in terminating projects and conducting post project appraisal………………………………………………………………………………………. 6 Task 2…………………………………………………………………………………………. 7 2.1 Identify the most appropriate organizational structure, roles and responsibilities of participants within project…………………………………………………………………….. 7 2.2 Control and co-ordinate ………………………………………………………………... 9 2.3 Assess project leadership requirements and qualities…………………………………... 10 2.4 Plan and specify human resources requirements for a project………………………….. 10 Task 3………………………………………………………………………………………… 11 3.1 Prepare project plan and establish the project organization…………………………….. 11 3.2 Applying project scheduling, estimating and cost control techniques………………….. 13 3.3 Analyze the methods used to measure project performance……………………………. 15 3.4 Explain project change control procedures, evaluate the completed project…………… 15 Conclusion…………………………………………………………………………………… 16 Reference…………………………………………………………………………………….. 17 Introduction Management...
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...Project Plan Project Name: Project Management Improvement Project Example Prepared By: Name1 - Project Manager Title: Project Manager Date: March 7, 2007 Project Plan Approval Signatures Project Name: Project Management Improvement Project Manager _______________________________________ __________________ (Signature) (Date) Name1 - Project Manager DoIT Project Manager Division of Information Technology – Systems Engineering and Operations Project Sponsor _______________________________________ __________________ (Signature) (Date) Name2 - Project Sponsor DoIT Process Manager Division of Information Technology – CIO Office Executive Sponsor _______________________________________ __________________ (Signature) (Date) Name3 - Executive Sponsor Associate CIO Division of Information Technology – CIO Office Document Change Control The following is the document control for revisions to this document. Version Number Date of Issue Author(s) Brief Description of Change V1.0 July 2005 Name1 - Project Manager Approved version. Definition The following are definitions of terms, abbreviations and acronyms used in this document. Term Definition CIO Chief Information Officer DoIT Division of Information...
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... The System Development Life cycle (SDLC) is a model which is used in a project management that involves and describes the stages which are used in information system development project. This life cycle is very useful for the implementation of system development project. The system is a set of components that interact to achieve common goals. It is widely used method of software development and acquisition in information technology area. Various enterprises used this system to achieve a common goal by working together in a proper and systematic way which is useful for achieving the resources and goal. There are various phases which are involved in the process of systematic development life cycle i.e. Planning, Analyzing, designing, supportive and implementation (Joanne Curry, 2007). Planning help us to review the project request, allocate resources and identify project development team. Analyzing is done to conduct preliminary investigations, Designing is done to acquire hardware and software and develop details of systems. Supporting is done to identify errors and monitor system performance and Implementation is a final stage which develops programs and install and convert it into new system. This phase says about its usage in various different enterprises and institutions (Angela Bonin, 2012). The use of System Development Life Cycle in health care institution involves various principal component of a regional hospital care facility. It is much standardised project of management...
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...The role and impact of project management in erp implementation Trends and Issues Report The role and impact of project management in erp implementation Trends and Issues Report Thesis Statement and Key Words Thesis Statement The key to success in implementing an Enterprise Resource Planning (ERP) system is to understand an ERP life cycle and methodology throughout the implementation. Systems development theory uses the concept of a lifecycle and stages in the lifecycle to indicate development of information systems. In a system development life cycle (SDLC), complex problems need to be broken up into smaller manageable problems using a systems hierarchy, or project management methodology. This paper will introduce a popular methodology called Agile and why is it so useful compared to traditional methods. In addition, the roles of the project manager in the implementation process, how does he/she manage to help the company succeed will also be discussed. Key Words Enterprise Resource Planning Project Management Systems Development Life Cycle Methodologies Agile Risk management Adapt changes Overview Introduction Enterprise Resource Planning (ERP) is business process management software that allows an organization to use a system of integrated applications to manage many back office functions related to technology, services and human resources - (Beal, 2014). ERP systems are backbones of businesses. Companies are aggressively looking for competitive advantages...
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...Project Control Management Assignment Abstract Introduction Section 1: The Trophy Project: Project Controls 1.1 Project Planning and Estimating 1.2 Requirements Definition 1.3 Risk & Issue Management 1.4 Reporting (Cost & Status) 1.5 Integrated Planning Section 2: The Importance of Integrated Planning as a Project Control 2.1 Integrated Planning 2.2 Integrated Planning in BAE Systems Section 3: The Consideration of Human Factors at WCE 3.1 The WCE Strategic Change Programme 3.2 Why Change Programmes Fail Conclusion Abstract Wynn Computer Equipment – a reasonably successful and good business to work for (benefits & salary wise), had been suffering with issues in productivity. These issues were mainly derived from a combination of poor communication, bad planning, a confusing organisation structure and a lack of direction & team morale/ teamwork. The company received a contract for the ‘Trophy Project’ – which was project managed by a previously junior member of staff – Reichart. The project was extremely problematic and was delivered very late and at great cost, mostly due to the poorly executed project control mechanisms within the business (during planning and project implementation). The business could have greatly benefitted from using a more integrated approach to project planning and control- something which BAE Systems finds of great importance to their project management activities. Introduction...
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...Project Deliverable 6: Final Project Plan CIS 590 Directed Research Project 6/15/15 Table of Contents 1. Project Plan Overview 1.1 Background 1.2 Project Description 1.3 Goals and Objectives 1.4 Scope 1.5 Roles and Responsibilities 1.6 Constraints and Assumptions 1.7 Risks 1.8 Project Deliverables 2. Project Work Plan 2.1 Work Breakdown Structure 2.2 Staffing Plan 2.3 Project Schedule 2.4 Project Budget 3. Solution Provider 4. Database and Data warehousing 5. Infrastructure and Security 6. Appendix The Project Plan defines the following: 0 Background 1 Project Description 2 Business and project goals and objectives 3 Scope 4 Roles and responsibilities 5 Assumptions and constraints 6 Project budget 7 Project timeline 8 The conceptual design of new technology 1. Project Plan Overview 1.1 Background Information is a significant component of any trusted business activity. Information is useful across the entire organization for number of purposes and is stored in an assortment of information systems. Modification to any of these information systems must be firmly controlled and managed to evade those loss of important information that cannot be recovered. System...
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...Module 1: Project Management Integration Murali Dhulipala ASPEN MGT647 Project Management Integration Framework Dr. Adam Marks April 28, 2012 Contents 1. List the skills that will enable the project manager to most effectively manage change. 1 2. What are the key components of the project plan? 2 3. What role does configuration management play in the project? How do change control and configuration management interrelate? 4 4. Identify and define the inputs and outputs to integrated change control. 6 5. What performance measurement techniques can be used to identify or control changes to the project scope, schedule, or deliverables? 7 1. Read the case study “Concrete Masonry Corporation” found on pages 334-342 of Kerzner Project Management Case Studies. Complete questions 1, 4, 6, and 10 found on page 342. 9 2. How does change management enable the project manager to manage and work with the customer? 10 --Professional Development: 12 1. Provide the general specifications and requirements for a project information management system that will facilitate project control and enable change management. 12 2. How can you create an environment that enables employees to adapt to the inevitable changes that will occur on your project? What tools can you provide to your employees to facilitate their adaptation? 14 References 16 Book References: 16 1. List the skills that will enable the project manager to most effectively manage change. When customer...
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...Project Management Exxon Mobil Oil Company Synopsis This paper focuses on the aspects of project management as far as the integral demands for the project management are concerned. Essentially, project management is geared towards achieving the solid goal of the organization which is merely dependent on the policy framework, production mechanisms and the overall performance of the operations manager. In this regard, this paper focuses on the main issue of operations of Exxon Mobil Oil Company which is a major player in the oil industry in US. This company has a well established supply chain which has been responsible for the maintenance of a market leadership for a long time. In fact, business operations at the company have been pegged on a number of project management essentials such as information technology in the management and manipulation of business data. In this regard, business activities at the company has been a practical lesson to majority of its feeder companies which are still struggling to realize a significant market potential as ExxonMobil in the long-run. Indeed, this paper therefore employs theoretical and practical understanding of the essentials of business model assumed by the oil and gas company towards developing proficient business activities in the industry and the globe at large. Background Exxon Mobil Corporation is a multinational Oil and Gas Company based in America and headquartered in The Irving region of Texas, US. This company is the...
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...Introduction: A project manager is the person, who is responsible for the successful planning, managing, executing and closing of a project. Project management can be defined as an art of managing the project to achieve a balance of time, cost and quality. Commonly, project management follows major phases including feasibility study, planning, implementation, evaluation and maintenance. The project manager must have clear understanding of all the activities and process in managing project. Project management plays an important role from the start to end of the project. A good project manager will play a vital role in executing the project within the specified time period. Role of Project Management in Software Engineering: Software development is a people centric activity. Therefore, success of project is on the shoulders of the people who are involved in the development of project. Software development requires good managers, who can understand the project completely and provide good leadership for successful completion of software project. In IT industry, all projects move through five phases that are initiating, planning, executing, monitoring and controlling, and closing. Computer and information system managers play a vital role in implementation and administration of technology within the organization. Many software development processes can be run in the same way as general project management processes. A system development life cycle (SDLC) is a framework that describes...
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...4 2. Management and Quality Processes ...............................................................5 3. Abnormal Events Causing Deviation............................................................. 7 4. Assessment of Specialist Methods and Tools................................................ 8 5. Project Issues and Results........................ ...................................................... 9 6. Product Estimates and Actuals ..................................................................... 10 7. Recommends for improvement of the project management method ............ 10 8. Quality Review Effectiveness........................................................................ 11 9. Bibliography………………………………………………………………………………………………..12 10. Appendix…………………………………………………………………………………………………..13 1. Overview A lessons learned report defines the lessons that were learned from the project. Traditionally held during project close off but can also be done at any stage of the project’s life cycle. The purpose of the lesson learned is to use the knowledge derived from the experience: * Promote recurrence of desirable outcomes * Avoid recurrence of undesirable outcomes The steps should be as followed: * Identification * Documentation * Validation * Dissemination Willis T (2014). The project team, selected stakeholders and project staff support...
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...Management Control of Project Portfolio Uncertainty: A Managerial Role Perspective Tuomas Korhonen, Cost Management Center (CMC), Department of Industrial Management, Tampere University of Technology, Tampere, Finland Teemu Laine, Cost Management Center (CMC), Department of Industrial Management, Tampere University of Technology, Tampere, Finland Miia Martinsuo, Department of Industrial Management, Tampere University of Technology, Tampere, Finland PAPERS ABSTRACT ■ This article presents empirical results on different managers’ viewpoints regarding the sources and management of project portfolio uncertainty. As a key result, this study demonstrates the versatility of uncertainties experienced by managers, the limited degree of perceived control over them, the use of an almost complete management control package in managing uncertainties, and the necessity of managers’ cooperation in the skilled use of the management control package when managing uncertainties. In addition, a further research agenda is proposed. KEYWORDS: project portfolio management; uncertainty; managerial roles; management control systems; product development INTRODUCTION ■ n their product development, large companies have adopted project portfolio management (PPM) as a means for prioritizing and selecting product development projects among various options as well as allocating resources with the value maximization, balance, and strategic alignment of the portfolio in mind (Cooper, Edgett, & Kleinschmidt...
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...MIS COURSES – Student Learning Outcomes1 MIS 180: Principles of Information Systems At the end of this course students should be able to: 1. Understand the importance of determining information system requirements for all management levels by developing an understanding of the differences between various types of information systems 2. Understand how information systems are developed 3. Understand the computer revolution and its impact on the way business is conducted 4. Become familiar with critical-thinking skills in identifying information systems problems and how to investigate existing literature about hardware and software solutions to problems. 5. Know the components and functions of computer systems, both hardware and software. 6. Become familiar with the advances in networking, data communications and the Internet and how they affect the way business is conducted. 7. Identify which information technology tools are used to solve various business problems. 8. Develop proficiency solving business problems using modern productivity tools (e.g., spreadsheet, database) or creating custom programs. MIS 301: Statistical Analysis for Business At the end of this course students should be able to: 1. Use data from a sample to make inferences about a population. 2. Apply probability theory in decision making situations. 3. Formulate hypotheses for decision making and research. 4. Analyze data using appropriate statistical techniques. 5. Interpret the results of statistical...
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...Risk Management: Project proposal Student’s Name Institutional Affiliation Table of Contents Project objective 3 Project Overview 3 The significance of the project 4 Project outline 7 Implementation plan Time frame 7 Manpower 11 Role of service providers 11 Role of Internal employees 13 Role of the directors 13 Budget proposal 14 Contributing factors 15 Increase in the level of cyber attacks 15 Use of third party service providers 15 Numerous breakdowns in new software and hardware 16 Description of deliverables 16 Redefining the Architecture model 16 Increased information security 17 Risk management section 18 Conclusion 19 References 21 Project objective This project aims at creating an effective risk management strategy and policy in Aarbin. This is meant to ensure that the organization is safeguarded from the existing risks within the information technology sector. Project Overview Information technology is one of the areas that have received tremendous growth. This situation makes information technology management companies to be vital in the current global market. Due to increased pressure towards information technology, it is therefore common that there could be certain resultant risks that could arise among information technology management companies. Aarbin Technology indulges in the information technology sector and therefore as an organization it is significant if it considers embracing...
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...20 Questions Directors Should Ask about IT Projects 2007 How to use this publication Each “20 Questions” briefing is designed to be a concise, easy-to-read introduction to an issue of importance to directors.The question format reflects the oversight role of directors, which includes asking management — and themselves — tough questions.These questions are not intended to be a precise checklist, but rather a way to provide insight into and stimulate discussion of important topics. The comments that accompany the questions summarize current thinking on the issues of leading organizations, and provide directors with a basis for critically assessing the answers they get, and digging deeper as necessary.Thus, although the questions apply to most medium-to-large organizations, the answers will vary according to the size, complexity and sophistication of the individual organization. The Information Technology Advisory Committee 20 Questions Directors Should Ask about IT Projects 2007 Library and Archives Canada Cataloguing in Publication 20 questions directors should ask about IT Projects ISBN 978-1-55385-250-6 1. Project management. 2. Information technology — Management. I. Canadian Institute of Chartered Accountants. II.Title:Twenty questions directors should ask about IT projects. HD30.2.T883 2007 658.4’04 C2007-901684-7 Copyright © 2007 Canadian Institute of Chartered Accountants 277 Wellington Street West Toronto, ON M5V 3H2 Printed in Canada Disponible...
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...Lonnie Pacelli on introducing change management to your project team Lonnie Pacelli is a business owner, consultant, and author with over 20 years of experience in project management. He has worked with Fortune 500 companies including Microsoft, Accenture, Motorola, Hughes Electronics, AT&T, and Northrop Grumman, and successfully managed projects ranging from installation of complex information technology systems to small process improvements. He is currently CEO of Banzai Sushi in Seattle. Lonnie is the author of The Project Management Advisor: 18 Major Project Screw-ups and How to Cut Them Off at the Pass (Prentice Hall, 2004), The Truth About Getting Your Point Across (Prentice Hall, 2006), and Leadership Made Simple (Amazon.com, 2006). Work Essentials recently talked with Lonnie about how to introduce a change management methodology to a project team. Work Essentials: I know you are a successful author of project management books, but I’d like to start by asking you about your background as a project manager. Where does your expertise come from? Lonnie Pacelli: I have over 20 years of experience, which I gained while managing projects at both Accenture and Microsoft. At Accenture, I worked in most project team roles and for a wide range of clients. Accenture did a great job of teaching me the rudiments of project management and developing great structured habits. I then worked at Microsoft as a program manager, project sponsor, and stakeholder. My experience...
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