...Business and Commercial Awareness ------------------------------------------------- MODULE CODE: 6FBS1261MODULE LEADER: Mr. Neil GodfreyImplementation PlanMember: Jenna Julien ID NUMBER: 13028960Programme Delivered by:CTS College of Business and Computer Science Ltd.Submission Date: 07/01/2013Final Word Count:1302(Excluding, Table of Contents, Tables & References) | Table of Contents Section 1.0 1 OVERVIEW OF INVESTMENT AND IMPACT ON FINANCIAL DEPARTMENT: 1 Section 2.0 2 LINKAGES WITH OTHER DEPARTMENTS: 2 Section 3.0 3 MILESTONES AND TIME PLAN FOR FINANCIAL ACTIVITIES: 3 Section 4.0 4 RISK MANAGEMENT PLAN: 4 TABLE 1: Showing Risk Plan for Implementation Plan 5 TABLE 2: Showing Risk Assessment for Implementation Plan 5 Section 5.0 6 FINANCIAL OVERVIEW OF INVESTMENT: 6 COST-PLAN 6 TABLE 3: SHOWING DETAILED EXPENSE ACCOUNT 7 TABLE 4: SHOWING TOTAL PROJECTED YEARLY INCOME 8 TABLE 5: SHOWING PROJECTED COST-INCOME RATIO 8 TABLE 6: SHOWING TOTAL FORECASTED PROFITS 8 TABLE 7: SHOWING PROJECTED PROFIT-INCOME RATIO 9 TABLE 8: SHOWING PROJECTED BREAK-EVEN PERIOD FOR 9 Section 6.0 10 RESOURCE REQUIREMENTS BY THE FINANCE DEPARTMENT: 10 Section 7.0 11 KEY PERFORMANCE INDICATORS 11 Section 8.0 12 REFERENCES 12 Section 1.0 OVERVIEW OF INVESTMENT AND IMPACT ON FINANCIAL DEPARTMENT: The 3 star new build in Rio de Jainero, Brazil was chosen as the best investment idea by our syndicate...
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...RESULTS-BASED PUBLIC SECTOR MANAGEMENT A Rapid Assessment Guide PLAN EVALUATE BUDGET RESULTS MONITOR IMPLEMENT i RESULTS-BASED PUBLIC SECTOR MANAGEMENT A Rapid Assessment Guide © 2012 Asian Development Bank All rights reserved. Published in 2012. Printed in the Philippines ISBN 978-92-9092-838-6 (Print), 978-92-9092-839-3 (PDF) Publication Stock No. TIM124978 Cataloging-In-Publication Data Asian Development Bank Results-based public sector management: A rapid assessment guide. Mandaluyong City, Philippines: Asian Development Bank, 2012. 1. Managing for development results 2. Results-based management 3. Public sector. I. Asian Development Bank. The views expressed in this publication are those of the authors and do not necessarily reflect the views and policies of the Asian Development Bank (ADB), its Board of Governors, or the governments they represent. ADB does not guarantee the accuracy of the data included in this publication and accepts no responsibility for any consequence of their use. By making any designation of or reference to a particular territory or geographic area, or by using the term “country” in this document, ADB does not intend to make any judgments as to the legal or other status of any territory or area. ADB encourages printing or copying information exclusively for personal and noncommercial use with proper acknowledgment of ADB. Users are restricted from reselling, redistributing, or creating...
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...Risk Plan Recognizing and Minimizing Tort and Regulatory Risk Plan LAW/531 September 29, 2010 Introduction Alumina, Inc. makes aluminum products and has revenues of over $4 Billion Dollars. The company is based in the United States (US) with operations in eight other countries around the world. The US accounts for 70% of Alumina’s market share. Alumina has business interests in automotive components and manufacture packaging materials, bauxite mining, and Alumina refining and smelting. The company falls under the jurisdiction of Region 6 of the Environmental Protection Agency (EPA) (University of Phoenix, 2010). Recognizing and Minimizing Tort and Regulatory Risk Plan Companies and organizations such as Alumina, Inc. have corporate governances that require them to operate their businesses under government rules, regulations and boundaries. The rules and regulations have been authorized and enacted by major legislation, which are enacted by Congress and enforceable by laws. Minimizing the risk of tort liability is the goal of every organization and company. Five years ago Alumina was in violation of environmental discharge norms in a routine EPA compliance evaluation inspection. The EPA ordered a cleaned up and Alumina complied right away. Now, the case of negligence starts. The government places a high level the importance on the preservation of the environment and enforces environmental regulations. Alumina has to come up with a risk management plan...
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...adequate protection of information or have been so restrictive that they have prevented companies from making the maximum use of information to innovate, collaborate, and achieve competitive advantages. The security approach that many organizations have been forced to take in the past have been a reactive approach rather than viewing information security as a business enabler they see it as a inhibitor, designed to prevent bad things from happening. The problem with this is that good efforts in one area can be quickly nullified by failures in another. To help with its security transformation, Global called upon the expertise of CIS, its own security division, CIS’s information risk management strategy brings together, within a global framework, all the components that an organization needs to plan and implement an end-to-end approach for protecting a business’s most critical information assets. Looking a compliance you have to understand that there are certain laws that apply to financial data. The question at hand is looking at reporting from a unsecure network. Bringing in a risk team will first a foremost put that to a stop, finance data should not be reported over unsecured networks, this can a violation of compliance law by letting information out be that either non encrypted or passing it along where it is vulnerable. Assuring the integrity and security of personal information held by banks, insurance...
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...Risk Management Plan for Defense Logistics Information Service 1. PURPOSE This Risk Management Plan is an overall look at how Defense Logistics Information Service can protect it’s data. The implication of lost confidential government data is the primary cause for this plan, and will be treated with the utmost importance. 2. GUIDING PRINCIPLES This plan will be presented through a formal, written, written risk management, and security safety program. The Security Safety and Risk Management Program supports the DLIS philosophy that government safety and risk management is everyone’s responsibility. Teamwork and participation among management, providers, and staff are essential for an efficient and effective patient safety and risk management program. The program will be implemented through the coordination of multiple organizational functions and the activities of multiple departments. DLIS supports the establishment of such clauses and best practices. An in depth look at mistakes made and ways we can learn from them will be at the forefront of out investigation. Constructive feedback will play a large part as well. In a just culture, unsafe conditions and hazards are readily and proactively identified, mistakes are openly dicussed, and suggestions for systematic improvements are welcomed. Individuals are still held accountable for compliance with safety and risk management practives. As such, if evaluation and investigation of an error or even reveal reckless behavior...
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...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 Plan Updates Change Requests Perform Integrated Change Control Experts Judgment Change Control...
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...baseline schedule and define the Schedule Management Plan. The initial WBS, developed during the Concept Development Phase, will define specific work activities; activities sequence, estimate resources, and estimate duration that will need to complete the project. The refined WBS will be used to develop an initial, baseline schedule. The Schedule Management Plan establishes the specific procedures for how the project schedule will be managed and controlled and is as detailed as necessary to control the schedule through the life cycle based on the size, risk profile, and complexity of the project. The Project Manager should consider the six schedule management processes described below in the development of the schedule baseline and the Schedule Management Plan. The development of the schedule baseline will involve activity definition, activity sequencing, activity resource estimation, and activity duration estimation. The Schedule Management Plan should be focused on the methods for controlling the schedule. Define Activities – identification of the specific work activities that need to be performed to complete the project. Although preliminary activity definition begins in the Concept Development Phase, this definition is further refined during the Planning Phase to ensure that all activities are defined in detail. The Planning Team creates a more detailed WBS, develops an initial, baseline project schedule and describes the proposed process for how the baseline schedule will...
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...RISK MANAGEMENT GUIDE FOR DOD ACQUISITION Sixth Edition (Version 1.0) [pic] AUGUST, 2006 Department of Defense Preface The Department of Defense (DoD) recognizes that risk management is critical to acquisition program success (see the Defense Acquisition Guidebook (DAG), Section 11.4). The purpose of addressing risk on programs is to help ensure program cost, schedule, and performance objectives are achieved at every stage in the life cycle and to communicate to all stakeholders the process for uncovering, determining the scope of, and managing program uncertainties. Since risk can be associated with all aspects of a program, it is important to recognize that risk identification is part of the job of everyone and not just the program manager or systems engineer. That includes the test manager, financial manager, contracting officer, logistician, and every other team member. The purpose of this guide is to assist DoD and contractor Program Managers (PMs), program offices and Integrated Product Teams (IPTs) in effectively managing program risks during the entire acquisition process, including sustainment. This guide contains baseline information and explanations for a well-structured risk management program. The management concepts and ideas presented here encourage the use of risk-based management practices and suggest a process to address program risks without prescribing specific methods or tools....
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...Woody 2000 Project Comparative Analysis The following Table is a comparative analysis of the original project management processes to the new proposed Project Management Plan. Preconstruction Phase The financial Performa and cash flow was not prepared as a tool to be used during the entire duration of the project. The accounting was performed with the operational bookkeeping and not as a separate accounting system. | A concise and detailed Performa will be completed and the cash flow will be an intricate part of the construction process. A separate chart of accounts will be maintained in order to track expenses on a real time basis. | An inexperienced owners representative was selected who was not aware of the project management processes to be followed. There was not a defined PMLC model designated for the project. | We would recommend an experienced owners representative be selected who is familiar with construction practices. We are proposing the Adaptive Project Framework of the Adaptive PMLC model. | There was not a defined design development process that included strategic planning sessions. The project programming was done in an unorganized fashion. | We propose to complete a concise design development process that includes a system for documenting needs using strategic planning and departmental focus groups. | The contractor was selected without undergoing a competitive bidding process. The contract was cost plus with an open end with no defined completion...
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...project management. The planning process group is used to identify everything that is going to happen with the project. There are ten different sections of this group that need to be identified when taking on a project. First you will need to develop a project plan that defines the project itself. This process group is used by over 20 different processes like control risks and schedule management. This makes this process group a vital process group. This group is created by using and review the project charter, and by utilizing many different outputs like the cost management plan, and the communication management plan. Next section consists of the scope management plan, collect requirements, define scope, and create WBS. The scope management plan shows how the project is defined, controlled, and validated. The collect requirements part of this section is used to understand the needs and expectations of the stakeholders. This can be done for example by interviews or prototyping. The define scope part of this section is used for defining the project scope by using the project scope statement. The create WBS part of this section is used for dividing the scope into smaller pieces this way it is more manageable. The third section of the planning process group is the planning and managing your schedule section. This section consist of plan schedule management, define activities, sequence activities, estimate activities resources, estimate activity duration, and develop a schedule. The...
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...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 Updates Outputs 4. Project Integration Management Planning Process Group Project Management Plan Tracking, reviewing, and regulating progress to meet...
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...Woody 2000 Project Comparative Analysis EXHIBIT C The following Table is a comparative analysis of the original project management processes to the new proposed Project Management Plan. Preconstruction Phase |The financial Performa and cash flow was not prepared as a tool to be |A concise and detailed Performa will be completed and the cash flow | |used during the entire duration of the project. The accounting was |will be an intricate part of the construction process. A separate | |performed with the operational bookkeeping and not as a separate |chart of accounts will be maintained in order to track expenses on a | |accounting system. |real time basis. | |An inexperienced owners representative was selected who was not aware |We would recommend an experienced owners representative be selected who| |of the project management processes to be followed. There was not a |is familiar with construction practices. We are proposing the Adaptive| |defined PMLC model designated for the project. |Project Framework of the Adaptive PMLC model. | |There was not a defined design development process that included |We propose to complete a concise design development process that | |strategic planning sessions. The project programming was done in an |includes a system for documenting...
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...PROJECT MANAGEMENT PLAN Version VERSION HISTORY [Provide information on how the development and distribution of the Project Management Plan was controlled and tracked. Use the table below to provide the version number, the author implementing the version, the date of the version, the name of the person approving the version, the date that particular version was approved, and a brief description of the reason for creating the revised version.] Version # Implemented By Revision Date Approved By Approval Date Reason 1.0 TABLE OF CONTENTS 1 INTRODUCTION 4 1.1 Purpose of Project Management Plan 4 2 EXECUTIVE SUMMARY OF PROJECT CHARTER 4 2.1 Assumptions/Constraints 4 3 SCOPE MANAGEMENT 4 3.1 Work Breakdown Structure 4 3.2 Deployment Plan 4 3.3 Change Control Management 4 4 SCHEDULE/TIME MANAGEMENT 4 4.1 Milestones 5 4.2 Project Schedule 5 4.2.1 Dependencies 5 5 COST/BUDGET MANAGEMENT 5 6 QUALITY MANAGEMENT 5 7 HUMAN RESOURCE MANAGEMENT 5 8 COMMUNICATIONS MANAGEMENT 5 8.1 Communication Matrix 5 9 RISK MANAGEMENT 5 9.1 Risk Log 6 10 ISSUE MANAGEMENT 6 10.1 Issue Log 6 11 PROCUREMENT MANAGEMENT 6 12 COMPLIANCE RELATED PLANNING 6 APPENDIX A: PROJECT MANAGEMENT PLAN APPROVAL 7 APPENDIX B: REFERENCES 8 APPENDIX C: KEY TERMS 9 APPENDIX D: SUMMARY OF SPENDING 10 1 INTRODUCTION 1.1 PURPOSE OF PROJECT MANAGEMENT PLAN [Provide the purpose of the project charter.] The intended audience of the PMP is all project...
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...Introduction Passing the Project Management Professional (PMP)® certification exam can seem like a daunting task when project managers first decide to take the leap. Just like a project management plan, if you carefully map out your study plan, you will be successful. You must understand several key concepts, be intimately familiar with the five process groups and ten knowledge areas, understand project management terminology, and learn to think like PMI. It is also important to set study goals, create a schedule for success, and commit fully to passing the exam in order to obtain your PMP® credential. Following the best practices outlined here can put you on the road to certification and will have you prepared for your PMP® Boot Camp. Everything that you need to understand prior to Boot Camp is listed here. Terminology There is a large volume of terminology associated with project management, but there are some key terms that you must be aware of as you are preparing for your exam. Learning these terms before your PMP® Boot Camp will have you ahead of the game and not playing catch-up (these definitions are not taken word for word from the PMBOK Guide®, 5th Edition): Analogous Estimating: Estimating based on a previous, similar activity or project. Think of it as making an analogy; comparing two similar things. Baseline: An approved plan that provides a point of comparison for actual performance. The baseline includes both the original plan and all approved changes...
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...GenRays Matrix Template Project Management Knowledge Areas Project Integration Management Recommended Tool(s) Project Charter Project Management Plan Justification for Tool Project Charter will provide formal executive authorization and support for the project and will empower the Project Manager and the team with the authority to move forward with the project. Project Management Plan will bring together the various subsidiary plans and integrate them to support the successful execution of the project. Project Scope Management Scope Management Plan Scope Statement Requirements Management Plan Statement of Requirements Work Breakdown Structure (WBS) Scope Management Plan will provide a process to define the scope, control the scope and manage requests for change to scope during the course of the project. Given the broad range of expectations for the HRIS project, it will be important to align on consistent scope. Scope Statement will provide an approved scope for the project that will guide work efforts and align resource commitments. Requirements Management Plan will provide a process to gather, analyze, document and manage to deliver of project requirements. Given the broad range of expectations for the new HRIS, it will be important to align on consistent scope. Statement of Requirements will provide an approved set of requirements for the project that will guide work efforts and align resource commitments. Work Breakdown Structure (WBS)...
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