...Vision/Scope Customer Name Directions for using template: Read the Guidance (Arial blue font in brackets) to understand the information that should be placed in each section of this template. Then delete the Guidance and replace the placeholder within with your response. There may be additional Guidance in the Appendix of some documents, which should also be deleted once it has been used. Some templates have four levels of headings. They are not indented, but can be differentiated by font type and size: • Heading 1 – Arial Bold 16 font • Heading 2 – Arial Bold Italic 14 font • Heading 3 – Arial Bold 13 font • Heading 3 – Arial Bold Italic 12 font You may elect to indent sections for readability. |Author | | |Author Position | | |Date | | Version: 1.0 ( 2002 Microsoft Corporation. All rights reserved. The information contained in this document represents the current view of Microsoft Corporation on the issues discussed as of the date of publication. Because Microsoft must respond to changing market conditions, it should not be interpreted to be a commitment on the part of Microsoft, and Microsoft...
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...1. Why is it important for a company to have a well written mission statement? Well written mission statements provide employees with a shared sense of purpose, direction, and opportunity. They focus on a limited number of goals, stress the company’s major policies and values, and define the company’s major competitive scopes. In addition, good mission will have long term view. 2. What key points do you think need to be included in the mission statement? The range of products and applications that a company will supply. The type of market or customers a company will serve. The range of regions or countries in which a company will operate. 3. Should a mission statement also be a marketing tool? Yes, the mission statement should be a marketing tool. The mission statement is like a brand and branding makes the object more memorable. Words that should speak clarity over cleverness and meaning over beauty. 1. Why is it important for a company to have a well written mission statement? Well written mission statements provide employees with a shared sense of purpose, direction, and opportunity. They focus on a limited number of goals, stress the company’s major policies and values, and define the company’s major competitive scopes. In addition, good mission will have long term view. 2. What key points do you think need to be included in the mission statement? The range of products and applications that a company will supply. The type of market or customers a company will...
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...gement Review 1979, Vol. 4, No. 2,215-224. Task Design Determinants of Effective Leader Behavior^ RiCKYW. GRIFFIN University of Missouri—Columbia The theoretical and empirical research literature on task design and path-goal theory of leadership is reviewed. It is suggested that task design and individual variables interact to form a construct called individual-task congruence. A model is then developed which depicts leader behavior as a moderating variable between individuai-task congruence and satisfaction and performance. There is an increasing body of theoretical and empirical behavioral science literature dealing with the design of work in formal organizations. Much of this literature is concerned with the diagnosis and description of existing jobs and/or the implementation of task design change programs for the purpose of improving organizational effectiveness. The rationale seems to be that if the needs and capabilities of an individual are matched with the expectations and requirements of a task, higher 9/els of satisfaction, motivation, and productivity .vill result (6). Most published research on task design, however, has not taken other organizational variables into consideration. The general model for contemporary task design research has investigated the moderating effect of certain variables on the relationship between task design and outcome variables such as satisfaction, performance, and commitment (2, 7, 8, 19, 22, 25, 26, 28, 29, 33). A few empirical studies...
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...| [Replace this text with a list of changes for this Owner on this Date and Version.] * [Change 1] * [Change 2] * [Change n] | TABLE OF CONTENTS 1 PROJECT CHARTER PURPOSE 3 2 PROJECT EXECUTIVE SUMMARY 3 3 PROJECT OVERVIEW 3 4 PROJECT SCOPE 3 4.1 Goals and Objectives 3 4.2 Departmental Statements of Work (SOW) 3 4.3 Organizational Impacts 3 4.4 Project Deliverables 3 4.5 Deliverables Out of Scope 3 4.6 Project Estimated Costs & Duration 3 5 PROJECT CONDITIONS 3 5.1 Project Assumptions 3 5.2 Project Issues 3 5.3 Project Risks 3 5.4 Project Constraints 3 6 Project Structure Approach 3 7 Project Team Organization Plans 3 8 PROJECT REFERENCES 3 9 APPROVALS 3 10 APPENDICES 3 10.1 Document Guidelines 3 10.2 Project Charter Document Sections Omitted 3 PROJECT CHARTER PURPOSE [Replace the following text with your own statement of the Project Charter Purpose, or use the provided sample text.] The project charter defines the scope, objectives, and overall approach for the work to be completed. It is a critical element for initiating, planning, executing, controlling, and assessing the project. It should be the single point of reference on the project for project goals and objectives, scope, organization, estimates, work plan, and budget. In addition, it serves as a contract between the Project Team and the Project Sponsors, stating what will be delivered according to the budget, time constraints, risks,...
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... | |PURPOSE OF THE DOCUMENT: | | | |The Project Charter will serve as an internal document that captures high level planning information (scope, deliverables, | |assumptions, etc.) about the Project. | | | |The Project Manager creates the Project Charter in the Initiation Phase of the Project, in consultation with the Business Manager. | |Its purpose is to recognize the existence of the project and to begin the planning process required to accomplish the Project | |goals. It is not intended to be shared with the customer as a formal contract or legal document. | | | |The Project Charter is an input to the Definition Phase of the Project where much of the information contained herein forms the | |basis for detailed project planning. ...
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...Corporate strategy identifies the goals of a company and defines ways of achieving those goals. Project management takes one of the goals and manages costs, schedules and resources to give the desired result. When small businesses use projects to make progress toward their strategic goals, they have to be aware of the differences between the two processes. While both corporate strategy and project management share planning and control characteristics, the details of their implementation and execution are not the same. Goals: The goals of corporate strategy and project management are different. Those of corporate strategy define the direction of the company and are not usually time limited. A strategic goal of excellent customer service is a continuous process. A project is designed to achieve its goals within a certain time frame. Its goals are to produce the desired result within budget and according to the schedule. Once the goals are met, the project is complete. Corporate strategy may use projects to further its goals, but the projects are steps in the overall process while the corporate strategy carries on. A project is “a temporary endeavor undertaken to create a unique product, service, or result.”Operations, on the other hand, is work done in organizations to sustain the business. Projects are different from operations in that they end when their objectives have been reached or the project has been terminated. A program is “a group of related projects managed in...
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...Chapter 1: The Nature of Information Technology Projects What is the current state of IT projects? What are key factors for successful IT projects? Hint: Refer to the summary of CHAO study IT Projects are showing higher success rates. Better project management tools & processes, smaller projects, improved communication among stakeholders, more skillful IT project managers What are four different approaches to improving the likelihood of success of IT projects? Hint: Understand the major characteristics of each approach. 1. Value-Driven Approach; Plain & Simple: IT Projects must provide value to the organization 2. Socio-technical Approach; It’s not just about the technology or building a better mouse trap 3. Project Management Approach; processes and infrastructure (Methodology), resources, expectations, competition, efficiency and effectiveness 4. Knowledge Management Approach, lessons learned, best practices & shared knowledge What is a project? And its attributes? Project: a temporary endeavor undertaken to create a unique product, service, or result. Attributes: Time Frame, Purpose (to provide value!), Ownership, Resources (the triple constraint), Roles (Project Manager, Project Sponsor, SME (domain & technical)), Risk & Assumptions, Interdependent Tasks (progressive elaboration – steps & increments), Planned Organizational Change, Operate in Environments Larger than the Project Itself What are different roles in...
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...Precision Level 1: Primary actor’ name and goal s Precision Level 2: The use case brief, or the main success scenario Precision Level 3: The extension conditions Precision Level 4: The extension handling steps For each step: Show a goal succeeding. Highlight the actor's intention, not the user interface details. Have an actor pass information, validate a condition, or update state. Write between-step commentary to indicate step sequencing (or lack of). Ask ’ why’ to find a next-higher level goal. For data descriptions: Only put precision level 1 into the use case text. Precision Level 1: Data nickname Precision Level 2: Data fields associated with the nickname Precision Level 3: Field types, lengths and validations Icons Design Scope Organization (black-box) Organization (white-box) System (black box) System (white box) Component Goal Level 1 Very high summary Summary User-goal Subfunction too low For Goal Level, alternatively, append one of these characters to the use case name: Append "+" to summary use case names . Append "!" or nothing to user-goal use case names. Append "-" to subfunction use case names. The Writing Process 1. Name the system scope and boundaries. Track changes to this initial context diagram with the in/out list. 2. Brainstorm and list the primary actors. Find every human and non-human primary actor, over the life of the system. 3. Brainstorm and exhaustively list user goals for the system. The initial Actor-Goal List is now available. 4. Capture the outermost...
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...taken?Project integration management is concerned with ensuring the proper coordination of project processes so project objectives are achieved. Successful project managers use project integration management to integrate project processes, maximize performance, and meet project goals throughout the life cycle of a project. The reason it is important is because: * identify the primary reason why it's important for project managers to understand project integration management. * match each process in the Project Integration Management knowledge area with its description. * match the Project Process Groups to the processes in the Project Integration Management knowledge area that occur within them. Project integration management helps with these decisions by ensuring the proper coordination of project processes during project plan development and execution. Successful project managers use project integration management throughout the project life cycle to integrate project processes, maximize performance, and meet project goals. Successful project managers use project integration management throughout the project life cycle to integrate project processes, maximize performance, and meet project goals. | Project CharacteristicsWrite a 200- to 300-word short-answer response to the following:What are some of the characteristics that differentiate projects from other functions carried out in the daily operations of an organization? List some examples of work considered to be...
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...Cart Some images are illustrative Surface Skeleton Structure Scope Strategy Jesse James Garrett: Elements of User Experience www.jjg.net Beneath surface plane Contains Buttons Tabs Images Skeleton optimises the placement of these elements Surface Skeleton Structure Scope Strategy Jesse James Garrett: Elements of User Experience www.jjg.net Skeleton is an expression of underlying structure Defines how users interact with application/website Site map Surface Skeleton Structure Scope Strategy Jesse James Garrett: Elements of User Experience www.jjg.net Structure relates to how elements and features are placed Scope describes what those elements and features are used for Whether a feature or included or not? That’s scope! Surface Skeleton Structure Scope user tasks: • Search for course details • Information about Modules • Search for entry requirements • Search for staff member • Details of placement programme • Search for postgraduate degree • Career Guidance • News and events • Search for deadlines • …. Strategy Jesse James Garrett: Elements of User Experience www.jjg.net The scope is determined by strategy What do owner want to get out of it? What should users get out of it? Surface Skeleton Structure Scope Strategy business goals: • Replace need for students to arrange appointments • One stop shop for course...
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...success. These triple constraints are time, cost and scope/quality and builds inseparable arms of a triangle. This traditional de facto method to define and measure project success is one aspect of measuring metrics that used to measure project outputs. A project delivered on time, within budget and meet 100% of its scope specifications may not necessarily be perceived to be successful by key stakeholders. In fact, there should be additional metrics to measure the business outcomes like stakeholder and customer satisfaction, meeting business goals, customer and or end-user adoption, quality assurance, risk management, alignment of governance strategies and realization of benefits. This paper presents the views that traditional method alone is not adequate to define project success based on the today’s competitive project environments. Project managers need to broaden their perspective to include other metrics as mentioned above to define project successfulness. PROJECT SUCCESS METRICS - TRADITIONAL VIEWS Traditionally, project success is measured by the three inter-related factors that deliver values to the project outcomes. These three benchmarks criteria are represented as a triangle as shown in below (Fig-1). If we make any change to any of these factors, it will affect the other two factors and needed to be altered or adjusted accordingly. Let say, the stakeholders have amended some new requirements to the scope of the project which were not realized by them at...
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...responsibilities, determine your security goals, etc. ☐ Needs to state the security goals and how to achieve them for a particular system. ☑ Involves a stated purpose, scope, responsibilities, and compliance. ☐ Often requires changes in order to remain current and relevant. ☐ Provides organization-wide direction for implementing the security program. ☐ Addresses a particular area of concern that may or may not be a concern at some other time. ☐ Defines the elements that form the basis of the security program. | | Program-framework policy | ☐ Serves to make sure that a system fits in the overall structure of the business. ☐ Helps you to set up a security system, assign roles and responsibilities, determine your security goals, etc. ☑ Needs to state the security goals and how to achieve them for a particular system. ☐ Involves a stated purpose, scope, responsibilities, and compliance. ☐ Often requires changes in order to remain current and relevant. ☑ Provides organization-wide direction for implementing the security program. ☐ Addresses a particular area of concern that may or may not be a concern at some other time. ☐ Defines the elements that form the basis of the security program. | | Issue-specific policy | ☐ Serves to make sure that a system fits in the overall structure of the business. ☐ Helps you to set up a security system, assign roles and responsibilities, determine your security goals, etc. ☐ Needs to state the security goals and how to achieve them for...
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...Riordan Service Request Section One BSA/375 XXJanuary XXXX Riordan Service Request Section One The Chief Operating Officer (COO) of Riordan Manufacturing has input a request, asking the IT department to integrating the information system in the Human Resources department (HR). This request is to take advantage of more sophisticated information system technology and integrate it into the HR departments in the different Riordan Manufacturing locations. This service request will highlight several topics. The main topics that will be discussed are, who are the company’s stakeholders that information will be gathered from for requirements. What type of information-gathering techniques and systems analysis tools are to be used and or proposed to aid in the completion of the project request. Key Stakeholders Mr. Hugh McCauley the COO initiated the service request and he should be the first individual to ask and gather information about his idea of the service request and of what he is looking for about what system requirements for a new Information System for HR. The Director of Human Resources, who is Yvonne McMillan should also be interviewed for her requirements and how does she see what is needed for connectivity to all other business locations using a new Information System. Asking any and all employees who use the current system the company has and what improvements can be done. All of these individuals information is a way of gathering information for this...
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...| [Replace this text with a list of changes for this Owner on this Date and Version.] * [Change 1] * [Change 2] * [Change n] | TABLE OF CONTENTS 1 PROJECT CHARTER PURPOSE 3 2 PROJECT EXECUTIVE SUMMARY 3 3 PROJECT OVERVIEW 3 4 PROJECT SCOPE 3 4.1 Goals and Objectives 3 4.2 Departmental Statements of Work (SOW) 3 4.3 Organizational Impacts 3 4.4 Project Deliverables 3 4.5 Deliverables Out of Scope 3 4.6 Project Estimated Costs & Duration 3 5 PROJECT CONDITIONS 3 5.1 Project Assumptions 3 5.2 Project Issues 3 5.3 Project Risks 3 5.4 Project Constraints 3 6 Project Structure Approach 3 7 Project Team Organization Plans 3 8 PROJECT REFERENCES 3 9 APPROVALS 3 10 APPENDICES 3 10.1 Document Guidelines 3 10.2 Project Charter Document Sections Omitted 3 PROJECT CHARTER PURPOSE [Replace the following text with your own statement of the Project Charter Purpose, or use the provided sample text.] The project charter defines the scope, objectives, and overall approach for the work to be completed. It is a critical element for initiating, planning, executing, controlling, and assessing the project. It should be the single point of reference on the project for project goals and objectives, scope, organization, estimates, work plan, and budget. In addition, it serves as a contract between the Project Team and the Project Sponsors, stating what will be delivered according to the budget, time constraints, risks,...
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...|[Replace this text with the |[Replace this text with a list of changes for this Owner on | | | |name of the Change Owner.] |this Date and Version.] | | | | |[Change 1] | | | | |[Change 2] | | | | |[Change n] | TABLE OF CONTENTS 1 PROJECT CHARTER PURPOSE 3 2 PROJECT EXECUTIVE SUMMARY 3 3 PROJECT OVERVIEW 3 4 PROJECT SCOPE 3 4.1 Goals...
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