...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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...Engagement Project Plan AIPM Website Membership Engagement Project Plan Approvals Name, Project Role & Position Project Manager Sponsor Senior User Representative CEO & Senior Supplier Document Role Date Signature Recommender Approver Approver Reviewer Document administration Development history Version Date Description Created by 0.1 13/02/2014 First Draft – Dissemination to Project Sponsor for review John Walker 0.2 15/02/2014 Second Draft – Inclusion of Business Case David Bryant 0.3 20/02/2014 Third Draft – Update from Margie’s feedback Lee Edmondson 1.0 24/02/2014 First release, reviewed and approved John Walker Contributors The following people provided information and / or were interviewed while preparing this document: Contributor Position & organisation John Walker Project Manager David Bryant Project Sponsor Nicole Walker AIPM Membership Development Manager Linda Chiarella AIPM National Events Manager Lee Edmondson AIPM Communications Manager Margie O’Tarpey AIPM CEO & Senior Supplier Kayleen Lenzo AIPM Finance and Operations Manager Document distribution history The following describes the distribution history of the document: Version Date Distribution recipients 0.1 13/02/2014 Sponsor 0.2 15/02/2014 Project Manager 0.2 15/02/2014 AIPM CEO & Senior Supplier 0.3 20/02/2014 AIPM Communications ...
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...should be deleted prior to the document being distributed for review and approval. Update text within square brackets which is placeholder text with relevant text. E.g. [yyyymmdd] should be changed to latest date 20130305 Use this basic structure and type sizing for all your covers. Do not manipulate or rescale any of the graphic components. Use initial caps in your headings with capital letters for proper nouns only. Document Control Document location Location | | Author Position | Name | Contact no | | | | Stakeholders and other contributors Consider key stakeholders who might have input in the decision to approve or reject the Business Case. Typically, distribution to the relevant governance forum members’ is required for a one-on-one walkthrough prior to presenting. The costs section of the document may need to be removed from widely distributed versions. Position | Name | | | | | Revision history Version | Issue date | Author/editor | Description/Summary of changes | | | | | | | | | Reviewed by Version | Issue date | Name | Position | Review date | | | | | | | | | | | | | | | | Approvals Approval refers to the approver’s acceptance of the content and overall intention of this document, including acceptance of any commitments described in order to successfully deliver the initiative. The approver, where relevant, also confirms that this document complies with relevant strategies, policies and regulatory requirements...
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...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 Meetings Project Document Updates Enterprise Environmental Factors Organizational Process Assets Close Project or Phase Project Management Plan Final Product, Service, or Result Transition Accepted Deliverables Organizational Process Assets Updates...
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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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...Business Strategies 14.1 Introduction business strategy describes how a particular business intends to succeed in its chosen market place against its competitors. It therefore represents the best attempt that the management can make at defining and securing the future of that business. A business strategy should provide clear answers to the questions: A s s s s What is the scope of the business (or offering) to which this strategy applies? What are the current and future needs of customers and potential customers of this business? What are the distinctive capabilities or unique competence that will give us competitive advantage in meeting these needs now and in the future? What in broad terms needs to be done to secure the future of our business? These questions should have been addressed during the process of strategy formulation. The processes and techniques and processes described in Part III may have contributed to answering them. In this chapter, we are concerned with some of the practical issues that arise when thinking and analysis leads into action and commitment. We are concerned also with what makes the difference between good and indifferent business strategies. We suggest that a good business strategy will meet six tests of quality: s s s s s s It will be correctly scoped. It will be appropriately documented. It will address real customer needs. It will exploit genuine competencies. It will contribute to competitive advantage...
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...The key five principal processes associated with Project Management are as below: 1. The Project Initiation: During the starting procedure you are making the reports which are expected to characterize another task, or another period of a current venture. Commonly a plausibility study is performed or a business case made. These are thought to be a piece of the undertaking starting procedure bunch since they are made before the begin of a venture. The most discriminating piece of the start procedure is the undertaking contract. The venture contract formally approves a task, and once it's marked the undertaking can then advance to the arranging procedure. Start for the most part includes characterizing an undertaking and increasing regard to start working; for our situation some of this had officially happened. We drew nearer the issue painstakingly and had officially decided it was best to hold our meeting in a focal area with simple access. 2. The Project Planning: The Project Planning Process further elucidates the venture's targets and plans the greater part of the exercises vital with a specific end goal to meet the venture's destinations and degree. Each of these task arranging layouts furnishes you with record designing, direction on composing every segment, standard substance where it can be institutionalized alongside test content. 3. The Project Execution The Project Executing Process incorporates the procedures to perform the work on the undertaking as per the...
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...Reviewers: This document must be reviewed by the following: Name Signature Title / Responsibility Date Version Tim Davis Head of Information Governance Andy Dickinson Information Governance Compliance Manager Approvals: This document must be approved by the following: Name Signature Title / Responsibility Date Version Tim Davis Head of Information Governance Andy Dickinson Information Governance Compliance Manager Distribution: FileCM ESP Supplier Portal Document Status: This is a controlled document. Whilst this document may be printed, the electronic version maintained in FileCM is the controlled copy. Any printed copies of the document are not controlled. Related Documents: These documents will provide additional information. Ref no Doc Reference Number Title Version 1 NPFIT-SHR-QMS-PRP-0015 Glossary of Terms Consolidated.doc Glossary of Terms: List any new terms created in this document. Mail the NPO Quality Manager to have these included in the master glossary above [1]. Term Acronym Definition Contents 1 About this Document 5 1.1 Purpose 5 1.2 Audience 5 1.3 Content 5 2 Signature 6 3 ISO 27001 compliance 6 4 ISMS 7 4.1 ISMS Strategy 7 4.2 ISMS Topics 8 1 About this Document 1.1 Purpose All suppliers to NHS CFH are required to have an Information Security Management System (ISMS) in place, in order to provide an appropriate level of governance for the services they provide. The purpose of this document is to provide...
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...Standardization C. Change D. Associated processing Standardization and change are still characteristics of a good PPM but associated processing is not among traits Define the characteristics of a program? A. Deliverables with a strategic intent B. Risk Management C. Controlling project D. Schedule and resources The other three options are characteristics of a project manager. What are the project management processes? A. Initiating, planning, executing, monitoring and controlling and closure B. Integration, human resources, rick management C. Cost, stakeholder management, scope D. Quality, communications, procurement The other options are project management knowledge areas. What is a project management plan? A. Document capturing the entire project end –to-end, covering all project phases, from initiation through planning execution and closure. B. Costs, quality, schedule C. Scope, business needs, requirements, deliverables, constraints and work breakdown structure D. Risk index, Risk evaluation, Risk mitigation and contingency plan The other options are elements of planning. What are the key features of a project portfolio management system? A. Project evaluation process or methodology, cost and benefits measurement, progress reporting B. Resource and capacity planning C....
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...An Introduction to PMBOK Guide 5th Edition: Knowledge Areas, Processes and Process Groups One of the most discussed tables in the Project Management Institute’s (PMI), A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) Fifth Edition is the “Project Management Process Groups and Knowledge Areas Mapping” matrix, found in Table 3-1 on page 61. This table maps the 47 processes of project management to their corresponding Knowledge Area, as well as to their corresponding Process Group. At first glance, the table seems quite complicated, so let’s break it down and uncover why a solid understanding of the relationships between processes, Process Groups, and Knowledge Areas is important to anyone preparing to take the Project Management Professional (PMP) ® exam. It’s so important, in fact, that we suggest you memorize this matrix and the relationships it calls out. Memorizing the table will prove to be a valuable asset to you during your PMP Exam. What is a “Process” – 47 processes of project management? Let’s start with the building blocks of the matrix - what is a process? At its most basic level, a process is simply a way of transforming an input into an output using proven tools and techniques. The PMBOK® Guide defines a process as “a set of interrelated actions and activities performed to achieve a specified set of products, results, or services.” Good processes-based on sound principles and proven practices-are extremely important for a project’s success....
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...I. Overview 1 II. Pre-Initiation 7 III. Initiating 9 IV. Planning 11 Scope Management Plan 12 Change Management Plan 13 Time Management Plan 14 Cost Management Plan 18 Quality Management Plan 20 Resource Management Plan 21 Communication Management Plan 23 Risk Management Plan 24 Procurement Management Plan 27 Requirements Management Plan 28 Issue Management Plan 31 Document Management Plan 31 V. Executing 33 VI. Monitoring & Controlling 36 VII. Closing 44 VIII. APPENDIX A – Project Management Documentation 47 Overview Purpose The purpose of this Enterprise Project Management Methodology guide is to provide an overview of the life of a project and describe a process to help project managers guide their projects to a successful conclusion. This guide represents OA/OIT’s recommendation for project management, and is intended to aid agencies in moving towards best practices for this discipline. Each agency should assess their level of competency in project management and use this information to their best advantage. Each project, and possibly phases of very large projects, will consist of six processes: 1. Pre-Initiation 2. Initiating 3. Planning 4. Executing 5. Monitoring & Controlling 6. Closing Integrated within these six processes is information that covers the nine knowledge areas of project management: integration, scope, time, cost, quality, human resources, communications, risk and procurement...
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...PROJECT SCOPE STATEMENT Note: Any work not explicitly included in the Project Scope Statement is implicitly excluded from the project. * Create links to referenced documents (e.g., Link_To_… ) by using Insert Hyperlink on your toolbar. * Note that all documents that are linked to the Scope Statement become part of the Project Scope and require the same degree of management control. Such documents should be maintained in a separate Scope directory along with the Scope Statement. | Project Name: | | Prepared by: | | Date (MM/DD/YYYY): | | Version History (insert rows as needed): | Version | Date (MM/DD/YYYY) | Comments | 1.0 | | | | | | | | | | | | 1. Executive Summary | Provide below a brief overview of this project (e.g., project purpose and justification): | | Provide a brief project summary in the space below. This information may be available in the Project Charter. Also provide a link to the Project Charter for reference. | Link_To_Project_Charter | | Note: In any instance where there is a discrepancy between the Project Charter and the Project Scope Statement, the latter is considered authoritative. | 2. Business Objectives | 2.1 Product Description (Solution): | | 2.2 Business Objectives: | | 3. Project Description | For each area below, provide sufficient detail to define this project adequately: | 3.1 Project Scope | ...
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...BUSINESS REQUIREMENTS Reference number: Document Control Change Record Date Author Version Change Reference Reviewers Name Position Table of Contents Document Control 2 1 Business Requirements 4 1.1 Project Overview 4 1.2 Background including current process 4 1.3 Scope 4 1.3.1 Scope of Project 4 1.3.2 Constraints and Assumptions 5 1.3.3 Risks 5 1.3.4 Scope Control 5 1.3.5 Relationship to Other Systems/Projects 5 1.3.6 Definition of Terms (if applicable) 5 1 Business Requirements 1.1 Project Overview Provide a short, yet complete, overview of the project. 1.2 Background including current process Describe the background to the project, (same section may be reused in the Quality Plan) include: This project is The project goal is to The IT role for this project is 1.3 Scope 1.3.1 Scope of Project The scope of this project includes a number of areas. For each area, there should be a corresponding strategy for incorporating these areas into the overall project. Applications In order to meet the target production date, only these applications will be implemented: Sites These sites are considered part of the implementation: Process Re-engineering Re-engineering will Customization Customizations will be limited to Interfaces the interfaces included are: Architecture Application and Technical Architecture will Conversion Only the following...
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...Index: ITIL® v3 Foundation 2011 Study Notes 1. ITIL v3 Foundation Certification Notes: Service Management as a Practice 2. ITIL v3 Foundation Certification Notes: Service Strategy 3. ITIL v3 Foundation Certification Notes: Service Strategy [2] 4. ITIL v3 Foundation Certification Notes: Service Design 5. ITIL v3 Foundation Certification Notes: Service Design [2] 6. ITIL v3 Foundation Certification Notes: Service Design [3] 7. ITIL v3 Foundation Certification Notes: Service Design [4] 8. ITIL v3 Foundation Certification Notes: Service Transition 9. ITIL v3 Foundation Certification Notes: Service Transition [2] 10. ITIL v3 Foundation Certification Notes: Service Operation and Functions 11. ITIL v3 Foundation Certification Notes: Service Operation [2] 12. ITIL v3 Foundation Certification Notes: Service Operation [3] 13. ITIL v3 Foundation Certification Notes: Continual Service Improvement 14. ITIL v3 Foundation Certification Notes: Last Minutes Revision Notes ITIL v3 Foundation Certification Notes: Service Management as a Practice Why IT Service Management is needed? * Higher IT service quality is always required while fewer resources are available * Users are not interested in the processes / technology, rather they just need to utilize the service to achieve business goals * As users are usually not directly responsible for the costs of IT services, they would endlessly request more and more IT services with higher and higher standards /...
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...Presentation – Scope of Work The Group Project, the Global Marketing Plan, is to provide students with the opportunity to develop marketing plans, which can reflect students’ deep understanding of a foreign country. The plans should also encompass any necessary decisions of Global marketing. Each group has to select a foreign country as the host market for a product / company. You are required to document the selected country’s culture which may be relevant to the product you select. Then, you will need to develop a marketing plan for its introduction or expansion in the host country. You will have to write the plan as a proposal by a Global Marketing Consultant to solicit a business. There is no definite outline and / or framework for the presentation, the essence will be ← Creativity of your idea(s) ← Focus of your plan(s) ← Differentiation of your strategy(ies) ← Attention-arresting presentation If deemed necessary, you can refer to the suggested scope of work for case presentation as follows: Each group should make use of the business theories, models and strategies learned so far (e.g. i. Hofstede Cultural Dimensions, ii. SRC, iii. different types of centrisms, iv. Porter’s 5 forces, v. SWOT analysis, vi. PEST(LE) analysis, vii. the notions of “serendipity”, “ubiquitous” & “synergy”, viii. different modes of entry ix. growth matrix, x. consolidation matrix & strategies, xi...
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