Foundations of Project Management. Presented by: Kelly Baumer, MBA, PMP Mindy Rings, MBA, PMP

Size: px
Start display at page:

Download "Foundations of Project Management. Presented by: Kelly Baumer, MBA, PMP Mindy Rings, MBA, PMP"

Transcription

1 Foundations of Project Management Presented by: Kelly Baumer, MBA, PMP Mindy Rings, MBA, PMP August 18, 2014

2 Project Management Basics In the next slides we will cover: Basic project management terminology and definitions. Project organizational roles and responsibilities. Project performance. What happens when there are gaps in project performance. 2

3 What is a Project? A Project is a Temporary Endeavor. All Projects have Two Essential Characteristics. Every Project produces a Unique Product, Service or Result. Every Project has a Beginning and an End. 3

4 The Purpose Of A Project To deliver a specific business case or outcome. To deliver a quality product, service or result. To satisfy the customer. 4

5 Comparison Of Daily Work Every day employees can engage in two types of work: Project Project work is the work that is performed to satisfy a one-time specific requirement. Ongoing Operations Ongoing Operations represent the work we perform over and over (i.e. our daily work). 5

6 What Is Project Management? Led by a Project Manager Project Management is a Discipline 6

7 Poll Question On average how much of your day is spent on projects? A) Less than 20% B) Between 21% - 50% C) Between 51% - 75% D) I work more than 75% of the time on projects 7

8 Who Is A Project Sponsor? A project Sponsor is a person with formal authority to use their influence to ensure project success. They are responsible for securing funding and resources for the project, and ensuring alignment with the company or firm strategy. They are ultimately accountable for the overall project. Project Manager Team Members Stakeholders Sponsor 8

9 Who Is A Stakeholder? Stakeholder is any person, group or organizations (internal or external) who can impact or are impacted by the project for better or worse. Stakeholders include: Project Sponsor, Project Team Members, Support Staff, Customers, Users, and Suppliers. Project Manager Team Members Stakeholders Sponsor 9

10 Who Is A Project Manager? Project Manager is someone who is given the authority by the Project Sponsor to lead a Project. The Project Manager acquires, develops and manages the project team. They plan, direct and manage project execution. They are accountable for delivering the project s business case. Project Manager Team Members Stakeholders Sponsor and Gatekeepers 10

11 Who Is A Team Member? Project Team Members execute the work defined in the Project Plan. They are responsible for producing deliverables outlined by the Project Plan and directed by the Project Manager. Project Manager Stakeholders Team Members Sponsor 11

12 What Is A Project Management Office (PMO)? A management structure that standardizes the project-related governance processes and facilitates the sharing of resources, methodologies, tools, and techniques. The responsibilities of a PMO can range from providing project management support functions to actually being responsible for the direct management of one or more projects. PMBOK - Guide to Project Management Body of Knowledge - 5 th edition Some of the Ways a PMO provides support are: Identifying and developing project management methodology, best practices, and standards. Coaching, mentoring, and training. Monitoring compliance to standards and tools Conformance to governance Process Knowledge Management Firm or Company Competency Governance 12

13 Poll Question Does your Firm or Company have some type of PMO (Project Management Office) in place? A) Yes B) No 13

14 How Do I Measure Project Performance? Every project is constrained in different ways. Project Performance is Measured on how well the Project is Tracking to Scope, Schedule, Cost and Quality. Scope What work will be performed and what value will be delivered? Schedule How long to complete? Cost What is the cost to complete? Quality Did we produce a quality result / outcome? Were the processes in the Project Life Cycle completed efficiently? 14

15 Project Performance: What Does Project Success Look Like? Project success is defined as delivering project within scope, on schedule, at budgeted cost and at the expected quality. Project success requires the fulfillment of the Customer s business case within the Triple Constraint. 15

16 Consequences Of Poor Project Performance Wasted Time Waiting Failure to Realize Expected Returns Feeling Overwhelmed and/or Upset Wasted Time Re-working Issues Credibility Can Be Impacted Poor Project Performance Can Result in Many Types of Gaps Project Performance is Measured on a Project s Ability to Achieve the Objectives of its Business Case. 16

17 Closing The Gaps When a disciplined approach to project management is used by providing People, Processes, and Tools we can close gaps that may lead to poor project performance. Tools Process People A Disciplined Approach to Project Management will Close the Gaps that Result from Poor Project Performance. 17

18 Tools Key Tool = Project Charter Process People A formal document that authorizes the existence of a project Provides the Project Manager with authority to utilize organizational resources to project activities An approved Project Charter formally initiates the project. Chartering a project validates alignment of the project to the strategy and ongoing work of the organization. A project charter is not considered to be a contract, because there is no consideration or money promised or exchanged in its creation PMBOK - Guide to Project Management Body of Knowledge - 5 th edition 18

19 Key Tool = Project Management Plan Tools Process People Components of a Project Management Plan: Integration Management Plan Scope Management Plan Time Management Plan Cost Management Plan Quality Management Human Resource Management Plan Communications Management Plan Risk Management Plan Procurement-Vendor Management Plan Change Management Plan Stakeholder Management Plan Developing Accurate Cost and Schedule Commitments Requires Detailed Planning prior to Execution. 19

20 Process Group Iteration Tools Process People Project Lifecycle Methodology The Project Team Iterates through one or more of the Project Management Process Group Steps (right) within every Stage of the Project Lifecycle Close Initiate Monitor and Control Process Group Steps Plan Execute 20

21 Poll Question What Tools are most often used by your Firm or company for means of managing a project? A) A Detailed Schedule B) A Charter C) A Scope Statement D) All of the above E) None of the above 21

22 Tools Deliver Results Process People Keep track of the deliverables owed to others. Document work you need to complete. Give yourself the appropriate amount of time to accomplish the work. A project s success is dependent on every individual team member s ability to deliver according to plan. Keep track of the deliverables owed to you. Document what is owed to you by when and by whom. Give yourself time to review and provide feedback on the work given to you. 22

23 Poll Question What are the biggest obstacles to completing a project at your Firm? A) Lack of Management Support B) Lack of dedicated team members C) Poorly defined Business Requirements D) My On-going work leaves little time to work on projects E) All of the above 23

24 Closing The Gaps: Individual Contribution Tools Process People Every individual working on a project or task in support of ongoing operations, impacts the Firm with their contribution. Individual Contributor Project Team or Functional Area Program or Department Business Unit Organization or Firmwide Focus on each individuals Values and Strengths to Positively Impact the Organization or Firm. 24

25 Tools Communicate Effectively Process People Effective communication is essential to successful project outcomes. Speak productively. Communicate to accomplish the deliverables agreed upon. Your communications plan should be SMART: Specific Measureable Actionable Realistic Time-bound Proactively let others know when you can or cannot honor your commitments. Communicate with honesty and integrity. 25

26 Solve Problems Tools Process People Problems are expected. Every effort should be taken to find problems early: Look for warning signs. Encourage team members to identify and expose potential problems. Encourage team members to offer solutions. Document issues in a log. Assign an owner and a due date. Measure impact. Determine most optimal solution before implementing. 26

27 Ability to Deliver Projects Effective Behavior Benefits Through effective (disciplined) behavior you will be in a better position to achieve success in projects. Effective Behavior One of the clearest ways to see good leadership traits in action is through the lens of project management. 27

28 Summary and Wrap Up A disciplined approach to running projects: Reduce rework Decrease project failure rate Reduce costs Increase customer satisfaction

29 Project Management Training does pay off Firms that measure the effectiveness of their project management training show that business needs are being met: Organizations saw an average 26% improvement in the following eight measures: 29% improved stakeholder satisfaction 27% improved schedule performance 26% Decrease in project failures 25% Improved budget performance 25% improved requirements performance 25% Improved Quality 25% Improved productivity 24% Improved time to market Source: The State of Project Management Training 2011, PM college 29

30 Project Management Value Trends Study performed by Project Management Solutions, Inc,

31 Questions?

Module 11 Stakeholder Management PMP Exam Questions

Module 11 Stakeholder Management PMP Exam Questions Module 11 Stakeholder Management PMP Exam Questions PMP, PMBOK and the Registered Education Provider logo are registered marks of the Project Management Institute, Inc Question 1 You are the project manager

More information

The PMP Application Process

The PMP Application Process The PMP Application Process The purpose of this document is to explain the PMP application process and provide helpful links and tools for submitting your application. Reference: The reference for the

More information

CDC UNIFIED PROCESS PRACTICES GUIDE

CDC UNIFIED PROCESS PRACTICES GUIDE Document Purpose The purpose of this document is to provide guidance on the practice of Quality Management and to describe the practice overview, requirements, best practices, activities, and key terms

More information

Project Management Office Charter

Project Management Office Charter Old Dominion University Office of Computing and Communication Services Project Management Office Charter Version: 1.0 Last Update: February 18, 2010 Created By: Anthony Fox, PMP OCCS Project Management

More information

Introduction to Project Management

Introduction to Project Management Introduction to Project Management Grant that we may not so much seek to be understood as to understand. ~St. Francis of Assisi Daniel B. Edds, MBA. PMP FCS GROUP WFOA Annual Conference, September 2008

More information

Project Management vs. Change Management: Which Should Lead?

Project Management vs. Change Management: Which Should Lead? Project Management vs. Change Management: Which Should Lead? Presented by Jon Weinstein, President of Line of Sight to the PMI Washington DC Chapter October 23, 2012 2012 Line of Sight, LLC The Question

More information

Project Management Skills for Trainers. William H. Dannenmaier Bill@PlantLeadership.com

Project Management Skills for Trainers. William H. Dannenmaier Bill@PlantLeadership.com Project Management Skills for Trainers William H. Dannenmaier Bill@PlantLeadership.com Instructor Bill William H. (Bill) Dannenmaier MA, MBA, PMP Experience Former US Navy Officer 30 years project management

More information

Crosswalk Between Current and New PMP Task Classifications

Crosswalk Between Current and New PMP Task Classifications Crosswalk Between Current and New PMP Task Classifications Domain 01 Initiating the Project Conduct project selection methods (e.g., cost benefit analysis, selection criteria) through meetings with the

More information

Project Management: Back to Basics

Project Management: Back to Basics About this research note: Technology Insight notes describe emerging technologies, tools, or processes as well as analyze the tactical and strategic impact they will have on the enterprise. Project Management:

More information

Module 2: The Project Initiation Stage

Module 2: The Project Initiation Stage Overview Initiation stage is highly instrumental in the life cycle of a project as it defines the boundaries of the project gives clarity to all participants about the objectives, scope, cost timescale

More information

PMP Examination Tasks Puzzle game

PMP Examination Tasks Puzzle game PMP Examination Tasks Puzzle game Here is a great game to play to test your knowledge of the tasks you will be tested on in the actual examination. What we have done is take each of the domain tasks in

More information

Project Management Change Management Procedure

Project Management Change Management Procedure Change Management Procedure Procedure # Description: Overview Outlines the steps for a Project Manager to manage change in an organization Objective To ensure that organizational change is managed in a

More information

USFWC Project Management Workshop May 31 st, 2014

USFWC Project Management Workshop May 31 st, 2014 USFWC Project Management May 31 st, 2014 Project Management Basics Project Management Basics Project Definition Why do projects fail? Pain Curve Triple Constraint Principle Progressive Elaboration vs.

More information

Project Management Framework

Project Management Framework Project Management Framework Study Notes PMI, PMP, CAPM, PMBOK, PM Network and the PMI Registered Education Provider logo are registered marks of the Project Management Institute, Inc. Points to Note Please

More information

Legal Project Management

Legal Project Management Legal Project Management Steven B. Levy Author, Legal Project Management Rick Kathuria PMP, P. Eng, CMC Who Are We, Anyway? Rick Kathuria, PMP, P. Eng, CMC Director, IT Development and PMO for McCarthy

More information

Systematic and Holistic IT Project Management Approach for Commercial Software. Theresa Kraft Lawrence Technological University

Systematic and Holistic IT Project Management Approach for Commercial Software. Theresa Kraft Lawrence Technological University Systematic and Holistic IT Project Management Approach for Commercial Software Theresa Kraft Lawrence Technological University Agenda IT Project Failure Rates Literature Review Research Justification Research

More information

DRAFT. Propose that environmental considerations be added to the list of strategic considerations.

DRAFT. Propose that environmental considerations be added to the list of strategic considerations. DRAFT Proposed changes and reasoning for proposed changes to 5 th Edition of the PMBOK Guide. Rich Maltzman, MSIE, PMP Dave Shirley, MBA, PMP Tom Mochal, PgMP, PMP Andrea Krasnoff, PMP 1.4.3 Strategic

More information

Steve Masters (SEI) SEPG North America March 2011. 2011 Carnegie Mellon University

Steve Masters (SEI) SEPG North America March 2011. 2011 Carnegie Mellon University Using Organizational Business Objectives to Guide a Process Improvement Program Software Engineering Institute Carnegie Mellon University Pittsburgh, PA 15213 (SEI) SEPG North America March 2011 Agenda

More information

PROJECT MANAGEMENT FOR NON-PROJECT MANAGERS

PROJECT MANAGEMENT FOR NON-PROJECT MANAGERS PROJECT MANAGEMENT FOR NON-PROJECT MANAGERS NADC PTAC 2929 3 rd Ave., N., Suite 300 Billings, MT 59101 P. (406) 259-3804 F. (406) 259-4569 ww.nadc-nabn.org HIGHLINER CONSULTING GROUP, LLC. 255 E. Fireweed

More information

Project Management vs. Change Management Presentation to the National Institutes of Health July 21, 2015

Project Management vs. Change Management Presentation to the National Institutes of Health July 21, 2015 Project Management vs. Change Management Presentation to the National Institutes of Health July 21, 2015 Presentation Objectives 1. Understand the key challenges and linkages between the disciplines. 2.

More information

Assessing the Appropriate Level of Project, Program, and PMO Structure

Assessing the Appropriate Level of Project, Program, and PMO Structure PMI Virtual Library 2011 Daniel D. Magruder Assessing the Appropriate Level of Project, Program, and PMO Structure By Daniel D. Magruder, PMP Executive Summary Does your organization have in-flight projects

More information

Introducing Social Change through Projectized Interventions

Introducing Social Change through Projectized Interventions A Discussion on the Approaches to Affecting Development 1. Using projects to effect immediate change: a discussion on Project Management 2. The Evolution from Projects to Multi-country Frameworks 3. Measuring

More information

Project Management (PMI Based)

Project Management (PMI Based) Training Services ITIL, Cobit, ISO/IEC 20000, Project Management, Information Security, Business Continuity, Risk Management, Cloud Computing and Green-IT Project Management (PMI Based) Project Management

More information

Integrating Project Management and Service Management

Integrating Project Management and Service Management Integrating Project and Integrating Project and By Reg Lo with contributions from Michael Robinson. 1 Introduction Project has become a well recognized management discipline within IT. is also becoming

More information

WHY DO I NEED A PROGRAM MANAGEMENT OFFICE (AND HOW DO I GET ONE)?

WHY DO I NEED A PROGRAM MANAGEMENT OFFICE (AND HOW DO I GET ONE)? WHY DO I NEED A PROGRAM MANAGEMENT OFFICE (AND HOW DO I GET ONE)? Due to the often complex and risky nature of projects, many organizations experience pressure for consistency in strategy, communication,

More information

UNIVERSITY OF NEW BRUNSWICK. project management programs ADVANCE YOUR CAREER WITH INDUSTRY-LEADING TRAINING. www.unb.

UNIVERSITY OF NEW BRUNSWICK. project management programs ADVANCE YOUR CAREER WITH INDUSTRY-LEADING TRAINING. www.unb. UNIVERSITY OF NEW BRUNSWICK project management programs ADVANCE YOUR CAREER WITH INDUSTRY-LEADING TRAINING www.unb.ca/cel/project learn the skills to manage complex projects EFFICIENTLY AND EFFECTIVELY

More information

MNLARS Project Audit Checklist

MNLARS Project Audit Checklist Audit Checklist The following provides a detailed checklist to assist the audit team in reviewing the health of a project. Relevance (at this time) How relevant is this attribute to this project or audit?

More information

Program Management Professional. PgMP

Program Management Professional. PgMP Program Management Professional PgMP COURSE BACKGROUND COURSE LENGTH: 3 days (2.1 CEUs / 21 PDUs) COURSE DESCRIPTION: The Program Management course addresses the essential aspects or Program selection,

More information

Central Project Office: Charter

Central Project Office: Charter Central Project Office: Charter ITCS: Central Project Office EAST CAROLINA UNIVERSITY 209 COTANCHE STREET, GREENVILLE, NC 27858 1 Table of Contents INTRODUCTION... 3 PURPOSE... 3 EXPECTED BENEFITS... 3

More information

WVU. PROJECT MANAGEMENT LITE Training Manual for Project Managers and Team Members. Robert C. Byrd Health Sciences Center Chancellor s Office

WVU. PROJECT MANAGEMENT LITE Training Manual for Project Managers and Team Members. Robert C. Byrd Health Sciences Center Chancellor s Office WVU Robert C. Byrd Health Sciences Center Chancellor s Office PROJECT MANAGEMENT LITE Training Manual for Project Managers and Team Members Fostering a culture of high purpose, accountability & accomplishment

More information

Project Management Professional Exam Prep Plus

Project Management Professional Exam Prep Plus In this course, you ll gain the essentials preparation needed to pass the PMP exam. Concentrating on exam content form the Guide to the Project Management Body of Knowledge-Fifth Edition (PMBOK Guide)

More information

Project Management for Everyone

Project Management for Everyone Project Management for Everyone Contact Information Adam Donaldson, PMP Business Management & Analysis Group System, Analytics & Insights Group Phone: (202) 994-6867 Email: adonald@gwu.edu Objectives Basic

More information

PMAP. Project Management At Penn PMAP

PMAP. Project Management At Penn PMAP Project Management At Penn 1 Fundamentals Course Objective To provide you with an overview of Topics Project Management at Penn () Project Governance Phases & Project Management Activities Project Management

More information

Complimentary Relationship Between ITIL and PMBOK

Complimentary Relationship Between ITIL and PMBOK CSC NORTH AMERICAN PUBLIC SECTOR Complimentary Relationship Between ITIL and PMBOK August Chantilly Luncheon Linda Budiman, PMP ITIL Business Process Architect ITIL Service Manager, COBIT certified 8/20/2008

More information

The BA/PM Partnership

The BA/PM Partnership The BA/PM Partnership By Elizabeth Larson, PMP, CBAP, CSM Principal, Watermark Learning Watermark Learning 7300 Metro Blvd, Suite 207 Minneapolis, MN 55439 Phone: 1(800)646-9362 Website: www.watermarklearning.com

More information

Project Management Summary of Best Practices

Project Management Summary of Best Practices Project Management Summary of Best A TenStep White Paper Contact us at info@tenstep.com TenStep, Inc. 2363 St. Davids Square Kennesaw, GA. 30152 877.536.8434 770.795.9097 Contac t us at info@t enstep.com

More information

The Standard for Portfolio Management. Paul E. Shaltry, PMP Deputy PM PPMS (2003-06) BNS02

The Standard for Portfolio Management. Paul E. Shaltry, PMP Deputy PM PPMS (2003-06) BNS02 The Standard for Portfolio Management Paul E. Shaltry, PMP Deputy PM PPMS (2003-06) BNS02 Purpose of this Presentation To provide information about The Standard for Portfolio Management Agenda Background

More information

Minnesota Health Insurance Exchange (MNHIX)

Minnesota Health Insurance Exchange (MNHIX) Minnesota Health Insurance Exchange (MNHIX) 1.2 Plan September 21st, 2012 Version: FINAL v.1.0 11/9/2012 2:58 PM Page 1 of 87 T A B L E O F C O N T E N T S 1 Introduction to the Plan... 12 2 Integration

More information

Project Management Best Practice Benchmarks

Project Management Best Practice Benchmarks A PM SOLUTIONS RESEARCH COMPENDIUM Project Management COST SCOPE Quality SCHEDULE 2 Project Management Senior executives want to know one thing about project management: What s the value? Today more than

More information

Information Technology Project Management

Information Technology Project Management Information Technology Project Management by Jack T. Marchewka Power Point Slides by Jack T. Marchewka, Northern Illinois University Copyright 2006 John Wiley & Sons, Inc. all rights reserved. Reproduction

More information

Aligning Business Strategies and Project Management

Aligning Business Strategies and Project Management Aligning Business Strategies and Project Management 1 Table of Contents Introduction... 3 Project Management... 4 Business Strategy... 4 Aligning Business Strategy & Projects... 5 Role of Management...

More information

Should I Pursue a Project Management Certification?

Should I Pursue a Project Management Certification? Should I Pursue a Project Management Certification? www.pmi.org Skilled project managers are in demand around the world. A globally recognized project management certification shows employers that you

More information

Achieving Business Analysis Excellence

Achieving Business Analysis Excellence RG Perspective Achieving Business Analysis Excellence Turning Business Analysts into Key Contributors by Building a Center of Excellence Susan Martin March 5, 2013 11 Canal Center Plaza Alexandria, VA

More information

PROJECT MANAGEMENT PLAN Outline VERSION 0.0 STATUS: OUTLINE DATE:

PROJECT MANAGEMENT PLAN Outline VERSION 0.0 STATUS: OUTLINE DATE: PROJECT MANAGEMENT PLAN Outline VERSION 0.0 STATUS: OUTLINE DATE: Project Name Project Management Plan Document Information Document Title Version Author Owner Project Management Plan Amendment History

More information

CHAPTER 3: MANAGING IMPLEMENTATION PROJECTS

CHAPTER 3: MANAGING IMPLEMENTATION PROJECTS Chapter 3: Managing Implementation Projects CHAPTER 3: MANAGING IMPLEMENTATION PROJECTS Objectives Introduction The objectives are: Describe common problems that occur in implementation projects. Describe

More information

PROJECT MANAGEMENT PROFESSIONAL DEVELOPMENT PROGRAM

PROJECT MANAGEMENT PROFESSIONAL DEVELOPMENT PROGRAM PROJECT MANAGEMENT PROFESSIONAL DEVELOPMENT PROGRAM Annual Performance Report - 2013 Table of Contents Executive Summary... 1 Program Overview... 2 Certification Programs... 2 Professional Development

More information

PORTFOLIO, PROGRAMME & PROJECT MANAGEMENT OFFICES A PRACTICAL GUIDE TO SETTING UP A PMO (WITH EXAMPLES)

PORTFOLIO, PROGRAMME & PROJECT MANAGEMENT OFFICES A PRACTICAL GUIDE TO SETTING UP A PMO (WITH EXAMPLES) PORTFOLIO, PROGRAMME & PROJECT MANAGEMENT OFFICES A PRACTICAL GUIDE TO SETTING UP A PMO (WITH EXAMPLES) Developed by the Department of Health Informatics Directorate Informatics Capability Development

More information

Project Quality Management

Project Quality Management Project Quality Management Study Notes PMI, PMP, CAPM, PMBOK, PM Network and the PMI Registered Education Provider logo are registered marks of the Project Management Institute, Inc. Points to Note Please

More information

TenStep Project Management Process Summary

TenStep Project Management Process Summary TenStep Project Management Process Summary Project management refers to the definition and planning, and then the subsequent management, control, and conclusion of a project. It is important to recognize

More information

Sample Quality Management Plan

Sample Quality Management Plan This reference documents project-specific quality assurance and quality control procedures appropriate to the size, complexity, and nature of the project. Quality improvements are also documented and may

More information

Introduction to ITIL for Project Managers

Introduction to ITIL for Project Managers CSC NORTH AMERICAN PUBLIC SECTOR Introduction to ITIL for Project Managers May Chantilly Luncheon Linda Budiman, PMP ITILv2 & ITILv3 Process Architect ITIL Service Manager, CobiT certified 5/13/2008 8:08:45

More information

Chapter 1: An Introduction to Project, Program, and Portfolio Management

Chapter 1: An Introduction to Project, Program, and Portfolio Management CIS 586 IS Project and Change Management Chapter 1 Jongwook Woo, PhD jwoo5@calstatela.edu California State University, LA Computer Information Systems Department Chapter 1: An Introduction to Project,

More information

APICS INSIGHTS AND INNOVATIONS ENHANCING PROJECT MANAGEMENT

APICS INSIGHTS AND INNOVATIONS ENHANCING PROJECT MANAGEMENT APICS INSIGHTS AND INNOVATIONS ENHANCING PROJECT MANAGEMENT APICS INSIGHTS AND INNOVATIONS ABOUT THIS REPORT Supply chain project management is a process that allows you to coordinate resources and activities

More information

An Introduction to Project Management

An Introduction to Project Management An Introduction to Project Management The purpose of this briefing paper is to introduce key project management terms and concepts to provide a common language for discussion, including what is: A project

More information

Agenda. 0 Agenda review 2 minutes. 0 Chapter of the week 50 minutes. 0 Q&A of chapter 10 minutes. 0 Break 10 minutes. 0 Exercises 25 minutes

Agenda. 0 Agenda review 2 minutes. 0 Chapter of the week 50 minutes. 0 Q&A of chapter 10 minutes. 0 Break 10 minutes. 0 Exercises 25 minutes Agenda 0 Instructor Introduction 3 minutes 0 Agenda review 2 minutes 0 Chapter of the week 50 minutes 0 Q&A of chapter 10 minutes 0 Break 10 minutes 0 Exercises 25 minutes 0 Round table 15 minutes 0 Closure

More information

NASCIO Recognition Award Nomination - 2009. IT Project and Portfolio Management

NASCIO Recognition Award Nomination - 2009. IT Project and Portfolio Management NASCIO Recognition Award Nomination - 2009 IT State of North Carolina Enterprise Project Management Office June 3, 2009 Executive Summary The Enterprise Project Management Office () was established in

More information

New and Prospective Managers: Competency Development and Learning Plan

New and Prospective Managers: Competency Development and Learning Plan New and Prospective Managers: Competency Development and Learning Plan Contents Competency Assessment Summary... 1 Management challenges... 2 GNWT Competencies... 4 Goal setting and learning plan... 7

More information

Business Continuity Planning. Description and Framework. White Paper. Preface. Contents

Business Continuity Planning. Description and Framework. White Paper. Preface. Contents Comprehensive Consulting Solutions, Inc. Business Savvy. IT Smart. Business Continuity Planning White Paper Published: April 2001 (with revisions) Business Continuity Planning Description and Framework

More information

Essential Elements for Any Successful Project

Essential Elements for Any Successful Project In this chapter Learn what comprises a successful project Understand the common characteristics of troubled projects Review the common characteristics of successful projects Learn which tools are indispensable

More information

The building blocks to a successful process improvement initiative

The building blocks to a successful process improvement initiative The building blocks to a successful process improvement initiative Andrew Griffiths t: 07760 266660 e: andrew.griffiths@lamri.com Objectives Outline some of the hidden parts of the process change minefield

More information

Project Manager Skills Benchmark SPONSORED BY

Project Manager Skills Benchmark SPONSORED BY Project Manager Skills Benchmark 2015 SPONSORED BY 2 Project Manager Skills Benchmark 2015 INTRODUCTION PM Solutions Research has been surveying organizations about their project management practices for

More information

Enter Project Name Project Management Plan (PMP) Kickoff Month, Day, Year

Enter Project Name Project Management Plan (PMP) Kickoff Month, Day, Year Enter Project Name Project Management Plan (PMP) Kickoff Month, Day, Year 1 Purpose The Project Management Plan (PMP) is a formal, approved document used to manage project execution. The PMP documents

More information

The Manager s Guide to Avoiding 7 Project Portfolio Pitfalls

The Manager s Guide to Avoiding 7 Project Portfolio Pitfalls The Manager s Guide to Avoiding 7 Project Portfolio Pitfalls In today s management by projects mindset, portfolio managers and PMO directors are challenged with ensuring successful delivery in addition

More information

Project Knowledge Areas

Project Knowledge Areas From Houston S: The Project Manager s Guide to Health Information Technology Implementation. Chicago: HIMSS; 2011; pp 27 39. This book is available on the HIMSS online bookstore at www. himss.org/store.

More information

The Alignment Factor. Achieve business success through organizational alignment.

The Alignment Factor. Achieve business success through organizational alignment. The Alignment Factor Achieve business success through organizational alignment. Table of Contents Achieving Business Success through Organizational Alignment...3 What Is Alignment?...4 Close-Up On Alignment...5

More information

The Association of Change Management Professionals

The Association of Change Management Professionals The Association of Change Management Professionals Statement of Change Management Scope, Knowledge Areas, and Process Groups March 31, 2012 Introduction The Association of Change Management Professionals

More information

October 7, 2011. Presented to. The PMI Washington DC Chapter. Pedro Agosto. Director of Client Services, XA Systems, LLC. pedro.agosto@xasystems.

October 7, 2011. Presented to. The PMI Washington DC Chapter. Pedro Agosto. Director of Client Services, XA Systems, LLC. pedro.agosto@xasystems. October 7, 2011 Presented to The PMI Washington DC Chapter By Pedro Agosto Director of Client Services, XA Systems, LLC pedro.agosto@xasystems.com Introduction Re-evaluating IT Services Today s Challenges

More information

Description of Program Management Processes (Initiating, Planning) 2011 PROGstudy.com. All rights reserved

Description of Program Management Processes (Initiating, Planning) 2011 PROGstudy.com. All rights reserved Description of Program Management Processes (Initiating, Planning) Topics Covered Program Management Process Groups salient features Description of all processes in Initiating Process Group: Initiate Program

More information

Project Management Office (PMO) Added value instead of administration

Project Management Office (PMO) Added value instead of administration By Presentation by Topic: Added value instead of administration This slide show should point out the benefits of PMOs. Project Management Offices can provide basic administrative support, but this isn

More information

Leverage Project Management with ITIL Service Management

Leverage Project Management with ITIL Service Management and Graham Furnis - and Leverage with ITIL is focused on doing things right when running your projects. will help focus your projects on doing the right things for achieving successful business outcomes.

More information

Request for Project Approval

Request for Project Approval Date Issued: 04/13/2016 Page #: 1 of 5 1.0 POLICY OVERVIEW 1.1. This policy establishes uniform practices and procedures to be followed for authorizing ITD software projects. 1.2. LAUSD s Information Technology

More information

How PRINCE2 Can Complement PMBOK and Your PMP Jay M. Siegelaub Impact Strategies LLC. Abstract. About PRINCE2

How PRINCE2 Can Complement PMBOK and Your PMP Jay M. Siegelaub Impact Strategies LLC. Abstract. About PRINCE2 How PRINCE2 Can Complement PMBOK and Your PMP Jay M. Siegelaub Impact Strategies LLC Abstract PMBOK is the recognized (de facto) standard of project management knowledge. In the UK and Europe, PRINCE2

More information

15 Principles of Project Management Success

15 Principles of Project Management Success 15 Principles of Project Management Success Project management knowledge, tools and processes are not enough to make your project succeed. You need to get away from your desk and get your hands dirty.

More information

A Framework for Project Metrics

A Framework for Project Metrics A Framework for Project Metrics Deciding what to measure and how to measure it August 13, 2007 Dr. Gary J. Evans, PMP CVR/IT Consulting LLC www.cvr-it.com Welcome! Focus of this workshop: Project Metrics

More information

Chapter 1: Introduction to Project Management. It s not enough to be busy. The question is: What are you busy about? Henry Thoreau

Chapter 1: Introduction to Project Management. It s not enough to be busy. The question is: What are you busy about? Henry Thoreau Chapter 1: Introduction to Project Management It s not enough to be busy. The question is: What are you busy about? Henry Thoreau Learning Objectives Understanding the growing need for better project management,

More information

Project Scope Management in PMBOK made easy

Project Scope Management in PMBOK made easy By Dr. TD Jainendrakumar The main objective of any project is to fulfill the scope of the project on time and within the budget. What is Project Scope? Scope refers to all the work involved in creating

More information

WHITE PAPER. The Manager s Guide to Avoiding 7 Project Portfolio Pitfalls

WHITE PAPER. The Manager s Guide to Avoiding 7 Project Portfolio Pitfalls WHITE PAPER The Manager s Guide to Avoiding 7 Project Portfolio Pitfalls EXECUTIVE SUMMARY In today s management by projects mindset, portfolio managers and PMO directors are challenged with ensuring successful

More information

VIII. Project Management Glossary

VIII. Project Management Glossary https://www.wrike.com/project-management-guide/glossary/ VIII. Project Management Glossary Project management, like any other industry, has its share of unique terms. Don t be overwhelmed. Here is our

More information

Chapter 1: An Introduction to Project, Program, and Portfolio Management

Chapter 1: An Introduction to Project, Program, and Portfolio Management CIS 586 IS Project and Change Management Chapter 1 Jongwook Woo, PhD jwoo5@calstatela.edu California State University, LA Computer Information Systems Department Chapter 1: An Introduction to Project,

More information

Module 7 Human Resources Management PMP Exam Questions

Module 7 Human Resources Management PMP Exam Questions Module 7 Management PMP Exam Questions PMP, PMBOK and the Registered Education Provider logo are registered marks of the Project Management Institute, Inc. Question 1 You and your manager are discussing

More information

Project Management. James M. Conrad

Project Management. James M. Conrad Project Management James M. Conrad Outline Introduction Motivation The Importance of Project Management Basic Skills of Project Management Exercise Recap and Discussion Project (from Wikipedia) A project

More information

Using Organizational Change Management Principles to Create a Scalable OCM Methodology

Using Organizational Change Management Principles to Create a Scalable OCM Methodology Using Organizational Change Management Principles to Create a Scalable OCM Methodology Cynthia Onstott John Spurrell May 16, 2016 2 Today s Learning Objectives How to develop a new Organizational Change

More information

Establishing and Maturing a Business Analysis Centre of Excellence

Establishing and Maturing a Business Analysis Centre of Excellence Establishing and Maturing a Business Analysis Centre of Excellence The Essential Guide An ESI International White Paper +61 02 8999 9162 www.esi-intl.com.au Table of Contents Abstract...3 Introduction:

More information

Bridging the Gap: Traditional to Agile Project Management. I. S. Parente 1. Susan Parente, PMP, PMI ACP, CISSP, PMI RMP, ITIL, MSEM;

Bridging the Gap: Traditional to Agile Project Management. I. S. Parente 1. Susan Parente, PMP, PMI ACP, CISSP, PMI RMP, ITIL, MSEM; Bridging the Gap: Traditional to Agile Project Management ABSTRACT I. S. Parente 1 1 Susan Parente, PMP, PMI ACP, CISSP, PMI RMP, ITIL, MSEM; S3 Technologies, LLC, Principal Consultant; parente@s3 tec.com

More information

Defining change management

Defining change management Defining change management Helping others understand change management in relation to project management and organizational change by Tim Creasey Director of Research and Development Prosci and the Change

More information

White Paper. PPP Governance

White Paper. PPP Governance PPP Governance The Governance of Projects, Programs and Portfolios (PPP) (sometimes called project governance for convenience) is the sub-set of corporate and organisational governance 1 focused on assisting

More information

PMP -Project Management Professional Course Agenda

PMP -Project Management Professional Course Agenda PMP -Project Management Professional Course Agenda Module-1: Introduction to PMP PMP: Introduction Agenda for the Workshop Pre-requisites for PMP Exam About the PMP Exam and Format Complete overview PMP

More information

Creating High Performance Project Teams

Creating High Performance Project Teams Creating High Performance Project Teams EDWARD BYERS, PMP, S SGB ONIT MANAGEMENT CONSULTING e d w a r d. b y e r s @ o n i t m c. c o m 2013 AGENDA 1. Describe the value of a systematized approach in building

More information

Project Management Fundamentals. Office of the Senior Associate Vice President for Finance

Project Management Fundamentals. Office of the Senior Associate Vice President for Finance Project Management Fundamentals Project Management Institute PMI is an aggregation of best practices from thousands of professional project managers Principles in this training are based on PMI methodologies,

More information

Rolling Wave Planning: Manage Projects Without Going Under

Rolling Wave Planning: Manage Projects Without Going Under Rolling Wave Planning: Manage Projects Without Going Under Rolling Wave Planning: Manage Projects Without Going Under W. Charles Slaven MBA PMP CSSBB CPA (inactive) Director, Lean Deployment and Continuous

More information

Introduction to project management and concepts

Introduction to project management and concepts 37E01500 Project Management and Consulting Practice Introduction to project management and concepts Matti Rossi, Professor Dept. of Information and Service Economy Lecture 1, Mon 26.10.2015 Learning objectives

More information

The Key to a Successful KM Project

The Key to a Successful KM Project Introduction An integrated PKM methodology enables organizations to maximize their investments by ensuring initiatives are on time and within budget, while sharing project challenges and successes that

More information

http://www.io4pm.org IO4PM - International Organization for Project Management

http://www.io4pm.org IO4PM - International Organization for Project Management THE ONLY BOOK CAN SIMPLY LEARN PROJECT MANAGEMENT! Page 1 Contents ABOUT THE AUTHOR... 3 WHAT IS PROJECT MANAGEMENT?... 5 ORGANIZATIONAL INFLUENCES AND PROJECT LIFECYCLE... 11 PROJECT MANAGEMENT PROCESSES...

More information

Project Management Professional (PMP) Examination Content Outline

Project Management Professional (PMP) Examination Content Outline Project Management Professional (PMP) Examination Content Outline Project Management Institute Project Management Professional (PMP) Examination Content Outline June 2015 Published by: Project Management

More information

Suggestions on how to Select a Consultant or Consulting Company

Suggestions on how to Select a Consultant or Consulting Company Comprehensive Consulting Solutions, Inc. Business Savvy. IT Smart. What to look for in a Consultant and Consulting Company White Paper Published: April 1999 (with revisions) Suggestions on how to Select

More information

Project Management Guidelines

Project Management Guidelines Project Management Guidelines Overview Section 86-1506 (5) directs the NITC to adopt guidelines regarding project planning and management. The goal of project management is to achieve the objectives of

More information

Software Project Management. Software Engineering SW Project Management Slide 1

Software Project Management. Software Engineering SW Project Management Slide 1 Software Project Management Software Engineering SW Project Management Slide 1 Objectives To introduce software project management and to describe its distinctive characteristics Explain the advantages

More information

PROJECT HUMAN RESOURCE MANAGEMENT

PROJECT HUMAN RESOURCE MANAGEMENT PROJECT HUMAN RESOURCE MANAGEMENT http://www.tutorialspoint.com/pmp-exams/human_resource_management.htm Copyright tutorialspoint.com Here is a list of sample questions which would help you to understand

More information

The PMP Exam Application Reference Guide

The PMP Exam Application Reference Guide The PMP Exam Application Reference Guide Version 3.0 (4 th Ed. PMBOK Guide) September 2011 112 Townpark Dr. NW Suite 150 Kennesaw, GA 30144-3743 Toll-Free 888.568.2527 Local 770.424.3535 Fax 770.424-3565

More information

OE PROJECT CHARTER TEMPLATE

OE PROJECT CHARTER TEMPLATE PROJECT : PREPARED BY: DATE (MM/DD/YYYY): Project Name Typically the Project Manager Project Charter Last Modified Date PROJECT CHARTER VERSION HISTORY VERSION DATE (MM/DD/YYYY) COMMENTS (DRAFT, SIGNED,

More information