1 1 Paper: Assignment Style: Harvard Pages: 10 Sources: 7 Level: Master Project Management [Student s Name] [Name of Institution]
2 2 Project Management Introduction The project management also known as management or project management is the discipline that guides and integrates the processes of planning, capture, facilitating, organizing talent and manage resources in order to complete all the work required to develop a project and meet scope, within time limits, and defined cost: stress and with good interpersonal climate. All of this requires leadership talents, continually assess and regulate the actions necessary and sufficient (Kerzner, 2013). Characteristics of Project Manage ment Goals and objectives (the project must be or become feasible, sustainable and measurable, with talents and resources allocated, without stress and with good working environment and contractual) (Kerzner, 2013). Schedule of Activities (must have a detailed program of activities with time-or work-plan consonant with scope, goals, talents and resources.) Complexity manageable (makes the complex simple, inter linking all forward-multiple component elements and interrelationships between them) Manages resources (specified and achieved availability of talent (knowledge and skills), capital, and human effort in various areas of the organization, community, etc.) Matrix Organization (define structure, systems, values, symbols, people and talents, assigns responsibilities and resources: talents and achievements vs. Fixed and variable compensation, x ex. Consultant, coach, facilitator, implementer, designer, manager, sponsor, internal customer, etc.) (Meredith, Mantel, 2011).
3 3 Communication and control system (manual or automated system for recording and dissemination of documentation and information on progress of the project, specifying deviations and corrective) Specific Areas Determinants of Success Active monitoring is a fundamental part of Project Management. It is based on providing adequate visibility to management on project status, to quickly identify any deviation from what was planned in order to make timely decisions to correct, ideally anticipate them to act before they occur and thus avoid or restrain them before they happen (Rosenau, Githens, 2011). Visibility : Refers to the attitude of the leader, in order to always be aware of how well the project and possible deviations from the parameters set as goals... and regulators corrective future situation... in design, designed and / or implemented... Deviations: If there are deviations, should be quantified in terms of time, money, talents and resources, and should quantify the degree of deviation, to determine if possible future return-tothe right way and how to be achieved and at what cost and delay. Frequency: The faster you identify a deficiency in the easier project will amend it, so recommended weekly analysis and reviews, to understand and evaluate the project status... and continuously regulate Decision making: After seeing that there is failure to make decisions, to solve the problem or challenge, care must be taken in identifying the causes of delay and / or cost overruns, because sometimes they hide behind other: Do not confuse cause with effect or purpose means... Monitoring techniques : The most used tools in Project Management are evaluations, request meetings and accountability, critical and constructive reviews affectionate, reports, software for planning, simulation and control, brainstorming sessions, etc. (Rosenau, Githens, 2011).
4 4 The whole team should send weekly reports of progress of tasks and activities, in the most simple and effective way to understand. Reports must attest: Scope, Integration, Communication, Progress, times, costs, productivity (quality, efficiency and effectiveness), Cash Flow / Performance, Risks, Challenges / Problems, Talent and Material Resources among others (Burke, 2003). Teamwork According to the IPMA, the projects teams work performed are usually collected for the project itself. Work covers the management and leadership team building, team work itself and group dynamics. Teams are groups of people working together to achieve certain goals. The start of construction of the working groups is usually done through meetings and seminars including the project manager, team members and other stakeholders. The spirit of the group or culture can be achieved by individual motivation, setting team goals and creating social events and support strategies (Burke, 2003). Problems may arise due to technical difficulties, economic or otherwise. Problems may also occur due to differences in culture and education as well as different interests and ways of working. The development teams should follow a standardized process and performance training. The project manager must be continually developing the team and its members, from the initial team formation, following the development phase of the project through to completion, at which point the team disbands and the members come to occupy their normal working positions. Teamwork during the work of the members must be continually reviewed by the Project Manager and directly responsible for supervising employees (line manager). When the performance of a team member is below normal, corrective action must be taken.
5 5 The IPMA proposes the following steps for proper monitoring of teamwork (Burke, 2003). Training: develop a common sense of belonging to the group with a clear objective. Assignment: assign roles, responsibilities and tasks. Make decisions and resolve conflicts. Standardization: to show how they can work together the various team members. Action: develop interdependencies to produce outstanding results. At the end of the project, the various deliverables to deliver direct supervisor and dissolve the group (Baker, et al., 2008). Documenting the work learned and apply to future projects. To measure the level of acquisition of this expertise by the project manager, it must undergo evaluation by the IPMA Certification Universal System. There are four levels of competition: Level A: Has successfully directed the management of teamwork for important programs and portfolios of work of an organization or an organizational unit. Level B: The situations successfully managed a team working on a complex project. Level C: A situation has successfully managed a team working on a project with limited complexity. Level D: Has the knowledge required concerning the management of project teams and can apply. Importance of Communication Communication is an essential process of project management, from start to finish the project. It must determine (Kerzner, 2013.: Who communicates what information? How information is communicated? How often communicates?
6 6 With what degree of detail? Communicate purposes, publicize goals, an understanding of how to achieve them, share expectations and challenges emotionally, engage and commit to achieving the committed support to achieve fulfilling, thank emphasize compliance and it allows trust who turns, and whoever meets repeatedly is reliable (Kerzner, Success in managing projects The stakeholders of a project The stakeholders of a project, according to the International Project Management Association (IPMA), are the people or groups interested in the performance and / or success of the project, or are constrained by the project (Kerzner, The project manager must identify all stakeholders, what their interests and sort them according to their importance to the project. To help manage stakeholders, project managers can develop internal and external networks, both formal and informal, between project partners (eg companies, organizations, managers, experts, employees and opinion leaders). All stakeholders can influence the project, either directly or indirectly. The interests of the parties concerned, experience in project management of the organization, standards, trends and power influence the way the project is conceived and developed. Project managers must carry out an updating of the information related to the stakeholders and the people who represent such parties (Kerzner, The IPMA proposes the following steps for proper management of stakeholders. Identify and prioritize the interests of stakeholders. Analyze your interests and needs. Communicate to stakeholders what their requirements are met or not in the project. Develop a strategy to deal with the management of stakeholders.
7 7 Include the interests and expectations of stakeholders regarding the requirements, objectives, scope, deliverables, schedule and project planning costs. Sort, depending on the risk, threats and opportunities that represent different stakeholders for the project. Identify the decision process to follow between the project team and stakeholders. Ensuring the satisfaction of the stakeholders in each project phase. Carry out management plan stakeholders. Run, communicate and manage change related to planning stakeholders. Documenting lessons learned for application to future projects. To measure the level of acquisition of this expertise by a project manager, it must undergo evaluation by the IPMA Certification Universal System. Communication between the various stakeholders of a project is critical to its success. According to the Project Management Institute(PMI) in the PMBOK, the Communications Management Project is the responsibility of the Project Manager related to the fact generate, collect, distribute, store, retrieve information needed for communications between the parties interested in the project and the organization. There should be plenty of communication between stakeholders and the project manager (Stark, 2011). Risks and opportunities The risks and opportunities of a project are found in all life cycle stages of the same, from inception to project closure. The decision-making to the risks and opportunities are essential to project success The project manager is responsible for keeping the entire team working proactively, must in turn be alert to the risks and opportunities to involve stakeholders in the resolution process with the help of experts and consultants that support different project risks. A
8 8 technique used to minimize the risks, is based on the reduction of uncertainty in any estimate when broken down into various parts of an item, activity or project phase (Stark, 2011). The sum of the variances of the estimates of the parts of an item or project phase is smaller than the variance of the total. To reduce the variation of the estimated cost of the project, the expenditure items with greater variation decompose to reduce the uncertainty of the estimates. The rupture process is repeated successively until the variances of all cost components are below an acceptable limit. The same technique applies to the estimates in the duration of activities that determine the project schedule in order to reduce uncertainty in the estimation of the duration of the project (Kerzner, 2013). The qualitative assessment of risks and opportunities according to their level of importance as a previous classification based on their impact and likelihood of occurrence, is a key strategy to address the different decisions to eliminate and mitigate the risk to through a contingency plan. The contingency plan for decision-making to the risks and opportunities can affect many processes of the project. The contingency plan has to be controlled and must be updated when new risks and opportunities emerge (Meredith, Mantel, 2011). The quantification of risk and opportunity assessment generates a numeric value to measure the expected effect thereof. Trees Monte Carlo analysis and the decision and scenario planning are examples of powerful quantitative risk and opportunity assessment techniques. Conclusion The management of projects is the discipline of organizing and managing resources so that you can finish all the work required in the project within the scope, time and cost defined.
9 9 Project management, many times, is the responsibility of a single individual. This individual seldom participates directly in the activities that produce the end result. Instead strives to maintain the progress and interaction productive mutual various parts so that the risk of failure is decreased overall. Project management has as objective main planning; monitoring and controlling.usually project managers are responsible for some or all of the project activities: As for the people concerned, a conflict is a fact of human nature itself, where people tend to be conflicts. Therefore, every manager must understand the problems and conflicts between people are inevitable and must face them as skill and success. When conflicts arise with any person acting in an inappropriate manner, the director of advising given that the problem is the behavior and not the person, reprimand in private and not in front of others, help expecting more from it. Another important factor is to establish proper communication with the client and ensure that the producer and the consumer develop a common understanding of the objectives of the project, so the conflict will be lower. It is important to take the needs of the end user and that all team members are involved in the project. To start the process, during the process and after which he should measure the difference between the state sought, the progression in his achievement and actual or reached the end of the most appropriate measures to take in every moment and to evaluate new alternatives or new strategies or new policies or new goals, therefore, once defined the main factors causing problems within a project, it is important to establish the steps to successfully troubleshooting.
10 10 References Baker, B. N., Murphy, D. C., & Fisher, D. (2008). Factors affecting project success. Project Management Handbook, Second Edition, Burke, R. (2003). Project management: planning and control techniques (Vol. 3). Hoboken, NJ: Wiley. Kerzner, H. (2013). Project management: a systems approach to planning, scheduling, and controlling. Wiley. Kerzner, H. (2013). Project management: a systems approach to planning, scheduling, and controlling. Wiley. Meredith, J. R., & Mantel Jr, S. J. (2011). Project management: a managerial approach. Wiley. Rosenau, M. D., & Githens, G. D. (2011). Successful project management: a step-by-step approach with practical examples. Wiley. Stark, J. (2011). Product lifecycle management (pp. 1-16). Springer London.
AIPM PROFESSIONAL COMPETENCY STANDARDS FOR PROJECT MANAGEMENT PART B CERTIFIED PRACTISING PROJECT PRACTITIONER (CPPP) Copyright: Australian Institute of Project Management Document Information Document
PROJECT RISK MANAGEMENT DEFINITION OF A RISK OR RISK EVENT: A discrete occurrence that may affect the project for good or bad. DEFINITION OF A PROBLEM OR UNCERTAINTY: An uncommon state of nature, characterized
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
Project Risk 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 Risk Management
Northcentral University Spring 2010 - BowenAPM7004-7 1 Reflective Summary Project Risk Management Anthony Bowen Northcentral University March 20, 2010 Northcentral University Spring 2010 - BowenAPM7004-7
Project Management Certificate (IT Professionals) Whether your field is architecture or information technology, successful planning involves a carefully crafted set of steps to planned and measurable goals.
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
IMCPM04 Project Scheduling and Cost Control Course Outline January 2012 Project Scheduling and Cost Control Course Aim Project Scheduling and Cost Control is a five-day (5 day) course which provides participants
Promotion Criteria Position Overview Statement Principal Duties and Responsibilities PROJECT MANAGER Admin Level 4 Typically >8 years in increasing responsible IT leadership role; typically managed one
The Project Management Knowledge Areas as defined by PMI (PMBOK, 2004) is the processes required to ensure that the various elements of the project are properly coordinated. the processes required to ensure
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
PMI Risk Management Professional (PMI-RMP ) - Practice Standard and Certification Overview Sante Torino PMI-RMP, IPMA Level B Head of Risk Management Major Programmes, Selex ES / Land&Naval Systems Division
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
11 PROJECT RISK MANAGEMENT Project Risk Management includes the processes concerned with identifying, analyzing, and responding to project risk. It includes maximizing the results of positive events and
Step by Step Project Planning Contents Introduction The Planning Process 1 Create a Project Plan...1 Create a Resource Plan...1 Create a Financial Plan...1 Create a Quality Plan...2 Create a Risk Plan...2
Program Management Professional (PgMP) Examination Content Outline Project Management Institute Program Management Professional (PgMP ) Examination Content Outline April 2011 Published by: Project Management
CPM -100: Principles of Project Management Lesson E: Risk and Procurement Management Presented by Sam Lane firstname.lastname@example.org Ph: 703-883-7149 Presented at the IPM 2002 Fall Conference Prepared by the Washington,
PHASE 3: PLANNING PHASE The Planning Phase focuses principally on required project planning work. Proper comprehensive project planning is essential to a successful IT project, and incomplete project planning
PROJECT RISK MANAGEMENT http://www.tutorialspoint.com/pmp-exams/project_risk_management.htm Copyright tutorialspoint.com Here is a list of sample questions which would help you to understand the pattern
The document in this file is adapted from the IEEE standards for Software Project Management Plans, 1058-1998, which conforms to the requirements of ISO standard 12207 Software Life Cycle Processes. Tailor
FUNBIO PROJECT RISK MANAGEMENT GUIDELINES OP-09/2013 Responsible Unit: PMO Focal Point OBJECTIVE: This Operational Procedures presents the guidelines for the risk assessment and allocation process in projects.
PORTFOLIO, PROGRAMME & PROJECT MANAGEMENT MATURITY MODEL (P3M3) 1st February 2006 Version 1.0 1 P3M3 Version 1.0 The OGC logo is a Registered Trade Mark of the Office of Government Commerce This is a Value
Pharmaceutical Sales Certificate Target Audience Medical representatives Objective The objective of this program is to provide the necessary skills and knowledge needed to succeed as medical representatives.
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
PHASE 3: PLANNING PHASE The ning Phase focuses principally on required project planning work. Proper comprehensive project planning is essential to a successful IT project, and incomplete project planning
Introduction to the ITS Project Management Methodology In September 1999 the Joint Legislative Committee on Performance Evaluation and Expenditure Review (PEER) produced a report entitled Major Computer
METHOD 12 3 empowering managers to succeed Project Management Guidebook ISBN 0-473-10445-8 A bout this e-book This e-book was created by Method123 (see www.method123.com) to help provide you with a simple
Competency: Project Definition 1. Define project management and the context of modern project management. 2. Describe how to manage projects throughout the five major process groups. 3. Define the characteristics
PROJECT MANAGEMENT PLAN TEMPLATE < PROJECT NAME > Date of Issue: < date > Document Revision #: < version # > Project Manager: < name > Project Management Plan < Insert Project Name > Revision History Name
AIPM PROFESSIONAL COMPETENCY STANDARDS FOR PROJECT MANAGEMENT PART C CERTIFIED PRACTISING PROJECT MANAGER (CPPM) February 2010 Version 1.12 Copyright: Australian Institute of Project Management Document
PHASE 9: OPERATIONS AND MAINTENANCE PHASE During the Operations and Maintenance Phase, the information system s availability and performance in executing the work for which it was designed is maintained.
Project Management Certification and Training Courses Table of Contents Page On Site Training 4 Custom Course Development and Training 5 Project Management Training and Certification Courses Project Management
Revised Body of Knowledge And Required Professional Capabilities (RPCs) PROFESSIONAL PRACTICE Strategic contribution to organizational success RPC:1 Contributes to the development of the organization s
6th International Conference on Industrial Engineering and Industrial Management. XVI Congreso de Ingeniería de Organización. Vigo, July 18-20, 2012 Project Risk Management in Automotive Industry. A Case
Basic HR Risk Management Principles in Digital Libraries Introduction A number of aspects are relevant for managing risks in digital libraries including technical (software and hardware aspects), costs,
Universal Journal of Management 1(2): 63-68, 2013 DOI: 10.13189/ujm.2013.010204 http://www.hrpub.org Application of Project Management Framework into the Simulation of International Commodity Exhibition
Project Zeus Risk Management Plan 1 Baselined: 5/7/1998 Last Modified: N/A Owner: David Jones/Zeus Project Manager Page Section 1. Introduction 3 1.1 Assumptions, Constraints, and Policies 3 1.2 Related
Risk Management Primer Purpose: To obtain strong project outcomes by implementing an appropriate risk management process Audience: Project managers, project sponsors, team members and other key stakeholders
Analyst Position Description September 4, 2015 Analysis Position Description September 4, 2015 Page i Table of Contents General Characteristics... 1 Career Path... 2 Explanation of Proficiency Level Definitions...
Guidance Note: Corporate Governance - Board of Directors March 2015 Ce document est aussi disponible en français. Applicability The Guidance Note: Corporate Governance - Board of Directors (the Guidance
Operations Integrity Management System OPERATIONS INTEGRITY MANAGEMENT SYSTEM: chairman s message 3 ExxonMobil remains steadfast in its commitment to excellence in Safety, Security, Health and Environmental
DEFINING COMPETENCIES FOR INFORMATION TECHNOLOGY CLASSIFICATIONS The new classifications for Information Technology workers reflect today s business needs and the changing environment of work. We are moving
INFORMATION CONNECTED Business Solutions for the Utilities Industry Primavera Project Portfolio Management Solutions Achieve Operational Excellence with Robust Project Portfolio Management Solutions The
Employee Performance Review Source: Learn to Read, Inc. Review Date: Date of Last Review: Employment Date: Name: Title: Reports to: Expectation Basis Leadership Readily assumes responsibility for projects
Project Management Organization Article Info:, Vol. 3 (2008), No. 1, pp. 003-009 Received 12 Januar 2008 Accepted 24 April 2008 UDC 005.8 Summary In our work we will try to show, according to recent and
FINANCIAL PLANNING PRACTICE STANADARDS Introduction IFPHK has adopted the Financial Planning Practice Standards ( Practice Standards ) in order to: Establish the level of practice expected of a financial
A Guide To The Project Body of Knowledge (PMBOK) Significant Changes from the 3 rd edition to the 4 th edition Major Changes The adoption of the verb-noun format for process names Amplification as to Enterprise
Executive Leadership MBA Course Descriptions MBA 608: Interpersonal Leadership and Managing Organizational Behavior (3 credits) This course provides rising stars learning opportunities to take the next
Position Description February 9, 2015 Position Description February 9, 2015 Page i Table of Contents General Characteristics... 2 Career Path... 3 Explanation of Proficiency Level Definitions... 8 Summary
The Importance of Project Risk Management Project risk management is the art and science of identifying, analyzing, and responding to risk throughout the life of a project and in the best interests t of
The Job of the Project Manager Robert Youker World Bank (retired) 5825 Rockmere Drive Bethesda, Md. USA 20816 email@example.com For any organization and for any project manager it is vitally important
This CMC Competence Framework specifies the cluster of related abilities, commitments, knowledge, and skills that a management consultant should demonstrate in practice in order to successfully complete
Executive Leadership MBA Course Descriptions MBA 608: Interpersonal Leadership and Managing Organizational Behavior (3 credits) This course provides rising stars learning opportunities to take the next
Unit Title: Project Management Guided Learning Hours: 210 Level: Level 6 Number of Credits: 25 Learning Outcome 1 The learner will: Be able to initiate the preliminary stages of a 1.1 Identify an appropriate
Guidelines for a risk management methodology for product design Viviane Vasconcellos Ferreira Federal University of Santa Catarina firstname.lastname@example.org André Ogliari Federal University of Santa Catarina
Human Resource Management Overview of PMBOK Basics Michael R. Williams Ph.D. Professor - College of Business Administration Director Professional Sales Institute Illinois State University Campus Box 5590
A Risk Management Standard Introduction This Risk Management Standard is the result of work by a team drawn from the major risk management organisations in the UK, including the Institute of Risk management
Bill Haaker Senior Project Manager ASI Technologies 1935 Jamboree Drive Colorado Springs, CO 80920 Developing Greater Professionalism in GIS Project Management Introduction Project management is widely
UCR Core Competency Model Behavioral Indicators Rev. 03/20/2013 COMMUNICATION Shares and receives information using clear oral, written, and interpersonal communication skills. Behavioral Indicator-Operational
Direct security testing Overview This standard covers the competencies concerning with directing security testing activities. It includes setting the strategy and policies for security testing, and being
Development, Acquisition, Implementation, and Maintenance of Application Systems Part of a series of notes to help Centers review their own Center internal management processes from the point of view of
: Evaluator and Planning Team Job Descriptions I. Overview II. Sample Evaluator Job Description III. Evaluator Competencies IV. Recruiting members of your strategic evaluation planning team V. Recruiting
ProjectMinds Quick Guide to Project Management By Manjeet Singh email@example.com 1 A D I F F E R E N T K I N D O F C O P Y R I G H T No rights reserved. All the parts of this book can be reproduced,
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.
Amoako-Gyampah ISM/MBA 654-41 Summer 2011 Syllabus 1 Project Management University of North Carolina at Greensboro Bryan School of Business & Economics Department of Information Systems & Operations Management
Sample Performance Appraisal Employee Name: Employee Job Title: Review Period Start: Review Period End: Hire Date: Location: Supervisor: Appraisal Date: General Information The purpose of the review is
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
AIPM PROFESSIONAL COMPETENCY STANDARDS FOR PROJECT MANAGEMENT PART F CERTIFIED PRACTICING PORTFOLIO EXECUTIVE (CPPE) JUNE 2014 Version 2.1 DOCUMENT CONTROL Document Information Document Title Release Authority
PETROSYNC S PROJECT MANAGEMENT SERIES PROJECT RISK ASSESSMENT & MANAGEMENT Your Key To Analyse & Identify Risk In Project Risk Management 1 March 4 March 2016 Bali, Indonesia Supported By Course Overview
Risk and Planning A Vital Component of Your ICD-10 Program Today s Topics Key Terms Why is Risk Management Critical for ICD-10? Effective Risk Management and Best Concepts ICD-10 Risk Management Examples
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
Project Management and Scrum A Side by Side Comparison by Anne Loeser, October 2006 For decades, software development projects have followed the classic waterfall method in which software development initiatives
DEVELOPMENT OF BEST MANAGEMENT PRACTICES TO EXECUTE A SUCCESSFUL CAPITAL IMPROVEMENT PROGRAM 2015 Business Plan Chapter 3, Water Facilities Focus Area, Goal Number 4 June 2011 CAPITAL IMPROVEMENT PROGRAM
1 OPM LEADERSHIP DEVELOPMENT MATRIX: The following Leadership Development Matrix is part of OPM s Effective Learning Interventions for Developing ECQs report. The Matrix lists a range of leadership development
TABLE OF CONTENTS J0001 CLIN PROGRAM MANAGER Program Manager...2 SKILL LEVELS Definition of Labor Skill Levels...3 PROGRAM LEADS Task Lead...4 Project Lead...4 ADMINISTRATIVE, CLERICAL, AND TRAINING SUPPORT
The Risk Driver Approach to Project Schedule Risk Analysis A Webinar presented by David T. Hulett, Ph.D. Hulett & Associates, LLC To the College of Performance Management April 18, 2013 2013 Hulett & Associates,
Previews of TDWI course books are provided as an opportunity to see the quality of our material and help you to select the courses that best fit your needs. The previews can not be printed. TDWI strives