Central Agency for Information Technology

Save this PDF as:
Size: px
Start display at page:

Download "Central Agency for Information Technology"

Transcription

1 Central Agency for Information Technology Development of a National IT Governance Framework Project Management

2 Agenda 1 What is project management? Why it is important? 2 Leading practices 3 Project management lifecycle Agenda 4 Qualities of a good Project Manager 5 KNIGF coverage of project management 6 Questions raised Page 2

3 What is project management?

4 Project failures are experienced over the world have a look at just a few... Indian statistics and program Implementation ministry Report (2004): 40% of projects had a combined delay of > 21 years From a sample of 175,000 IT projects (S budget $250b): 53% overspent by 89% 82% over-ran schedule Cost of project failure across the European Union (2004): 142b Sources: 1. Standish Chaos Reports for US projects 2. European Project failure data from: 3. Indian Project data from Indian Statistics and Program Implementation Ministry report (2004) Page 4

5 Introduction to projects Traditional business operations are ongoing and repetitive, while projects are temporary and unique A project is a temporary effort undertaken to create a unique product, service, or result. Temporary: definite beginning and definite end The end is reached when: Project s objectives have been achieved Or Project terminated (objectives cannot be met, need no longer exits) Unique: product is different from others and has a specific objective Page 5

6 Introduction to projects (contd) A project Can create A product than can be either a component of another item or an end item in itself A capability to perform a service A result such as an outcome or document May involve a single person or many Can be undertaken at all levels of organization May involve a single unit of one organization or may cross organizational boundaries, as in joint ventures and partnering Page 6

7 Introduction to projects (contd) Project examples Develop a new application, product, or service Organization development Developing/acquiring a new or modified information system Constructing a building or infrastructure Implementing a new business process/procedure Assessing the IT organization Developing an IT Strategy Implementing CoBiT 5, ITIL, etc. Page 7

8 A range of factors define the scale of any given project Enterprise Global or org-wide impact High complexity Major Impacts multiple geographies Moderate complexity Duration > six months New product or service New technology Vendor part of project team Small Duration > three months Vendor part of project team Minor Relatively simple, proven, repeatable scope Page 8

9 What is project management? Project management is the discipline and application of processes, methods, knowledge, skills and experience to execute projects effectively and efficiently: initiate, plan, execute, monitor and control, and close a project Quality Cost Time Scope Page 9

10 Why project management is important? Changes are driven by projects Projects are used to attain transformation Projects have major impact on achieving our objectives Projects: Brings competitive advantage Manage risks Brings quality Rationalizes the usage of resources Page 10

11 Leading practices

12 Leading practices PMBOK is fully dedicated for defining a comprehensive project management framework. de facto process-based method for effective project management. Used extensively by the UK Government. Page 12

13 Project management lifecycle

14 The project lifecycle starts with initiate Scope and objectives agreed Monitor and Initiate Plan Execute Close Control Benefits and outcomes achieved Page 14

15 Phase 1: Initiate your project!! Confirm issues, project objectives and expectations Understand stakeholder requirements Define scope, service delivery approach and work products Define project change management strategy Establish project risk management process Identify team Define Communication Protocols Develop timeline Start developing project plan Define project financials Page 15

16 Phase 2: Plan Scope and objectives agreed Monitor and Initiate Plan Execute Close Control Benefits and outcomes achieved Page 16

17 Objective of plan Aim of plan Mobilize team and resources to develop a robust course of action to ensure outcomes are achievable Key activities Define project scope, schedule, cost estimate and risks Develop project management plan Establish project baseline Secure project resources and mobilize key team members Key outputs Project plan Risks, assumptions, issues and dependencies (RAID) Updated Stakeholder register Page 17

18 A robust plan holds the answers to these key project questions Why? Rationale, goals and objectives for the project What? Scope Deliverables Outcomes How? Methodology Approach How much money? When? How much time? Schedule Who? Roles Responsibilities Who does what? Page 18

19 How to build a workplan Planning is an iterative process Estimate work effort Develop milestones Track project plan Develop Work Breakdown Structure (WBS) Estimate resources Develop project schedule Page 19

20 There are a number of other factors we need to consider in plan Benefits tracking and reporting Stakeholder engagement and communications Governance structure and reporting Quality criteria and assessment checkpoints Risk, Assumptions, Issues, Dependencies Sourcing and procurement Resourcing and HR considerations Contingency planning Page 20

21 Develop milestones Marks a point in time for which at least one of these is true: Marks the completion of a group of related activities or deliverables Is where key decisions or key deliverables must be completed for the project to advance Is on the critical path for the project s completion Can be tied to another project such that achievement of one of your project s milestones may impact progress on other projects Page 21

22 Key outputs of plan Baseline project plan Completed project charter Established communications and governance structure Defined project communication protocols Set up project financials Oriented team Page 22

23 Phase 3: Execute Scope and objectives agreed Monitor and Initiate Plan Execute Close Control Benefits and outcomes achieved Page 23

24 Execute phase Aim of execute Manage the delivery to plan to ensure outcomes are achieved Key activities Conduct kickoff Integrate people and activities to perform according to approved plan Conduct and administer procurement Deliver project benefits and outcomes Key outputs Approved project work products Approved Project Change Requests (PCRs) RAID Risks, Assumptions, Issues and Dependencies Page 24

25 Phase 4: Monitor and control When does it apply? Scope and objectives agreed Monitor and Initiate Plan Execute Close Control Benefits and outcomes achieved Page 25

26 Monitor and control The realm of effective governance Control processes Structure and roles Performance dashboard Structure and roles Key roles; e.g., sponsor Forums; e.g., steering committee Control processes Risk and issue management Budget management Schedule and dependency control Change control Resource and vendor management Quality assurance Performance dashboard Project progress and status reporting Phase gate and milestone reporting Benefits and outcomes tracking Page 26

27 Preview of monitor and control Aim of monitor and control Provide critical visibility and insight to project progress against plan and initiate corrective action as needed Key activities Manage scope, schedule, cost, risks, issues, stakeholders and project team to achieve the project outcomes Conduct quality assurance Report performance Perform project change control Key outputs Project sign-off Page 27

28 Scope creep: a PM s menace Scope creep is adding features and functionality to the project, without: Adequately addressing the impacts on time, costs and resources Required approval Page 28

29 Scope creep: preventative measures Define your scope and work products in your charter, and ensure it is approved Ensure common understanding of project objectives and vision before starting work Maintain regular communications with stakeholders about expectations Ensure a change log is kept up-to-date and included in relevant governance reporting Define regular reporting calendar and agree process for exception/escalation reporting Build flexibility into your cost/time estimates (e.g., 10%+ depending on phase) Page 29

30 Final phase: close Scope and objectives agreed Monitor and Initiate Plan Execute Close Control Benefits and outcomes achieved Page 30

31 Qualities of a good Project Manager

32 The qualities of a good Project Manager include Leadership Budgets Resources Skilled in project management Strong leadership ability Effective communication skills Stakeholders Deadlines Issues Quality Risks Effective interpersonal skills Highly organized Understands subject area Art Science Communication and leadership skills Project management methods and tools Page 32

33 Common reasons for projects failure! Unclear scope and requirements Risks not adequately managed Project objectives and organization not aligned Insufficient governance Inadequate stakeholders management Team lacks capability Lack of benefits focus and tracking Quality management Work streams not aptly integrated Page 33

34 Thank you

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

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

Why are PMO s are Needed on Large Projects?

Why are PMO s are Needed on Large Projects? Why are PMO s are Needed on Large Projects? Keeps Project Manager focused on: Priority risks Priority issues Stakeholder alignment Technical challenges Ensures administrative tasks are completed: Projects

More information

Project Management Using Microsoft Project Plan - Basic

Project Management Using Microsoft Project Plan - Basic Project Management Using Microsoft Project Plan Basic V2.0 Project Management Using Microsoft Project Plan - Basic Version 2.0, February, 2011 Illume-Tech Solutions & Services COPYRIGHT 2011 ILLUME-TECH

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

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

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 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

5.2. 5.2 Template for IT Project Plan. Template for IT Project Plan. [Project Acronym and Name]

5.2. 5.2 Template for IT Project Plan. Template for IT Project Plan. [Project Acronym and Name] 231 5.2 Template for IT Project Plan Name of the Tool: Source: Usage: Description: Template for IT Project Plan GIZ This template has been designed as a tool to support the planning of IT projects for

More information

Project Management for Everyone

Project Management for Everyone Project Management for Everyone Contact Information Adam Donaldson, PMP Business Management & Analysis Group Phone: (202) 994-6867 Cell: (240) 472-2171 Email: adonald@gwu.edu Objectives Basic understanding

More information

44-76 mix 2. Exam Code:MB5-705. Exam Name: Managing Microsoft Dynamics Implementations Exam

44-76 mix 2. Exam Code:MB5-705. Exam Name: Managing Microsoft Dynamics Implementations Exam 44-76 mix 2 Number: MB5-705 Passing Score: 800 Time Limit: 120 min File Version: 22.5 http://www.gratisexam.com/ Exam Code:MB5-705 Exam Name: Managing Microsoft Dynamics Implementations Exam Exam A QUESTION

More information

Objectives. Project Management Overview. Successful Project Fundamentals. Additional Training Resources

Objectives. Project Management Overview. Successful Project Fundamentals. Additional Training Resources Project Management for Small Business Moderator: Maria Mancha Frontline Systems, Inc. Objectives Project Management Overview Successful Project Fundamentals Additional Training Resources Project Management

More information

Organization. Project Name. Project Overview Plan Version # Date

Organization. Project Name. Project Overview Plan Version # Date Project Overview Plan Template Organization Project Name Project Overview Plan Version # Date REVISION HISTORY VERSION # REVISION DATE COMMENT 1 APPROVALS: Authorized Signature DATE 2 Table of Contents

More information

PROJECT MANAGEMENT PLAN CHECKLIST

PROJECT MANAGEMENT PLAN CHECKLIST PROJECT MANAGEMENT PLAN CHECKLIST The project management plan is a comprehensive document that defines each area of your project. The final document will contain all the required plans you need to manage,

More information

Using Project Management Best Practices to Manage Oracle Enterprise Resource Planning (ERP) Projects Session ID# 12048

Using Project Management Best Practices to Manage Oracle Enterprise Resource Planning (ERP) Projects Session ID# 12048 Using Project Management Best Practices to Manage Oracle Enterprise Resource Planning (ERP) Projects Session ID# 12048 Edward Charity, Jr., PMP Project Management Systems Consultants (PMSC) LLC Agenda

More information

ITIL Service Lifecycles and the Project Manager

ITIL Service Lifecycles and the Project Manager 1 ITIL Service Lifecycles and the Project Manager The intersection of IT Service and Project Delivery Presented to: Kansas City Mid-America PMI Chapter Mark Thomas January 17, 2011 1 Agenda 2 Introduction

More information

PLANNING FOR YOUR PROJECT

PLANNING FOR YOUR PROJECT PLANNING FOR YOUR PROJECT This tool kit has been designed to provide an introduction to planning. It will help you to think about the reasons behind why you should plan, what to plan and the variations

More information

ITS Project Management Methodology

ITS Project Management Methodology ITS Project Management Methodology Information Technology Services Project Management Group 11/17/2014 Version 2.1 Author: ITS Project Management Group Document Control Change Record Date Author Version

More information

DPC - Strategy and Project Delivery Unit Project Management Methodology. Updated April 2010

DPC - Strategy and Project Delivery Unit Project Management Methodology. Updated April 2010 DPC - Strategy and Project Delivery Unit Project Management Methodology Updated April 2010 This project management methodology is designed to help SPDU staff to plan, manage and measure a successful project

More information

Project Management Fundamentals

Project Management Fundamentals Project Management Fundamentals Today PMI Fundamentals Project Organization Project Selection Project Portfolio Management Procurement Management Statement of Work (SOW) Project Charter Review Project

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

Sound Transit Internal Audit Report - No. 2014-3

Sound Transit Internal Audit Report - No. 2014-3 Sound Transit Internal Audit Report - No. 2014-3 IT Project Management Report Date: Dec. 26, 2014 Table of Contents Page Background 2 Audit Approach and Methodology 2 Summary of Results 4 Findings & Management

More information

PROJECT MANAGEMENT PLAN

PROJECT MANAGEMENT PLAN PROJECT MANAGEMENT PLAN Template based on one from: www.projectmanagementdocs.com Contents 1 Introduction... 1 2 Logic Model... 2 2.1 Schedule Baseline and Work Breakdown

More information

BUSINESS OCR LEVEL 3 CAMBRIDGE TECHNICAL. Cambridge TECHNICALS BUSINESS PROJECT MANAGEMENT CERTIFICATE/DIPLOMA IN K/502/5459 LEVEL 3 UNIT 18

BUSINESS OCR LEVEL 3 CAMBRIDGE TECHNICAL. Cambridge TECHNICALS BUSINESS PROJECT MANAGEMENT CERTIFICATE/DIPLOMA IN K/502/5459 LEVEL 3 UNIT 18 Cambridge TECHNICALS OCR LEVEL 3 CAMBRIDGE TECHNICAL CERTIFICATE/DIPLOMA IN BUSINESS BUSINESS PROJECT MANAGEMENT K/502/5459 LEVEL 3 UNIT 18 GUIDED LEARNING HOURS: 60 UNIT CREDIT VALUE: 10 BUSINESS PROJECT

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

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

Overview of: A Guide to the Project Management Body of Knowledge (PMBOK Guide) Fourth Edition

Overview of: A Guide to the Project Management Body of Knowledge (PMBOK Guide) Fourth Edition Overview of A Guide to the Project Management Body of Knowledge (PMBOK Guide) Fourth Edition Overview of: A Guide to the Project Management Body of Knowledge (PMBOK Guide) Fourth Edition 1 Topics for Discussion

More information

Integration Mgmt / Initiating Process Group 4.1 Develop Project Charter

Integration Mgmt / Initiating Process Group 4.1 Develop Project Charter 1 Mgmt / Initiating Process Group 4.1 Develop Project Charter Project statement of work Business case Agreements Facilitation techniques Project charter 26/02/2013 18:23:36 1 2 Mgmt / Planning Process

More information

Governance Critical Success Factors for Programs and Projects

Governance Critical Success Factors for Programs and Projects Governance Critical Success Factors for Programs and Projects Presented by: John P. Gentile Principal Deputy Assistant Secretary for Financial Resources Dept. Health and Human Services March 30, 2016 1

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

PMLead. Project Management Professional. edition. Based on PMBOK Guide 4 th. www.pmlead.net

PMLead. Project Management Professional. edition. Based on PMBOK Guide 4 th. www.pmlead.net PMLead Project Management Professional Based on PMBOK Guide 4 th edition www.pmlead.net SECTION II Chapter 3 Project Management Processes Chapter 3 Project Process Groups A process is a set of interrelated

More information

NFSA Project Management Guidelines

NFSA Project Management Guidelines NFSA Project Management Guidelines Project Management Guide Purpose of this Guide This Guide outlines the NFSA Project Management Guidelines, and includes: NFSA Project Life Cycle Governance Roles and

More information

The 9 Things in the PMBOK

The 9 Things in the PMBOK The 9 Things in the PMBOK 9/15/2011 The PMBOK Project Body of Knowledge sum of knowledge within the profession of project management used dto document and standardize di generally accepted project management

More information

PROJECTS IN CONTROLLED ENVIRONMENTS

PROJECTS IN CONTROLLED ENVIRONMENTS How PRINCE2 Can Complement PMBOK and your PMP What is PRINCE2? PROJECTS IN CONTROLLED ENVIRONMENTS Registered trademark UK Government recognized best practice project management methodology Open method

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

State of California. Contents. California Project Management Office Project Management Framework. Project Management. Framework.

State of California. Contents. California Project Management Office Project Management Framework. Project Management. Framework. Contents State of California Project Management Framework Page i Contents Overview 1 Introduction 3 8 15 Overview of the CA-PMF Document Structure and Convention Guide Discussion of Lifecycles Templates

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

Dallas IIA Chapter / ISACA N. Texas Chapter. January 7, 2010

Dallas IIA Chapter / ISACA N. Texas Chapter. January 7, 2010 Dallas IIA Chapter / ISACA N. Texas Chapter Auditing Tuesday, October Project 20, 2009 Management Controls January 7, 2010 Table of Contents Contents Page # Project Management Office Overview 3 Aligning

More information

Integrating the Worldwide Project Management Method (WWPMM) into an IBM Global Services Method Project

Integrating the Worldwide Project Management Method (WWPMM) into an IBM Global Services Method Project IBM Global Services Integrating the Worldwide Project Management Method (WWPMM) into an IBM Global Services Method Project Technique Paper (TP) Copyright International Business Machines Corporation, 2000

More information

Introductory Certificate The APM Project Fundamentals Qualification

Introductory Certificate The APM Project Fundamentals Qualification Introductory Certificate The APM Project Fundamentals Qualification Syllabus, learning outcomes and assessment criteria aligned to the APM Body of Knowledge 6th edition The syllabus provides a summary

More information

LOGISTICS & SUPPLY CHAIN MANAGEMENT

LOGISTICS & SUPPLY CHAIN MANAGEMENT LOGISTICS & SUPPLY CHAIN MANAGEMENT 1. Concepts of Logistics management The role of Logistics information systems and technology Logistics relevance to an organization and the economy Channels of distribution

More information

THE COMPLETE GUIDE TO PERFECT PROJECT MANAGEMENT

THE COMPLETE GUIDE TO PERFECT PROJECT MANAGEMENT THE COMPLETE GUIDE TO PERFECT PROJECT MANAGEMENT 1 CONTENTS Introduction 3 Prince2 5 Every as a project tool 6 Major development and building work 7 Further reading and information..9 2 THE COMPLETE GUIDE

More information

Happily Ever After: Project Management Tips and Tricks for the SAMHSA Grantee

Happily Ever After: Project Management Tips and Tricks for the SAMHSA Grantee Happily Ever After: Project Management Tips and Tricks for the SAMHSA Grantee Lloyd Potter, PhD, MPH SPRC Tarsha M. Wilson, MSW SAMHSA/CMHS December 10-12, 2007 GLSMA Grantee Meeting Portland, OR Project

More information

Introduction to Project Management

Introduction to Project Management Introduction to Project Management David Jennings idigbio Project Manager idigbio Summit V November 4-6, 2015 Arlington, Virginia idigbio is funded by a grant from the National Science Foundation s Advancing

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

Project Management Professional (PMP)

Project Management Professional (PMP) Project Management Professional (PMP) Duration: 5 days Course Objectives: PMI s Project Management Professional (PMP) credential is the most important industry-recognized certification for project managers.

More information

The 10 Knowledge Areas & ITTOs

The 10 Knowledge Areas & ITTOs This document is part of a series that explain the newly released PMBOK 5th edition. These documents provide simple explanation and summary of the book. However they do not replace the necessity of reading

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 Fundamentals with Microsoft Project

Project Management Fundamentals with Microsoft Project Project Management Fundamentals with Microsoft Project Duration: 4 Days PDU Credits: 28 (Category A) This 4-day course is designed to provide practical, hands-on experience in the planning, development,

More information

MASTER PROJECT PLAN. Project Name: Forest Information Mall. Project Sponsor: Ralph Archibald. Project Manager: Greg Goss

MASTER PROJECT PLAN. Project Name: Forest Information Mall. Project Sponsor: Ralph Archibald. Project Manager: Greg Goss MASTER PROJECT PLAN Project Name: Forest Information Mall Project Sponsor: Ralph Archibald Project Manager: Greg Goss Issue/Revision Date: June 13, 2005 1.0 Project Purpose The purpose for this project

More information

Best Practices Statement Project Management. Best Practices for Managing State Information Technology Projects

Best Practices Statement Project Management. Best Practices for Managing State Information Technology Projects State of Arkansas Office of Information Technology 124 W. Capitol Ave. Suite 990 Little Rock, AR 72201 501.682.4300 Voice 501.682.4020 Fax http://www.cio.arkansas.gov/techarch Best Practices Statement

More information

Project Management for econnectivity

Project Management for econnectivity Project Management for econnectivity Marilyn Hunter - PMP November 10, 2015 2 Purpose of this session Provide information and understanding of how to lead connectivity projects within AgGateway or within

More information

Advanced Project Management Training Course

Advanced Project Management Training Course Advanced Project Management Training Course 1-34 Advanced Project Management Crea/ng the Scope Baseline 2-34 Crea/ng the Scope Baseline Module 1 Introduction Module 2 Creating the Project Charter Module

More information

Introduction to Project Management

Introduction to Project Management CHAPTER 1 Introduction to Project Management This chapter provides an overview of project management, defining both projects and project management and exploring the difference between project management

More information

The purpose of this course is to provide practical assistance for defining and managing project scope.

The purpose of this course is to provide practical assistance for defining and managing project scope. Scope Definition and Scope Management Purpose - To provide practical assistance for defining and managing project scope. This course will focus on tips for creating a scope statement rather than a step-by-step

More information

Initiating Forms COPYRIGHTED MATERIAL 1.0 INITIATING PROCESS GROUP

Initiating Forms COPYRIGHTED MATERIAL 1.0 INITIATING PROCESS GROUP 1 Initiating Forms 1.0 INITIATING PROCESS GROUP The purpose of the initiating process group is to authorize a project, provide a high-level definition of the project, and identify stakeholders. There are

More information

PMBOK 5. Chapters. 1. Introduction What is Project Management 2. Organizational Influences and Project Life Cycle 3. Project Management Processes

PMBOK 5. Chapters. 1. Introduction What is Project Management 2. Organizational Influences and Project Life Cycle 3. Project Management Processes PMBOK 5 Chapters PMBOK 5 1. Introduction What is Project Management 2. Organizational Influences and Project Life Cycle 3. Project Management Processes Knowledge Areas 4. Project Integration Management

More information

Quick Reference Guide Interactive PDF Project Management Processes for a Project

Quick Reference Guide Interactive PDF Project Management Processes for a Project Project Processes for a Project Click the Knowledge Area title (below and left in blue underline) to view the details of each Process Group. Project Process Groups and Knowledge Areas Mapping Project Process

More information

ITRM Guideline CPM 110-01 Date: January 23, 2006 SECTION 4 - PROJECT EXECUTION AND CONTROL PHASE

ITRM Guideline CPM 110-01 Date: January 23, 2006 SECTION 4 - PROJECT EXECUTION AND CONTROL PHASE PROJECT MANAGEMENT GUIDELINE SECTION 4 - PROJECT EXECUTION AND CONTROL PHASE Table of Contents Introduction... 3 Project Execution and Control Phase Overview... 3 Activities and Documents in the Execution

More information

Project Charter and Scope Statement

Project Charter and Scope Statement Prepared by: Mike Schmidt Version: 1.0 Last Revision Date: April 14, 2010 Create Date: May 6, 2010 EXECUTIVE SUMMARY... 3 1 INTRODUCTION... 4 2 PROJECT OBJECTIVES... 4 2.1 MISSION... 4 2.2 OBJECTIVES...

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

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

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

Computing Services Network Project Methodology

Computing Services Network Project Methodology Computing Services Network Project Prepared By: Todd Brindley, CSN Project Version # 1.0 Updated on 09/15/2008 Version 1.0 Page 1 MANAGEMENT PLANNING Project : Version Control Version Date Author Change

More information

SPO Technical Capacity Review. June 24, 2015

SPO Technical Capacity Review. June 24, 2015 SPO Technical Capacity Review June 24, 2015 Southwest Project Context The Southwest Light Rail Transit (LRT) project (METRO Green Line Extension) will operate from downtown Minneapolis through the communities

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

Appendix 3: Project Management Substation Guidelines (General Process Flow Template)

Appendix 3: Project Management Substation Guidelines (General Process Flow Template) 365 Appendix 3: Project Management Substation Guidelines (General Process Flow Template) Checkpoint Methodology The schedule is issued prior to the go decision. It covers the duration of the project. It

More information

Systems Analysis and Design in a Changing World, Fifth Edition

Systems Analysis and Design in a Changing World, Fifth Edition Systems Analysis and Design in a Changing World, Fifth Edition Learning Objectives Explain the elements of project management and the responsibilities of a project manager Explain project initiation and

More information

Project Management Plan for

Project Management Plan for Project Management Plan for [Project ID] Prepared by: Date: [Name], Project Manager Approved by: Date: [Name], Project Sponsor Approved by: Date: [Name], Executive Manager Table of Contents Project Summary...

More information

1.0 BACKGROUND 2.0 OBJECTIVE OF ASSIGNMENT

1.0 BACKGROUND 2.0 OBJECTIVE OF ASSIGNMENT TERMS OF REFERENCE FOR IFMIS PROJECT MANAGER AT THE PUBLIC FINANCIAL MANAGEMENT IMPROVEMENT AND CONSOLIDATION PROJECT, MINISTRY OF FINANCE AND ECONOMIC DEVELOPMENT 1.0 BACKGROUND 1.1 The Public Financial

More information

At the end of this chapter. Project Charter. What is a Project Charter? What is a Project Charter? Why is a Project Charter used?

At the end of this chapter. Project Charter. What is a Project Charter? What is a Project Charter? Why is a Project Charter used? At the end of this chapter Project Charter Describe what a project charter is and why it is critical to project success. Explain what a project scope statement is and why it is important. List the various

More information

2009 NASCIO Recognition Award Nomination State of Georgia

2009 NASCIO Recognition Award Nomination State of Georgia 2009 NASCIO Recognition Award Nomination State of Georgia Nomination Category: IT Project and Portfolio Management Title of Nomination: IT Project Governance: Delivering on the Promise Nomination Submitted

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

Planning for a Successful Information Governance Program. Kathy Downing, MA, RHIA CHPS,PMP AHIMA Senior Director IG

Planning for a Successful Information Governance Program. Kathy Downing, MA, RHIA CHPS,PMP AHIMA Senior Director IG Planning for a Successful Information Governance Program Kathy Downing, MA, RHIA CHPS,PMP AHIMA Senior Director IG Objectives Overview of Project Management Applying Project Management techniques to Information

More information

Project Management Plan. Project Management Plan Guide. Strategic Capital, Infrastructure and Projects

Project Management Plan. Project Management Plan Guide. Strategic Capital, Infrastructure and Projects Project Management Plan Guide A guide to completing the Project Management Plan Strategic Capital, Infrastructure and Projects Prepared by: Andrew Segrott / Strategic Capital, Infrastructure and Projects

More information

PROJECT SCOPE STATEMENT

PROJECT SCOPE STATEMENT PROJECT SCOPE STATEMENT Note: Any work not explicitly included in this Project Scope Statement is implicitly excluded from the project. Create links to referenced documents (e.g., Link_To_ ) by using Insert

More information

An Oracle White Paper October 2011. Why Projects Fail: Avoiding the Classic Pitfalls

An Oracle White Paper October 2011. Why Projects Fail: Avoiding the Classic Pitfalls An Oracle White Paper October 2011 Why Projects Fail: Avoiding the Classic Pitfalls Executive Summary There is an age-old saying that goes something like this: we can do anything we want, but we cannot

More information

A Glossary of Project Management Terms

A Glossary of Project Management Terms OpenStax-CNX module: m31434 1 A Glossary of Project Management Terms Merrie Barron, PMP, CSM Andrew R. Barron This work is produced by OpenStax-CNX and licensed under the Creative Commons Attribution License

More information

Develop Project Charter. Develop Project Management Plan

Develop Project Charter. Develop Project Management Plan Develop Charter Develop Charter is the process of developing documentation that formally authorizes a project or a phase. The documentation includes initial requirements that satisfy stakeholder needs

More information

Auditing the Software Development Lifecycle ISACA Geek Week. Mike Van Stone Sekou Kamara August 2014

Auditing the Software Development Lifecycle ISACA Geek Week. Mike Van Stone Sekou Kamara August 2014 Auditing the Software Development Lifecycle ISACA Geek Week Mike Van Stone Sekou Kamara August 2014 Agenda Introduction Audit Scope Project Initiation SDLC Processes Stakeholders Common Development Methodologies

More information

An Introduction to PRINCE2

An Introduction to PRINCE2 Project Management Methodologies An Introduction to PRINCE2 Why use a Project Methodology and What Does PRINCE2 Enable? PRINCE - PRojects IN Controlled Environments - is a project management method covering

More information

ICT Project Management

ICT Project Management THE UNITED REPUBLIC OF TANZANIA PRESIDENT S OFFICE PUBLIC SERVICE MANAGEMENT ICT Project Management A Step-by-step Guidebook for Managing ICT Projects and Risks Version 1.0 Date Release 04 Jan 2010 Contact

More information

Roadmap for the Development of a Human Resources Management Information System for the Ukrainian civil service

Roadmap for the Development of a Human Resources Management Information System for the Ukrainian civil service 1 Roadmap for the Development of a Human Resources Management Information System for the Ukrainian civil service Purpose of Presentation 2 To seek input on the draft document Roadmap for a Human Resources

More information

Project Management. An Overview for IT. Author: Kevin Martin & Denise Reeser

Project Management. An Overview for IT. Author: Kevin Martin & Denise Reeser Project Management An Overview for IT Author: Kevin Martin & Denise Reeser Agenda Best Practices (5 min) Preliminary Assessment (10 min) The Need for Project Management (15 min) Involvement of EPMO (10

More information

Project organisation and establishing a programme management office

Project organisation and establishing a programme management office PROJECT ADVISORY Project organisation and establishing a programme office Leadership Series 1 kpmg.com/nz About the Leadership Series KPMG s Leadership Series is targeted towards owners of major capital

More information

THE FUNDAMENTALS OF PROJECT MANAGEMENT

THE FUNDAMENTALS OF PROJECT MANAGEMENT THE FUNDAMENTALS OF PROJECT MANAGEMENT Learning the Essential Elements for Effective Management at UW-Stout WHAT IS A PROJECT? 1. Improve the efficiency of a specific production line. 2. Organize the annual

More information

The Agile PMO. Contents. Kevin Thompson, Ph.D., PMP, CSP Agile Practice Lead cprime, Inc. 4100 E. Third Avenue, Suite 205 Foster City, CA 94404

The Agile PMO. Contents. Kevin Thompson, Ph.D., PMP, CSP Agile Practice Lead cprime, Inc. 4100 E. Third Avenue, Suite 205 Foster City, CA 94404 The Agile PMO Kevin Thompson, Ph.D., PMP, CSP Agile Practice Lead cprime, Inc. 4100 E. Third Avenue, Suite 205 Foster City, CA 94404 Kevin.thompson@cprime.com Abstract The development of Agile processes

More information

Appeals Case Management System Project. Scope Management Plan. November 20, 2014

Appeals Case Management System Project. Scope Management Plan. November 20, 2014 Appeals Case Management System Project Version 1.0 Health and Human Services Agency, Office of Systems Integration Template Revision History REVISION HISTORY REVISION # DATE OF RELEASE OWNER SUMMARY OF

More information

Overview of A Guide to the Project Management Body of Knowledge (PMBOK Guide) Fourth Edition

Overview of A Guide to the Project Management Body of Knowledge (PMBOK Guide) Fourth Edition Overview of A Guide to the Project Management Body of Knowledge (PMBOK Guide) Fourth Edition Topics for Discussion PMI Foundational Standards Harmonization of PMI s Foundational Standards Top 10 changes

More information

Introduction to OpenPPM

Introduction to OpenPPM 0 Introduction to OpenPPM Content Table Introduction to OpenPPM... 1 0.1. OpenPPM: A tool thought by and for Project Managers... 2 0.2. Project, Program and Portfolio Management... 3 0.3. What is not OpenPPM?...

More information

AGILE - QUICK GUIDE AGILE - PRIMER

AGILE - QUICK GUIDE AGILE - PRIMER AGILE - QUICK GUIDE http://www.tutorialspoint.com/agile/agile_quick_guide.htm Copyright tutorialspoint.com AGILE - PRIMER Agile is a software development methodology to build a software incrementally using

More information

pm4dev, 2016 management for development series Project Scope Management PROJECT MANAGEMENT FOR DEVELOPMENT ORGANIZATIONS

pm4dev, 2016 management for development series Project Scope Management PROJECT MANAGEMENT FOR DEVELOPMENT ORGANIZATIONS pm4dev, 2016 management for development series Project Scope Management PROJECT MANAGEMENT FOR DEVELOPMENT ORGANIZATIONS PROJECT MANAGEMENT FOR DEVELOPMENT ORGANIZATIONS A methodology to manage development

More information

EXECUTIVE SUMMARY...5

EXECUTIVE SUMMARY...5 Table of Contents EXECUTIVE SUMMARY...5 CONTEXT...5 AUDIT OBJECTIVE...5 AUDIT SCOPE...5 AUDIT CONCLUSION...6 KEY OBSERVATIONS AND RECOMMENDATIONS...6 1. INTRODUCTION...9 1.1 BACKGROUND...9 1.2 OBJECTIVES...9

More information

HKITPC Competency Definition

HKITPC Competency Definition HKITPC Competency Definition for the Certification copyright 2011 HKITPC HKITPC Competency Definition Document Number: HKCS-CD-L1L2 Version: 1.0 Date: June 2011 Prepared by Hong Kong IT Professional Certification

More information

The Art of Project Management. Association of Independent Schools 2012 Foundation Leadership Program

The Art of Project Management. Association of Independent Schools 2012 Foundation Leadership Program The Art of Project Management Association of Independent Schools 2012 Foundation Leadership Program Who are we? Planned Benefits The main objectives of this session are to discuss the following key areas

More information

Project Management. On-Site Training and Facilitation Services. www.performanceweb.org. For more information, visit

Project Management. On-Site Training and Facilitation Services. www.performanceweb.org. For more information, visit Project Management On-Site Training and Facilitation Services For more information, visit www.performanceweb.org Benefits of On-Site Training The Performance Institute s proven consulting methodology is

More information

Comparing PMBOK Guide 4 th Edition, PMBOK Guide 5 th Edition and ISO 21500

Comparing PMBOK Guide 4 th Edition, PMBOK Guide 5 th Edition and ISO 21500 Project Training Company Comparing PMBOK Guide 4 th Edition, Edition and STS Sauter Training & Simulation S.A. Avenue de la Gare 10 1003 Lausanne Switzerland Web: www.sts.ch E-mail: office@sts.ch Phone:

More information

output: communications management plan

output: communications management plan Q1. (50 MARKS) A. List the nine PMBOK knowledge areas and give a one sentence description of the purpose of each knowledge area along with at least one output (document etc.) and its purpose. 1.Project

More information

Introductory Certificate. The APM Project Fundamentals Qualification

Introductory Certificate. The APM Project Fundamentals Qualification The syllabus provides a summary of the coverage of the qualification, the details are then found in the learning outcomes and assessment criteria. Both the syllabus and the learning outcomes and assessment

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