Il Project Management a supporto della. Pubblica Amministrazione. Stato dell'arte a livello internazionale
|
|
- Samson Riley
- 8 years ago
- Views:
Transcription
1 Il Project Management a supporto della Pubblica Amministrazione Stato dell'arte a livello internazionale Russell D. Archibald PhD (Hon), MSc, Fellow PMI & APM/IPMA, PMP Project Management e Pubblica Amministrazione Roma, Luiss B. S. - Aula Magna Viale Pola, 12
2 Presentation Objectives: To provide a road map to Ministers and PA senior executives for achieving the full power of project management. To help PM professionals show their senior managers where the development of project management should be going. 13 Novembre 2008 Il PM a supporto della Pubblica Amministrazione 2
3 What You Can Expect: Verification 70% Clarification 20% Revelation! 10% (I hope!) 13 Novembre 2008 Il PM a supporto della Pubblica Amministrazione 3
4 Presentation Outline 1. Strategic Project Management 2. Integrated Project Portfolio Management 3. The Three Basic Project Management Concepts 1. Key Integrative Roles 2. Integrated and Predictive Project Planning and Control Systems 3. Project Teams 4. Conclusion 13 Novembre 2008 Il PM a supporto della Pubblica Amministrazione 4
5 PM State of the Art Today PM principles and practices are sufficiently known and accepted today so that senior executives can request or demand that their staffs apply and actually use them. This paper presents a set of 33 PM demands that can be achieved today with reasonable effort. 13 Novembre 2008 Il PM a supporto della Pubblica Amministrazione 5
6 Summary of Demands PM Policies: 3 Strategic PM: 9 Operational PM: 5 Operational PM Planning and Control: 8 Project Teams: 5 PM Improvement: 3 Total Demands: Novembre 2008 Il PM a supporto della Pubblica Amministrazione 6
7 Minister Demands To Unleash Full PM Power: 3 PM policy demands: 1. Project portfolio management/ppm must fully support the agency s mission & strategies. 2. Coherent PPM processes must exist & be fully understood. 3. PPM processes & tools must be fully integrated. 13 Novembre 2008 Il PM a supporto della Pubblica Amministrazione 7
8 Part 1. Strategic Project Management 13 Novembre 2008 Il PM a supporto della Pubblica Amministrazione 8
9 Strategic management of growth requires: A vision of the future. Consensus and commitment. Documentation of key objectives & strategies. Execution of specific projects to achieve the objectives. Strategic Management of Project Portfolios. 13 Novembre 2008 Il PM a supporto della Pubblica Amministrazione 9
10 The Hierarchy of Objectives and Strategies Objectives are descriptions of where we want to go. Strategies are statements of how we are going to get there. Strategies are carried out and objectives are reached through Execution of projects. 13 Novembre 2008 Il PM a supporto della Pubblica Amministrazione 10
11
12 Project-Driven versus Project- Dependent Organizations Project-driven: gain or deliver all or most benefits through delivering projects Design/construction contractors Government transportation agencies (air/water/rail/road/tunnel) NASA, Other Project-dependent: gain most benefits through production or on-going services, but grow through projects 13 Novembre 2008 Il PM a supporto della Pubblica Amministrazione 12
13 Objectives of Strategic Project Management 1. To assure that each project supports higher level strategies and objectives and contains acceptable risks: Competitive, technical, cost, schedule 2. To plan, control and execute each project with all other projects so each will meet its strategic objectives: Specified results on time and within budget 13 Novembre 2008 Il PM a supporto della Pubblica Amministrazione 13
14 Strategic PM Demands 1. Every project must clearly support an approved corporate strategic objective. 2. Each project s risks must be evaluated and proactively managed using currently available methods and systems. 3. All projects must be evaluated, prioritized and approved using the same corporate criteria. 13 Novembre 2008 Il PM a supporto della Pubblica Amministrazione 14
15 Part 2. Project Portfolio Management Projects are investments. They must be managed like investments: on a portfolio basis. Multi-project and program management are still useful but no longer adequate. Project Portfolio Steering Group. 13 Novembre 2008 Il PM a supporto della Pubblica Amministrazione 15
16 Strategic Objective 1 Operational Strategy 1.1 Operational Strategy 1.2 Operational Strategy 1.3 Project Project Project Project Project Project Project Project Program 1.1 Project Portfolio for Strategic Objective 1
17 Portfolio vs Multi-Project Mgt. Dye & Pennypacker, PMI 2000 Purpose Focus Multi-Project Management Resource allocation Tactical Project Portfolio Management Planning Emphasis Short-term (day to day) Responsibility Project/ Resource mgrs.
18 Portfolio vs Multi-Project Mgt. Dye & Pennypacker, PMI 2000 Purpose Multi-Project Management Resource allocation Project Portfolio Management Proj. selection & prioritization Focus Tactical Strategic Planning Emphasis Responsibility Short-term (day to day) Project/ Resource mgrs. Long/medium term (year/qtr) Executive/ senior mgt.
19 The Project Portfolio Management Process: 12 Steps 1. Define the project portfolios required. 2. Define project categories/types. 3. Identify and group projects by type within each portfolio. 4. Validate each project with strategic objectives. 13 Novembre 2008 Il PM a supporto della Pubblica Amministrazione 19
20 The Project Portfolio Management Process Steps (cont d) 5. Prioritize projects within programs and portfolios. 6. Develop Project Portfolio Master Schedules (Operational PM.) 7. Establish/maintain key resources data bank. 8. Allocate resources to programs & projects. 13 Novembre 2008 Il PM a supporto della Pubblica Amministrazione 20
21 The Project Portfolio Management Process Steps (cont d) 9. Compare financial needs with availability. 10. Decide how to handle shortfalls and approve list of funded projects. 11. Plan, authorize and manage each project using the PM Process (Operational PM.) 12. Periodically re-prioritize, re-allocate resources and re-schedule all projects. All steps except 6 and 11 are Strategic PM!) 13 Novembre 2008 Il PM a supporto della Pubblica Amministrazione 21
22 The Project Portfolio Management Process is Dynamic A dynamic decision process. The list of active projects is constantly updated and revised. New projects are evaluated, selected, and prioritized. Existing projects may be accelerated, cancelled, or de-prioritized. Resources are allocated and re-allocated to the active projects. Cooper et al: Portfolio Management for New Products, Novembre 2008 Il PM a supporto della Pubblica Amministrazione 22
23 Project Categories Based on End Results 1. Aerospace/Defense 2. Business & Organizational Change 3. Communication Systems 4. Events 5. Facilities 6. Information Systems 7. International Development 8. Media & Entertainment 9. Product/Service Development 10. Research & Dev. 13 Novembre 2008 Il PM a supporto della Pubblica Amministrazione 23
24 Hierarchical and Multi-Dimensional Category level Major category Sub-category 2 Sub-category 3 Sub-category 4 13 Novembre 2008 Il PM a supporto della Pubblica Amministrazione 24
25 Example: Category 5. Facilities Projects 5.1 Facility decommissioning 5.2 Facility demolition 5.3 Facility maintenance & modification 5.4 Facility design/procure/construct Civil Energy Environmental Industrial Commercial Residential Ships Other: 5.5 Other:? 13 Novembre 2008 Il PM a supporto della Pubblica Amministrazione 25
26 The Operational Project Management Process For each project type/category the PM process: Defines the project life cycle. Provides guidelines for risk analysis, planning and control. Specifies the project management information systems and tools to be used. Specifies the planning, authorizing, controlling and reporting methods and documents to be used. 13 Novembre 2008 Il PM a supporto della Pubblica Amministrazione 26
27 The Operational Project Management Process (cont d) Identifies the key roles and defines responsibilities and authority for project and functional management. Specifies escalation procedures for unresolved issues. Format: flow chart with narrative descriptions and references. 13 Novembre 2008 Il PM a supporto della Pubblica Amministrazione 27
28 Strategic PM Demands: 4. The agency s PPM and PM management processes must be documented in a coherent, easily understood manner. 5. All projects must be managed within their specific, defined portfolios and categories. 13 Novembre 2008 Il PM a supporto della Pubblica Amministrazione 28
29 Part 3. Three Basic PM Concepts 1. Assignment of integrative responsibilities. 2. Application of integrative and predictive project planning and control systems. 3. Integrated project team-working. 13 Novembre 2008 Il PM a supporto della Pubblica Amministrazione 29
30 1. The Key Integrative Roles Executive level The General Manager: Minister Level Project Portfolio Steering Group The Project Sponsor Multi-Project Level Manager (VP, Director, etc.) of PM Multi-project or Program Manager 13 Novembre 2008 Il PM a supporto della Pubblica Amministrazione 30
31 The Key Integrative Roles (cont d) Project Level The Project Manager Functional/Project Contributor Level (Internal and External) Department Managers Functional Project Leaders Work Package/Task Leaders 13 Novembre 2008 Il PM a supporto della Pubblica Amministrazione 31
32 General Manager s PM Role Link the project portfolio(s) to the overall organizational strategies. Oversee the overall PM process. Monitor integration of the PM process with all other aspects of the organization. Ensure timely availability of money, people and other resources needed for all authorized projects. 13 Novembre 2008 Il PM a supporto della Pubblica Amministrazione 32
33 Project Portfolio Steering Group Approve design of the project portfolio management (PPM) process. Operate the 12-step PPM process to: Integrate projects with strategies. Establish & revise project priorities. Approve new projects & re-prioritize all. Communicate decisions to & through project sponsors. 13 Novembre 2008 Il PM a supporto della Pubblica Amministrazione 33
34 Project Portfolio Steering Group (cont d) Seek additional resources when needed to support approved projects. Recommend improvements to the process and to the project management capabilities. 13 Novembre 2008 Il PM a supporto della Pubblica Amministrazione 34
35 The Project Sponsor s Role Integrate ongoing strategic direction of his/her assigned project(s) with ongoing organization operations. Provide this direction to/through the project manager. 13 Novembre 2008 Il PM a supporto della Pubblica Amministrazione 35
36 Strategic PM Demands: 6. PM roles must be clearly assigned to qualified people. 7. Minister s (or Deputy s) PM role must be understood and accepted. 8. PPM Steering Group must be appointed for each project portfolio. 9. Project Sponsors must be appointed and indoctrinated for major projects. 13 Novembre 2008 Il PM a supporto della Pubblica Amministrazione 36
37 Manager of Project Management Integrates work on all projects within the portfolio(s). Integrates and directs development and use of project management methods and tools on all projects. Manages the project management home (Project Management Office/PMO). 13 Novembre 2008 Il PM a supporto della Pubblica Amministrazione 37
38 Operational PM Demands: 1. Experienced Manager of PM must be appointed. 2. PM home/pmo must be established. 3. Project Managers must be given proper training. 4. PMs must respect functional lines of authority. 5. Functional Managers must respect project lines of authority. 13 Novembre 2008 Il PM a supporto della Pubblica Amministrazione 38
39 General Manager Sponsor of Project "A" Manager of Project Management Project Manager of Project "A" What When How Much Functional Department Manager Functional Project Leader How Well Other Functional Departments Project Specialist Staff Project Planning and Control Who Work Package Leader Work Package Leader How Individual Contributors
40 Project Stakeholders Includes all persons or agencies that have an interest in the project and its outcome. Often they are outside the project team or the responsible agency. Important to recognize and deal appropriately with them, but this is often difficult to do! 13 Novembre 2008 Il PM a supporto della Pubblica Amministrazione 40
41 Identifying Project Stakeholders
42 2. Integrative & Predictive Project Planning and Control Each project is planned and controlled by integrating: All contributing functional areas. All life cycle phases. All elements of information: Schedule, Cost, Technical, Risk. Using Web-based PM software systems. 13 Novembre 2008 Il PM a supporto della Pubblica Amministrazione 42
43 Operational PP&C Demands: 1. PM Process must be adhered to. 2. All P&C systems are integrated. 3. Only one PP&C system is used in the organization. 4. Earned value concept is applied. 13 Novembre 2008 Il PM a supporto della Pubblica Amministrazione 43
44 Operational PP&C Demands (Cont d): 5. PM Process must describe the project planning & control system. 6. All PMIS modules in next slide are included in the PM Process and PP&C System. 13 Novembre 2008 Il PM a supporto della Pubblica Amministrazione 44
45 PM Information & Control System Technical-Product Information and Control System Modules Project Information and Control System Modules Risk Information and Control System Modules Engineering Mgt Procurement Mgt Construction- Production Mgt Test Mgt Configuration Mgt Project/P BS Planning/ Scheduling Cost Management -- Cost Estimating -- Cost Estimating Support -- Craft and Crew -- Unit Material -- Unit Labor hours -- Source Document -- Cost Control -- Cost Projection Cost Projection Accounting Data Entry On-Line Query Planning Assurance (Risk Assessment) Quality Assurance Reliability Maintainability Safety Assurance
46 Operational PP&C Demands (Cont d): 7. All planning, authorizing, controlling and reporting documents be produced by the supporting computer software systems (with authorized exceptions). (See Table 5 in my paper.) 13 Novembre 2008 Il PM a supporto della Pubblica Amministrazione 46
47 How Much P&C Detail? Always a problem; resolve by: 1. Systematic, hierarchical project breakdown: the Project/WBS 2. Avoid duplicating detail in existing systems: manage the project interfaces. 13 Novembre 2008 Il PM a supporto della Pubblica Amministrazione 47
48 Operational PP&C Demands (Cont d): 8. The concepts of the P/WBS and project interface management be applied to achieve a sustainable level of detail in PP&C documents. 13 Novembre 2008 Il PM a supporto della Pubblica Amministrazione 48
49 3. Integrated Project Team-Working Bring multiple disciplines together from diverse organizations to collaborate creatively. Understand and commit to project objectives. Develop agreed plans, schedules & budgets. Achieve outstanding results. 13 Novembre 2008 Il PM a supporto della Pubblica Amministrazione 49
50 The 5 Requirements for Good Team-working 1. Team member list, defined responsibilities. 2. Clear, well-understood objectives. 3. An achievable project plan and schedule. 4. Reasonable rules of the game. 5. Leadership by the project manager. 13 Novembre 2008 Il PM a supporto della Pubblica Amministrazione 50
51 Project Team Demands: 1. Must publish a complete team list for each project. 2. Each team must define the project objectives in its own terms. 3. Each Project Team must commit to an achievable plan and schedule. 13 Novembre 2008 Il PM a supporto della Pubblica Amministrazione 51
52 Operational PP&C Demands (Cont d): 4. Agency s PM process must include procedures to ensure effective teamwork. 5. Leadership training must be provided for the Project Manager. 13 Novembre 2008 Il PM a supporto della Pubblica Amministrazione 52
53 Continual Improvement in PM Every project must be reviewed on completion to identify where improvements are needed. New PM ideas, practices & systems are continually being developed. Specific efforts to improve are continually needed. 13 Novembre 2008 Il PM a supporto della Pubblica Amministrazione 53
54 Integrating PM into the Organization No longer sufficient to treat PM as an add-on piece of the organization. PM processes must be integrated with all other affected management processes. Financial Human resources Other 13 Novembre 2008 Il PM a supporto della Pubblica Amministrazione 54
55 Example of Integrated PM in a Telecommunications Company 13 Novembre 2008 Il PM a supporto della Pubblica Amministrazione 55
56 Using the Internet to Respond to Its Challenges Enable improved collaboration. Reduce travel time and cost, enhance teamwork. Provide risk and issue tracking, and escalation processes. Empower staff members. Automate the PM processes. 13 Novembre 2008 Il PM a supporto della Pubblica Amministrazione 56
57 The Successful Adoption of Web- Based Collaborative Software Go to d=5273 for 3 case studies on web-based PM system implementation Chicago Transit Authority, The Port Authority of New York and New Jersey, Raytheon. 13 Novembre 2008 Il PM a supporto della Pubblica Amministrazione 57
58 PM Improvement Demands: 1. A post-completion appraisal must be performed on every project: - Lessons learned, - Improve PM process, practices and procedures. 13 Novembre 2008 Il PM a supporto della Pubblica Amministrazione 58
59 PM Improvement Demands: 2. PM discipline & supporting systems must be fully integrated with affected parts of the organization. 13 Novembre 2008 Il PM a supporto della Pubblica Amministrazione 59
60 PM Improvement Demands: 3. A Web-enabled PM system be selected and implemented at the project portfolio or total enterprise level. 13 Novembre 2008 Il PM a supporto della Pubblica Amministrazione 60
61 Presentation Objectives: To provide a road map to Ministers and PA senior executives for achieving the full power of project management. To help PM professionals show their senior managers where the development of project management should be going. 13 Novembre 2008 Il PM a supporto della Pubblica Amministrazione 61
62 4. Conclusion If the Minister insists that these 33 demands be carried out, and if the managers and staff members comply with these demands, then the organization will join those on the leading edge of excellence in delivering the benefits to their citizens and their countries 13 Novembre 2008 Il PM a supporto della Pubblica Amministrazione 62
63 If the right strategies are being implemented!! 13 Novembre 2008 Il PM a supporto della Pubblica Amministrazione 63
64 Thanks for Listening! Questions or Comments? 13 Novembre 2008 Il PM a supporto della Pubblica Amministrazione 64
Leading and Managing Innovation
Leading and Managing Innovation Russell D. Archibald PhD (Hon), MSc, PMI Fellow, APM Honorary Fellow, PMP Executives and Project Management Although Projects are the primary vehicles for: Many Executives:
More informationManag. Roles. Novemb. ber 20122
Information Technology Manag gement Framework Roles and Respo onsibilities Version 1.2 Novemb ber 20122 ITM Roles and Version History Version ed By Revision Date Approved By Approval Date Description of
More informationProject 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 informationBest 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 informationMGMT 4135 Project Management. Chapter-16. Project Oversight
MGMT 4135 Project Management Chapter-16 Project Oversight Project Oversight: defined as a set of principles and processes to guide and improve the management of projects. Ensures projects meet the needs
More informationBusiness Continuity Position Description
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
More informationProject Management Certificate (IT Professionals)
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.
More informationFrank P.Saladis PMP, PMI Fellow
Frank P.Saladis PMP, PMI Fellow Success factors for Project Portfolio Management The Purpose of Portfolio Management Organizational Assessment Planning a Portfolio Management Strategy The Portfolio Management
More informationProject Governance Or Is It Governance of Projects?
Project Governance Or Is It Governance of Projects? PMI SOC PDD 2013 v 2013.1 Presented by Darya Duma, PEng, PMP, PRINCE2 www.procept.com Procept Associates Ltd. 2013 Outline What is project governance?
More informationProject Management Institute. Construction. Extension to. A Guide to the Project Management Body of Knowledge. PMBOK Guide 2000 Edition.
Project Management Institute Construction Extension to A Guide to the Project Management Body of Knowledge PMBOK Guide 2000 Edition Provisional Construction Extension to A Guide to the Project Management
More informationProject Management Office Best Practices
Project Management Office Best Practices Agenda Maturity Models (Industry & PMO) PMO Areas of Expertise (Scale & Scope) Project Management Office Process Model Project Management Framework PMO Implementation
More informationProject Management Guidelines
Project Management Guidelines 1. INTRODUCTION. This Appendix (Project Management Guidelines) sets forth the detailed Project Management Guidelines. 2. PROJECT MANAGEMENT PLAN POLICY AND GUIDELINES OVERVIEW.
More informationMeasures and Metrics for PMO Success
Project Management Office Summit Measures and Metrics for PMO Success Jim Kendrick, PMP, CMC President and Practice Leader 2009 P2C2 Group, Inc. kendrick@p2c2group.com 301-942-7985 Also See Related Blog
More informationProject Management Professional (PMP) Boot Camp
Project Management Professional (PMP) Boot Camp According to the Project Management Institute, the world's leading association for the project management profession: "PMP Certification is the profession's
More informationComparison of the Various Project Management Competency Models
Comparison of the Various Project Management Competency Models Douglas W. Call, Ph.D., PMP, Senior Consultant, Harpum Consulting Limited and Adjunct Professor, Campbell University School of Pharmacy and
More informationMaximize Resource and Investment: Project Portfolio Management (PPM) Case Study: Design and Delivery of a Global PPM Solution
Maximize Resource and Investment: Project Portfolio Management (PPM) Case Study: Design and Delivery of a Global PPM Solution BBC 2013 November 13, 2013 Presenters: Randy Somermeyer : Managing Partner,
More informationAuditing Capital Projects and Project Controls. March 2013
Auditing Capital Projects and Project Controls March 2013 Internal Audit Perspective Oversight Insight Foresight Is the process operating as planned? Are controls, resources, and performance measures adequate
More informationBusiness Logistics Specialist Position Description
Specialist Position Description March 23, 2015 MIT Specialist Position Description March 23, 2015 Page i Table of Contents General Characteristics... 1 Career Path... 2 Explanation of Proficiency Level
More informationU.S. Department of Education Federal Student Aid
U.S. Department of Education Federal Student Aid Lifecycle Management Methodology Stage Gate Review Process Description Version 1.3 06/30/2015 Final DOCUMENT NUMBER: FSA_TOQA_PROC_STGRW.NA_001 Lifecycle
More informationMINNEAPOLIS PARK AND RECREATION BOARD invites applications for the position of: Business Solutions Architect (Project Manager)
MINNEAPOLIS PARK AND RECREATION BOARD invites applications for the position of: Business Solutions Architect (Project Manager) SALARY: $62,004.80 - $79,268.80 Annually OPENING DATE: 04/29/13 CLOSING DATE:
More informationIT Service Provider and Consumer Support Engineer Position Description
Engineer Position Description February 9, 2015 Engineer Position Description February 9, 2015 Page i Table of Contents General Characteristics... 1 Career Path... 2 Explanation of Proficiency Level Definitions...
More informationCrosswalk 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 informationProject Managers as Senior Executives
Project Managers as Senior Executives Research Project Sponsored by the PMI and the Ecole Supérieure de Commerce de Lille - ESC Lille (F) The Project THE RESEARCH NEED Several apparent similarities exist
More informationBusiness Analyst Position Description
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...
More informationInterpreting the Management Process in IEEE/EIA 12207 with the Help of PMBOK
Interpreting the Management Process in IEEE/EIA 12207 with the Help of PMBOK Lewis Gray, Ph.D., PMP Abelia Fairfax, Virginia USA www.abelia.com Copyright 2002 by Abelia Corporation. All rights reserved
More informationProject 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 informationPosition Title: Management Info Chief. Working Title: Technical Project Management Section Chief
Position Title: Management Info Chief Working Title: Technical Project Management Section Chief This management position directs the operational activities of the Project Management Office whose mission
More informationMinnesota 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 informationProject Team Roles Adapted for PAAMCO
Project Team Roles Adapted for PAAMCO Project Roles, Authority & Responsibilities Role a defined funciton assumed by or assigned to a person in the project Authority the right to apply project resources,
More informationGlobal Process Innovation Value Proposition
Global Process Innovation Value Proposition 1 Global Process Innovation will help your organization implement sustainable Business Process Management that delivers strategic value. With active support
More informationDIRECTIVE NUMBER: 141.03.04.001 v2.0. SUBJECT: Correctional Integration Systems Change Management Plan
DEPARTMENT OF CORRECTION SUPPORT Management Services DIRECTIVE NUMBER: SUBJECT: Correctional Integration Systems Change PAGE NUMBER: 1 of 10 Adopted: 12-15-03 01.00.00. POLICY OF THE DEPARTMENT It is the
More informationExhibit 16.1-4a Non Applications Services Labor Categories
Exhibit 16.1-4a Non Applications Services Labor Categories PAGE 1 1. Infrastructure System Administrator Description: The Infrastructure Systems Administrator s role is to: (1) deliver support to internal
More informationPMO Starter Kit. White Paper
PMO Starter Kit White Paper January 2011 TABLE OF CONTENTS 1. ABOUT THE PMO STARTER KIT...3 2. INTRODUCTION TO THE PMO STARTER KIT WHITE PAPER...3 3. PMO DEVELOPMENT ROADMAP...4 4. PLAN PHASE...5 4.1 CREATE
More informationBlack Hawk County Employee Performance Evaluation
Black Hawk County Employee Performance Evaluation Employee : Supervisor: Title: Program Manager School Nursing Dept: Health Dept Title: Evaluation Period: From: To Due Date: Black Hawk County Governing
More informationThe 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 informationMaking project management indispensable for business results. Project Management 101
Making project management indispensable for business results. Project Management 101 Donald E. Moore, MBA, PMP, President of PMI NB Kelly Barter, Chapter Manager of PMI NB AGM April 28, 2011 Topics of
More informationPMP 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 informationThe Future of Project Management: Preparing The Next Generation Project Manager
1 The Future of Project Management: Preparing The Next Generation Project Manager By Harold Kerzner, Ph.D. 10/9/2010 2010 International Institute for Learning, Inc. 1 Best Practices in Project Management
More informationApplication of Standard Project Management Processes in Fiber Optic Cable Plant Project Management. Introduction. Alfred Sankara, DigiBridge TelCo
Application of Standard Project Management Processes in Fiber Optic Cable Plant Project Management Alfred Sankara, DigiBridge TelCo Introduction The Project Management Institute (PMI) is the world's leading
More informationChapter 16 The Management of Project Management
Chapter 16 The Management of Project Management Project Management for Business, Engineering, and Technology Prepared by John Nicholas, Ph.D. Loyola University Chicago Project Meta-Management Next several
More informationIT Project Governance Manual Version 1.1
IT Project Governance Manual Version 1.1 A Mandatory Reference for ADS Chapter 577 New Reference: 04/13/2010 Responsible Office: CIO File Name: 577mak_041310 UNITED STATES AGENCY FOR IT Project Goverance
More informationMaturity Model. March 2006. Version 1.0. P2MM Version 1.0 The OGC logo is a Registered Trade Mark of the Office of Government Commerce
Maturity Model March 2006 Version 1.0 P2MM Version 1.0 The OGC logo is a Registered Trade Mark of the Office of Government Commerce This is a Value Added product which is outside the scope of the HMSO
More information3 rd IEEE TMC Workshop: Telecommunication Project and Quality Management
3 rd IEEE TMC Workshop: Telecommunication Project and Quality Management Quality Improvement for Processes and Systems through Standardization in Project Management Think forward Annegret Loeser Bonn,
More informationA Guide To The Project Management Body of Knowledge (PMBOK) Significant Changes from the 3 rd edition to the 4 th edition
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
More informationU.S. Department of Education Federal Student Aid
U.S. Department of Education Federal Student Aid Lifecycle Management Methodology Version 1.3 06/30/15 Final DOCUMENT NUMBER: FSA_TOQA_PROC_STGRW.NA_001 Update History Lifecycle Management Methodology
More informationFinal. North Carolina Procurement Transformation. Governance Model March 11, 2011
North Carolina Procurement Transformation Governance Model March 11, 2011 Executive Summary Design Approach Process Governance Model Overview Recommended Governance Structure Recommended Governance Processes
More informationProject Human Resource Management. Overview of PMBOK Basics
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
More informationDescription 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 informationProgram Management Professional (PgMP) Examination Content Outline
Program Management Professional (PgMP) Examination Content Outline Project Management Institute Program Management Professional (PgMP ) Examination Content Outline April 2011 Published by: Project Management
More informationPosition Number Community Division/Region. Yellowknife
IDENTIFICATION Department Position Title Health and Social Services Senior Project Manager Position Number Community Division/Region 49-13716, 49-13717, 49-14058 Yellowknife Shared Services and Innovation
More information2007 & 2008 Dennis L. Bolles and Darrel G. Hubbard 1
Achieving the Power of Enterprise-Wide Project Management Dennis L. Bolles, PMP, President DLB Associates, LLC Darrel G. Hubbard, PE, President D.G.Hubbard Enterprises, LLC Project Management Is a Business
More informationIT Project Management Methodology. Project Execution Support Guide. Version 0.3
NATIONAL INFORMATION TECHNOLOGY AUTHORITY - UGANDA IT Project Management Methodology Project Execution Support Guide Version 0.3 Table of Contents 1 INTRODUCTION... 4 1.1 When should Project Execution
More informationMaster Project Manager
EARLY BIRD DISCOUNT ALL DELEGATES WILL GET FREE TABLE PC BOOK & PAY NOW! Book Before 31st May 2015 and Save USD 200 = PAY USD 2,650 After 31st MAY 2015 USD 2,850 By attending this practical and informative
More informationENGINEERING COMPETENCIES ENTRY LEVEL ENGINEER. Occupation Specific Technical Requirements
ENGINEERING COMPETENCIES ENTRY LEVEL ENGINEER Responsible for performing entry level engineering analysis, design, plan, review and inspection for small to medium projects and/or designated segments of
More informationPMI Standard for Portfolio Management
Project : how organizations can measure and improve their performance PMI Standard for Milan, April 20th 2011 Walter Ginevri, PMP, PgMP Agenda 2 Evolution of PMI standard of PfM PfM definition and high-level
More informationRoles and Responsibilities of Program and Portfolio Managers. Dr Tomas Blomquist Dr Ralf Müller School of Business and Economics Umeå University
Roles and Responsibilities of and Managers Dr Tomas Blomquist Dr Ralf Müller School of Business and Economics Umeå University PMI s Research Confusion around terms program and portfolio management Need
More informationProject Management Standards: A Review of Certifications/Certificates
Project Standards: A Review of Certifications/Certificates Standards for Project Supporting Certification and Certificates Certificate Certification The Project Body of Knowledge PMBOK Guide Projects in
More informationASSET MANAGEMENT PROGRAM EVALUATION BEST PRACTICES
1.0 Corporate Asset Management Program 1.1 Vision and Support 1.2 Resource Management 1.3 Strategic Asset Management Plan 1.4 Communications 2.0 Customer Service and Risk Management 2.1 Levels of Service
More informationICT Competency Profiles framework Job Stream Descriptions
ICT Competency Profiles framework Job Stream Descriptions Cluster: Software Products Analysis Design: In the field of analysis, you apply investigative skills to business, technical or organizational problems
More informationDevOpsand The Service Desk Don t Let The Developers Hijack The Discussion!
Concurrency CHICAGOLAND LOCAL CHAPTER DevOpsand The Service Desk Don t Let The Developers Hijack The Discussion! Randy Steinberg RSteinberg@concurrency.com The Issue Here You Go! Dev Great! Ops This Is
More informationPursuing Execution Excellence
Pursuing Execution Excellence Goal Setting and Cascading Challenges in a Matrix Organisation William Malek Strategy Execution Practice Leader 17 years of management experience in Fortune 500 s 14 years
More information2012 National BDPA Technology Conference. Defining Project and PMO Metrics
2012 National BDPA Technology Conference Defining Project and PMO Metrics Betty Hutchins, MBA, PMP August 1 4, 2012 Baltimore, MD Presentation Objectives Project Performance Determine the Process Defining
More informationTHE PROJECT MANAGEMENT KNOWLEDGE AREAS
THE PROJECT MANAGEMENT KNOWLEDGE AREAS 4. Project Integration Management 5. Project Scope Management 6. Project Time Management 7. Project Cost Management 8. Project Quality Management 9. Project Human
More informationPM Services. Portfolio Strategy, Design and Build
PM Services Portfolio Strategy, Design and Build Portfolio Strategy, Design and Build PM Services consultants will design an effective portfolio management system and works closely with client management
More informationProject Management Certification Program
Project Management Certification Program PMADC 2009 PM, SPM & PPM Certification Training Requirements Introduction The PMADC is responsible for ensuring that training requirements for PM, SPM, and PPM
More informationDepartment of Defense INSTRUCTION
Department of Defense INSTRUCTION NUMBER 1400.25, Volume 1100 January 3, 2014 USD(P&R) SUBJECT: DoD Civilian Personnel Management System: Civilian Human Resources Management Information Technology Portfolio
More informationProject Portfolio Management Tool Implementation at San Antonio River Authority
Structured Project Management at San Antonio River Authority & Project Portfolio Management (CA Clarity ) Implementation Project Portfolio Management Tool Implementation at San Antonio River Authority
More informationA Comparison of Project, Program & Portfolio Management Responsibilities and who should be responsible for what. By R. Max Wideman
A Comparison of, & Management Responsibilities and who should be responsible for what. By R. Max Wideman This analysis was inspired by Darren Radford, coauthor of Going Beyond The Waterfall, published
More informationAngelo State University
Angelo State University Campus-wide Project Management Software Business Justification Project Name: Project Management Software Implementation Proposed By: Jackie Droll & John Russell Department Head/Director/Dean:
More informationWhite 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--Identifies and supports the training requirements for business areas around PMO tools and methodologies, including training new users.
H22141, page 1 Nothing in this job description restricts management's right to assign or reassign duties and responsibilities to this job at any time. DUTIES This is a non-career term job with the Metropolitan
More informationIESO Information & Technology Services Group Roles, Responsibilities, and Project Management. Doug Thomas: VP- I&TS and CIO May 28, 2015
IESO Information & Technology Services Group Roles, Responsibilities, and Project Management Doug Thomas: VP- I&TS and CIO May 28, 2015 IESO I&TS: Presentation Agenda Group Overview Roles and responsibilities
More informationBiometrics Enterprise Architecture Project Management Plan (BMEA PMP)
Biometrics Enterprise Architecture Project Management Plan (BMEA PMP) Version 1.0 Prepared by: Date: November 24, 2008 Revision History Purpose Revision Date Level 11/17/2009 First Draft 1.0 Responsible
More informationMNLARS 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 informationBenefits for Participants :
Seminar s Title : PROJECT MANAGEMENT FUNDAMENTALS Purpose and Background : Project Management is one of the most important aspects of the entire construction process. It is the application of concepts,
More informationExcellence in Business and Support Services
Business Services Strategic Plan Updated September 2008 New Synergies: Launching Tomorrow s Leaders Discovery with Delivery Meeting Global Challenges Excellence in Business and Support Services Introduction
More informationLecture Slides for Managing and Leading Software Projects. Managing and Leading Software Projects. Chapter 11: Organizational Issues
Lecture Slides for Managing and Leading Software Projects Chapter 11: Organizational Issues developed by Richard E. (Dick) Fairley, Ph.D. to accompany the text Managing and Leading Software Projects published
More informationProject 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 informatione-tourism Marketing Specialist
! Role Profile for e-tourism Marketing Specialist e-jobs-observatory.eu European Profiles in e-tourism Functions e-tourism Marketing Specialist 1 e-tourism Marketing Specialist 1. Role Profile Role title
More informationProgramme Manager/Procurement Specialist. Suva. Capital Works Manager. As soon as possible. As follows
JOB DESCRIPTION Position: Location of position: Reporting to: Special functional relationships: Term of Appointment: Programme Manager/Procurement Specialist Suva Capital Works Manager Capital Works Programme
More informationPositive Train Control (PTC) Program Management Plan
Positive Train Control (PTC) Program Management Plan Proposed Framework This document is considered an uncontrolled copy unless it is viewed online in the organization s Program Management Information
More informationUnderstand why, when and how-to to formally close a project
Project Closure Purpose: Understand why, when and how-to to formally close a project Audience: Project managers, project sponsors, team members and other key stakeholders Learning Objectives: Describe
More informatione-training Transition Project
e-training Transition Project Phase II e-training Communications Guide August 24, 2005 National Aeronautics and Space Administration Communications Guide for the Phase II e-training Transition August 24,
More informationManaging Multiple Vendors: Getting the Most from a Complex Team. November 16, 2012
Managing Multiple Vendors: Getting the Most from a Complex Team November 16, 2012 1 Contents About the presenters Context: working with multiple SIs is the norm Benefits and challenges of working with
More informationPosition Description
1. POSITION IDENTIFICATION Position Description Position Title Asset Manager Team Asset Management Location Richmond Classification Level 7 Salary According to CEHL Enterprise Agreement Employment Status
More informationFederal Bureau of Investigation s Integrity and Compliance Program
Evaluation and Inspection Division Federal Bureau of Investigation s Integrity and Compliance Program November 2011 I-2012-001 EXECUTIVE DIGEST In June 2007, the Federal Bureau of Investigation (FBI) established
More information1236 6 th Ave. Helena, MT 59601
STATE OF MONTANA SECRETARY OF STATE S OFFICE JOB PROFILE AND EVALUATION SECTION I - Identification Working Title: IT Help Desk Lead Class Code Number: 151415 Class Code Title: Computer Support Specialist
More informationBeyond Mandates: Getting to Sustainable IT Governance Best Practices. Steve Romero PMP, CISSP, CPM IT Governance Evangelist
Beyond Mandates: Getting to Sustainable IT Governance Best Practices Steve Romero PMP, CISSP, CPM IT Governance Evangelist Agenda > IT Governance Definition > IT Governance Principles > IT Governance Decisions
More information1. PMP, PMI ACP. 2. Author of the book PMP Certification Excel with ease published by PEARSON
Introduction 1. PMP, PMI ACP 2. Author of the book PMP Certification Excel with ease published by PEARSON 3. Author of the book PMI Agile Certified Practitioner Excel with Ease published by PEARSON Page
More informationWhat s Lean Agile & How does it allow teams to progressively improve customer satisfaction & service delivery?
What s Lean Agile & How does it allow teams to progressively improve customer satisfaction & service delivery? Our Findings Lean-Agile methods are helping workgroups to significantly increase their productivity
More informationCertificate In Project Management (CIPM)
Conceptualize Plan Plan & Deliver Organize Implement Control Change if Required Integrate Deliver & Closeout Knowledge Leverage Certificate In Project Management (CIPM) Course Overview The Certificate
More informationpm4dev, 2007 management for development series Project Management Organizational Structures PROJECT MANAGEMENT FOR DEVELOPMENT ORGANIZATIONS
pm4dev, 2007 management for development series Project Management Organizational Structures PROJECT MANAGEMENT FOR DEVELOPMENT ORGANIZATIONS PROJECT MANAGEMENT FOR DEVELOPMENT ORGANIZATIONS A methodology
More informationITS Project Management
ITS Project Management Policy Contents I. POLICY STATEMENT II. REASON FOR POLICY III. SCOPE IV. AUDIENCE V. POLICY TEXT VI. PROCEDURES VII. RELATED INFORMATION VIII. DEFINITIONS IX. FREQUENTLY ASKED QUESTIONS
More informationPMP 2013 Exam Prep. Course Overview
PMP 2013 Exam Prep Course Overview This course has been designed to prepare participants to take the Project Management Institute's Project Management Professional (PMP) Exam, 2013 edition and is based
More informationManchester City Council Role Profile. Service Desk Analyst, Grade 6. ICT Service, Corporate Core Directorate Reports to: Team Lead (Service Support)
Key Role Descriptors: Manchester City Council Role Profile Service Desk Analyst, Grade 6 ICT Service, Corporate Core Directorate Reports to: Team Lead (Service Support) Job Family: Technical The role holder
More informationSWEBOK Certification Program. Software Engineering Management
SWEBOK Certification Program Software Engineering Management Copyright Statement Copyright 2011. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted
More informationTools and Techniques for Managing Stakeholder Expectations
PMI Great Lakes Chapter Forum Tools and Techniques for Managing Stakeholder Expectations Gwendolyn Moore, PMP December 12, 2011 1 Project Communications Management Manage Stakeholder Expectations Knowledge
More informationBenefits for Participants :
Seminar s Title: PROJECT MANAGEMENT IN CONSTRUCTION Purpose and Background: Project management as a discipline is recognized as one of the fastest growing professions in today s industries. In the construction
More informationBig Data Engineer Position Description
Engineer Position Description February 9, 2015 Engineer Position Description February 9, 2015 Page i Table of Contents General Characteristics... 1 Career Path... 2 Explanation of Proficiency Level Definitions...
More information