Michael Landry, MBA, PMP Chief Project Controller
|
|
- Jerome Bishop
- 8 years ago
- Views:
Transcription
1 Artistry of Project Management The Artistry Michael Landry, MBA, PMP Chief Project Controller Leadership is the art of accomplishing more than the science of management says is possible Colin Powell
2 is a professional and technical services firm, providing expert program management support and advanced technology solutions to both government and commercial entities for over 30 years.
3 In June, 2008, DoD/TMA consolidated three program offices into a single program office. Opportunity: Combining multiple and reinforcing vertical structures and processes into a single organization Adopting a matrix structure
4 Key Variables: Multiple support staff vendors Disparate practices Varying skill levels Parochial attitudes and norms Conflicting cultures Resistance to change
5 Overcoming strong barriers to horizontal linkages required to facilitate an effective matrix structure. Inter-organizational collaboration works against and obstructs traditional lines of accountability, which often makes participation in the organizational transformation uncomfortable as individuals struggle to preserve their norm (i.e., vertical structures and processes).
6 Objectives: standardization of processes risk mitigation, and creation of operational efficiency Three underpinning goals: reduce product delivery time to market, reduce sustainment cost, and increase quality of product delivery to market.
7 Guiding Principles: 1.Minimize impacts to development and sustainment activities 2. Maintain functional alignment Primary keys to successfully transforming the organization COMMIT COMMUNICATE EXECUTE
8 Create a Community of Interest forum for the exchange of ideas and approaches to applying the 44 interrelated processes advocated by the Project Management Institute - PMI and published within the PMBOK Guide.
9 Cross-pollinate tools and techniques for effective utilization of Project Management best practices to drive team performance. Planting the seeds of process improvement and nurturing growth of capabilities
10 Advocate adoption of Best Practices Identify commonalities and diversity of understanding Create a forum for collaborating solutions to challenges facing Project Teams in our environment
11 Alignment of best practice approach across PMO Consistency in project life cycle management methodology Increased capabilities of Project Leaders Awareness of tools and techniques Identification of continuous improvement opportunities
12 Monthly Session with Project Leaders Process centric, leader lead sessions Brainstorming and interactive session with the peer group Situational adaptation of process in actual PMO environmental context Consistency - Focus - Methodology - Relevance
13 Project Management Body of Knowledge - PMBOK Application area knowledge, standards, and regulations Understanding the project environment General management knowledge and skills Interpersonal skills Reference: A Guide to the Project Management Body of Knowledge (PMBOK Guide) Third Edition; Section 1.5 Areas of Expertise
14 23 Workshop Sessions Team Development & Dynamics Integration Management : Process Centric Perspective Schedule Development & Management: Back-2- Basics Risk Management practices, planning, execution, policies QA Audits and Measurements & Analysis
15 Catalog of Services Process Engineering: PMBOK and DoD Acquisition Framework PMBOK and CMMI-Service, Development, & Acquisition PMBOK and ITILv3.0 Practices Standardization Program/Project Metric Development Governance: Policy Development /Recommendations Practices Orientation and Adoption Project Remediation Project Planning Integrated Master Plan Assessment Integrated Master Schedule Assessment Tool Development
16 Synergize organizational awareness to drive effectiveness Mature capabilities Risk Management & Schedule Development & Management PMO Staff Level: Oversight capabilities Materiel Development Level: Execution effectiveness
Creating High Performance Project Teams
Creating High Performance Project Teams EDWARD BYERS, PMP, S SGB ONIT MANAGEMENT CONSULTING e d w a r d. b y e r s @ o n i t m c. c o m 2013 AGENDA 1. Describe the value of a systematized approach in building
More informationEmotional Intelligence: The Secret to Highly Effective Stakeholder Engagements. Stephen Wagner PMI Breakfast Series
Emotional Intelligence: The Secret to Highly Effective Stakeholder Engagements Stephen Wagner PMI Breakfast Series Agenda Speaker background PMBOK changes stakeholder engagement Review of Emotional Intelligence
More informationLibraries and Educational Technologies Professional & Performance Development Form Library Faculty Self Evaluation
Libraries and Educational Technologies Professional & Performance Development Form Library Faculty Self Evaluation Name Job Title Personal Information Division: Libraries & Educational Technologies Performance
More informationResearch Report. The Impact of Implementing a Project Management Office Report on the Results of the On-Line Survey
Business Improvement Architects 33 Riderwood Drive Toronto, Ontario, Canada M2L 2X4 Tel: (416) 444-8225 Fax: (416) 444-6743 Website: www.bia.ca E-mail: info@bia.ca Research Report The Impact of Implementing
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 informationSince its inception, the PMO has functioned to support government entities in implementing project management practices through the:
South Carolina IT Project Management Office Executive Summary As the benefits offered through the use of project management became more apparent to public and private institutions, governmental entities
More informationIntroduction to ITIL for Project Managers
CSC NORTH AMERICAN PUBLIC SECTOR Introduction to ITIL for Project Managers May Chantilly Luncheon Linda Budiman, PMP ITILv2 & ITILv3 Process Architect ITIL Service Manager, CobiT certified 5/13/2008 8:08:45
More informationPMBOK for Dummies. Sean Whitaker, PMP Vice President, PMINZ
PMBOK for Dummies Sean Whitaker, PMP Vice President, PMINZ A short history of PMBOK A Guide to the Project Management Body of Knowledge (PMBOK Guide) was first published by the Project Management Institute
More informationDriving Project Management Excellence at the New AT&T
Driving Project Management Excellence at the New AT&T Jennifer Birch, PMP Jim Schneidmuller, PMP AT&T PMCOE November 1, 2007 The AT&T PMCOE is a PMI Registered Education Provider Today s Topics Introduction
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 informationStrategic Plan for the Enterprise Portfolio Project Management Office Governors Office of Information Technology... Ron Huston Director
Strategic Plan for the Enterprise Portfolio Project Management Office Governors Office of Information Technology.......... June 2010 Ron Huston Director Message from the State Enterprise Portfolio Project
More informationProject Management Best Practice Benchmarks
A PM SOLUTIONS RESEARCH COMPENDIUM Project Management COST SCOPE Quality SCHEDULE 2 Project Management Senior executives want to know one thing about project management: What s the value? Today more than
More informationThe contact workshop is a mix of instructor lead and self paced learning, designed as per the PMBOK Fifth edition of Project Management Institute.
PMP Bootcamp workshop Duration: 4 Days - 35 PDUs GRT Consulting LLP brings you their eminent PMP Boot camp workshop to address the requirements of delegates preparing for the Project Professional (PMP
More informationProject Management Office Charter
Old Dominion University Office of Computing and Communication Services Project Management Office Charter Version: 1.0 Last Update: February 18, 2010 Created By: Anthony Fox, PMP OCCS Project Management
More informationDecember 14, 2007. Sincerely, Charles T. Follin, PMP President. Page 1 of 5
December 14, 2007 Department of Transportation Federal Transit Administration Federal Transit Administration HQ Attn: Mr. John Bardwell 1200 New Jersey Avenue, SE Washington, DC 20590 Reference: Reference
More informationNothing in this job description restricts management's right to assign or reassign duties and responsibilities to this job at any time.
H86920, 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 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 informationPMO Director. PMO Director
PMO Director It s about you Are you curious about how individual projects further a company s strategy? Can you think at the macro level across broad groups of people and services? Do you have an eye for
More informationDeveloping a Project Management Office:
1 Developing a Project Management Office: 10 lessons learned in the trenches By: Philip Felt, PMP, MBA & Colin Konschak, MBA, FHIMSS, FACHE Research into initiated projects at over 500 companies concludes
More informationRequirements Management in Multi Project Environments Managing Requirements across multiple projects according to best practises
Requirements Management in Multi Project Environments Managing Requirements across multiple projects according to best practises Rainer Wendt, CBAP, PMP, September 2012 IIBA, the IIBA logo, BABOK and Business
More informationGuide to Successful Program Management
RG Perspective Guide to Successful Program Management 12 Ways to Make Your Program Deliver on Time, on Target, and on Budget 11 Canal Center Plaza Alexandria, VA 22314 HQ 703-548-7006 Fax 703-684-5189
More informationHOW NOT TO ATTRACT AN ENTREPRENEURIAL PM
HOW NOT TO ATTRACT AN ENTREPRENEURIAL PM FORTUNE 500 HIGH-TECH EQUIPMENT AND SERVICES COMPANY Process-focused job description indicates low potential for career enhancement and discourages talent from
More informationTitle: Lucent s ITSM Journey Session #: 299 Speaker: Sheila Bridge Company: Lucent Technologies, Inc.
Title: Lucent s ITSM Journey Session #: 299 Speaker: Sheila Bridge Company: Lucent Technologies, Inc. Presentation Outline q Background q Foundation to Support Successful ITSM Implementation q ITSM Project
More informationPresented By: Leah R. Smith, PMP. Ju ly, 2 011
Presented By: Leah R. Smith, PMP Ju ly, 2 011 Business Intelligence is commonly defined as "the process of analyzing large amounts of corporate data, usually stored in large scale databases (such as a
More informationChapter 4. The IM/IT Portfolio Management Office
Chapter 4 The IM/IT Portfolio Management Office Learning Objectives Identify some of the primary causes of IM/IT project failures. Describe the main differences between IM/IT project management, IM/IT
More informationThe Art of Project Management: A Competency Model For Project Managers
The Art of Project : A Competency Model For Project Managers By Mark Gould and Rick Freeman If you do not change some rooted human behavior on projects, you cannot improve anything because humans lie at
More informationCLASSIFICATION SPECIFICATION FORM
www.mpi.mb.ca CLASSIFICATION SPECIFICATION FORM Human Resources CLASSIFICATION TITLE: POSITION TITLE: (If different from above) DEPARTMENT: DIVISION: LOCATION: Executive Director Executive Director, Information
More informationThe 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 informationThe Association of Change Management Professionals
The Association of Change Management Professionals Statement of Change Management Scope, Knowledge Areas, and Process Groups March 31, 2012 Introduction The Association of Change Management Professionals
More informationStrategies for Project Recovery» A P M S O L U T I O N S R E S E A R C H R E P O R T
Strategies for Project Recovery» A P M S O L U T I O N S R E S E A R C H R E P O R T 2 Strategies for Project Recovery WHAT S AT STAKE: The statistics regarding project failure are sobering. According
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 informationUsing Earned Value Management Concepts to Improve Commercial Project Performance
Using Earned Value Management Concepts to Improve Commercial Project Performance R. Scott Brunton, PMP, PMI-RMP/SP, EVP Principal Solutions Consultant Lewis Fowler, LLC www.lewisfowler.com Welcome to the
More informationPMI India National Conference 2015. Technical Paper
PMI India National Conference 2015 Technical Paper Program Management, a strategic management practice for delivering the organizational business benefits By Srinivas Reddy Edulakanti PgMP, PMP, MTech,
More informationLeadership Development Catalogue
The TrainingFolks Approach The importance of superior management, leadership and interpersonal skills are critical to both individual and organizational success. It is also critical to apply these skills
More informationManaging Change in Organizations. Sonja Streuber, PMP, SSBB
Managing Change in Organizations Sonja Streuber, PMP, SSBB Sonja Streuber Project Mgmt & Engineering, Six Sigma, Risk Mgmt & Risk Analysis: 2000 2003 Agilent Technologies 2003 2009 Lockheed Martin 2009
More informationOctober 7, 2011. Presented to. The PMI Washington DC Chapter. Pedro Agosto. Director of Client Services, XA Systems, LLC. pedro.agosto@xasystems.
October 7, 2011 Presented to The PMI Washington DC Chapter By Pedro Agosto Director of Client Services, XA Systems, LLC pedro.agosto@xasystems.com Introduction Re-evaluating IT Services Today s Challenges
More informationHow To Outsource Project Management Office (Pmo)
PMO Managed Services Model Imran Malik PMP, PgMP, 6σ, OPM3 Emirates Integrated Telecoms Company P.O.Box-502666 Dubai, United Arab Emirates Tel : +971 55 6797000 E-mail :imran.malik@du.ae Synopsis This
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 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 informationEstablishing an Enterprise-Wide PMO-Striking Out Once Doesn't Mean Game Over! Bennetta B. Raby MS, PMP, LSSBB
Establishing an Enterprise-Wide PMO-Striking Out Once Doesn't Mean Game Over! Bennetta B. Raby MS, PMP, LSSBB DISCLAIMER: The views and opinions expressed in this presentation are those of the author and
More informationPartnering for Project Success: Project Manager and Business Analyst Collaboration
Partnering for Project Success: Project Manager and Business Analyst Collaboration By Barbara Carkenord, CBAP, Chris Cartwright, PMP, Robin Grace, CBAP, Larry Goldsmith, PMP, Elizabeth Larson, PMP, CBAP,
More informationIntegrating Project Management and Service Management
Integrating Project and Integrating Project and By Reg Lo with contributions from Michael Robinson. 1 Introduction Project has become a well recognized management discipline within IT. is also becoming
More informationProject Management and ITIL Transitions
Project Management and ITIL Transitions April 30 th 2012 Linda Budiman Director CSC 1 Agenda Thought Leadership: Linda Budiman What is ITIL & Project Management: Applied to Transitions Challenges & Successes:
More informationPMP,CQA,CQE,CQM, CIRM
TCMG 505DL Project Management University of Bridgeport TCMG Programs Fall 2014 Semester Tuesday, 6:15PM - 8:45PM 8/26/14 12/9/14 Location: On-Line via Canvas Dr. Mike Okrent, PMP,CQA,CQE,CQM, CIRM ; 203-530-3801;
More informationAmit Garg BERKELEY RESEARCH GROUP, LLC 1800 M Street, N.W. 2 nd Floor Washington, D.C. 20036. Direct: 202.747.3483 agarg@thinkbrg.
Curriculum Vitae Amit Garg BERKELEY RESEARCH GROUP, LLC 1800 M Street, N.W. 2 nd Floor Washington, D.C. 20036 Direct: 202.747.3483 agarg@thinkbrg.com SUMMARY Amit Garg brings over 17 years of information
More informationUnlocking The Mystery of Organizational Development. Jennifer A. Bristol, MBA/HRM August 26, 2014
Unlocking The Mystery of Organizational Development Jennifer A. Bristol, MBA/HRM August 26, 2014 Agenda Your understanding of organizational development How people define organizational development The
More informationI. PREREQUISITE For information regarding prerequisites for this course, please refer to the Academic Course Catalog.
Note: Course content may be changed, term to term, without notice. The information below is provided as a guide for course selection and is not binding in any form, and should not be used to purchase course
More informationProject Management Office (PMO) Charter
Project Management Office (PMO) Charter Information & Communication Technologies 10 January 2008 Information & Communication Technologies Enterprise Application DISCLAIMER Services Project Management Office
More informationHuman Resources 101. Human Resources Series. Agenda - HR s Strategic Role. Module 1: HR s Strategic Role
Human Resources 101 Module 1: HR s Strategic Role University of California San Francisco Human Resources Training Series HR Development & Training Human Resources Series 1. HR s Strategic Role 2. Effective
More informationUtah Educational Leadership Standards, Performance Expectations and Indicators
Utah Educational Leadership Standards, Performance Expectations and Indicators Standard 1: Visionary Leadership An educational leader promotes the success of every student by facilitating the development,
More informationThe Role of ITIL in IT Governance
The Role of ITIL in IT Governance Leveraging IT Governance around IT Service Management Presented By: Rick Leopoldi RL Information Consulting LLC Q2 2005 People Process Technology Why Focus on IT Governance
More informationWhy is the Governance of Business Intelligence so Difficult? Mark Peco, CBIP mark.peco@inqvis.com
Why is the Governance of Business Intelligence so Difficult? Mark Peco, CBIP mark.peco@inqvis.com Seminar Introduction A Quick Answer Unclear Expectations Trust and Confidence Narrow Thinking Politics
More informationAssessment of NCTD Program Management Framework for Positive Train Control Program
Assessment of NCTD Program Management Framework for Positive Train Control Program Subtask 2: Analysis Gap Analysis Prepared for: Brad Hansen, M.S., PMP Director, PMO Capital Projects May 2013 0 icfi.com/transportation
More informationPMI Risk Management Professional (PMI-RMP) Exam Content Outline
PMI Risk Management Professional (PMI-RMP) Exam Content Outline Project Management Institute PMI Risk Management Professional (PMI-RMP) Exam Content Outline Published by: Project Management Institute,
More informationWhite Paper. An Overview of the Kalido Data Governance Director Operationalizing Data Governance Programs Through Data Policy Management
White Paper An Overview of the Kalido Data Governance Director Operationalizing Data Governance Programs Through Data Policy Management Managing Data as an Enterprise Asset By setting up a structure of
More informationINFORMATION TECHNOLOGY PROJECT MANAGEMENT ANALYST I / II / III
Monterey County INFORMATION TECHNOLOGY PROJECT MANAGEMENT ANALYST I / II / III DEFINITION Under direction, plans, organizes, communicates and manages information technology projects to meet customer expectations
More informationHow To Choose A Prime Ministero Type
Effect of Organizational Culture on Creating Management s Hayal ŞENYURT, MBA, PMP Ankara, TURKEY Abstract The culture of an organization is composed of the values, beliefs, experiences, and behaviors of
More informationADVANCED HEALTH LEADERSHIP PROGRAM
ADVANCED HEALTH LEADERSHIP PROGRAM Turning leadership potential into leadership ability MOVING INTO THE LEAD POSITION As a senior health care executive, you have demonstrated your leadership potential
More informationPMP Passport. Project Management Passport. Ireland s Premier Project Management Certification Authority
PMP Passport Passport The passport to what every project manager needs to know in order to successfully pass the PMP exam is presented in this four-day course. Students gain an understanding of how the
More informationWHY DO I NEED A PROGRAM MANAGEMENT OFFICE (AND HOW DO I GET ONE)?
WHY DO I NEED A PROGRAM MANAGEMENT OFFICE (AND HOW DO I GET ONE)? Due to the often complex and risky nature of projects, many organizations experience pressure for consistency in strategy, communication,
More informationJOB PROFILE. For more detailed information about Internal Affairs, go to our website: www.dia.govt.nz.
JOB PROFILE Job Title: Enterprise Architect Business Unit: Chief Architect Business Group: Government Technology Services Branch: Reporting to: Chief Architect Location: Wellington Grade: 22 Date last
More informationLeveraging SharePoint for Project, Program, and Portfolio Management
Leveraging SharePoint for Project, Program, and Portfolio Management Addressing the Challenges of Communicating, Coordinating, Controlling, and Complying Delivered by Dean W. Farmer, MMS, PMP at the SIUE
More informationDelivering Energy Projects Predictably
Delivering Energy Projects Predictably Pete Luan & John Wray, Westney Consulting Group Knut Eriksen and Greg Dodson, NATCO Group 1 Introduction Project delivery systems are those business processes that
More informationProject Risk Management
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
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 informationGUIDANCE. Rocky River City School District. Globally Competitive Exceptional Opportunites Caring Environment Successful Students
GUIDANCE K 12 Rocky River City School District Globally Competitive Exceptional Opportunites Caring Environment Successful Students DISTRICT GUIDANCE PROGRAM PHILOSOPHY Our philosophy is to be pro-active,
More informationDefense Logistics Agency Instruction. Enterprise Change Management
Defense Logistics Agency Instruction DLAI 2305 Effective July 14, 2009 Certified Current September 12, 2011 DLA Human Resources, Human Capital Program Development, (J12) Enterprise Change Management References:
More informationFAA Program and Project Management Development and Certification
FAA Program and Project Management Development and Certification Implementing Best Practices, Training and Certification Standards for Program and Project Management Presented to the FAA PMIWDC Community
More informationUsing Your PMO to Drive Successful Organizational Change Management
Using Your PMO to Drive Successful Organizational Change Management Joe Saliunas, Booz Allen Hamilton 11 November 2012 1 Agenda Organizational change management overview Case studies PMBOK Guide processes
More informationQualification in Internal Audit Leadership (QIAL ) Exam Syllabus
QIAL SYLLABUS MARCH 2015 Qualification in Internal Audit Leadership (QIAL ) Exam Syllabus The QIAL assessment comprises five sections: Case study 1*: Internal Audit Leadership (3 hours and 45 minutes)
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 informationCourse Catalogue 2015
Course Catalogue 2015 Brussels Luxembourg Paris Version V1R0 Released on 5 th November 2014 0 Foreword Dear Reader, I am very pleased that I can present you the Course Catalogue 2015 of D&H Academy. It
More informationDartmouth College Endowment Investment Policy Statement Updated August 2013
Introduction and Purpose of the Endowment This Investment Policy Statement ( IPS ) applies to the endowment of Dartmouth College (the College ), referred to throughout this document as the Total Return
More informationUnderstanding Project Management A Three Dimensional Model for Understanding Projects and the Implications for Developing a Project Management Plan
Understanding Project Management A Three Dimensional Model for Understanding Projects and the Implications for Developing a Project Management Plan Russell W. Darnall, DM, PMP Master s in Project Management,
More informationSCC EHR Workshop for Contractors: Implementation Considerations
SCC EHR Workshop for Contractors: Implementation Considerations May 25, 2011 Agenda Culture Change Critical Success Factors Common Risks Project Sponsorship Project and Work Teams Staff Engagement Training
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 informationSelecting a project management methodology
VICTORIAN GOVERNMENT CIO COUNCIL Project Management Selecting a project management methodology Guideline This guideline provides advice for selecting and tailoring a project management methodology. Keywords:
More informationDefining a Governance Model for Portals
Defining a Governance Model for Portals Tushar Sachdev The need for governance While implementing portals, the focus is often only on technology. The implicit assumption being that the portal is yet another
More informationDunja Hahn. Profile. Senior Consultant EDUCATION. 2010 Diploma in business administration (equivalent to Master)
Profile Dunja Hahn Senior Consultant Email: dunja.hahn@arcondis.com EDUCATION PROFESSIONAL TRAINING 2010 Diploma in business administration (equivalent to Master) 2008 Economic interpreter of the English
More information10-005 Enterprise Risk Management
10-005 Enterprise Risk Management Current update: 09/16/10 Original Issuance: 03/31/08 Purpose This policy provides guidance and direction to State Board of Administration business unit heads for identifying,
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 informationPM Services. Our Corporate Profile and Credentials
PM Services Our Corporate Profile and Credentials The Power of One: ISG-One ISG Services Tools ISG is a leading technology insights, market intelligence and advisory services company, offering clients
More informationwww.aryanengineering.com Email: info@aryanengineering.com
What is PMP Certification exam? www.aryanengineering.com PMP stands for Project Management Professional certification exam. PMP, is one of the most respected and globally recognized certification is offered
More informationModule 11 Stakeholder Management PMP Exam Questions
Module 11 Stakeholder Management PMP Exam Questions PMP, PMBOK and the Registered Education Provider logo are registered marks of the Project Management Institute, Inc Question 1 You are the project manager
More informationFoundations of Project Management Advanced Project Executive (TBD) Aerospace at NASA and Systems Management and
LEVELS OF PROJECT LEADERSHIP The levels of project leadership are guideposts as to when during an individual s career a course can be taken. Individuals should attend courses as they see fit to enhance
More informationBest Practice Methodologies for the Project Management Office (PMO)
WHITE PAPER: BEST PRACTICE METHODOLOGIES FOR THE PROJECT MANAGEMENT OFFICE (PMO) SERIES 3 OF 4 Best Practice Methodologies for the Project Management Office (PMO) SEPTEMBER 2007 Haydn Thomas, Julie Tilke
More informationIncorporating Risk Assessment into Project Forecasting
Incorporating Risk Assessment into Project Forecasting Author: Dione Palomino Conde Laratta, PMP Company: ICF International - USA Phone: +1 (858) 444-3969 Dione.laratta@icfi.com Subject Category: Project
More informationOverview 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 informationSelling the Value of a PMO Approach to Smaller Firms
Kim Tesch Product Manager, PMP 800.822.6758 Executive Overview Most bankers appreciate the benefits of strong project management. Despite this, it s still common to encounter businesspeople who don t understand
More informationiworks healthcare Managed IT services
iworks healthcare Managed IT services SunGard s iworks HEALTHCARE: Managed IT Services Organizations around the globe face an array of critical issues in today s business environment. Economic conditions
More informationProject Management. Willis H. Thomas, PhD, PMP, CPT. Training Project Management Office (TPMO) Willis H. Thomas, PhD, PMP, CPT
Re-defining the Training & Development Structure Project Leadership Project Management Topics What we will cover during our discussion 1 2 What is the value of the TPMO? Why would an organization establish
More informationPortfolio Management Professional (PfMP)SM. Examination Content Outline
Portfolio Management Professional (PfMP)SM Examination Content Outline Project Management Institute Portfolio Management Professional (PfMP) SM Examination Content Outline Published by: Project Management
More informationFive steps to Enterprise Risk Management
risk decisions 2011 Five steps to Enterprise Risk Management by Val Jonas CEO Risk Decisions Group www.riskdecisions.com management solutions Val Jonas: Five steps to Enterprise Risk Management Five steps
More informationDoD Cloud Computing Strategy Needs Implementation Plan and Detailed Waiver Process
Inspector General U.S. Department of Defense Report No. DODIG-2015-045 DECEMBER 4, 2014 DoD Cloud Computing Strategy Needs Implementation Plan and Detailed Waiver Process INTEGRITY EFFICIENCY ACCOUNTABILITY
More informationCentral Project Office: Charter
Central Project Office: Charter ITCS: Central Project Office EAST CAROLINA UNIVERSITY 209 COTANCHE STREET, GREENVILLE, NC 27858 1 Table of Contents INTRODUCTION... 3 PURPOSE... 3 EXPECTED BENEFITS... 3
More informationProject Management Professional (PMP ) Exam Preparation
Project Management Professional (PMP ) Exam Preparation Learn the most effective methods of delivering projects within cost, schedule and resource constraints April 10 14, 2011 American University of Sharjah
More informationDepartment of Administration Portfolio Management System 1.3 June 30, 2010
E 06/ 30/ 2010 EX AM PL 1. 3 06/ 28/ 2010 06/ 24/ 2010 06/ 23/ 2010 06/ 15/ 2010 06/ 18/ 2010 Portfolio System 1.3 June 30, 2010 Contents Section 1. Project Overview... 1 1.1 Project Description... 1 1.2
More informationProject Management. Training Courses
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
More informationConsulting. PMOver Transforming the Program Management Office into a Results Management Office
Consulting PMOver Transforming the Management Office into a Results Management Office Executive summary Regardless of size and complexity, most programs encounter hurdles and issues. Many are able to address
More informationLesson 10: IT Project and Program Management
Lesson 10: IT Project and Program Management Lesson 10 Objectives Identify resources for technical data Identify project management fundamentals Identify project management skills Identify the five project
More information