AJIBOYE Forums - Tech. Support - Personal Project Manager

Outsourcing Technical Support

Fri, 21 May 2010 00:00:00 EDT

With the rapid growth of technologies and appearance of more and more new hardware and software products on the market, the demand for technical support grows rapidly and so does the desire of the manufacturers to decrease the cost of such technical support. Fortunately, these days it is possible to outsource technical support to locations with the lower cost of living. As the result, a US-based company, for example, can easily contract some outsource service provider in countries, like India or Ukraine, and the expenses for tech support will often be significantly lower in comparison to keeping its own in-house tech support department.

Today the communication technologies has already reached the point, where international communication options are offered at a very reasonable price and with the high quality, so it is not always easy to distinguish weather you are talking to a person from the neighboring office booth or from somewhere at the opposite side of the globe. Software solutions, such as Skype, set up new standards in online communications and move the effectiveness and comfort of outsourced tech support at a qualitatively new level.

The main concern about outsourced technical support remains quality of the services, provided to end clients. The problem is that language barrier or insufficient qualification of tech support may negatively influence the image of the company. On the other hand, lack of qualification is often a case even for in-house tech support departments. Furthermore, competition also grows among outsource tech support providers themselves, which is why reputation, experience, and feedbacks from previous clients value a lot, when selecting your tech support provider. Finally, it is reasonable to keep in mind, that abnormally low rates or service fees should be treated as warning signs. Trying to reduce the expenses, it is important not to compromise on the quality of tech support provided to end-users, because it will inevitably result in the reduction of clientele sooner or later.

Importance of select the right project before you begin working

Sat, 21 Nov 2009 00:00:00 EST

Importance of select the right project before you begin working

When you select a right project before beginning your work. It’s helping in preparing a best request for proposal (RFP). It gives you a detail statement of work(SOW), description of the client or customer requirements, an identifiable listing of all the items the contractor is supposed to deliver, There should be a section describing what the customer will supply or make available. These all things are very important in successful completion of any project.

Pre-RFP/ proposal marketing

Sat, 21 Nov 2009 00:00:00 EST

Pre-RFP/ proposal marketing

These pre-RFP or pre-proposal efforts by a contractor are considered marketing or business development and are performed without any cost to the customer. The payoff to the contractor for these efforts is expected to come later when the contractor is selected as the winning contractor in response to the customer's RFP.

Contractors should do it for the following reasons:

 Working closely with a potential customer puts a contractor in a better position to be select eventually as the winning contactor when the customer does issue an RFP.

 During this pre-RFPN/proposal activity, the contractor should learn as much as possible about the customer’s needs, problems, and decision-making process.

 The contractor should ask the customer for information, data, and documentation about the identified need or problem. Also he can get the customers reactions.

 By getting customers reactions the contractor can begin to understand what the customer expects, as well as develop a responsive and favorable image in the eyes of the customer.

Develop a baseline budget for a project

Sat, 21 Nov 2009 00:00:00 EST

Develop a baseline budget for a project

It is necessary to develop a baseline budget for a project because the research, development and presentation is necessary to develop a reasonable budget estimates. As many companies skip this baseline budget & just do a very rudimentary estimate. These companies have to complete the task of work on time.

There are companies which goes for consultancies to maintain internal archives of project cost, as this consulting firms have a good experience in this types of project so its easy for them to do the similar project in same kind of market. At the same time the project manager should have collaboration with stakeholders to help further refining the project scope & final deliverables. The project manager should use their initial budget to base the actual spending plans as well as to proactively tack spending & respond quickly to potential issue to prevent short falls in the budget.

Project manager should do in order to perform the organization function

Sat, 21 Nov 2009 00:00:00 EST

Project manager should do in order to perform the organization function

The project manager has primary responsibility for providing leadership in planning, organizing and controlling the effort to accomplish the project objective and organizing involves securing the appropriate resource to perform the work..

The most difficult type of change to manage is that required of the user of the project result. In some situations the project manager is responsible for not only for managing the project to develop a new or improved system but also for implementing the resultant system among its users.

Example:- In a project design ,develop and implement a new computerized ordering, billing and collection system, the project manager might be responsible not only for managing the project to design and develop the new system, but also for getting the users to accept the change from the old manual system to the new computerized system.

Personal tech support on demand

Sat, 21 Nov 2009 00:00:00 EST

Personal tech support on demand

No matter how well we think we know our computers, they always seem to be one up on us. Does this sound familiar? You’ve spent days, maybe even weeks, on a document. Your eyes are weary, you accidentally hit a button, and all your work disappears into the dark recesses of your network. Where did that file go? Is it on the H: drive in Austin or the L: drive in Tucson? You don’t know, but there is someone who might. Actually, there could be dozens who know, and all you have to do is ask. With question in mind and mouse in hand, just let Ajiboye take you to the people who can help.

You may not have noticed the newest addition to our site, in the left navigational bar. Under Resources, you will now find the Live Help option. Clicking on Live Help will take you straight, a Web-based live tech support site dedicated to giving computer users "a place where they can get fast, reliable and above all personal help” 24 hours a day.

Bringing computer users and computer experts together, CMS ASD offers tech support for everyone from home users to IT pros all over the world. ASD is easy to access, simple to use, and, for a period of time. Who wouldn’t want to take advantage of the opportunity to receive live, step-by-step tech support?

CMS ASD also lets you enable remote administration, receive an e-mail response to your question, or find the answer yourself by browsing the many sites they will make available. The choices are up to you, even down to the support tech you pick to answer your question.

Here's how it works. You simply enter your question and specify how you want to receive your answer. If you opt for live help, computer experts will vie for the opportunity to answer you. You can review all of the support techs' profiles and see what other people have said about them before you choose who’s right for you.

At Ajiboye, we know how important it is to keep your system running smoothly. And while no one has all the answers, we can offer this one: Ajiboye is the answer to your tech support needs.

Project Management

Wed, 18 Nov 2009 00:00:00 EST

Project Management

Project management is a carefully planned and organized effort to accomplish a specific (and usually) one-time objective, for example, construct a building or implement a major new computer system. Project management includes developing a project plan, which includes defining and confirming the project goals and objectives, identifying tasks and how goals will be achieved, quantifying the resources needed, and determining budgets and timelines for completion. It also includes managing the implementation of the project plan, along with operating regular 'controls' to ensure that there is accurate and objective information on 'performance' relative to the plan, and the mechanisms to implement recovery actions where necessary. Projects usually follow major phases or stages (with various titles for these), including feasibility, definition, project planning, implementation, evaluation and support/maintenance. (Program planning is usually of a broader scope than project planning, but not always - note: the terms program and programme have significant variations in their meaning in different geographical areas, e.g. Europe and USA.)

what does a project manager do?

Wed, 18 Nov 2009 00:00:00 EST

what does a project manager do?

Most of the time a project manager is a project owner. He or she is responsible for the leadership of the project from inception to completion. The project manager leads the team and helps negotiate the multiple relationships within any project—whether with clients, team members, firm principals or any variety of partners (such as freelancers, contractors or even civic committees)—and functions as the hub of a project.

With most projects, the project manager will begin work after a contract is signed or negotiated. Although a project manager can be involved in business development, he or she is usually not the person chasing deals and developing new relationships. Instead, he or she works to maintain a healthy client relationship throughout the course of the project. This often turns into a long-term business relationship, but the project manager does not usually initiate it; that’s because business development requires a very different set of skills and significant time away from the office, which is not ideal for the project manager.

Once the contract is signed, the project manager will assemble a project team, considering the multiple dynamics and logistics that go into any mid-to-large-sized project. Skill sets are important, but personalities are just as vital. Personality management is a huge part of any project manager’s job, and it’s crucial to assemble a team that can play well together.

Once the team is assembled, projects can take any number of directions. Although most projects start with a team kickoff meeting, that may differ depending on the goals and scope of the work. It is up to the project manager—with the team’s input—to decide what the best approach to the work should be and to make sure it is an effort he or she can own or direct. Although the project manager needs to be careful to lead and not dictate (especially with senior team members), he or she needs to have a vision and an approach decided before the project starts, as well as have a thorough understanding of the goal in sight.

A project manager facilitates and manages personalities

Wed, 18 Nov 2009 00:00:00 EST

A project manager facilitates and manages personalities

In a collaborative project setting, successful relationships between team members are the baseline, and the job of sustaining that baseline often falls to the project manager. Conflict and friction can be an important part of the creative process, but it’s important that it doesn’t derail the project.

A project manager can facilitate this harmony in multiple ways. One tactic is to take extra effort to make sure that every member team feels valued and that they are an important part of the overall process. This includes making sure that team members are effectively coached and praised throughout their work, especially during challenging phases. Regardless of how challenging certain situations or work may be, it is the project manager’s job to care about the quality of work and the quality of the working environment, even when no one else seems to.

Sometimes tensions require the project manager to conduct challenging conversations between team members and the client. It’s not that team members always have to go through the project manager. But it may make those tough discussions more palatable, knowing that they have a person to help facilitate. Although this can often be the most difficult aspect of client relations, it is key to keep relationships positive—because no one wants to work with someone that they don’t feel respected by, and the quality of the work will suffer along with the working environment. Maintaining a positive working environment also builds rapport among the team and keeps enthusiasm levels high, which is crucial on a challenging project.

Project managers are strategic leaders

Wed, 18 Nov 2009 00:00:00 EST

Project managers are strategic leaders

A project manager must have a vision for the course and goals of the project. This should apply not only to the process, but also to the strategy. Because the project manager keeps an eye on the big picture from day one, he or she should be able to effectively lead the project’s strategy as well. And the advantage that the project manager has over any other team member is that he or she is not participating in the creation of the work.

For the hands-on designer, the profession and the work consist of big ideas and small details. It is not enough to have a great concept—you have to be able to execute against it, and this often means sorting through painstaking minutia and multiple iterations of a concept until you get it right and the work sings.

It is up to the project manager to keep an eye on the goals and objectives of the project—both for the client and the design team. Clients are just as easily seduced by sexy layouts as their creators are, but it is the project manager’s job to avoid those temptations and make sure the project meets its objectives.

Another way in which the project manager holds the team to its objectives is through documentation of the creative process, which can take many forms. Concepts are developed in many ways, but there is always a source: a client interview, a hands-on collaborative team session, industry research or an informal jam session about what we’re trying to accomplish. Once this information is gathered, most designers are itching to start and let the creative juices flow. Where the project manager helps is by producing the documentation behind the big ideas, perhaps via an idea board, a scrapbook recapping a brainstorming session or an even more formal creative brief. These documents can help demonstrate the thinking behind the big ideas without handicapping the designers to document their process every step of the way.

Do all projects or firms need project managers?

Wed, 18 Nov 2009 00:00:00 EST

Do all projects or firms need project managers?

Although lots of firms and projects can benefit from a project manager, it is not always required, especially if a firm has many seasoned, experienced design professionals on staff. Project managers usually fare best in mid-sized to large firms with at least 25 people or more. The role also works best with teams of three members (plus the project manager) or more, when there is a fair amount of detail involved, multiple deadlines and frequent communication to be managed either between the team and the client or within the team itself.

The role also works well with team members that are less experienced and need more coaching. In smaller firms, an art director or design director often functions as a project manager and may be capable of handling this role. But sometimes project management is the last thing the art director wants to—or should—be doing. In this case, a project manager can relieve the art director or senior designer of these duties so that he or she can focus on the quality of the design rather than the project process.

An experienced project manager can also fill in for a studio principal. In a medium-to-large studio environment, there are still usually only two to three principals and/or creative directors, and these people usually have such multi-faceted roles that they have little time for creative guidance or perhaps not as much guidance as projects usually need. This is where an experienced project manager, especially one with design experience, can help. Although there is still a need for creative direction or support, particularly at the inception, a project manager can provide the additional steering and/or hands-on guidance required for a project to meet its objectives. The creative director may be involved in the beginning, for assistance with conceptual development, but once a project has this general direction the project manager can step in to continue to steer it in the right direction.

What is a Project?

Thu, 12 Nov 2009 00:00:00 EST

Generally a project is defined as a programme of work which aims to bring about a beneficial change and has:

A start and a finish
A multi-disciplinary team brought together especially for the project
Cost, time and quality constraints
A scope of work that is unique and involves uncertainty

Some examples of a project include:

The development and introduction of new services
The development of a management information system
The introduction of an improvement to an existing process
Setting up a new care initiative
The creation of a large tender or the preparation of a response to a tender
The creation and production of a web site

Is Project Management Relevant to Me?

Thu, 12 Nov 2009 00:00:00 EST

Whenever you have been given a specific job to complete, then it may be worth considering using the principles of project management if it contains the following features:

A well defined goal
Constraints on time, cost and quality
Necessitates expertise or support from other functions
Involves a unique scope of work

Using a project team approach will help you to accomplish the beneficial gain in a structured, controlled and cost effective way.

What is Project Management Methodology?

Thu, 12 Nov 2009 00:00:00 EST

For a project that has a well defined beginning and end, what is its life cycle and how is it managed? Effective and workable project management methodologies should be appropriate to the task at hand and the organisation.

For relatively simple projects in small businesses, established milestones, some checklists and a person to steer the project may be all that are needed.

For more complicated projects in a large business, a more well defined and structured approach is required. A more complex approach is required to establish and approve the project, monitor and steer progress, solve any problems, deliver the final product and finally close the project.

To help understand project management methodology, the project life cycle needs to be considered. The life cycle will depend upon the size and type of business and the size and type of the project. However, in general they will all have similar fundamentals. The project life cycles consists of the following elements:

Preparation
Start up
Feasibility
Definition and planning
Implementation
Close down

What Does a Project Manager Do?

Thu, 12 Nov 2009 00:00:00 EST

A project manager who is leading a project and will be expected to be fully accountable for meeting the project objectives. The project manager will be the leader of the project team and will be responsible for making sure the following are completed in a timely fashion:

Obtaining approval for the project aims and any terms of reference
Choosing and leading the team and defining individual objectives
Completing a feasibility study
Planning the project in appropriate detail
Assigning and reviewing the work and expenses
Providing the team with motivation
Providing progress reports
Assisting the team to solve any problems
With the team, achieving the project goals
Reviewing and closing the project

Milestone Planning

Thu, 12 Nov 2009 00:00:00 EST

The term milestone planning is used to illustrate the main steps that are required to reach the project aim on time and on budget. Typically, when a number of tasks have been completed the milestone is reached. Milestones are an important part of project management.

What are milestones and why are they called milestones? Picture this, you are walking along a road and you see a milestone that says 20 miles to London. You keep walking and later on you see another milestone that says 10 miles to London. These markers provide you with two important pieces of information; you are going in the right direction and you have made some progress. This is the basic principle of project milestones.

As an example, consider a project to build a house where completing each major piece of work may be considered a milestone to building the house. In this case, the milestones could be:

Granting of planning permission
Laying the foundations
Construct the walls
Put on the roof
Complete the fixtures, fittings and services
Landscape the garden
House inspected and approved
Sell the house

If you have a simple project, the only plan you may need is a milestone plan.

Project Management - Getting Started

Thu, 12 Nov 2009 00:00:00 EST

Project management is no different to many other things in life, where good preparation is essential to being successful. In reality, this necessitates spending some time discussing, agreeing and then approving the following:

The project aim and the advantages of performing it
The project scope
The key objectives of the project
The specific project deliverables
The level of resources available
Project roles and responsibilities

It is often not possible to define the overall project requirements until some feasibility work has been completed, which means a short feasibility study may be needed. When a feasibility study has been launched and approved, then the work may be planned in greater detail. This planning process will assist the project team members to understand its mission and aims. The next stage involves the plan implementation and monitoring progress until the aims are achieved. The last stage is to close down the project and conduct a review so that any lessons learnt are passed on to the next project.

Consumer Relationship CRM

Mon, 02 Nov 2009 00:00:00 EST

Consumer Relationship System (CRS) covers aspects of a company's dealing with customers handled by the Consumer Affairs and Customer Relations contact centers within a company. Representatives handle in-bound contact from anonymous consumers and customers. Early warnings can be issued regarding product issues (e.g. item recalls) and current consumer sentiment can be tracked (voice of the customer).

Simple CRM

Mon, 02 Nov 2009 00:00:00 EST

A relatively new spinoff of the traditional CRM model first appearing in 2006. At their core, CRM tools are designed to manage customer relationships. As described above there are countless supplemental features and capabilities. Simple CRM systems breakdown the traditional CRM system to focus on the core values--managing contacts and activities with customers and prospects. These systems are designed to create the most value for the immediate end user rather than the organization as a whole. Many times they focus on satisfying the needs of a particular marketplace niche, organizational unit, or type of user rather than an entire organization

Social CRM

Mon, 02 Nov 2009 00:00:00 EST

Beginning in 2007, the rapid growth in social media and social networking forced CRM product companies to integrate "social" features into their traditional CRM systems. Some of the first features added are social network monitoring feeds (ie Twitter timeline), typically built into the system dashboard. Other emerging capabilities include messaging, sentiment analysis, and other analytics. Many industry experts contend that Social CRM is the way of the future, but there are still many skeptics. Top CRM minds agree that online social communities and conversations carry heavy consequences for companies. They must be monitored for real-time marketplace feedback and trends.

Web management system

Mon, 02 Nov 2009 00:00:00 EST

Website Management System is a cloud computing platform designed to allow organizations, businesses, and individuals the ability to manage their on-line presence directly through any web-browser. WMS supports any web browser that conforms to the World Wide Web Consortium standards, and all WMS enabled sites are viewable from any HTML software package. WMS allows a site manager to change anything on their page in real-time. Changes are atomic in scope, so one change doesn't affect other parts of the web site. In addition, WMS is built on current web design standards such as Cascading Style Sheets, Dynamic HTML, JavaScript, and AJAX so web sites using WMS can have multi-media components.

Business case

Mon, 02 Nov 2009 00:00:00 EST

A business case captures the reasoning for initiating a project or task. It is often presented in a well-structured written document, but may also sometimes come in the form of a short verbal argumentation. The logic of the business case is that, whenever resources such as money or effort are consumed, they should be in support of the business.

Business cases can range from comprehensive and highly structured, as required by formal project management methodologies, to informal and brief. Information included in a formal business case could be the background of the project, the expected business benefits, the options considered, the expected costs of the project, a gap analysis and the expected risks. Consideration should also be given to the option of doing nothing including the costs and risks of inactivity. From this information, the justification for the project is derived.

Formal business cases

Mon, 02 Nov 2009 00:00:00 EST

Formal business cases are evaluated to ensure;

• the investment has value and importance

• the project will be properly managed

• the firm has the capability to deliver the benefits

• the firm’s dedicated resources are working on the highest value opportunities

• projects with inter-dependencies are undertaken in the optimum sequence.

Objectives of business cases

Mon, 02 Nov 2009 00:00:00 EST

The business case process should be designed to be:

• adaptable - tailored to the size and risk of the proposal

• consistent - the same basic business issues are addressed by every project

• business oriented - concerned with the business capabilities and impact, rather than having a technical focus

• comprehensive - includes all factors relevant to a complete evaluation

• understandable - the contents are clearly relevant, logical and, although demanding, are simple to complete and evaluate

• measurable - all key aspects can be quantified so their achievement can be tracked and measured

• transparent - key elements can be justified directly

• accountable - accountabilities and commitments for the delivery of benefits and management of costs are clear.

Purposes of the formal business case process

Mon, 02 Nov 2009 00:00:00 EST

The principal purposes of the formal business case process are:

• introduce a way of thinking that causes people with the authority to recommend projects to firstly consider their value, risk and relative priority as a fundamental element of submitting the project proposal

• require those proposing a project to justify its value to the firm and to self-cull any proposals that are not of demonstrable value

• enable management to determine if the project proposed is of value to the business and achievable compared to the relative merits of alternative proposals.

• enable management to objectively measure the subsequent achievement of the business case’s benefits.

Generating a business case

Mon, 02 Nov 2009 00:00:00 EST

Generation of the business case should not be mechanical. Indeed, the case must demonstrate that the issues have been thought through, the full benefits will be realised on time, any technical aspects have been thoroughly evaluated and costed, and track and measure their achievement.

A business case should contain some or all of the following information types (depending on the size, timing, scale and availability of information):

• Reference - Project name/reference, Origins/background/current state

• Context - Business objectives/opportunities, Business strategic alignment (priority)

• Value Proposition - Desired business outcomes, Outcomes roadmap, Business benefits (by outcome), Quantified benefits value, Costs/ROI Financial scenarios, Risks/costs of not proceeding, Project risks (to project, benefits and business)

• Focus - Problem/solution scope, Assumptions/constraints, Options identified/evaluated, Size, scale and complexity assessment

• Deliverables - Outcomes, deliverables and benefits planned, Organizational areas impacted (internally and externally), Key stakeholders, Dependencies

• Workload - Approach, Phase/stage definitions (Project (change) activities, Technical delivery activities, Workload estimate/breakdown, Project plan and schedule, Critical path)

• Required resources - Project leadership team, Project governance team, Team resources, Funding

• Commitments (required) - Project controls, Reporting processes, Deliverables schedule, Financial budget/schedule

Public sector projects

Mon, 02 Nov 2009 00:00:00 EST

Most public sector projects are now subjected to a business case. This leads to political argument between socialists and non-socialists. The socialist view is that a business case is irrelevant to a public sector project. The test is: "Is the project in the national interest?". If it is, it should go ahead and the money should be raised through taxation. There are now few socialist governments left in the world so most public sector projects are now subjected to a business case. This may help to keep taxes down but it also means that some important projects are delayed or cancelled.

Defining management

Mon, 02 Nov 2009 00:00:00 EST

Management in all business and human organization activity is simply the act of getting people together to accomplish desired goals and objectives. Management comprises planning, organizing, staffing, leading or directing, and controlling an organization (a group of one or more people or entities) or effort for the purpose of accomplishing a goal. Resourcing encompasses the deployment and manipulation of human resources, financial resources, technological resources, and natural resources.

Management in business and human organization activity is simply the act of getting people together to accomplish desired goals. Management comprises planning, organizing, staffing, leading or directing, and controlling an organization (a group of one or more people or entities) or effort for the purpose of accomplishing a goal.

Basic functions of management

Mon, 02 Nov 2009 00:00:00 EST

Management to consist following functions:

Planning: Deciding what needs to happen in the future (today, next week, next month, next year, over the next 5 years, etc.) and generating plans for action.
Organizing: (Implementation) making optimum use of the resources required to enable the successful carrying out of plans.
Staffing: Job Analyzing, recruitment, and hiring individuals for appropriate jobs.
Leading: Determining what needs to be done in a situation and getting people to do it.
Controlling: Monitoring, checking progress against plans, which may need modification based on feedback.
Motivating: the process of stimulating an individual to take action that will accomplish a desired goal.

Management process

Mon, 02 Nov 2009 00:00:00 EST

Management process is a process of planning and controlling the performance or execution of any type of activity, such as:

a project
a process

Organization's senior management is responsible for carrying out its management process.

Linear Management

Mon, 02 Nov 2009 00:00:00 EST

Linear Management is the application of reductionism to management problems, often relying on the ability to predict, engineer and control outcomes by manipulating the component parts of a business (organization, operation, policy, process and so on). Business Process Re-engineering (BPR) is a popular example of linear management at work. The key defining characteristic of linear management is that order is imposed - usually from above.

However, many argue that such an approach - treating organizations as machines to be engineered in this way - simply doesn't work. Businesses are too complex and too unpredictable. The results of many BPR projects in the 1990s suggests that this argument might be correct.

Nonlinear management

Mon, 02 Nov 2009 00:00:00 EST

Nonlinear Management (NLM) is a superset of management techniques and strategies that allows order to emerge by giving organizations the space to self-organize, evolve and adapt, encompassing Agile, Evolutionary and Lean approaches, Flextime, Time Banking, as well as many others. Key aspects of NLM, including holism, evolutionary design or delivery, and self-organization are diametrically opposite to linear management thinking.

Operations management

Mon, 02 Nov 2009 00:00:00 EST

Operations management is an area of business concerned with the production of goods and services, and involves the responsibility of ensuring that business operations are efficient in terms of using as little resource as needed, and effective in terms of meeting customer requirements. It is concerned with managing the process that converts inputs (in the forms of materials, labour and energy) into outputs (in the form of goods and services).

Operations traditionally refers to the production of goods and services separately, although the distinction between these two main types of operations is increasingly difficult to make as manufacturers tend to merge product and service offerings. Operations Management aims to increase the content of value-added activities in any given process. Fundamentally, these value-adding creative activities should be aligned with market opportunity (see Marketing) for optimal enterprise performance

Project network

Mon, 02 Nov 2009 00:00:00 EST

A project network is a graph (flow chart) depicting the sequence in which a project's terminal elements are to be completed by showing terminal elements and their dependencies.

It has two elements : Initial and terminal objects

Initial objects are also called conterminal or universal, and terminal objects are also called final.

If an object is both initial and terminal, it is called a zero object or null object.

A terminal element is the lowest element (activity or deliverable) in a work breakdown structure; it is not further subdivided. Terminal elements are the items that are estimated in terms of resource requirements, budget and duration; linked by dependencies; and scheduled. A terminal element is sometimes called a work package, although the two terms are not synonymous

Program management

Mon, 02 Nov 2009 00:00:00 EST

Program management is the process of managing several related projects, often with the intention of improving an organization's performance. In practice and in its aims it is often closely related to Systems engineering.

How Programs differ from projects?

Mon, 02 Nov 2009 00:00:00 EST

There are two different views of how programs differ from projects.

On one view, projects deliver outputs; programs create outcomes: On this view, a project might deliver a new factory, hospital or IT system. By combining these projects with other deliverables and changes, their programs might deliver increased income from a new product, shorter waiting lists at the hospital or reduced operating costs due to improved technology.

The other view is that a program is nothing more than either a large project or a set (or portfolio) of projects: On this second view, the point of having a program is to exploit economies of scale and to reduce coordination costs and risks. The project manager's job is to ensure that their project succeeds. The programme manager, on the other hand, may not care about individual projects, but is concerned with the aggregate result or end-state. For example, in a financial institution a programme may include one project that is designed to take advantage of a rising market, and another to protect against the downside of a falling market. These projects are opposites with respect to their success conditions, but they fit together in the same programme.

According to the view that programs deliver outcomes but projects deliver outputs, program management is concerned with doing the right projects, whereas project management is about doing projects right.

Differences between project and program management

Mon, 02 Nov 2009 00:00:00 EST

The key difference between a program and a project is the finite nature of a project - a project must always have a specific end date, else it is an ongoing program.

One view of the differences between a program and a project in business is that:

A project is unique and is of definite duration. A program is ongoing and implemented within a business to consistently achieve certain results for the business.
A project is designed to deliver an output or deliverable and its success will be in terms of delivering the right output at the right time and to the right cost.
Program management includes management of projects which, together, improve the performance of the organization. A program's success will be measured in terms of benefits.
Benefits are the measures of improvement of an organization and might include increased income, increased profits, decreased costs, reduced wastage or environmental damage, more satisfied customers. In central or local government organizations, benefits might include providing a better service to the community.
In the course of achieving required results, business programs will normally understand related business constraints and determine the processes required to achieve results based on resources allocated. Improvement of processes is a continuous operation that very much contrasts a program from a project.
At the lowest level project managers co-ordinate individual projects. They are overseen by the program manager who accounts to the program sponsor (or board).
There will normally be a process to change the predetermined scope of a project. Programs often have to react to changes in strategy and changes in the environment in which the organization changes.

Project management activities

Mon, 02 Nov 2009 00:00:00 EST

Project management is composed of several different types of activities such as:

Analysis and design of objectives and events
Planning the work according to the objectives
Assessing and controlling risk (or Risk Management)
Estimating resources
Allocation of resources
Organizing the work
Acquiring human and material resources
Assigning tasks
Directing activities
Controlling project execution
Tracking and reporting progress (Management information system)
Analyzing the results based on the facts achieved
Defining the products of the project
Forecasting future trends in the project
Quality Management
Issues management
Issue solving
Defect prevention
Identifying, managing & controlling changes
Project closure (and project debrief)
Communicating to stakeholders

Kickoff meeting

Mon, 02 Nov 2009 00:00:00 EST

The Kick-off Meeting is the first meeting with the project team and the client of the project. This meeting would follow definition of the base elements for the project and other project planning activities. This meeting introduces the members of the project team and the client and provides the opportunity to discuss the role of each team member. Other base elements in the project that involve the client may also be discussed at this meeting.

The basic format of a kick-off meeting includes the roles of and contributions from the stakeholders. It also mentions the risks and issues involved, particularly those that may affect project schedules and lead to decreased customer satisfaction. This is the point at which help needed from stakeholders is explicitly mentioned.

Agendas during kick-off meeting

Mon, 02 Nov 2009 00:00:00 EST

Agenda for this type of meeting should include the following discussion points:

Meeting Objectives: What do we want to achieve at the end of this meeting.
Project Objectives: What do we want to achieve at the end of this project.
Project Approach: Define the main phases or components of the project, what is expected during the project, are we following a specific methodology?
Deliverables: Discuss and document what are the expected deliverables of the project so that there are no misunderstandings on what will be produced.
Project Team: You might want to create and organization chart of your project, including main stakeholders, steering committee members, subject matter experts and technical resources that will be participating in the project.
Roles & Responsibilities: It is also a good idea to define the main responsibilities of each role in the project team. This will help to set expectations from the very beginning.
Change Control: Define the process that will be used to manage change, especially scope change.
Communication Plan: Define how the project communication will be done: Status Reports, frequency of meetings, project portal, etc.
Risks: Identify the main potential project risks. This should be handled as a mini risk assessment session.
High-level Requirements: This is a very important part of the meeting, since you can collect a high-level description of each requirement, usually in a few lines per requirement. It is important to identify each requirement with an identification number or ID, and if possible with a priority indicator, like high, medium, low. I have successfully used a PowerPoint table to capture requirements during the meeting so that everybody can see them when projected on a large screen.
Timeline: Discuss a tentative timeline for the project, but be sure to let everybody know that the timeline will need to be validated once the detailed project schedule is completed.

Buffers

Sun, 01 Nov 2009 00:00:00 EDT

Buffers are used throughout Theory of Constraints. They appear as part of the Exploit and subordinate steps of the five focusing steps.

Buffers are placed before the key constraint, thus ensuring that the constraint is never starved. Buffers used in this way protect the constraint and should allow for normal variation of processing time and the occasional upset (Murphy) before the constraint.

Buffers can be a bank of physical objects before a work center, waiting to be processed by that work center. Buffers can also be represented by time, as in the time before work reaches the constraint. There should always be enough (but not excessive) work in the time queue before the constraint.

Buffers are not the small queue of work that sits before every work center in a Kanban system. The assumption in Theory of Constraints is that with one constraint in the system, all other parts of the system have sufficient capacity to keep up with the work at the constraint. In a balanced line, as dictated by Kanban, when one work center goes down, then the entire system must wait until that work center is restored. In a TOC system, the only situation where work is in danger is if the constraint is unable to process (either due to malfunction, sickness or a "hole" in the buffer).

Plant types

Sun, 01 Nov 2009 00:00:00 EDT

There are four primary types of plants in the TOC lexicon. Draw the flow of material from the bottom of a page to the top, and you get the four types. They specify the general flow of materials through a system, and they provide some hints about where to look for typical problems. The four types can be combined in many ways in larger facilities.

• I-Plant: Material flows in a sequence, such as in an assembly line. The primary work is done in a straight sequence of events (one-to-one). The constraint is the slowest operation.

• A-Plant: The general flow of material is many-to-one, such as in a plant where many sub-assemblies converge for a final assembly. The primary problem in A-plants is in synchronizing the converging lines so that each supplies the final assembly point at the right time.

• V-Plant: The general flow of material is one-to-many, such as a plant that takes one raw material and can make many final products. Classic examples are meat rendering plants or a steel manufacturer. The primary problem in V-plants is "robbing" where one operation (A) immediately after a diverging point "steals" materials meant for the other operation (B). Once the material has been processed by A, it cannot come back and be run through B without significant rework.

• T-Plant: The general flow is that of an I-Plant (or has multiple lines), which then splits into many assemblies (many-to-many). Most manufactured parts are used in multiple assemblies and nearly all assemblies use multiple parts. Customized devices, such as computers, are good examples. T-plants suffer from both synchronization problems of A-plants (parts aren't all available for an assembly) and the robbing problems of V-plants (one assembly steals parts that could have been used in another).

For non-material systems, one can draw the flow of work or the flow of processes and arrive at similar basic structures. A project, for example is an A-shaped sequence of work, culminating in a delivered project.

The TOC thinking processes

Sun, 01 Nov 2009 00:00:00 EDT

The Thinking Processes are a set of tools to help managers walk through the steps of initiating and implementing a project. When used in a logical flow, the Thinking Processes help walk through a buy-in process:

1. Gain agreement on the problem

2. Gain agreement on the direction for a solution

3. Gain agreement that the solution solves the problem

4. Agree to overcome any potential negative ramifications

5. Agree to overcome any obstacles to implementation

TOC practitioners sometimes refer to these in the negative as working through layers of resistance to a change.

Recently, the Current Reality Tree (CRT) and Future Reality Tree (FRT) have been applied to an argumentative academic paper.

Critical Chain Project Management

Sun, 01 Nov 2009 00:00:00 EDT

Critical Chain Project Management (CCPM) is a method of planning and managing projects that puts more emphasis on the resources (physical and human) needed in order to execute project tasks.

It is an application of the Theory of Constraints (TOC) to projects. The goal is to increase the rate of throughput (or completion rates) of projects in an organization.

Applying the first three of the five focusing steps of TOC, the system constraint for all projects is identified as are the resources. To exploit the constraint, tasks on the critical chain are given priority over all other activities. Finally, projects are planned and managed to ensure that the resources are ready when the critical chain tasks must start, subordinating all other resources to the critical chain.

Regardless of project type, the project plan should undergo Resource Leveling, and the longest sequence of resource-constrained tasks should be identified as the critical chain. In multi-project environments, resource leveling should be performed across projects. However, it is often enough to identify (or simply select) a single "drum" resource—a resource that acts as a constraint across projects—and stagger projects based on the availability of that single resource.

Planning and feedback loops in Extreme Programming (XP) with the time frames of the multiple loops.

Extreme Project Management

Sun, 01 Nov 2009 00:00:00 EDT

In critical studies of Project Management, it has been noted that several of these fundamentally PERT-based models are not well suited for the multi-project company environment of today. Most of them are aimed at very large-scale, one-time, non-routine projects, and nowadays all kinds of management are expressed in terms of projects.

Using complex models for "projects" (or rather "tasks") spanning a few weeks has been proven to cause unnecessary costs and low manoeuvrability in several cases. Instead, project management experts try to identify different "lightweight" models, such as Agile Project Management methods including Extreme Programming for software development and Scrum techniques.

The generalization of Extreme Programming to other kinds of projects is extreme project management, which may be used in combination with the process modelling and management principles of human interaction management.

Event chain methodology

Sun, 01 Nov 2009 00:00:00 EDT

Event chain methodology is another method that complements critical path method and critical chain project management methodologies.

Event chain methodology is an uncertainty modelling and schedule network analysis technique that is focused on identifying and managing events and event chains that affect project schedules. Event chain methodology helps to mitigate the negative impact of psychological heuristics and biases, as well as to allow for easy modeling of uncertainties in the project schedules. Event chain methodology is based on the following principles.

• Probabilistic moment of risk: An activity (task) in most real life processes is not a continuous uniform process. Tasks are affected by external events, which can occur at some point in the middle of the task.

• Event chains: Events can cause other events, which will create event chains. These event chains can significantly affect the course of the project. Quantitative analysis is used to determine a cumulative effect of these event chains on the project schedule.

• Critical events or event chains: The single events or the event chains that have the most potential to affect the projects are the “critical events” or “critical chains of events.” They can be determined by the analysis.

• Project tracking with events: Even if a project is partially completed and data about the project duration, cost, and events occurred is available, it is still possible to refine information about future potential events and helps to forecast future project performance.

• Event chain visualization: Events and event chains can be visualized using event chain diagrams on a Gantt chart.

The PRINCE2 process model

Sun, 01 Nov 2009 00:00:00 EDT

PRINCE2 is a structured approach to project management, released in 1996 as a generic project management method. It combined the original PRINCE methodology with IBM's MITP (managing the implementation of the total project) methodology. PRINCE2 provides a method for managing projects within a clearly defined framework. PRINCE2 describes procedures to coordinate people and activities in a project, how to design and supervise the project, and what to do if the project has to be adjusted if it does not develop as planned.

In the method, each process is specified with its key inputs and outputs and with specific goals and activities to be carried out. This allows for automatic control of any deviations from the plan. Divided into manageable stages, the method enables an efficient control of resources. On the basis of close monitoring, the project can be carried out in a controlled and organized way.

PRINCE2 provides a common language for all participants in the project. The various management roles and responsibilities involved in a project are fully described and are adaptable to suit the complexity of the project and skills of the organization.

The PRINCE2 process model

Sun, 01 Nov 2009 00:00:00 EDT

Process-based management

Sun, 01 Nov 2009 00:00:00 EDT

Capability Maturity Model, predecessor of the CMMI Model

Also furthering the concept of project control is the incorporation of process-based management. This area has been driven by the use of Maturity models such as the CMMI(Capability Maturity Model Integration) and ISO/IEC15504 (SPICE - Software Process Improvement and Capability Determination).

Agile Project Management approaches based on the principles of human interaction management are founded on a process view of human collaboration. This contrasts sharply with the traditional approach. In the agile software development or flexible product development approach, the project is seen as a series of relatively small tasks conceived and executed as the situation demands in an adaptive manner, rather than as a completely pre-planned process.

Your project manager should be responsible for:

Sun, 01 Nov 2009 00:00:00 EDT

Your project requires a person with a direct hands-on approach. If you have someone in your company that can handle project management duties, then great, take advantage of that. If not, then you may want to hire a personal project manager. Here are some of the duties that a project manager needs to take on:

• Assist in the definition of the project parameters.

• Heading brainstorming and other team related work.

• Setting targets and deadlines and making sure everyone involves meets them.

• Managing your project budgets.

• Delegation duties to those who are suited to a specific task.

• Keeping communication lines across teams and division open for the benefit of the project, and if possible coordinating efforts with different departments and different companies and suppliers.

• Creating the project reports (pre, mid, and post).

Project development stages

Sun, 01 Nov 2009 00:00:00 EDT

Traditionally, project development includes a number of elements: four to five stages, and a control system. Regardless of the methodology used, the project development process will have the same major stages.

Major stages generally include:

• Initiation

• Planning or development

• Production or execution

• Monitoring and controlling

• Closing

In project environments with a significant exploratory element (e.g., Research and development), these stages may be supplemented with decision points (go/no go decisions) at which the project's continuation is debated and decided. An example is the Stage-Gate model.

Initiating Process Group Processes

Sun, 01 Nov 2009 00:00:00 EDT

The initiation stage determines the nature and scope of the development. If this stage is not performed well, it is unlikely that the project will be successful in meeting the business’s needs. The key project controls needed here are an understanding of the business environment and making sure that all necessary controls are incorporated into the project. Any deficiencies should be reported and a recommendation should be made to fix them.

The initiation stage should include a plan that encompasses the following areas:

• Analyzing the business needs/requirements in measurable goals

• Reviewing of the current operations

• Conceptual design of the operation of the final product

• Equipment and contracting requirements including an assessment of long lead time items

• Financial analysis of the costs and benefits including a budget

• Stakeholder analysis, including users, and support personnel for the project

• Project charter including costs, tasks, deliverables, and schedule

Planning and design

Sun, 01 Nov 2009 00:00:00 EDT

Planning Process Group Activities

After the initiation stage, the system is designed. Occasionally, a small prototype of the final product is built and tested. Testing is generally performed by a combination of testers and end users, and can occur after the prototype is built or concurrently. Controls should be in place that ensure that the final product will meet the specifications of the project charter. The results of the design stage should include a product design that:

• Satisfies the project sponsor, end user, and business requirements

• Functions as it was intended

• Can be produced within acceptable quality standards

• Can be produced within time and budget constraints

Executing Process Group Processes

Sun, 01 Nov 2009 00:00:00 EDT

Executing consists of the processes used to complete the work defined in the project management plan to accomplish the project's requirements. Execution process involves coordinating people and resources, as well as integrating and performing the activities of the project in accordance with the project management plan. The deliverables are produced as outputs from the processes performed as defined in the project management plan.

Monitoring and Controlling

Sun, 01 Nov 2009 00:00:00 EDT

Monitoring and Controlling consists of those processes performed to observe project execution so that potential problems can be identified in a timely manner and corrective action can be taken, when necessary, to control the execution of the project. The key benefit is that project performance is observed and measured regularly to identify variances from the project management plan.

Monitoring and Controlling includes:

• Measuring the ongoing project activities (where we are);

• Monitoring the project variables (cost, effort, scope, etc.) against the project management plan and the project performance baseline (where we should be);

• Identify corrective actions to address issues and risks properly (How can we get on track again);

• Influencing the factors that could circumvent integrated change control so only approved changes are implemented

In multi-phase projects, the Monitoring and Controlling process also provides feedback between project phases, in order to implement corrective or preventive actions to bring the project into compliance with the project management plan.

Project Maintenance is an ongoing process, and it includes:

• Continuing support of end users

• Correction of errors

• Updates of the software over time

Monitoring and Controlling cycle

Sun, 01 Nov 2009 00:00:00 EDT

In this stage, auditors should pay attention to how effectively and quickly user problems are resolved.

Over the course of any construction project, the work scope may change. Change is a normal and expected part of the construction process. Changes can be the result of necessary design modifications, differing site conditions, material availability, contractor-requested changes, value engineering and impacts from third parties, to name a few. Beyond executing the change in the field, the change normally needs to be documented to show what was actually constructed. This is referred to as Change Management. Hence, the owner usually requires a final record to show all changes or, more specifically, any change that modifies the tangible portions of the finished work. The record is made on the contract documents – usually, but not necessarily limited to, the design drawings. The end product of this effort is what the industry terms as-built drawings, or more simply, “as built.” The requirement for providing them is a norm in construction contracts.

When changes are introduced to the project, the viability of the project has to be re-assessed. It is important not to lose sight of the initial goals and targets of the projects. When the changes accumulate, the forecasted result may not justify the original proposed investment in the project.

Closing Process Group Processes

Sun, 01 Nov 2009 00:00:00 EDT

Closing includes the formal acceptance of the project and the ending thereof. Administrative activities include the archiving of the files and documenting lessons learned.

This phase consists of:

• Project close: Finalize all activities across all of the process groups to formally close the project or a project phase

• Contract closure: Complete and settle each contract (including the resolution of any open items) and close each contract applicable to the project or project phase

Project control systems

Sun, 01 Nov 2009 00:00:00 EDT

Project control is that element of a project that keeps it on-track, on-time and within budget. Project control begins early in the project with planning and ends late in the project with post-implementation review, having a thorough involvement of each step in the process. Each project should be assessed for the appropriate level of control needed: too much control is too time consuming, too little control is very risky. If project control is not implemented correctly, the cost to the business should be clarified in terms of errors, fixes, and additional audit fees.

Control systems are needed for cost, risk, quality, communication, time, change, procurement, and human resources. In addition, auditors should consider how important the projects are to the financial statements, how reliant the stakeholders are on controls, and how many controls exist.

Auditors should review the development process and procedures for how they are implemented. The process of development and the quality of the final product may also be assessed if needed or requested.

A business may want the auditing firm to be involved throughout the process to catch problems earlier on so that they can be fixed more easily. An auditor can serve as a controls consultant as part of the development team or as an independent auditor as part of an audit.

Businesses sometimes use formal systems development processes. These help assure that systems are developed successfully. A formal process is more effective in creating strong controls, and auditors should review this process to confirm that it is well designed and is followed in practice.

Development plan outlinesâ�¦

Sun, 01 Nov 2009 00:00:00 EDT

A good formal systems development plan outlines:

• A strategy to align development with the organization’s broader objectives

• Standards for new systems

• Project management policies for timing and budgeting

• Procedures describing the process

Project Management Triangle

Sun, 01 Nov 2009 00:00:00 EDT

Like any human undertaking, projects need to be performed and delivered under certain constraints.

Traditionally, these constraints have been listed as "scope," "time," and "cost". These are also referred to as the "Project Management Triangle," where each side represents a constraint.

One side of the triangle cannot be changed without affecting the others. A further refinement of the constraints separates product "quality" or "performance" from scope, and turns quality into a fourth constraint.

The time constraint refers to the amount of time available to complete a project. The cost constraint refers to the budgeted amount available for the project. The scope constraint refers to what must be done to produce the project's end result. These three constraints are often competing constraints: increased scope typically means increased time and increased cost, a tight time constraint could mean increased costs and reduced scope, and a tight budget could mean increased time and reduced scope.

The discipline of Project Management is about providing the tools and techniques that enable the project team (not just the project manager) to organize their work to meet these constraints.

Work Breakdown Structure

Sun, 01 Nov 2009 00:00:00 EDT

Work Breakdown Structure is a tool that defines a project and groups the project’s discrete work elements in a way that helps organize and define the total work scope of the project. A Work breakdown structure element may be a product, data, a service, or any combination. WBS also provides the necessary framework for detailed cost estimating and control along with providing guidance for schedule development and control.

WBS development

Sun, 01 Nov 2009 00:00:00 EDT

In a project or contract, the WBS is developed by starting with:

the end objective and
successively subdividing it into manageable components
in terms of size, duration, and responsibility (e.g., systems, subsystems, components, tasks, subtasks, and work packages)
which include all steps necessary to achieve the objective.

The Work Breakdown Structure provides a common framework for the natural development of the overall planning and control of a contract and is the basis for dividing work into definable increments from which the statement of work can be developed and technical, schedule, cost, and labor hour reporting can be established.

A work breakdown structure permits summing of subordinate costs for tasks, materials, etc., into their successively higher level “parent” tasks, materials, etc. For each element of the work breakdown structure, a description of the task to be performed is generated. This technique (sometimes called a System Breakdown Structure) is used to define and organize the total scope of a project

Example of a Work breakdown structure applied in a NASA reporting structure.

Sun, 01 Nov 2009 00:00:00 EDT

The Work Breakdown Structure (WBS) is a tree structure, which shows a subdivision of effort required to achieve an objective; for example a program, project, and contract. The WBS may be hardware, product, service, or process oriented.

A WBS can be developed by starting with the end objective and successively subdividing it into manageable components in terms of size, duration, and responsibility (e.g., systems, subsystems, components, tasks, subtasks, and work packages), which include all steps necessary to achieve the objective.

Project Scope and Project Management

Sun, 01 Nov 2009 00:00:00 EDT

In project management, the term scope has two distinct uses:

Project Scope: Project Scope "The work that needs to be accomplished to deliver a product service or result with the specified features and functions."

Product Scope: "The features and functions that characterize a product service or result..."

Notice that Project Scope is more work-oriented, (the hows,) while Product Scope is more oriented toward functional requirements. (the whats.)

Scope creep management

Sun, 01 Nov 2009 00:00:00 EDT

Scope creep management is important for effective project management. Projects are expected to meet strict deadlines with resource restraints, and an unvetted and unapproved change in the scope can affect the success of the project. Scope creep sometimes causes cost overrun.

Scope creep is a term which refers to the incremental expansion of the scope of a project, which may include and introduce more requirements that may not have been a part of the initial planning of the project, while nevertheless failing to adjust schedule and budget. There are two distinct ways to separate scope creep management. The first is business scope creep, and the second is called features (also technology) scope creep. The type of scope creep management is always dependent upon on the people who create the changes.

Scope management plan

Sun, 01 Nov 2009 00:00:00 EDT

Scope management plan is one of the major Scope communication documents. The Project Scope Management Plan documents how the project scope will be defined, managed, controlled, verified and communicated to the project team and stakeholders/customers. It also includes all work required to complete the project. The documents are used to control what is in and out of the scope of the project by the use of a Change Management system. Items deemed out of scope go directly through the change control process and are not automatically added to the project work items. The Project Scope Management plan is included in as one of the sections in the overall Project Management plan. It can be very detailed and formal or loosely framed and informal depending on the communication needs of the project.

When creeps occur

Sun, 01 Nov 2009 00:00:00 EDT

Features (Technology) scope creep occurs when the scope creep is introduced by technologists adding features not originally contemplated.

Customer-pleasing scope creep occurs when the desire to please the customer through additional product features adds more work to the current project rather than to a new project proposal.

Gold-plating scope creep occurs when technologists augment the original requirements because of a bias toward "technical perfectionism" or because the initial requirements were insufficiently clear or detailed.

Project Management Simulator

Sun, 01 Nov 2009 00:00:00 EDT

Project Management Simulators are computer-based tools used in project management training programs. Usually, project management simulation is a group exercise. The computer-based simulation is an interactive learning activity.

Over a period of two hours, a project management simulator confronts learners with the situations and problems that arise in every project. Learners see the consequences of the decisions they make. They can track the evolution of the project parameters: scope, costs, schedule, and quality, as well as human factors. The simulation provides an opportunity for learners to solve typical project problems, to make mistakes and analyze them.

Use of Pedagogic goals

Sun, 01 Nov 2009 00:00:00 EDT

Pedagogic goals of project management simulation can be to teach how to:

plan resources in a project;
use project management tools;
control the progress of a project;
make team decisions under stress;
react appropriately in typical project management situations

There are different types of support: from paper materials (board-based simulation) to computer-based multimedia environment.

Examples of project management simulators include Celemi, Clarrus, Double Masters, Fissure, Forio, ITMG3, PM Simulation, Prendo, SimProject, Simulearn, SimulTrain, SMG (BTS), SkillSoft, Synergest, and TOPSIM.

Pitfalls and misconceptions of WBS

Sun, 01 Nov 2009 00:00:00 EDT

A Work Breakdown Structure is not an exhaustive list of work. It is instead a comprehensive classification of project scope.
A WBS is neither a project plan, a schedule, nor a chronological listing. It is considered poor practice to construct a project schedule (e.g. using project management software) before designing a proper WBS. This would be similar to scheduling the activities of home construction before completing the house design. Without concentrating on planned outcomes, it is very difficult to follow the 100% Rule at all levels of the WBS hierarchy.
A WBS is not an organizational hierarchy. Some practitioners make the mistake of creating a WBS that shadows the organizational chart. While it is common for responsibility to be assigned to organizational elements, a WBS that shadows the organizational structure is not descriptive of the project scope and is not outcome-oriented. See also: responsibility assignment (RACI) matrix (also called a Staffing Matrix).
WBS updates, other than progressive elaboration of details, require formal change control. This is another reason why a WBS should be outcome-oriented and not be prescriptive of methods. Methods can, and do, change frequently, but changes in planned outcomes require a higher degree of formality. If outcomes and actions are blended, change control may be too rigid for actions and too informal for outcomes.
A WBS is not a logic model. Nor is it a strategy map.

Project charter

Sun, 01 Nov 2009 00:00:00 EDT

In project management, a project charter or project definition (sometimes called the terms of reference) is a statement of the scope, objectives and participants in a project. It provides a preliminary delineation of roles and responsibilities, outlines the project objectives, identifies the main stakeholders, and defines the authority of the project manager. It serves as a reference of authority for the future of the project.

The project charter is usually a short document that refers to more detailed documents such as a new offering request or a request for proposal. In Initiative for Policy Dialogue (IPD), this document is known as the project charter. In customer relationship management (CRM), it is known as the project definition report. Both IPD and CRM require this document as part of the project management process.

The project charter establishes the authority assigned to the project manager, especially in a matrix management environment. It is considered industry best practice.

Purpose of project charter

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The purpose of the project charter is to document:

• Reasons for undertaking the project

• Objectives and constraints of the project

• Directions concerning the solution

• Identities of the main stakeholders

Uses of project charter

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The three main uses of the project charter:

• To authorize the project - using a comparable format, projects can be ranked and authorized by Return on Investment.

• Serves as the primary sales document for the project - ranking stakeholders have a 1-2 page summary to distribute, present, and keep handy for fending off other project or operations runs at project resources.

• As a focus point throughout the project - for example: project as people walk in to team meetings and use in change control meetings to ensure tight scope management.

Project planning

Sun, 01 Nov 2009 00:00:00 EDT

Project planning is part of project management, which relates to the use of schedule project management.

Initially, tasks necessary to complete the work are listed and grouped into a work breakdown structure. The logical dependencies between tasks are defined using an activity network diagram that enables identification of the critical path.

Then the necessary resources can be estimated and costs for each activity can be allocated to each resource, giving the objectives. Once established and agreed, the plan becomes what is known as the baseline. Progress will be measured against the baseline throughout the life of the project. Analyzing progress compared to the baseline is known as earned value management.

Product breakdown structure

Sun, 01 Nov 2009 00:00:00 EDT

In project management, a product breakdown structure (PBS) is an exhaustive, hierarchical tree structure of components that make up an item, arranged in whole-part relationship.

A PBS can help clarify what is to be delivered by the project and can help build a work breakdown structure.

The PRINCE2 project management method mandates the use of product based planning, part of which is developing a product breakdown structure.

PBS of a computer

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Main unit
- Housing
- Motherboard
  - CPU
  - RAM chips
  - ...
- FDD
- HDD
- Video card
- Sound card
- Network card
- LPT port card
Monitor
- CRT
- Housing
- Electronic components
Mouse
- Body
- Marble
- Cable
Keyboard

Avoiding website project slippage

Sun, 01 Nov 2009 00:00:00 EDT

In project planning, a slippage is the act of missing a deadline. It can be an arbitrary milestone put in place to help track progress.

To avoid slippage, one must plan his or her projects (especially research) carefully to avoid delays in schedule. Using Gantt charts and timeline diagrams can help.

Gantt chart

Sun, 01 Nov 2009 00:00:00 EDT

A Gantt chart is a type of bar chart that illustrates a project schedule. Gantt charts illustrate the start and finish dates of the terminal elements and summary elements of a project. Terminal elements and summary elements comprise the work breakdown structure of the project. Some Gantt charts also show the dependency (i.e, precedence network) relationships between activities. Gantt charts can be used to show current schedule status using percent-complete shadings and a vertical "TODAY" line as shown here.

Although now regarded as a common charting technique, Gantt charts were considered revolutionary when they were introduced. In recognition of Henry Gantt's contributions, the Henry Laurence Gantt Medal is awarded for distinguished achievement in management and in community service. This chart is used also in Information Technology to represent data that has been collected.

Advantages and limitations

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Gantt charts have become a common technique for representing the phases and activities of a project work breakdown structure (WBS), so they can be understood by a wide audience.

A common error made by those who equate Gantt chart design with project design is that they attempt to define the project work breakdown structure at the same time that they define schedule activities. This practice makes it very difficult to follow the 100% Rule. Instead the WBS should be fully defined to follow the 100% Rule, then the project schedule can be designed.

Although a Gantt chart is useful and valuable for small projects that fit on a single sheet or screen, they can become quite unwieldy for projects with more than about 30 activities. Larger Gantt charts may not be suitable for most computer displays. A related criticism is that Gantt charts communicate relatively little information per unit area of display. That is, projects are often considerably more complex than can be communicated effectively with a Gantt chart.

Gantt charts only represent part of the triple constraints (cost, time and scope) of projects, because they focus primarily on schedule management.

Moreover, Gantt charts do not represent the size of a project or the relative size of work elements, therefore the magnitude of a behind-schedule condition is easily miscommunicated.

Although project management software can show schedule dependencies as lines between activities, displaying a large number of dependencies may result in a cluttered or unreadable chart.

Because the horizontal bars of a Gantt chart have a fixed height, they can misrepresent the time-phased workload (resource requirements) of a project, which may cause confusion especially in large projects.

The 100% rule

Sun, 01 Nov 2009 00:00:00 EDT

One of the most important Work Breakdown Structure design principles is called the 100% Rule. It has been defined as follows:

The 100% Rule...states that the WBS includes 100% of the work defined by the project scope and captures all deliverables – internal, external, interim – in terms of the work to be completed, including project management. The 100% rule is one of the most important principles guiding the development, decomposition and evaluation of the WBS. The rule applies at all levels within the hierarchy: the sum of the work at the “child” level must equal 100% of the work represented by the “parent” and the WBS should not include any work that falls outside the actual scope of the project, that is, it cannot include more than 100% of the work… It is important to remember that the 100% rule also applies to the activity level. The work represented by the activities in each work package must add up to 100% of the work necessary to complete the work package.

Customer relationship management

Sun, 01 Nov 2009 00:00:00 EDT

Customer relationship management (CRM) are methods that companies use to interact with customers. The methods include employee training and special purpose CRM software. There is an emphasis on handling incoming customer phone calls and email, although the information collected by CRM software may also be used for promotion, and surveys such as those polling customer satisfaction.

Initiatives often fail because implementation was limited to software installation, without providing the context, support and understanding for employees to learn. Tools for customer relationship management should be implemented "only after a well-devised strategy and operational plan are put in place".

Other problems occur when failing to think of sales as the output of a process that itself needs to be studied and taken into account when planning automation.

There are several different approaches to CRM, with different software packages focusing on different aspects.

In general, Customer Service, Campaign Management and Sales Force Automation (SFA) form the core of the system.

Operational CRM

Sun, 01 Nov 2009 00:00:00 EDT

Operational CRM provides support to "front office" business processes, e.g. to sales, marketing and service staff. Interactions with customers are generally stored in customers' contact histories, and staff can retrieve customer information as necessary.

The contact history provides staff members with immediate access to important information on the customer (products owned, prior support calls etc.), eliminating the need to individually obtain this information directly from the customer. Reaching to the customer at right time at right place is preferable.

Purpose of Operational CRM

Sun, 01 Nov 2009 00:00:00 EDT

Operational CRM processes customer data for a variety of purposes:

• Managing campaigns

• Enterprise Marketing Automation

• Sales Force Automation

• Sales Management System

Analytical CRM

Sun, 01 Nov 2009 00:00:00 EDT

Analytical CRM analyzes customer data for a variety of purposes:

• Designing and executing targeted marketing campaigns

• Designing and executing campaigns, e.g. customer acquisition, cross-selling, up-selling, addon-selling

• Analyzing customer behavior in order to make decisions relating to products and services (e.g. pricing, product development)

• Management information system (e.g. financial forecasting and customer profitability analysis)

Analytical CRM generally makes heavy use of data mining and other techniques to produce useful results for decision-making. It is at the analytical stage that the importance of fully integrated CRM software becomes most apparent. Logically speaking, the more information that the analytical software has available for analysis, the better its predictions and recommendations will be.

Sales Intelligence CRM

Sun, 01 Nov 2009 00:00:00 EDT

Sales Intelligence CRM is similar to Analytical CRM, but is intended as a more direct sales tool. Features include alerts sent to sales staff regarding:

• Cross-selling/Up-selling/Switch-selling opportunities

• Customer drift

• Sales performance

• Customer trends

• Customer margins

• Customer alignment

Campaign Management

Sun, 01 Nov 2009 00:00:00 EDT

Campaign management combines elements of Operational and Analytical CRM. Campaign management functions include:

• Target groups formed from the client base according to selected criteria

• Sending campaign-related material (e.g. on special offers) to selected recipients using various channels (e.g. e-mail, telephone, SMS, post)

• Tracking, storing, and analyzing campaign statistics, including tracking responses and analyzing trends

Collaborative CRM

Sun, 01 Nov 2009 00:00:00 EDT

Collaborative CRM covers aspects of a company's dealings with customers that are handled by various departments within a company, such as sales, technical support and marketing. Staff members from different departments can share information collected when interacting with customers. For example, feedback received by customer support agents can provide other staff members with information on the services and features requested by customers.

Collaborative CRM's ultimate goal is to use information collected by all departments to improve the quality of services provided by the company. CRM also plays a role of data distributor within customers, producers and partners. Producers can use CRM information to develop products or find new market. CRM facilitates communication between customers, suppliers and partner by using new information system such email, link and data bank.

Who is project manager?

Sat, 31 Oct 2009 00:00:00 EDT

A project manager is the person accountable for accomplishing the stated project objectives. Key project management responsibilities include creating clear and attainable project objectives, building the project requirements, and managing the triple constraint for projects, which are; cost, time, and quality.

A project manager is often a client representative and has to determine and implement the exact needs of the client, based on knowledge of the firm they are representing. The ability to adapt to the various internal procedures of the contracting party, and to form close links with the nominated representatives, is essential in ensuring that the key issues of cost, time, quality and above all, client satisfaction, can be realized.

Software Project Manager

Sat, 31 Oct 2009 00:00:00 EDT

A software project manager has many of the same skills as their counterparts in other industries. Beyond the skills normally associated with traditional project management in industries such as construction and manufacturing, a software project manager will typically have an extensive background in software development. Many software project managers hold a degree in Computer Science, Information Technology, or another related field and will typically have worked in the industry as a software engineer.

Responsibilities Of Project Manager

Sat, 31 Oct 2009 00:00:00 EDT

The specific responsibilities of the Project Manager vary depending on the industry, the company size, the company maturity, and the company culture. However, there are some responsibilities that are common to all Project Managers:

• Developing the project plan

• Managing the project stakeholders

• Managing the project team

• Managing the project risk

• Managing the project schedule

• Managing the project budget

• Managing the project conflicts

What is Project Management?

Sat, 31 Oct 2009 00:00:00 EDT

Project management is the discipline of planning, organizing, and managing resources to bring about the successful completion of specific project goals and objectives. It is often closely related to and sometimes conflated with program management.

A project is a temporary endeavour, having a defined beginning and end (usually constrained by date, but can be by funding or deliverables), undertaken to meet particular goals and objective, usually to bring about beneficial change or added value. The temporary nature of projects stands in contrast to business as usual (or operations), which are repetitive, permanent or semi-permanent functional work to produce products or services. In practice, the management of these two systems is often found to be quite different, and as such requires the development of distinct technical skills and the adoption of separate management.

Challenges of project management

Sat, 31 Oct 2009 00:00:00 EDT

• The primary challenge of project management is to achieve all of the project goal and objectives while honouring the preconceived project constraints --- scope, time, and budget.

• The secondary—and more ambitious—challenge is to optimize the allocation and integration of inputs necessary to meet pre-defined objectives

Project management: Traditional approach

Sat, 31 Oct 2009 00:00:00 EDT

There are a number of approaches to managing project activities, including Agile, interactive, incremental and phased approaches.

Regardless of the methodology employed, careful consideration must be given to the overall project objectives, timeline, and cost, as well as the roles and responsibilities of all participants and stakeholders.

The traditional approach

A traditional phased approach identifies a sequence of steps to be completed. In the "traditional approach", we can distinguish 5 components of a project (4 stages plus control) in the development of a project:

Typical development phases of a project

• Project initiation stage;

• Project planning or design stage;

• Project execution or production stage;

• Project monitoring and controlling systems;

• Project completion stage.

Waterfall model

Sat, 31 Oct 2009 00:00:00 EDT

In software development, traditional approach is often known as the waterfall model i.e., one series of tasks after another in linear sequence.

In software development many organizations have adapted the Rational Unified Process (RUP) to fit this methodology, although RUP does not require or explicitly recommend this practice.

Waterfall development works well for small, well defined projects, but often fails in larger projects of undefined and ambiguous nature.

The Cone of Uncertainty explains some of this as the planning made on the initial phase of the project suffers from a high degree of uncertainty. This becomes especially true as software development is often the realization of a new or novel product. This method has been widely accepted as ineffective for software projects where requirements have not been finalized and can change. While the terms may differ from industry to industry, the actual stages typically follow common steps to problem solving — "defining the problem, weighing options, choosing a path, implementation and evaluation."

Theory of Constraints

Sat, 31 Oct 2009 00:00:00 EDT

Theory of Constraints (TOC) is an overall management philosophy introduced by Dr. Eliyahu M. Goldratt in his 1984 book titled ‘The Goal’, that is geared to help organizations continually achieve their goal. The title comes from the contention that any manageable system is limited in achieving more of its goal by a very small number of constraints, and that there is always at least one constraint. The TOC process seeks to identify the constraint and restructure the rest of the organization around it, through the use of the Five Focusing Steps:

1. Identify the constraint (the resource or policy that prevents the organization from obtaining more of the goal)

2. Decide how to exploit the constraint (make sure the constraint's time is not wasted doing things that it should not do)

3. Subordinate all other processes to above decision (align the whole system or organization to support the decision made above)

4. Elevate the constraint (if required or possible, permanently increase capacity of the constraint; "buy more")

5. If, as a result of these steps, the constraint has moved, return to Step 1. Don't let inertia become the constraint.

The five focusing steps aim to ensure ongoing improvement efforts are centered around the organization's constraints. In the TOC literature, this is referred to as the "Process of Ongoing Improvement" (POOGI).

Constraints

Sat, 31 Oct 2009 00:00:00 EDT

A constraint is anything that prevents the system from achieving more of its goal. There are many ways that constraints can show up, but a core principle within TOC is that there are not tens or hundreds of constraints.

There is at least one and at most a few in any given system. Constraints can be internal or external to the system. An internal constraint is in evidence when the market demands more from the system than it can deliver. If this is the case, then the focus of the organization should be on discovering that constraint and following the five focusing steps to open it up (and potentially remove it).

An external constraint exists when the system can produce more than the market will bear. If this is the case, then the organization should focus on mechanisms to create more demand for its products or services.

Types of (internal) constraints

Sat, 31 Oct 2009 00:00:00 EDT

Equipment: The way equipment is currently used limits the ability of the system to produce more salable goods / services.

• People: Lack of skilled people limits the system.

• Policy: A written or unwritten policy prevents the system from making more.

The concept of the constraint in Theory of Constraints differs from the constraint that shows up in mathematical optimization. In TOC, the constraint is used as a focusing mechanism for management of the system. In optimization, the constraint is written into the mathematical expressions to limit the scope of the solution.

Why You Need a Project Manager

Wed, 28 Oct 2009 00:00:00 EDT

With today’s emphasis on getting more for what you pay, many companies are looking to Project Management to help deliver projects on time and within budget. Hiring a project manager can boost efficiency, cut costs, and help the overall productivity of a business.

Project management can help your business by providing much needed structure and standardized practices. They help facilitate IT project portfolio management and help determine methods for repeating processes. Fewer of a company’s resources are needed when a project manager is hired, thus reducing stress on your operating business.

Project management with technical support can assist in many different services. They can perform web design and support, research and development, and application integration services. Professional project management can help your company grow, while avoiding costly mistakes.

It is important that project management is closely informed of a company’s status and culture to deliver the best performance. Project management may not deliver a quick fix, and immediate savings, but in the long run can help enhance your organization’s overall goals.

What Is Project Management?

Wed, 28 Oct 2009 00:00:00 EDT

Project management is the planning, organizing and managing of resources for the purpose of completing project goals and objectives. Project management is often closely related to program management.

The primary goals of project management are to achieve all of the pre-determined project goals and objectives of a business in a timely and budget conscious manner.

Project management requires the development of technical skills and exceptionally accomplished management skills. The main challenge of project management is to achieve all the goals and objectives of a project, while adhering to all preset project constraints. Project constraints may be limited time, restricted budget or any number of different challenges a business may face today.

Project management services should have specific steps that are followed when engaging in employment. There should be an initiation stage, planning and design stage, execution, monitoring, and eventually completion. Careful consideration should be given to all participants of the project as well as time line and cost.

Project managers should create clear and attainable objectives while building the project requirements. Project managers also may need to help determine the exact needs of the client based on the business they are representing.

The Benefits of Project Management

Wed, 28 Oct 2009 00:00:00 EDT

Project management is nothing new. It’s been done since the Egyptians started building their pyramids. Project management is basically having someone make sure that your goals are done, from start to end. The benefits of project management are obvious. If everyone just worked on their own it will take longer, it will be costlier, and you never know what the outcome will be. Project management allows a manager or a group of manager to be on top of everything that needs to be done.

In the age of the Internet, you can even have Project Management done for you online, or have someone do a project for you, like creating a website. A good project manager, project management team and the right equipment and software can help you and your company achieve a lot in a relatively short span of time.

Here are some of the benefits of getting project management services:

Efficiently getting the job done - Project management can help you create something fast, on budget, and without having to hire extra manpower.

Opportunities to expand your services – If you get your project up and running, you can roll it out faster to your customers, thus more revenue for you.

Savings on time and money - Project Management negates you having to shell out wages or salaries and saves you cost for hiring employees and spending for benefits. Though that sounds harsh, it is just the reality of the economic situation at the moment, where you need all the savings you can manage to get by.

What project management canâ��t do

Wed, 28 Oct 2009 00:00:00 EDT

There’s a lot of benefit in doing project management for your business. First, it increases productivity without increasing significant cost. It boosts your efficiency, and makes the most out of your existing resource.

However, there are some limitations. Even the best project management team and the best project management software cannot deliver unrealistic expectations. So when you go to a project management company or are looking to buy some project management software and services, keep in mind that although they are experienced, they are not miracle workers.

Project management programs and companies are not a cure all for a good management approach. If you don’t know how to manage your company, the best software can’t help you, and the best project management team will be hard pressed to deliver your goals.

Over-reliance on project management could also hinder your company’s growth, as you become to complacent and set on relying on others. Project management is there to help you not do everything for you, so there should be a good balance between what you do on your prevent this from happening.

Do you actually need project management?

Wed, 28 Oct 2009 00:00:00 EDT

You must determine if you actually have a project before you apply Project Management to it. There are different types of projects, small and large, that require project management skills or would benefit from having a personal project manager. If you have a project in mind, here's how to determine if you need project management.

How important is it? If it is not that critical to delivering your services to customers and it is relatively low impact, then there is no need for a personal project manager. the reverse is true, if you are doing a mission critical project that can either make or break your business, then a personal project manager is a must.

Is it a one man job or a multi-person undertaking? If the project you are thinking of is mere a one man or two man project then no need to hire out or outsource project management. If however, it will take significantly more human resources, then a Personal Project Manager is something that is very much needed.

The Key Concept of Project Management

Wed, 28 Oct 2009 00:00:00 EDT

Project management means exactly what the two terms suggest. It is the comprehensive management of a project to get you from point a to point b.

It is effectively working to coordinate and manage multiple individuals to work towards a common goal. Personal Project management requires that you use your personal knowledge, skills, tools, and techniques towards meeting the requirements of a project assigned. Personal Project Management has become even more important in the day of the Internet because working to get your vision online as fast as you can is just one part of the game.

The Internet has pushed the pace so hard that if you tarry on your project, chances are someone else would have done it before you. If your project requires all haste to get it up before your competitors, then having a personal project manager is the way to go for you.

The five Project Process phases

Wed, 28 Oct 2009 00:00:00 EDT

Every project should follow a process. Project processes are the main working tools of project management. You must understand the project process in order to understand who is responsible for performing what process and during what phase.

Conceptualization process - This phase, the project is approved and brainstorming occurs to find the best available way to complete the project. Usually done with all project members.

Planning process – This is when objectives and goals of the overall project are defined.

Execution - This is the actual project in action hand in hand with your personal project management. This is when the bulk of the project is actually carried out.

Controlling Phase – Controlling phase is part and within the execution process. This is the active part played by your personal project manager.

Completion and Wrap up – This is the final project process phase. This is when the project comes to an end.