This document outlines the steps for preparing project proposals and implementing development projects in the Philippines. It discusses preparing a project proposal, follow up work for approval, and planning implementation. Preparing a proposal involves defining the problem, presenting a solution, outlining deliverables and success criteria, stating the plan and schedule/budget. Follow up ensures projects meet objectives and builds accountability. Planning implementation requires defining goals, conducting research, mapping risks, assigning tasks, and allocating resources. The overall goal is to effectively develop and oversee projects to improve economic and social conditions.
This document outlines the role and functions of a Project Management Office (PMO) for Petrojet. It begins with definitions of a PMO and discusses why organizations implement them to reduce project failures, deliver projects on time and budget, and increase cost savings. It then describes Petrojet's PMO vision, mission, and scope of work, which includes standardizing project management processes, tracking performance metrics, managing talent, and sharing knowledge and lessons learned. Finally, it provides details on steps for implementing the PMO, such as issuing project charters and management plans, monitoring risk registers, and utilizing training programs, databases and dashboards to improve project delivery.
1. Project scope management includes processes to define and control what work needs to be done to complete the project successfully. This includes planning scope management, creating a scope statement, developing a work breakdown structure (WBS), validating scope, and controlling scope.
2. The key outputs are a scope management plan, scope statement, and WBS. The scope statement describes the project deliverables and work. The WBS breaks down the work into smaller, more manageable components.
3. Scope validation involves formally accepting completed project deliverables. Scope control monitors the project scope against the baseline and manages any changes to ensure work stays within approved scope.
The document provides a project closure report for a project to develop an e-learning course to train managers on creating effective action plans from employee survey results. It summarizes that the project was completed on time and within budget despite some challenges. Key highlights included completing a thorough needs assessment, developing an effective risk management plan, and addressing all deliverables to a high quality. The e-learning course achieved success according to defined criteria and metrics, with over 90% of managers now able to accurately interpret survey results and write compliant action plans.
The document describes how Dignity Health established an Enterprise Project Management Office (EPMO) focused on business operations and strategic initiatives. Some key points:
- The EPMO was launched in less than 3 months to guide large operational projects across Dignity Health's 21-state health system.
- It has a dual reporting structure to senior leadership and focuses on governance, portfolio management, and process standardization.
- The EPMO works closely with Dignity Health's existing IT PMO to coordinate projects. It utilizes a flexible governance model and intake process to take on strategic initiatives.
- The EPMO aims to deliver projects that improve operations and empower staff through a collaborative culture and application of lean
Apuntes del tema 4 de la asignatura "Gestión y dirección de proyectos" del Grado de Diseño y desarrollo de Videojuegos (Ferraz) de la Universidad Rey Juan Carlos.
Objetivos:
* Profundizar en la aplicación de Diagramas de Gantt en la gestión de proyectos.
* Conocer los principios de la gestión de la calidad en un proyecto.
* Ofrecer una visión general de la gestión de riesgos de un proyecto.
This document provides guidance on developing skills for writing project proposals. It discusses the importance of project proposals for securing funding for non-governmental organizations (NGOs). The objective is to improve participants' ability to write quality project proposals and manage projects. The training focuses on conducting preparatory work, developing comprehensive project plans, completing proposal packages, and preparing budgets. Exercises are also included to enhance skills in designing and writing successful funding requests.
This document provides a template for a project plan that includes sections on the planning basis, project plan details, and appendix. The planning basis section outlines the project scope, milestones, phases, activities, tasks, effort required for each task, and resources allocated. The project plan section provides a summarized schedule, lists dependencies between phases and activities, and outlines any assumptions and constraints. An appendix can include additional relevant documents like a detailed project schedule.
The document discusses the key components and stages of a project development cycle. It begins by defining what constitutes a project and noting that it requires clear goals and planning. It then outlines the typical stages a project progresses through: 1) identification, 2) preparation, 3) appraisal, 4) presentation, 5) implementation, 6) monitoring, and 7) evaluation. Monitoring ensures the project stays on track by regularly measuring progress, while evaluation assesses the project's effectiveness once complete. The document emphasizes that monitoring and evaluation systems need to be established early in the project design.
This document outlines the role and functions of a Project Management Office (PMO) for Petrojet. It begins with definitions of a PMO and discusses why organizations implement them to reduce project failures, deliver projects on time and budget, and increase cost savings. It then describes Petrojet's PMO vision, mission, and scope of work, which includes standardizing project management processes, tracking performance metrics, managing talent, and sharing knowledge and lessons learned. Finally, it provides details on steps for implementing the PMO, such as issuing project charters and management plans, monitoring risk registers, and utilizing training programs, databases and dashboards to improve project delivery.
1. Project scope management includes processes to define and control what work needs to be done to complete the project successfully. This includes planning scope management, creating a scope statement, developing a work breakdown structure (WBS), validating scope, and controlling scope.
2. The key outputs are a scope management plan, scope statement, and WBS. The scope statement describes the project deliverables and work. The WBS breaks down the work into smaller, more manageable components.
3. Scope validation involves formally accepting completed project deliverables. Scope control monitors the project scope against the baseline and manages any changes to ensure work stays within approved scope.
The document provides a project closure report for a project to develop an e-learning course to train managers on creating effective action plans from employee survey results. It summarizes that the project was completed on time and within budget despite some challenges. Key highlights included completing a thorough needs assessment, developing an effective risk management plan, and addressing all deliverables to a high quality. The e-learning course achieved success according to defined criteria and metrics, with over 90% of managers now able to accurately interpret survey results and write compliant action plans.
The document describes how Dignity Health established an Enterprise Project Management Office (EPMO) focused on business operations and strategic initiatives. Some key points:
- The EPMO was launched in less than 3 months to guide large operational projects across Dignity Health's 21-state health system.
- It has a dual reporting structure to senior leadership and focuses on governance, portfolio management, and process standardization.
- The EPMO works closely with Dignity Health's existing IT PMO to coordinate projects. It utilizes a flexible governance model and intake process to take on strategic initiatives.
- The EPMO aims to deliver projects that improve operations and empower staff through a collaborative culture and application of lean
Apuntes del tema 4 de la asignatura "Gestión y dirección de proyectos" del Grado de Diseño y desarrollo de Videojuegos (Ferraz) de la Universidad Rey Juan Carlos.
Objetivos:
* Profundizar en la aplicación de Diagramas de Gantt en la gestión de proyectos.
* Conocer los principios de la gestión de la calidad en un proyecto.
* Ofrecer una visión general de la gestión de riesgos de un proyecto.
This document provides guidance on developing skills for writing project proposals. It discusses the importance of project proposals for securing funding for non-governmental organizations (NGOs). The objective is to improve participants' ability to write quality project proposals and manage projects. The training focuses on conducting preparatory work, developing comprehensive project plans, completing proposal packages, and preparing budgets. Exercises are also included to enhance skills in designing and writing successful funding requests.
This document provides a template for a project plan that includes sections on the planning basis, project plan details, and appendix. The planning basis section outlines the project scope, milestones, phases, activities, tasks, effort required for each task, and resources allocated. The project plan section provides a summarized schedule, lists dependencies between phases and activities, and outlines any assumptions and constraints. An appendix can include additional relevant documents like a detailed project schedule.
The document discusses the key components and stages of a project development cycle. It begins by defining what constitutes a project and noting that it requires clear goals and planning. It then outlines the typical stages a project progresses through: 1) identification, 2) preparation, 3) appraisal, 4) presentation, 5) implementation, 6) monitoring, and 7) evaluation. Monitoring ensures the project stays on track by regularly measuring progress, while evaluation assesses the project's effectiveness once complete. The document emphasizes that monitoring and evaluation systems need to be established early in the project design.
1. The document outlines an implementation plan for establishing an effective Enterprise Project Management Office (EPMO) that is aligned with a company's strategy and objectives.
2. It recommends developing the EPMO in phases, starting with basic portfolio governance and progressing to more advanced capabilities like resource optimization and performance measurement.
3. The final phase involves sustaining an optimized EPMO through continuous improvement and benefits realization tracking.
Paul Kidson presented planning fundamentals at the SWWE Seminar
Project definition - where do you start? A few areas to consider
Planning: approach to planning, planning strategies.
Business case - Provides justification for undertaking a project: benefits, Cost and risk of alternative section, Rationale for preferred solution
Typical business case content.
Scope management
Requirement management.
Project Familiarisation
Planning
Benefits of planning
Approaches to planning
Planning strategies
Breakdown structure
Product Breakdown structure
Work breakdown structure
Organisation breakdown structure
Responsibility assignment Matrix
RACI Matrix
Cost breakdown structure
Dependency Management
Cost Estimating
Cost Estimating types
Budgeting
Budgeting generating a cost
Este documento resume os objetivos, escopo, requisitos, entregas, restrições e cronograma de um projeto de TI. Ele fornece uma visão geral preliminar do projeto para planejamento inicial.
The document discusses the evolution of project management offices (PMOs) from departmentally-focused to enterprise-wide. Departmental PMOs are only successful within their silos but cannot influence the whole organization. An enterprise PMO is positioned strategically and ensures all projects align with corporate strategy and priorities. It oversees all projects directly or indirectly through departmental PMOs. For an enterprise PMO to be effective, it must report to senior leadership, and its head must have equal authority to department heads to manage resources and resolve conflicts across departments.
Si os pregunto ¿Qué es para vosotros una PMO? Que es lo primero que os viene a la cabeza?.
Efectivamente, no es fácil definirla, entre otras cosas por la diversidad de modelos y funciones que puede existir.
Asociaís PMO a términos como: "Estación meteorológica", "Escuadrón de batalla" "Torre de Control".
O otros que dejo para una segunda parte ... Club de aeromodelismo, Hangar ...etc
This document lists various artifacts used for IT program management including status reports for tracking project progress, a financial portfolio for asset management, jeopardy reporting for issues, document tracking, and dashboards and executive reporting. It provides status reports on expectations, a log, finances, and baselines as well as jeopardy and document tracking.
El documento habla sobre los proyectos en la planificación del desarrollo. Define proyecto como un conjunto de actividades orientadas a un fin específico con una duración determinada. Explica que un proyecto tiene tres facetas: técnica, humana y de gestión. Luego describe los métodos para la elaboración de proyectos, incluyendo la generación, preparación y etapas de un proyecto como planificación, ejecución y evaluación. Finalmente, destaca las características clave que debe tener un proyecto como descripción, justificación y
Introduction to Project Management by Javid HamdardJavid Hamdard
This document provides an introduction to project management. It discusses key statistics about the project management industry and the benefits of qualified project managers. Common challenges that cause IT projects to fail are outlined, such as unclear objectives and unrealistic schedules. The five process groups of project management are introduced as well as typical project management methodologies like waterfall and agile. Popular project management software applications and certifications are also mentioned.
The document provides an overview of key concepts in project management including:
1. Defining a project, its attributes, and constraints like scope, quality, schedule, budget that must be balanced.
2. The typical project life cycle phases of initiating, planning, performing, and closing.
3. The essential elements of the project management process from establishing objectives to developing a baseline plan and executing the plan.
4. Additional considerations for global project management like currency fluctuations, regulations, and cultural awareness.
The overall benefit of project management is increased customer satisfaction by successfully completing projects on time and on budget.
This presentation emphasizes the concept of project management and its evolution in different phases with the difference between traditional and project management.
This document discusses the stages of project development, including project identification and prioritization, pre-feasibility studies, and the project development phase. It provides information on identifying project ideas, conducting pre-feasibility studies to assess feasibility, and arranging all necessary resources during the project development phase to prepare for implementation. Key aspects of pre-feasibility studies are outlined, such as analyzing data, assessing financial, environmental, and social impacts, and providing recommendations. The stages of project prioritization involve collecting, verifying, and ranking projects according to established criteria to determine the highest priority projects.
The document discusses Plan Schedule Management from the Project Management Body of Knowledge (PMBOK) 6th edition. It defines Plan Schedule Management as establishing policies, procedures, and documentation for planning, developing, managing, executing, and controlling a project's schedule. The key inputs are the project charter, project management plan, enterprise environmental factors, and organizational process assets. Techniques used include expert judgement, data analysis such as alternative analysis, and meetings. The main output is the Schedule Management Plan, which establishes how the project schedule will be defined, sequenced, estimated, developed, and controlled.
The document discusses the project life cycle and its various phases. It begins with an introduction to project management and the importance of understanding the project life cycle. It then describes the five main phases of a typical project life cycle: initiation, planning, execution, monitoring and control, and closure. For each phase, it provides an overview of the key steps and deliverables. It also discusses other important aspects that influence the project life cycle such as cost and staffing levels over time, risks, organizational structures, and interactions between project management processes.
Definition
The Construction Industry Institute (CII) defines AWP as “the overall process flow of all the
detailed work packages (construction, engineering, and installation work packages). AWP
is a planned, executable process that encompasses the work on an EPC project, beginning
with the initial planning and continuing through detailed design and construction
execution. AWP provides the framework for productive and progressive construction and
presumes the existence of a construction execution plan.”
This document discusses the key aspects of project scope management based on the Project Management Body of Knowledge (PMBOK). It defines project scope as the work performed to deliver a product, service, or result with the specified features and functions. The document outlines the six main processes for scope management: plan scope management, collect requirements, define scope, create a work breakdown structure (WBS), validate scope, and control scope. It provides details on the inputs, tools and techniques, and outputs for each process.
Project management involves planning, organizing, securing, and managing resources to achieve specific goals within defined time and budget constraints. A project has a temporary nature with a clear start and end, and is undertaken to create beneficial change or added value. Key aspects of project management include identifying and formulating project ideas, appraising feasibility, selecting projects, implementing selected projects, and ongoing management. The life cycle of a project progresses through these phases.
A project is a personal or cooperative enterprise, probably involving analysis or design. Planning is the method of thinking and organizing the activities needed to attain the desired goal. Project planning hence means thinking and organizing the activities needed to attain the desired project. Copy the link given below and paste it in new browser window to get more information on Project Planning:- www.transtutors.com/homework-help/accounting/project-planning.aspx
Lecture 05:Advanced Project Management PM Processes and FrameworkFida Karim 🇵🇰
Advanced Project Management PM Processes and Framework,
comprising a set of interrelated processes and tools, ranging from simple to complex, and is based on the accepted principles of management used for planning, estimating and controlling work activities with a view to developing specifically defined outputs that are to be delivered by a certain time, to a defined quality standard and with a given level of resources so that the project goal and outcomes/benefits are realized.
Effective project management is essential for the success of any project – whether in the private or public sectors – and irrespective of its category, size and complexity.
PA-210-G1-Participatory Project Development Management.pptxMarivicPenarubia1
This document discusses participatory project development management. It covers topics such as the scope and nature of projects, raising productivity levels, and broadening project benefits. The scope section defines project scope, explains why it is important, and outlines the key steps and areas of a project plan. It also describes the nature and five stages of project management. The productivity section discusses definitions of productivity and effectiveness/efficiency. It provides seven cornerstones for high productivity, including establishing clear objectives, communicating objectives effectively, and consensus decision making.
PA-210-G1-Participatory Project Development Management.pdfMarivicPenarubia1
This document discusses participatory project development management. It covers topics such as defining the scope and nature of projects, raising productivity levels, and broadening participation in projects. The scope of a project involves determining goals, deliverables, tasks, costs and deadlines. Defining the scope is important for planning and managing projects. Productivity can be increased by establishing clear objectives, communicating them effectively, involving stakeholders in decision making, and providing training. The document provides details on each of these topics over several pages.
1. The document outlines an implementation plan for establishing an effective Enterprise Project Management Office (EPMO) that is aligned with a company's strategy and objectives.
2. It recommends developing the EPMO in phases, starting with basic portfolio governance and progressing to more advanced capabilities like resource optimization and performance measurement.
3. The final phase involves sustaining an optimized EPMO through continuous improvement and benefits realization tracking.
Paul Kidson presented planning fundamentals at the SWWE Seminar
Project definition - where do you start? A few areas to consider
Planning: approach to planning, planning strategies.
Business case - Provides justification for undertaking a project: benefits, Cost and risk of alternative section, Rationale for preferred solution
Typical business case content.
Scope management
Requirement management.
Project Familiarisation
Planning
Benefits of planning
Approaches to planning
Planning strategies
Breakdown structure
Product Breakdown structure
Work breakdown structure
Organisation breakdown structure
Responsibility assignment Matrix
RACI Matrix
Cost breakdown structure
Dependency Management
Cost Estimating
Cost Estimating types
Budgeting
Budgeting generating a cost
Este documento resume os objetivos, escopo, requisitos, entregas, restrições e cronograma de um projeto de TI. Ele fornece uma visão geral preliminar do projeto para planejamento inicial.
The document discusses the evolution of project management offices (PMOs) from departmentally-focused to enterprise-wide. Departmental PMOs are only successful within their silos but cannot influence the whole organization. An enterprise PMO is positioned strategically and ensures all projects align with corporate strategy and priorities. It oversees all projects directly or indirectly through departmental PMOs. For an enterprise PMO to be effective, it must report to senior leadership, and its head must have equal authority to department heads to manage resources and resolve conflicts across departments.
Si os pregunto ¿Qué es para vosotros una PMO? Que es lo primero que os viene a la cabeza?.
Efectivamente, no es fácil definirla, entre otras cosas por la diversidad de modelos y funciones que puede existir.
Asociaís PMO a términos como: "Estación meteorológica", "Escuadrón de batalla" "Torre de Control".
O otros que dejo para una segunda parte ... Club de aeromodelismo, Hangar ...etc
This document lists various artifacts used for IT program management including status reports for tracking project progress, a financial portfolio for asset management, jeopardy reporting for issues, document tracking, and dashboards and executive reporting. It provides status reports on expectations, a log, finances, and baselines as well as jeopardy and document tracking.
El documento habla sobre los proyectos en la planificación del desarrollo. Define proyecto como un conjunto de actividades orientadas a un fin específico con una duración determinada. Explica que un proyecto tiene tres facetas: técnica, humana y de gestión. Luego describe los métodos para la elaboración de proyectos, incluyendo la generación, preparación y etapas de un proyecto como planificación, ejecución y evaluación. Finalmente, destaca las características clave que debe tener un proyecto como descripción, justificación y
Introduction to Project Management by Javid HamdardJavid Hamdard
This document provides an introduction to project management. It discusses key statistics about the project management industry and the benefits of qualified project managers. Common challenges that cause IT projects to fail are outlined, such as unclear objectives and unrealistic schedules. The five process groups of project management are introduced as well as typical project management methodologies like waterfall and agile. Popular project management software applications and certifications are also mentioned.
The document provides an overview of key concepts in project management including:
1. Defining a project, its attributes, and constraints like scope, quality, schedule, budget that must be balanced.
2. The typical project life cycle phases of initiating, planning, performing, and closing.
3. The essential elements of the project management process from establishing objectives to developing a baseline plan and executing the plan.
4. Additional considerations for global project management like currency fluctuations, regulations, and cultural awareness.
The overall benefit of project management is increased customer satisfaction by successfully completing projects on time and on budget.
This presentation emphasizes the concept of project management and its evolution in different phases with the difference between traditional and project management.
This document discusses the stages of project development, including project identification and prioritization, pre-feasibility studies, and the project development phase. It provides information on identifying project ideas, conducting pre-feasibility studies to assess feasibility, and arranging all necessary resources during the project development phase to prepare for implementation. Key aspects of pre-feasibility studies are outlined, such as analyzing data, assessing financial, environmental, and social impacts, and providing recommendations. The stages of project prioritization involve collecting, verifying, and ranking projects according to established criteria to determine the highest priority projects.
The document discusses Plan Schedule Management from the Project Management Body of Knowledge (PMBOK) 6th edition. It defines Plan Schedule Management as establishing policies, procedures, and documentation for planning, developing, managing, executing, and controlling a project's schedule. The key inputs are the project charter, project management plan, enterprise environmental factors, and organizational process assets. Techniques used include expert judgement, data analysis such as alternative analysis, and meetings. The main output is the Schedule Management Plan, which establishes how the project schedule will be defined, sequenced, estimated, developed, and controlled.
The document discusses the project life cycle and its various phases. It begins with an introduction to project management and the importance of understanding the project life cycle. It then describes the five main phases of a typical project life cycle: initiation, planning, execution, monitoring and control, and closure. For each phase, it provides an overview of the key steps and deliverables. It also discusses other important aspects that influence the project life cycle such as cost and staffing levels over time, risks, organizational structures, and interactions between project management processes.
Definition
The Construction Industry Institute (CII) defines AWP as “the overall process flow of all the
detailed work packages (construction, engineering, and installation work packages). AWP
is a planned, executable process that encompasses the work on an EPC project, beginning
with the initial planning and continuing through detailed design and construction
execution. AWP provides the framework for productive and progressive construction and
presumes the existence of a construction execution plan.”
This document discusses the key aspects of project scope management based on the Project Management Body of Knowledge (PMBOK). It defines project scope as the work performed to deliver a product, service, or result with the specified features and functions. The document outlines the six main processes for scope management: plan scope management, collect requirements, define scope, create a work breakdown structure (WBS), validate scope, and control scope. It provides details on the inputs, tools and techniques, and outputs for each process.
Project management involves planning, organizing, securing, and managing resources to achieve specific goals within defined time and budget constraints. A project has a temporary nature with a clear start and end, and is undertaken to create beneficial change or added value. Key aspects of project management include identifying and formulating project ideas, appraising feasibility, selecting projects, implementing selected projects, and ongoing management. The life cycle of a project progresses through these phases.
A project is a personal or cooperative enterprise, probably involving analysis or design. Planning is the method of thinking and organizing the activities needed to attain the desired goal. Project planning hence means thinking and organizing the activities needed to attain the desired project. Copy the link given below and paste it in new browser window to get more information on Project Planning:- www.transtutors.com/homework-help/accounting/project-planning.aspx
Lecture 05:Advanced Project Management PM Processes and FrameworkFida Karim 🇵🇰
Advanced Project Management PM Processes and Framework,
comprising a set of interrelated processes and tools, ranging from simple to complex, and is based on the accepted principles of management used for planning, estimating and controlling work activities with a view to developing specifically defined outputs that are to be delivered by a certain time, to a defined quality standard and with a given level of resources so that the project goal and outcomes/benefits are realized.
Effective project management is essential for the success of any project – whether in the private or public sectors – and irrespective of its category, size and complexity.
PA-210-G1-Participatory Project Development Management.pptxMarivicPenarubia1
This document discusses participatory project development management. It covers topics such as the scope and nature of projects, raising productivity levels, and broadening project benefits. The scope section defines project scope, explains why it is important, and outlines the key steps and areas of a project plan. It also describes the nature and five stages of project management. The productivity section discusses definitions of productivity and effectiveness/efficiency. It provides seven cornerstones for high productivity, including establishing clear objectives, communicating objectives effectively, and consensus decision making.
PA-210-G1-Participatory Project Development Management.pdfMarivicPenarubia1
This document discusses participatory project development management. It covers topics such as defining the scope and nature of projects, raising productivity levels, and broadening participation in projects. The scope of a project involves determining goals, deliverables, tasks, costs and deadlines. Defining the scope is important for planning and managing projects. Productivity can be increased by establishing clear objectives, communicating them effectively, involving stakeholders in decision making, and providing training. The document provides details on each of these topics over several pages.
BPP Training on Project Management - Day 1Imoh Etuk
This training was about exposing the employees of the Lagos State Public Service to the Contemporary Project Management Practices they can adopt to Enhance Project Delivery in the Pandemic Era for the Lagos State Public Service.
Upon successful completion of the training, participants s were to apply the generally recognized practices of project management acknowledged by the Project Management Institute (PMI) to successfully manage projects by:
• Getting started with project management fundamentals.
• Identifying organizational influences and project life cycle.
• Working with project management processes.
• Initiating a project.
• Planning a project.
• Planning for project time management.
• Planning project budget, quality, and communications.
• Planning for risk, procurements, and stakeholder management.
• Executing a project.
• Managing project work, scope, schedules, and cost.
• Controlling a project.
• Closing a project.
Project planning is an important part of any project that involves setting objectives, identifying deliverables, scheduling tasks, and planning resources. It lays out the scope, objectives, goals, schedule, and defines roles for stakeholders. The key components of a project plan are the scope, budget, and timeline. Project planning follows 10 steps including defining stakeholders and their roles, setting goals, prioritizing and scheduling tasks, assessing risks, and communicating the plan. Commonly used tools for project planning are Gantt charts, problem tree analysis, SWOT analysis, logical framework analysis, and project management software.
The document discusses project implementation, including defining it as converting project inputs to outputs. It outlines key phases like project activation and operation. A project implementation plan is described as including a schedule, roles, stakeholder participation, structure, finances, reporting, and sustainability. Methods for implementation planning like Gantt charts are explained. Factors affecting success and challenges are listed. Effective management of implementation is emphasized as setting up systems and offices, recruiting staff, defining responsibilities, and establishing records and financial procedures.
This document provides an introduction to project management. It discusses key project management concepts like the project lifecycle, scope, schedule, budget, resources, risks and quality. Project management aims to answer questions around objectives, success criteria, available resources, and project planning and organization. While problems cannot be eliminated, good project processes help standardize how to deal with risks and issues. The document outlines differences between portfolio, program and project management and stresses the importance of proper planning and communication for project success.
The document discusses key concepts in project management including defining a project, the attributes of a project, and the project life cycle. It notes that a project has specific objectives, tasks, resources, timelines, and is unique. The project life cycle includes initiation, planning, execution, monitoring/control, and closure phases. The document also covers benefits of project management like managing budgets/timelines, improving quality, and gaining competitive advantages. It emphasizes identifying needs through problem analysis and gathering stakeholder input before starting a project.
The document provides an overview of key components for an effective project charter, including objectives, scope, deliverables, timelines, budgets, resources, risks, and measures of success. An effective charter clearly defines the project goals, how it fits strategically, what work will be done, when it will be completed, who will work on it, potential challenges, and how success will be determined. The charter establishes a shared understanding and provides essential information to ensure project alignment, buy-in, and successful delivery.
Project Scope Management typically refers to the extensive collection of processes that ensure the exact description and visualization of the ample scope of a project. The strategies of project scope planning and scope management allow the project managers to assign the recommended amount of work needed to complete a project effectively. It is concerned with the determination of what is included in the project and what is altered
Project Management-Concept & Case Study.pptxamit229530
The document discusses project management, outlining key elements and steps. It describes that project management involves planning, organizing, securing, and managing resources to achieve goals on time and within budget. Some main components are defining objectives, creating detailed plans, managing resources, monitoring progress, mitigating risks, and ensuring successful closure. Common project management steps are initiation, planning, execution, monitoring/controlling, and closing. The document also provides details on communication, stakeholder management, risk management, quality management, and other principles of effective project management.
Program or project management process report Danes Ganancial
The document discusses the key aspects of project and program management. It defines what a project and program are, and describes the differences between project and program management. The core elements of the project management process are outlined, including project formulation, review and approval, implementation, and monitoring and evaluation. Several project management tools and the typical roles and functions of a project manager are also summarized.
The document provides an overview of software project management. It defines what constitutes a software project and discusses the need for software project management. It describes the typical project management life cycle which includes initiation, planning, execution, and closure phases. It also outlines the key roles and responsibilities of a project manager which include planning activities, organizing teams, delegating tasks, controlling time management, managing deliverables, and monitoring progress. Effective software project management is needed to deliver quality products on time and within budget by addressing factors that can impact the triple constraints of time, cost, and scope.
Project management for technologies MGT410Saqib Imran
This document provides an overview of project management concepts and processes. It defines project management as applying knowledge, skills, and techniques to meet project requirements through five process groups: initiating, planning, executing, monitoring and controlling, and closing. The document then discusses the characteristics of projects, components of project management like business cases and cash flows, the project life cycle, and the role of the project manager in planning, controlling, and leading a project team.
This document provides an overview of the logical framework approach to project planning. It discusses what a logical framework is and how it can be used throughout the project cycle. The key aspects of a logical framework include defining objectives in a clear hierarchy, identifying indicators and sources of verification for measuring progress, and considering assumptions and risks. The document also lists some common errors to avoid when constructing a logical framework, such as having vague indicators or defining endogenous assumptions. Overall, the logical framework is presented as a tool for systematically analyzing problems, formulating measurable objectives, and providing a basis for monitoring and evaluation of a project.
The document discusses project management and the project life cycle. It defines a project and project management, outlining the key processes involved - initiating, planning, executing, monitoring and controlling, and closing. It then describes each phase of the project life cycle in detail - initiation, planning, execution, and closure. For each phase, it provides examples of common project management steps and activities. Finally, it discusses factors that can impact the project environment such as political, economic, social, technological, legal and environmental considerations.
The document discusses training for project management methodology. It aims to teach project management best practices and drive projects through organized initiation, planning, execution, monitoring, and closure phases. The training also focuses on guiding project teams to achieve goals within set scopes, schedules, quality standards, and budgets. It is applicable across industries and provides career growth opportunities through enhanced knowledge. The training covers topics such as the project lifecycle, charters, team organization and motivation, and controlling projects.
This document provides an overview of project management concepts and best practices based on the Project Management Institute (PMI) methodology. It covers topics such as the definition of a project and project management, the project lifecycle including initiation, planning, execution, monitoring and control, and closure phases, key project roles, templates and examples for project documents, and tips for effective project execution. The goal is to help users successfully manage projects using industry standard practices.
The document provides an overview of a training module on project planning, management, monitoring and evaluation. It outlines the following:
- The module contains 5 units totaling 44 hours focused on introduction to project management, monitoring and evaluation, quantitative and qualitative data, designing M&E systems, and financial accounting.
- Key concepts like goals, objectives, inputs, outputs, outcomes, and impacts are defined in relation to projects and their monitoring and evaluation.
- The principles of project management emphasize clearly defined goals and objectives, effective stakeholder engagement, planning, communication, and addressing risks and changes.
Monitoring and evaluation.
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PA- 210-G5-Preparing of Project Proposal and other Related needs for the Implementation of Development Projects.pptx
1. Public Administration 210: Project Evaluation and Impact Management
PREPARING PROJECT PROPOSAL AND OTHER
RELATED NEEDS FOR THE IMPLEMENTATION
OF DEVELOPMENT PROJECTS
Group Members
ER Heart Albay Jay Paul Bernales
Crislyn Jaen Jaden Galea
Jennica Porras
2. I. The Overall Situation in preparing project
proposals and other need for the
Implementation of Development Projects
in the Philippines Today.
II. Preparing for the Project Implementation:
What and why is it needed?
III. Steps and Activities in preparing project
proposals and other related needs for
Implementation of Development Projects:
a. Preparing a project proposal
b. Follow up work for the project’s approval
c. Planning for the Project’s Implementation
V. Preparing Project Proposal and other related needs
for the implementation of Development Projects
3. PROJECT PROPOSAL
Describes what your project hopes to accomplish , why those
objectives are important, and how you intend to achieve them.
DEVELOPMENT PROJECT
Designed to deliver a specific output aiming to improve the
economic and social conditions of a group of people.
4. The Overall Situation in preparing project proposals and
other need for the Implementation of Development
Projects in the Philippines today
5. Group Discussions
The Overall Situation in preparing project proposals and other need for the
Implementation of Development Projects in the Philippines today
Survey
6. The Overall Situation in preparing project proposals and other need for the
Implementation of Development Projects in the Philippines today
7. The Overall Situation in preparing project proposals and other need for the
Implementation of Development Projects in the Philippines today
It enables the government to come up with a shared vision of where the
country should be in the future and a concerted program of action to achieve
this vision. It ensures that government resources and investments are
channeled to programs, projects, and activities that best achieve the country's
goals and objectives.
What is the importance of development planning in the Philippines?
9. Project implementation is
the process of putting a project
plan into action to produce the
deliverables, otherwise known
as the products or services, for
clients or stakeholders.
What is Project Implementation?
10. Why/Purpose of Project
Implementation:
To put the action plan into operation
To deliver the results, achieve the purpose(s)
and contribute effectively to the overall objective of
the project
To manage the available resources efficiently
To monitor and report on progress
11. Steps For Implementing a Project
Effectively:
Assess the Project Plan
Execute the Plan
Make Changes as Needed
Analyze Project Data
Gather Feedback
Provide Final Reports
12. a. Preparing a project proposal
b. Follow up work for the project’s approval
c. Planning for the Project’s Implementation
14. Preparing a Project Proposal
1: Define the problem.
2: Present your solution.
3: Define your deliverables and success
criteria.
4: State your plan or approach.
5: Outline your project schedule and budget.
6: Tie it all together.
7: Edit/proofread your proposal.
Steps to writing your own
project proposal
15. Preparing a Project Proposal
1. Define the problem
TIPS FOR DEFINING THE PROBLEM:
1. Start strong
2. Use facts, not opinion
16. Preparing a Project Proposal
2: Present your solution
Tips for presenting your solution:
1. Anticipate questions and objections
2. Present the solution’s larger impact
3. Again, facts over opinion
17. Preparing a Project Proposal
3: Define your deliverables and success criteria.
Tips for defining deliverables:
1. Include a delivery date
2. Your solution must be SMART
18. Preparing a Project Proposal
4: State your plan or approach.
Tips for planning:
1. Introduce project strategies.
2. Explain how problems will be addressed.
19. Preparing a Project Proposal
5: Outline your Schedule and Budget
Tips for defining a schedule and budget:
1. Provide as much detail as possible.
2. Be concrete. Don’t guess
20. Preparing a Project Proposal
6: Tie it all together
Tips for tying everything together:
1. Your proposal should read like a book.
2. Refrain from introducing anything that doesn’t fit.
3. Make sure all project proposal elements are
present.
21. Preparing a Project Proposal
7: Edit/proofread your proposal
Tips for editing:
1. Check the tone and language.
23. Follow-up is defined as “the monitoring and
evaluation of the impacts of a project or plan for
management of, and communication about the
performance of that project or plan”.
Follow-up as spin-off projects: a project that
exploits or builds on earlier work or that repeats
something that has already been done.
Follow-up as internal supervision of completed
projects: the continuous monitoring of the
activities by the project implementers, and
possible improvements to the existing project.
DEFINITION OF FOLLOW-UP
24. PURPOSES OF FOLLOW-UP
Follow-up can serve many purposes ranging from
technical and scientific to socio-political and
management aspects:
Control of projects and their impact
Maintain decision-making flexibility and promote an
adaptive management approach
Improved scientific and technical knowledge
Improve public awareness and acceptance
25. ADVANTAGES OF FOLLOW-UP
Managers and other stakeholders including donors
need to know the extent to which their projects are
meeting their objectives and leading to their
desired effects
Follow-up builds greater transparency and
accountability in terms of use of project resources
Future planning and programme development is
improved when guided by lessons learned from
experience.
Successful implemented projects serve as
reference for future applications for funds
In overall, it avoids that the implemented projects
are forgotten with the time
26. DISADVANTAGES OF FOLLOW-UP
Internal follow-up of projects
require human power and extra
activities, which are mostly not
financed by the funding agency
after the project completion
To follow-up completed projects
might deviate the attention and
efforts of the members of the team
working in new projects
27. Follow-up is a key
mechanism for feedback: It
allows to learn from the
experiences of previous
projects and allows to
share these outcomes with
the development and
scientific community.
FOLLOW-UP AS SPIN-OFF PROJECTS
28. Follow-up provides the missing link between planning and
continued project implementation. Follow-up links the pre- and
post- decision stages of planning, thereby overcoming the gap
that arises when there is a difference between project plans
and their implementation. Follow-up not only provides
information about the consequences of a project, but it also
gives the agencies the opportunities to implement measures to
mitigate or prevent negative effects.
FOLLOW-UP AS INTERNAL SUPERVISION OF
COMPLETED PROJECTS
29. Follow-up provides the missing link between planning and
continued project implementation. Follow-up links the pre- and
post- decision stages of planning, thereby overcoming the gap
that arises when there is a difference between project plans
and their implementation. Follow-up not only provides
information about the consequences of a project, but it also
gives the agencies the opportunities to implement measures to
mitigate or prevent negative effects.
FOLLOW-UP AS INTERNAL SUPERVISION OF
COMPLETED PROJECTS
30. 1. Determination of Need and Scope
2. Defining Tools, Methodology and Time-Plan
3. Financing the Follow-up Programme
4. Determination of Roles and Responsibilities
5. Gathering Data and Evaluation
6. Reporting
FOLLOW-UP (SUPERVISION) PROGRAMME DESIGN
32. Planning for the Project’s Implementation
• A project plan or project implementation plan is a
key strategic document that keeps teams on track
throughout a project
• It’s an extremely valuable planning tool — one that can
be the difference between project success and project
failure.
Planning for the Project’s Implementation
33. Planning for the Project’s Implementation
What is a project implementation plan?
• A project implementation plan is a document that
defines how a project will be executed.
• Implementation plans explain the strategic goals
and steps involved in a project, define the project
completion timeline, and list the resources
necessary for a successful project.
Planning for the Project’s Implementation
34. Planning for the Project’s Implementation
Why every project should start with an implementation plan?
1. It creates an actionable roadmap of the scope of work.
2. It makes goals and communication transparent to all
stakeholders.
3. It holds your team members accountable.
4. It helps your entire team stay on the same page.
Planning for the Project’s Implementation
35. Planning for the Project’s Implementation
Essential components of a great implementation plan
1. Scope statement
2. Project milestones, goals, and key objectives
3. Detailed resource plan
4. Estimated implementation timeline
5. Implementation plan milestones
6. Implementation plan KPIs & metrics
Planning for the Project’s Implementation
36. Planning for the Project’s Implementation
5 easy steps to create your project
implementation plan
37. Planning for the Project’s Implementation
1. Define your
goals and
milestones
Planning for the Project’s Implementation
38. Planning for the Project’s Implementation
2. Conduct
research by
interviewing,
surveying, or
observing
Planning for the Project’s Implementation
39. Planning for the Project’s Implementation
3. Brainstorm and
map out potential
risks
Planning for the Project’s Implementation
40. Planning for the Project’s Implementation
4. Assign and
delegate essential
tasks
Planning for the Project’s Implementation
41. Planning for the Project’s Implementation
5. Finalize your
plan and allocate
resources
Planning for the Project’s Implementation
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