... assured itself that the impact of implementing its project portfolio
is acceptable to its ongoing operations?
A guide to governance of project management
3. Principles of governance of project management
This ... OF
PRACTICE OF AUDITORS
202. PREAPPROVAL (A) AUDIT COMMITTEE ACTION . . . 8, 10
REQUIREMENTS
204. AUDITOR REPORTS (k) REPORTS TO AUDIT COMMITTEES . . . 3, 8, 10
TO AUDIT COMMITTEES
302. CORPORATE ... subset of the activities
involved with corporate governance. It also represents that most of the methodologies and
activities involved with the day-to-day management of individual projects lie outside...
... Thinking and ITproject management.
In this first role, Systems Thinking is a tool in the academic study of ITproject management.
While Systems Thinking is not itself a scientific method, it contains ... shows
how a ‘hard’, quantitative approach can be used to model one aspect of project management
(management of cost).
3 A Systems Thinking perspective on ITproject management
Applying Systems ... position that we take in this paper is
that applying Systems Thinking in the area of ITprojectmanagement enriches the area, providing
a way to capture the dynamics of IT projects. This helps project...
... work to monitor-
ing and control of the on-going project and also to managing multiple projects.
IT ProjectManagement Subject Structure
Like most university subjects, ITProjectManagement ... university IT and business courses.
IT ProjectManagement involves much more than just project planning and scheduling and is
primarily concerned with controlling the on-going project during its ... research has
shown that, despite some problems currently inherent in the use of projectmanagement software,
it is quite possible to provide students with useful projectmanagement skills through...
... Study—Safeco—Aligning IT and Business
Architectures 138
Appendix 5B: Case Study—Toyota Motor Sales USA—Flexible
IT Architecture 138
5B.1 The Architecture Committee 139
5B.2 Flexible IT Architecture 139
6 Asset Management ... portfolio management tasks can be mapped to the basic
processes of project portfolio management: initiative reviews, project
audits, and ongoing portfolio valuation.
IT PPM is in the unique position ... if the
project sponsor sees an increase to potential project ROI by rolling
it out earlier than planned, then the functionality or quality of the
project may decrease. Either way, if a project...
... of discounted benefits to the
discounted costs at the same point in time, is a profitability index based on discounted benefits per unit
of discounted costs of a project. It is sometimes referred ... is positive, negative or zero depends on the values of B
t,x
and C
t,x
, both of which are defined
as positive quantities.
Once the management has committed funds to a specific project, it must ... programs. It is important to evaluate facilities rationally with regard to both the
economic feasibility of individual projects and the relative net benefits of alternative and mutually
exclusive projects....
... the project managers responsibilities?
ã In which areas does the project manager have decision-making authority?
ã Has the project manager’s responsibilities and authority been agreed to, written ... team, the project
manager, and senior management with a tool to make extremely discrete decisions about the project.
DO NOT COPY
697-034 ProjectManagement Manual
6
Figure 1 - ProjectManagement ... COPY
Project Management Manual 697-034
5
1. Define and Organize the Project
The success of a project is usually based on the clarity of its objectives and how well team
members will coordinate project...
... storage service with very high performance, availability, recoverability, and security
ã Gold storage service with moderate performance, availability, recoverability, and security
ã “Bronze” storage ... security threats, improve security controls, and manage
security risk
ã IT service optimization—Align IT with business needs, improve service levels, and optimize
infrastructure
IT Risk Management ... financial services institution can pursue its larger vision and mission with confidence and
operate more effectively, while deriving maximum value from its IT investment.
IT Risk Management for Financial...
... activities and the project itself.
9618$$ CH21 09-06-02 15:01:00 PS
330 Preparing for the ProjectManagement Professional Certification Exam
Resource capabilities. The duration of most activities ... that the project
takes, it is important that you remember to only include the critical path activi-
ties. Other activities in the schedule are done in parallel with the critical path
activities.
13. ... probability
of occurrence to be calculated for the project.
29. Answer: b
The activity that has eighteen days of free float can be rescheduled without
having to reschedule any other activity in the project. ...
... estimate.
4. A project manager and the project team identify several specific risks in
a project. The expected value of these risks is estimated at $10,000. The
255
258 Preparing for the ProjectManagement ... is needed for the project. It will be retained
and used after the project is completed. The equipment has a value of
$500,000, and it has a scrap value of $50,000 at the end of its useful
life ... with the project
over its entire life.
9618$$ CH13 09-06-02 15:00:23 PS
263Cost Management
a. $12,187
b. $16,927
c. $9,750
d. 13,541
32. The contingency budget will:
a. Reduce the probability...
... we make it? Project scope management.
4. When will we do it? Project time management.
5. How much time will it take? Project time management.
6. How much money will it cost? Project cost management.
7. ... What makes it good? Project quality management.
8. How can we make sure it gets done? Project risk management.
9. What could go wrong? Project risk management.
10. Who will do it? Project human ... types of companies benefit from projects and from good
project management, but in different ways.
External Projects: Making Money from Projects
Type 1 companies do external projects. Their customers...
... inappropriate feasi-
bility, suitability, or acceptability of the solution.
This is a normal–science view of project management. In the ERP domain it can
be replaced with a postmodern view
1
, ... direction of the project manager.
Đ Stability Management usually wants a plan to which it can commit. By making
this commitment, they give up the ability to take advantage of fortuitous develop-
ments ... Man-
agement, MIT, 1981.
64. Royce, Walker, Software Project Management, Addison Wesley, 1998.
Domain Functions
Product Line Management Program Management, Product Data Management, Quality Man-
agement,...
... the project is delivered within its approved budget. It includes
cost estimation and expense monitoring.
4. Project Quality, which encompasses quality definition, assurance, and control.
5. Project ... reviewing it with project team
members and management.
. The PM meets with the project team periodically
(as specified within the Communication Plan) to
update the Project Plan with actual ... of ProjectManagement practices and deliverables with
respect to the traditional waterfall approach vs. Scrum.
Project Management Practices and Deliverables: Traditional & Scrum
ITEM...
... developed on much smaller
projects.
ã Techniques were needed for software
project management.
Good projectmanagement cannot
guarantee success, but poor management
on significant projects always leads ... Engineering
ã Activities in software project management:
project planning;
– project scheduling;
– risk management;
– managing people.
Mike Wooldridge 3
Lecture 5 Software Engineering
ã An activity network ... a critical path: the
sequence of dependencies in the project.
ã The critical path is the sequence of
activities that takes the longest time to
complete.
ã Any delay to an activity in the critical...
... raised.
Introduction
Project management is a composite activity with multiple dimensions. Depending on the type and class
of project this management activity can be very complex, not least because the typical project
environment ... and project management. Technical management is the
business of managing the technology of the project whereas projectmanagement is the business of
managing the entire endeavor through its project ... reality is that many managements place obstacles in the way of project
progress, perhaps unwittingly because of management s functional heritage. Yet another reason for a
solid set of Project Management...