planning+the+project+resources

Ngày tải lên: 23/03/2014, 05:22

... empowered, they work alone which without the control of manager, they can show their creativeness, apply their ways to launch the product into the market. It means they can make success for project ... Describing the roles of project manager in the selection process The successful project managers are people who know their roles clearly and complete them effectively. The function of project manager ... sick, others can help he or she to complete the task. Moreover, others members can bring out their initiatives to help project manager, as me have right decisions for project. Therefore, the team...

Ngày tải lên: 03/04/2013, 12:11

Ngày tải lên: 14/08/2013, 13:47

Ngày tải lên: 17/08/2013, 11:00

... control. One of the project managers seized the initiative. Lacking both authority and the answers, she nevertheless looked around for help. She contacted the project of- fice the corporate Project Management ... others to do the same. • Get explicit commitments from people to support the goals of the program— then they are more likely to follow through. • Take action, first to articulate the needs, then ... each other; the organization can not deal with too many projects under way at the same time; each project should be clearly linked with strategic objectives for the organi- zation; the planning...

Ngày tải lên: 18/10/2013, 00:15

... and yet others at a unit level. Regardless of who does the work, the PMO assumes responsibilities for success on projects and manages the project managers. Chief Project Officer. The chief project ... formal groups. The titles tacked onto the project office concept illus- trate the variety of approaches. The Titles A project office is not always called a project office the names span from the straightforward ... support role in planning and controlling a specific project; at the other extreme, they may be charged with full responsibility for implementing a multitude of strategic projects. So the term project...

Ngày tải lên: 20/10/2013, 19:15

... though the PSO is inwardly targeted, and the PMCOE is aimed at scanning the outside en- 88 Creating the Project Office FIGURE 4.2. CHIEF PROJECT OFFICER. CPO Strategic project planning Project reviews Priorities ... alike—even if they are part of the same cate- gory. The functions described separately may fuse together into different forms. For instance, the staff functions of the PSO and the PMCOE might ... of enterprise-wide project management system Just as in the case of any other project implementation, starting up a project office requires a logical sequence of actions. The project involves not...

Ngày tải lên: 20/10/2013, 19:15

... high. 166 Managing projects in human resources Example 14.3 A drifting project The project was to review and revise the HR strategy and then to amend and update all HR policies. In the first two weeks of the project the ... moved into other work, many of the project team will plan their own futures in relation to the anticipated completion of the project. For some there will be a sense of loss, but others may be ... of the project team have to move quickly on to other areas of work. Once the main purpose of the project has been achieved the tasks of closure can seem like rather tedious housekeeping. If the...

Ngày tải lên: 24/10/2013, 08:20

... Quality The project sponsor ❏❏ ❏ The functional expert ❏❏ ❏ The line manager ❏❏ ❏ The supplier or contractor ❏❏ ❏ The user of project out- comes ❏❏ ❏ The project team ❏❏ ❏ The project manager ❏❏ ❏ The ... complete the project. These people will need to have the knowledge, skills and experience to achieve the goals of the project. They also need to be available to work on the project at the right ... always signed by the sponsor of the project – the person who is funding the project or who holds responsibility for the use of resources to achieve the outcomes identified. The process of drawing up the brief...

Ngày tải lên: 24/10/2013, 08:20

... partway through a project. The nature of the audience may also determine the way in which the results of the evaluation are reported and used. One of the key decisions in the planning stage is ... achieved or not against the planning pro- cess. There might also be evaluation of inputs into the project, to review whether the resources were adequate in quality and quantity for the job. You would ... measures. EVALUATION AT THE END OF A PROJECT There are many different types of evaluation that may take place at the end of a project. The most usual evaluation is to determine the extent to which the project...

Ngày tải lên: 24/10/2013, 08:20

... timescales; ࿖ the extent of the authority they have to make decisions about their area of work; ࿖ the person who will act as their line manager for the duration of the project; ࿖ the arrangements ... might alter the direction or balance of the project. Implementing the project 113 ࿖ a list of the deliverables; ࿖ agreement about how the project will be managed, reported and reviewed; ࿖ the estimates ... on time, within the budget and achieving all of the objectives intended. There will certainly be change during the implementation stage of the project. There will be all of the project activities...

Ngày tải lên: 24/10/2013, 08:20

... for the duration of the project but lengthening the timescale of the project to enable it to be completed by a part-time project team. Another solution might be to employ staff purely for the ... often about the ways in which projects fit into the normal structures and procedures, and the extent to which these help or hinder the use of project working to achieve focused outcomes. There is ... their staff to write project Learning from the project 201 proposals and to prepare the documentation that is needed throughout the project. SHARING LEARNING FROM A PROJECT One of the questions that...

Ngày tải lên: 24/10/2013, 08:20

... of these reports are the responsibility of the project man- ager. Others in the team may produce reports about the current status of the project or about progress in tasks and activities, but the ... conclusion about the extent to which the objectives of the project had been achieved. It might also return to the purpose of the project, and comment on the extent to which the overall purpose ... usually covers the purpose of the project and briefly outlines the context. ࿖ Background to the project. This gives whatever additional information is essential to understanding why the project was...

Ngày tải lên: 24/10/2013, 08:20

... to progress rather than thinking of the actual development as being the purpose of the project. Then, even when the project is finished, the development process will carry on. The project closure ... number of projects and found that there were a number of common faults. On most of the projects they reviewed: ࿖ the team was not sure of the project objectives; ࿖ the team was not sure what the deliverables ... de- velop an overview of the project that could be presented to the meeting. THE LIFE OF A PROJECT The project life cycle model describes the different phases that a project nor- mally passes...

Ngày tải lên: 24/10/2013, 08:20

... string of successes. Then you can afford the luxury of planning. When you are failing is the worst time to plan. That’s when you can least afford it. Either way, the need for planning doesn’t disappear. 2. ... The antidote for timidity in planning is to think big and out- side of the box. Consider the following planning techniques: ■ Eliminate the use of “industry averages.” You should know what they ... establish a vision and goals, then working backward to confirm the mission. Execution is then a forward activity from the base of the mis- sion. Consider the phrase “back planning and forward execution.” ■...

Ngày tải lên: 24/10/2013, 09:20

... own way. The charge-to-overhead approach would constitute a service tax assessed to all projects, whether the project man- agers wanted the service or not. Under the second premise, the PMO would ... for the service from their research budgets. The value-added philosophy assumed that once the value of the support was demonstrated, every project manager would want to take advantage of the project ... PMOs emerged in the mid-1990s. Based on the growth patterns that resulted from the 98 Creating the Project Office a focus on planning for success using the value-added component as the benefit hook....

Ngày tải lên: 24/10/2013, 18:15

... dev- astating. They needed to have their own act together first before marketing them- selves and the project office concept to others. If the answer to the first question was yes and the second question ... others it pointed up the lack of them. These efforts helped various organizations within 3M identify their strengths and weaknesses, their position in their marketplaces, and suggested how the ... in the organization that people rec- ognize the need for such help? Y If the answer was no to the first question, they were not ready to approach the organization with the idea. Opening a project...

Ngày tải lên: 24/10/2013, 18:15

Ngày tải lên: 29/10/2013, 01:15

Ngày tải lên: 29/10/2013, 01:15