This presentations gives a high level overview of the project management methodology PRINCE 2 , and highlights the benefits which make it attractive (SEXY)
This document summarizes the project services offered by Kelly. It provides scalable project development and deployment, customized PMO integration solutions, global talent delivery, and targeted industry-specific expertise. Kelly leverages over 44 years of expertise in scientific research, information technology, engineering, clinical research and development, FDA liaison activities, and IT solutions to support critical-path studies and drive innovation for clients.
This document summarizes the process for renovating a building to meet LEED certification standards. It involves 3 phases: 1) measuring and modeling existing conditions, 2) selecting a LEED rating system and identifying potential credits, 3) discussing renovation plans with the client to incorporate sustainable design solutions. Drawings and models created during phases 1 and 3 are presented to the client for feedback and approval. Cost estimates, contracts and scheduling are finalized once plans are agreed upon. The goal is to collaboratively renovate the building to earn the highest level of LEED certification.
FDA Audit Process Training using turtle diagrams presented by Rob Packard, founder of http://MedicalDeviceAcademy.com and Brigid Glass, CEO of Brigid Glass & Associates.
The document discusses documentation requirements for ISO 9001 certification. It notes that some organizations see ISO certification as simply a way to get a certificate, but that the true value comes from implementing an effective quality management system. It emphasizes that top management must plan and implement the QMS. The document also discusses reducing documentation requirements in the revised ISO 9001 standard and taking a lean approach to documentation to avoid creating an unnecessary paperwork burden. It proposes a tiered documentation structure with a high-level quality manual at the top level and more detailed procedures, instructions, and records at lower levels.
This document is the quality management manual for Electrical Instrumentation Construction Corporation. It describes the company's quality management system, which is focused on achieving quality objectives in accordance with contracts and requirements for engineering, installing, and adjusting systems at fuel and energy facilities. The manual contains sections on quality policy, objectives, documentation requirements, management responsibilities, resource management, product creation processes, measurements, analysis, improvement, and appendices with process diagrams and lists of procedures/records.
PM-PROMPT - Training on practical project management issuesBalaji Rajendrababu
PM PROMPT is a two day workshop designed to develop first time project managers to understand concepts and realize practicalities of managing software projects.
PM PROMPT content have been developed based on our practical and direct experience in consulting and executing projects for large fortune 500 companies across the globe and also on extensive research into industry wide best practices and trends.
We believe in the potential of first time project managers and are passionate in our efforts in enabling them to succeed. Our programs are always customized to suit client needs and pain points. We do not provide ‘off the shelf’ training.Our trainings are filled with practical real life scenarios and not just project management class lectures.
We highlight the importance of key concepts and fundamentals behind project management techniques. Once the participants understand and appreciate the importance, they can be applied effectively in any environment.
Real life case studies, scenarios, exercises and role plays provide opportunities to the participants to practice the concepts and make learning effective.
PM PROMPT helps project managers
a. in dramatically reducing their steep learning curve
b. to be more productive
c. to be more confident during customer interaction
d. to manage issues and risks effectively
e. deliver successful project outcomes
Project management - a practical overview Sue GreenerSue Greener
This document provides an overview of project management concepts and best practices. It discusses the realistic project life cycle which includes initiation, planning, execution, and closure phases. Key steps in planning a project are defining objectives and scope, structuring the project, scheduling tasks, analyzing risks, and establishing controls. The document emphasizes clear communication, tracking progress, allowing flexibility, and evaluating outcomes for continual learning and improvement on projects.
Simple & Practical Project Management for Digital Marketing TeamsDigitangle
An introduction and overview of project management methodologies, and some quick tips to help manage your own time, improve communication and get things done in a digital marketing team.
This document summarizes the project services offered by Kelly. It provides scalable project development and deployment, customized PMO integration solutions, global talent delivery, and targeted industry-specific expertise. Kelly leverages over 44 years of expertise in scientific research, information technology, engineering, clinical research and development, FDA liaison activities, and IT solutions to support critical-path studies and drive innovation for clients.
This document summarizes the process for renovating a building to meet LEED certification standards. It involves 3 phases: 1) measuring and modeling existing conditions, 2) selecting a LEED rating system and identifying potential credits, 3) discussing renovation plans with the client to incorporate sustainable design solutions. Drawings and models created during phases 1 and 3 are presented to the client for feedback and approval. Cost estimates, contracts and scheduling are finalized once plans are agreed upon. The goal is to collaboratively renovate the building to earn the highest level of LEED certification.
FDA Audit Process Training using turtle diagrams presented by Rob Packard, founder of http://MedicalDeviceAcademy.com and Brigid Glass, CEO of Brigid Glass & Associates.
The document discusses documentation requirements for ISO 9001 certification. It notes that some organizations see ISO certification as simply a way to get a certificate, but that the true value comes from implementing an effective quality management system. It emphasizes that top management must plan and implement the QMS. The document also discusses reducing documentation requirements in the revised ISO 9001 standard and taking a lean approach to documentation to avoid creating an unnecessary paperwork burden. It proposes a tiered documentation structure with a high-level quality manual at the top level and more detailed procedures, instructions, and records at lower levels.
This document is the quality management manual for Electrical Instrumentation Construction Corporation. It describes the company's quality management system, which is focused on achieving quality objectives in accordance with contracts and requirements for engineering, installing, and adjusting systems at fuel and energy facilities. The manual contains sections on quality policy, objectives, documentation requirements, management responsibilities, resource management, product creation processes, measurements, analysis, improvement, and appendices with process diagrams and lists of procedures/records.
PM-PROMPT - Training on practical project management issuesBalaji Rajendrababu
PM PROMPT is a two day workshop designed to develop first time project managers to understand concepts and realize practicalities of managing software projects.
PM PROMPT content have been developed based on our practical and direct experience in consulting and executing projects for large fortune 500 companies across the globe and also on extensive research into industry wide best practices and trends.
We believe in the potential of first time project managers and are passionate in our efforts in enabling them to succeed. Our programs are always customized to suit client needs and pain points. We do not provide ‘off the shelf’ training.Our trainings are filled with practical real life scenarios and not just project management class lectures.
We highlight the importance of key concepts and fundamentals behind project management techniques. Once the participants understand and appreciate the importance, they can be applied effectively in any environment.
Real life case studies, scenarios, exercises and role plays provide opportunities to the participants to practice the concepts and make learning effective.
PM PROMPT helps project managers
a. in dramatically reducing their steep learning curve
b. to be more productive
c. to be more confident during customer interaction
d. to manage issues and risks effectively
e. deliver successful project outcomes
Project management - a practical overview Sue GreenerSue Greener
This document provides an overview of project management concepts and best practices. It discusses the realistic project life cycle which includes initiation, planning, execution, and closure phases. Key steps in planning a project are defining objectives and scope, structuring the project, scheduling tasks, analyzing risks, and establishing controls. The document emphasizes clear communication, tracking progress, allowing flexibility, and evaluating outcomes for continual learning and improvement on projects.
Simple & Practical Project Management for Digital Marketing TeamsDigitangle
An introduction and overview of project management methodologies, and some quick tips to help manage your own time, improve communication and get things done in a digital marketing team.
Here are some key things to review in your quality plans:
- Review acceptance criteria to ensure they accurately reflect the customer's quality expectations and are measurable.
- Check that the product descriptions clearly define what is being delivered.
- Ensure quality responsibilities are assigned and people understand their roles.
- Verify quality methods and control processes will actually achieve the required quality levels.
- Confirm quality tolerances and criteria allow for fit-for-purpose outcomes.
- Revisit the quality audit trail to ensure a robust handoff between planning, delivery and acceptance.
- Get stakeholder feedback on quality performance to date and make any necessary adjustments.
- Look for opportunities to improve efficiency of quality processes without comprom
The document discusses quality assurance and control. It emphasizes the importance of quality assurance and control in improving customer satisfaction and conforming to specifications. It outlines several key aspects of quality assurance including quality planning, assurance, and control. It also discusses how to integrate quality assurance with customer satisfaction and conformance to requirements.
PRINCE2 is a best practice project management methodology developed by the UK government. It focuses on dividing projects into manageable stages, products, quality reviews, and clear roles and responsibilities to drive projects towards their business case. While less comprehensive than PMBOK, PRINCE2 provides a prescriptive process structure and emphasizes the business case, products, change control, and configuration management. Using PRINCE2 after learning PMBOK allows leveraging its strengths in getting started, structuring the methodology, and key techniques.
PRINCE2 (Projects IN Controlled Environments) is a best practice project management methodology recognized by the UK government. It focuses on dividing projects into manageable stages, with an emphasis on business justification, organization, and controls. Key techniques include product-based planning, quality reviews, change control, and configuration management. While less comprehensive than PMBOK, PRINCE2 provides a prescriptive process structure and can complement PMBOK by helping structure a project methodology and implement techniques like organization and change control. Understanding both PMBOK and PRINCE2 can provide project managers with a comprehensive skillset.
The document discusses quality management in software development. It states that quality is a measure of how well a product meets its intended requirements. It also discusses defining quality attributes, establishing quality controls through tools like control charts, and ensuring quality through standards like ISO 9000 and the Capability Maturity Model. Quality management involves planning, controlling, and assuring quality through all stages of development.
The document discusses quality management in software development. It states that quality is a measure of how well a product meets its intended requirements. It also discusses defining quality attributes, establishing quality controls through tools like control charts, and ensuring quality through standards like ISO 9000 and the Capability Maturity Model. Quality management involves planning, controlling, and assuring quality through all stages of development.
The document provides background information on two speakers, Christophe Debou and Tomasz de Jastrzebiec Wykowski, who will be presenting at the Agile Eastern Europe Conference on killing the myths about Agile and CMMI. The speakers' backgrounds demonstrate experience with both traditional approaches like CMMI and adaptive approaches like Scrum and Kanban. The presentation will discuss what Agile and CMMI are, compare their structures and contents, and address common problems and misconceptions when combining the two frameworks.
The document discusses quality management processes from the PMBok. It defines quality management as determining quality policies, objectives, and responsibilities to ensure a project satisfies its intended needs. It outlines the key quality management processes of quality planning, quality assurance, and quality control. Quality planning involves identifying quality requirements and standards. Quality assurance audits the quality requirements and quality control measurements. Quality control monitors quality activities and recommends necessary changes. The document also defines important quality terms and concepts.
SOFTWARE PRODUCT DEVELOPMENT GOVERNANCE FRAMEWORKArul Nambi
The document describes Techserv's product development governance framework, which includes standardized processes, templates, guidelines and other artifacts designed to reduce the effort required to define processes by 80-95% and improve the success of software development projects. The framework is compliant with CMMI Level 3 and ISO 9001 standards and is customizable to suit different projects while maintaining consistent application of processes. It is intended to provide benefits like improved quality, schedules, costs and employee morale for stakeholders like customers, management and IT employees.
Project quality management involves determining quality policies, objectives, and responsibilities to ensure the project satisfies its intended needs. It includes three key processes:
1. Plan Quality - Identifying quality requirements and how compliance will be demonstrated.
2. Perform Quality Assurance - Auditing quality requirements and control measurements to ensure proper standards are used.
3. Perform Quality Control - Monitoring and recording results to assess performance and recommend improvements.
Quality and grade are different - quality is fulfilling requirements while grade is categorization based on technical characteristics. Precision means repeated measurements are consistent while accuracy means values are close to true values.
This document outlines a quality management plan, including selecting a process, analyzing customer needs, developing the quality plan, and applying quality tools. It discusses comparing firms and applications, defining quality assurance and developing a quality control plan, project management plan, plan development process and project quality certification. It also mentions designing the quality plan and using quality metrics to measure improvements.
Total Quality Management (TQM) is a philosophy that emphasizes customer focus, continuous improvement, and employee empowerment. It places the customer at the forefront of quality decision making and applies equally to all parts of an organization. TQM involves measuring quality, identifying problems, and implementing solutions through a cycle of continuous improvement. Successful implementation of TQM requires integrating these principles into daily operations.
The document discusses the quality program at an insurance company. It aims to improve customer satisfaction and broker relationships by focusing on key quality characteristics like accessibility, accuracy, responsiveness and timeliness. The program includes new hire certification to ensure minimum processing knowledge, ongoing production quality checks, and metrics like defect free rate. It has led to achievements like a quality culture, production quality standards, and an IT system to support quality initiatives globally.
The document discusses quality management and improving customer satisfaction. It defines key quality elements for products and services, including performance, features, reliability, conformance, durability, serviceability, and aesthetics. It also outlines the quality cycle of planning, inspection, and improvement. Quality elements are analyzed using a technique called 5 Whys to identify root causes of issues. The document provides an overview of strategies for defining customer needs, inspecting quality parameters, and maintaining quality elements.
The document discusses quality management and improvement for satisfactory products and services. It defines key quality elements for both products and services, including performance, features, reliability, conformance, durability, serviceability, and aesthetics. It also discusses maintaining these quality elements through quality planning, inspection, and improvement. The quality cycle and methods like Quality Function Deployment (QFD) and 5 Whys analysis are presented as tools to define customer needs and analyze issues with quality elements.
Auditor for quality and environmental management systemsAhmed Sabry
Here are the key steps to identify applicable legal and other requirements:
1. Identify the relevant environmental legislation and regulations.
2. Identify applicable industry standards and codes of practice.
3. Establish procedures to regularly monitor for new or amended legal requirements.
4. Maintain a register of all applicable legal and other requirements.
5. Communicate relevant requirements to those within the organization.
6. Establish procedures to evaluate compliance and take action when needed.
This helps ensure an organization is aware of and meets its compliance obligations.
This document discusses quality costs and analyzing the cost of quality (CoQ) through a CoQ program. It defines categories of quality costs like prevention, appraisal, internal failure and external failure costs. The goal of a CoQ system and analysis is to facilitate quality efforts that lead to reducing operating costs by directing attacks on high failure costs and investing in prevention. It provides details on how to start a CoQ program, including getting management awareness, implementing a CoQ plan, identifying quality cost elements, and reporting quality costs over time on function and company-wide levels. The document promotes applying the DMAIC model and Six Sigma infrastructure to CoQ analysis and improvement projects.
This document provides an overview of Total Quality Management (TQM). It defines TQM as both a philosophy and set of principles for continuously improving an organization through applying quantitative methods and human resources to improve all processes and exceed customer needs now and in the future. The document outlines some of the key foundations and tools of TQM, including the four Ps (planning, processes, people, performance), three Cs (commitment, communication, culture) and contributions from quality gurus like Deming, Juran, Crosby and Taguchi. It also discusses definitions and dimensions of quality.
The document discusses quality control in manufacturing. It explains that quality control aims to maintain standards and provide feedback to improve future production by minimizing defects. Quality inspection checks for defects but does not provide this feedback. Quality assurance focuses on systems and documentation to avoid issues before production begins. For highest quality, companies should collectively apply quality inspection, quality control, and quality assurance. The document also defines quality costs and categorizes them as prevention, appraisal, internal failure, and external failure costs.
Total quality management (TQM) is a comprehensive approach to quality management that is company-wide in scope. It involves all departments and employees and focuses on continuously improving processes and meeting customer needs. TQM goes beyond traditional quality assurance methods like inspection and quality control by emphasizing prevention over detection of defects and focusing on all stakeholders rather than just internal processes or final products. The goal of TQM is to continuously increase customer satisfaction through ongoing improvements in quality, process, and product design.
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The global retail industry has weathered numerous storms, with the financial crisis of 2008 serving as a poignant reminder of the sector's resilience and adaptability. However, as we navigate the complex landscape of 2024, retailers face a unique set of challenges that demand innovative strategies and a fundamental shift in mindset. This white paper contrasts the impact of the 2008 recession on the retail sector with the current headwinds retailers are grappling with, while offering a comprehensive roadmap for success in this new paradigm.
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Here are some key things to review in your quality plans:
- Review acceptance criteria to ensure they accurately reflect the customer's quality expectations and are measurable.
- Check that the product descriptions clearly define what is being delivered.
- Ensure quality responsibilities are assigned and people understand their roles.
- Verify quality methods and control processes will actually achieve the required quality levels.
- Confirm quality tolerances and criteria allow for fit-for-purpose outcomes.
- Revisit the quality audit trail to ensure a robust handoff between planning, delivery and acceptance.
- Get stakeholder feedback on quality performance to date and make any necessary adjustments.
- Look for opportunities to improve efficiency of quality processes without comprom
The document discusses quality assurance and control. It emphasizes the importance of quality assurance and control in improving customer satisfaction and conforming to specifications. It outlines several key aspects of quality assurance including quality planning, assurance, and control. It also discusses how to integrate quality assurance with customer satisfaction and conformance to requirements.
PRINCE2 is a best practice project management methodology developed by the UK government. It focuses on dividing projects into manageable stages, products, quality reviews, and clear roles and responsibilities to drive projects towards their business case. While less comprehensive than PMBOK, PRINCE2 provides a prescriptive process structure and emphasizes the business case, products, change control, and configuration management. Using PRINCE2 after learning PMBOK allows leveraging its strengths in getting started, structuring the methodology, and key techniques.
PRINCE2 (Projects IN Controlled Environments) is a best practice project management methodology recognized by the UK government. It focuses on dividing projects into manageable stages, with an emphasis on business justification, organization, and controls. Key techniques include product-based planning, quality reviews, change control, and configuration management. While less comprehensive than PMBOK, PRINCE2 provides a prescriptive process structure and can complement PMBOK by helping structure a project methodology and implement techniques like organization and change control. Understanding both PMBOK and PRINCE2 can provide project managers with a comprehensive skillset.
The document discusses quality management in software development. It states that quality is a measure of how well a product meets its intended requirements. It also discusses defining quality attributes, establishing quality controls through tools like control charts, and ensuring quality through standards like ISO 9000 and the Capability Maturity Model. Quality management involves planning, controlling, and assuring quality through all stages of development.
The document discusses quality management in software development. It states that quality is a measure of how well a product meets its intended requirements. It also discusses defining quality attributes, establishing quality controls through tools like control charts, and ensuring quality through standards like ISO 9000 and the Capability Maturity Model. Quality management involves planning, controlling, and assuring quality through all stages of development.
The document provides background information on two speakers, Christophe Debou and Tomasz de Jastrzebiec Wykowski, who will be presenting at the Agile Eastern Europe Conference on killing the myths about Agile and CMMI. The speakers' backgrounds demonstrate experience with both traditional approaches like CMMI and adaptive approaches like Scrum and Kanban. The presentation will discuss what Agile and CMMI are, compare their structures and contents, and address common problems and misconceptions when combining the two frameworks.
The document discusses quality management processes from the PMBok. It defines quality management as determining quality policies, objectives, and responsibilities to ensure a project satisfies its intended needs. It outlines the key quality management processes of quality planning, quality assurance, and quality control. Quality planning involves identifying quality requirements and standards. Quality assurance audits the quality requirements and quality control measurements. Quality control monitors quality activities and recommends necessary changes. The document also defines important quality terms and concepts.
SOFTWARE PRODUCT DEVELOPMENT GOVERNANCE FRAMEWORKArul Nambi
The document describes Techserv's product development governance framework, which includes standardized processes, templates, guidelines and other artifacts designed to reduce the effort required to define processes by 80-95% and improve the success of software development projects. The framework is compliant with CMMI Level 3 and ISO 9001 standards and is customizable to suit different projects while maintaining consistent application of processes. It is intended to provide benefits like improved quality, schedules, costs and employee morale for stakeholders like customers, management and IT employees.
Project quality management involves determining quality policies, objectives, and responsibilities to ensure the project satisfies its intended needs. It includes three key processes:
1. Plan Quality - Identifying quality requirements and how compliance will be demonstrated.
2. Perform Quality Assurance - Auditing quality requirements and control measurements to ensure proper standards are used.
3. Perform Quality Control - Monitoring and recording results to assess performance and recommend improvements.
Quality and grade are different - quality is fulfilling requirements while grade is categorization based on technical characteristics. Precision means repeated measurements are consistent while accuracy means values are close to true values.
This document outlines a quality management plan, including selecting a process, analyzing customer needs, developing the quality plan, and applying quality tools. It discusses comparing firms and applications, defining quality assurance and developing a quality control plan, project management plan, plan development process and project quality certification. It also mentions designing the quality plan and using quality metrics to measure improvements.
Total Quality Management (TQM) is a philosophy that emphasizes customer focus, continuous improvement, and employee empowerment. It places the customer at the forefront of quality decision making and applies equally to all parts of an organization. TQM involves measuring quality, identifying problems, and implementing solutions through a cycle of continuous improvement. Successful implementation of TQM requires integrating these principles into daily operations.
The document discusses the quality program at an insurance company. It aims to improve customer satisfaction and broker relationships by focusing on key quality characteristics like accessibility, accuracy, responsiveness and timeliness. The program includes new hire certification to ensure minimum processing knowledge, ongoing production quality checks, and metrics like defect free rate. It has led to achievements like a quality culture, production quality standards, and an IT system to support quality initiatives globally.
The document discusses quality management and improving customer satisfaction. It defines key quality elements for products and services, including performance, features, reliability, conformance, durability, serviceability, and aesthetics. It also outlines the quality cycle of planning, inspection, and improvement. Quality elements are analyzed using a technique called 5 Whys to identify root causes of issues. The document provides an overview of strategies for defining customer needs, inspecting quality parameters, and maintaining quality elements.
The document discusses quality management and improvement for satisfactory products and services. It defines key quality elements for both products and services, including performance, features, reliability, conformance, durability, serviceability, and aesthetics. It also discusses maintaining these quality elements through quality planning, inspection, and improvement. The quality cycle and methods like Quality Function Deployment (QFD) and 5 Whys analysis are presented as tools to define customer needs and analyze issues with quality elements.
Auditor for quality and environmental management systemsAhmed Sabry
Here are the key steps to identify applicable legal and other requirements:
1. Identify the relevant environmental legislation and regulations.
2. Identify applicable industry standards and codes of practice.
3. Establish procedures to regularly monitor for new or amended legal requirements.
4. Maintain a register of all applicable legal and other requirements.
5. Communicate relevant requirements to those within the organization.
6. Establish procedures to evaluate compliance and take action when needed.
This helps ensure an organization is aware of and meets its compliance obligations.
This document discusses quality costs and analyzing the cost of quality (CoQ) through a CoQ program. It defines categories of quality costs like prevention, appraisal, internal failure and external failure costs. The goal of a CoQ system and analysis is to facilitate quality efforts that lead to reducing operating costs by directing attacks on high failure costs and investing in prevention. It provides details on how to start a CoQ program, including getting management awareness, implementing a CoQ plan, identifying quality cost elements, and reporting quality costs over time on function and company-wide levels. The document promotes applying the DMAIC model and Six Sigma infrastructure to CoQ analysis and improvement projects.
This document provides an overview of Total Quality Management (TQM). It defines TQM as both a philosophy and set of principles for continuously improving an organization through applying quantitative methods and human resources to improve all processes and exceed customer needs now and in the future. The document outlines some of the key foundations and tools of TQM, including the four Ps (planning, processes, people, performance), three Cs (commitment, communication, culture) and contributions from quality gurus like Deming, Juran, Crosby and Taguchi. It also discusses definitions and dimensions of quality.
The document discusses quality control in manufacturing. It explains that quality control aims to maintain standards and provide feedback to improve future production by minimizing defects. Quality inspection checks for defects but does not provide this feedback. Quality assurance focuses on systems and documentation to avoid issues before production begins. For highest quality, companies should collectively apply quality inspection, quality control, and quality assurance. The document also defines quality costs and categorizes them as prevention, appraisal, internal failure, and external failure costs.
Total quality management (TQM) is a comprehensive approach to quality management that is company-wide in scope. It involves all departments and employees and focuses on continuously improving processes and meeting customer needs. TQM goes beyond traditional quality assurance methods like inspection and quality control by emphasizing prevention over detection of defects and focusing on all stakeholders rather than just internal processes or final products. The goal of TQM is to continuously increase customer satisfaction through ongoing improvements in quality, process, and product design.
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Making Project management SEXY with Prince 2
1. Willkommen Velkommen Vítejte
Bienvenue Selamat datang
Dobrodošli Hoş geldin
Bene bennios
Witamy
Добро пожаловать Welcome Mirë se vjen
Welkom
Bem-vindo
Benvenuto
Bienvenido Aloha Vítajte
Bun venit Bonvenon Salve
2.
3. PRINCE 2 – SEXY?
What is PRINCE 2
Big Picture
Benefits
Questions / Discussion
Networking
Wine and Raffle
24. …and the industry still gets it wrong
research shows:
31% of projects will be cancelled
before they ever get completed
Further results indicate 53% of projects
will cost 189% of their original estimates
25. Scottish Parliament
In 2004
£430m
. Initial estimates £10m and £40m in 1997.
26. Why do some Projects Fail?
.... ever heard this one?
42. PRINCE2 Principles
To conform to PRINCE2,
your project MUST adhere to these principles.
1. Continued business justification
2. Learn from experience
3. Defined roles and responsibilities
4. Manage by stages
5. Manage by exception
6. Focus on products
7. Tailor to suit the project environment
53. Project Management Team Structure
Corporate or Programme Management
Project Board
Directing Senior User(s) Executive Senior Supplier(s)
Business, User and Change Authority
Supplier Project
Managing Assurance
Project Manager
Project Support
Team Manager(s)
Delivering
Team members
67. The From customer
Customer’s
quality expectations
Project response
Quality Acceptance
criteria
Trail Project Product
Quality Management
Strategy
Description
Quality components
Quality Quality criteria
Product
planning Descriptions and tolerances
PRINCE2
product-based
planning Quality methods
techniques
Quality
responsibilities
Quality Register
PRINCE2 PRODUCT
quality Quality
review
technique
Quality and approval control
records
Acceptance records
v7.2
68. Identif ier Conference/4.1/version 1.0
Title Mail-shot
Purpose The mail-shot is the primary means of advertising the conference to potential
deleg ates. It will be mailed to a list of professionals working in the industry.
Composition • Mailing envelope
• Letter g iv ing outline explanation of the conference
• Leaf et g iving detailed explanation of the conference, the venue and
how to make a booking
• Booking form
• Response envelope
Derivation • Mailing list
• Ag reed prog ramme
• Booking arrang ements
• Selected venue
Format and Letter to be A4 on standard branded letterhead
presentation
Leaf et and booking form to be A5 size
Mailing envelope to be C5
Development skills Marketing , desig n and copywriting skills required
required
Knowledg e of conference necessary
Quality • Producer – Event manag ement company
responsibilities
• Reviewers – as stated under ‘Quality Skills Required’
• Approver – Membership secretary
Quality criteria Quality tolerance Quality method Quality skills required
Adheres to corporate As def ned in corporate PRINCE2 quality review Marketing team
identity standards identity standards
L etter and leaf et N one Inspection Conference Project
accurately ref ect all Manag er
ag reed details of the
conference
No spelling or None Word processor spell Proof reader
g rammatical errors in checker
any elements of the
mail-shot Inspection
The covering letter f ts May extend to reverse of Inspection Proof reader
on one side of A4 a sing le sheet of A4
v7.2
87. Summary Risk Profile
Very high 1 3
High 2 Identify 4
Medium 8 6
Low 10 7
Very low 9 5
Prob.
Very low Low Medium High Very high
Impact
Risk tolerance line
. v7.2
88. Summary Risk Profile
Very high 1 3
High 2 Identify 4
Medium 8 6
Low 10 7
Very low 9 5
Prob.
Very low Low Medium High Very high
Impact
Risk tolerance line
. v7.2
89. Risk Responses
Threat responses Opportunity responses
Identify
Avoid Exploit
Reduce
(probability and/or impact)
Fallback Enhance
(reduces impact only)
Transfer
(reduces impact only, and often only
the financial Plan
impact)
Share Share
Accept Reject
v7.2
90.
91. Risk Responses
Threat responses Opportunity responses
Identify
Avoid Exploit
Reduce
(probability and/or impact)
Fallback Enhance
(reduces impact only)
Transfer
(reduces impact only, and often only
the financial Plan
impact)
Share Share
Accept Reject
v7.2
103. Processes
Activities
Recommended
Actions
“The processes provide the lifecycle based
list of project management activities”
104. Starting up a Project
…preventing poorly conceived
Input projects…
Project Mandate
Activities
Select the
project
Appoint Prepare
Design & approach
the Capture the Plan the
appoint and
Executive previous Outline initiation
the PM assemble
& Project lessons Business stage
Team the
Manager Case
Project
Brief
Output
…approving viable Request to initiate a project
projects…
v7.2
105. Initiating a Project
Directing a Project
Authority to
initiate project
Prepare the Prepare the Prepare the
Risk Management Quality Management Config Management
Strategy Strategy Strategy
Prepare the
Communication
Management Strategy
Set up the Create the
project controls Project Plan
Refine the
Business Case
Initiating a Assemble the Request to
Project
Project Initiation deliver a project
Documentation
Managing a
Stage boundary
approaching Stage Boundary
v7.2
106. Initiating a Project
Directing a Project
Authority to
initiate project
Prepare the Prepare the Prepare the
Risk Management Quality Management Config Management
Strategy Strategy Strategy
Prepare the
Communication
Management Strategy
Set up the Create the
project controls Project Plan
Refine the
Business Case
Initiating a Assemble the Request to
Project
Project Initiation deliver a project
Documentation
Managing a
Stage boundary
approaching Stage Boundary
v7.2
107. Assemble the PID
Focal point for
what, why, who, how, where, when, how
much?
v7.2
108. Controlling a Stage
Directing a Project
Controlling a Stage
Escalate issues Report
and risks Highlights
Take Capture and
Review stage
corrective examine issues
status
action and risks
Authorize Work Packages
Review Work Package status
Receive completed Work Packages
Managing Product Delivery
v7.2
v7
113. Managing Product Delivery
Controlling a Stage
Accept a Execute a Deliver a
Work Work Work
Package Package Package
Managing Product Delivery
v7.2
114. Managing a Stage Boundary
Directing a Project
Request to approve
Exception Plan
Request to approve
next Stage Plan
Exception Plan
request
Produce an
Report stage end Update the
Exception Plan
Business Case
Update the
Project Plan
Plan the next stage Managing a Stage Boundary
Stage boundary
approaching
Initiating a Controlling a
Project Stage
v7.2
115. Managing a Stage Boundary
Directing a Project
Request to approve
Exception Plan
Request to approve
next Stage Plan
Exception Plan
request
Produce an
Report stage end Update the
Exception Plan
Business Case
Update the
Project Plan
Plan the next stage Managing a Stage Boundary
Stage boundary
approaching
Initiating a Controlling a
Project Stage
v7.2
116. Closing a Project Directing a Project
Premature
close
Prepare
Controlling a Project end Prepare planned premature closure
Stage approaching closure
Hand over
products
Closing a
Evaluate the
Project project
Recommend project Closure
closure recommendation
v7.2
117. Closing a Project Directing a Project
Premature
close
Prepare
Controlling a Project end Prepare planned premature closure
Stage approaching closure
Hand over
products
Closing a
Evaluate the
Project project
Recommend project Closure
closure recommendation
v7.2
118. Closing a Project Directing a Project
Premature
close
Prepare
Controlling a Project end Prepare planned premature closure
Stage approaching closure
Hand over
products
Closing a
Evaluate the
Project project
Recommend project Closure
closure recommendation
v7.2
129. There are many more benefits of using PRINCE2®
- ensures that the project management is focused
on the continuing viability of the project in relation to its Business Case
- involves senior management in the project at the right time and in the right place
- focuses on Products which provides clarity for all parties involved
on what the project must deliver, why, when by whom and for whom
- facilitates controls at all levels
- makes the project's progress more visible to management
- provides a communication medium for all project staff
- ensures that work progresses in the correct sequence
- allows the project to be stopped and, if required,
re-started completely under management control,
at any time in the project's life
- has a well established User Group dedicated to the support,
promotion and strengthening of the method
136. Practitioner level
5 day course
Followed by 3 hour multiple choice
Foundation level
3 day course
Followed by 1 hour multiple choice
137. Practitioner level
3 day UPGRADE course
Followed by 3 hour multiple choice
1 – 2 months GAP
Foundation level
3 day course
Followed by 1 hour multiple choice
161. Special offer!
20% discount from cost of PRINCE 2 training
19th – 23rd March 2012
or
May / June 2012
Quote keyword - SEXY
162.
163. Trevor Smith
Vision Training
00420 777 013 806
trevor.smith@visiontraining.cz
Editor's Notes
These PRINCE2 principles are based on years of experience and lessons learned from both successful projects as well as failed projects. To conform to PRINCE2, your project MUST adhere to these principles.
Continued business justification The justification is documented in the Business Case, and this is used to drive all decision-making processes to ensure that the project remains aligned to the business objectives, and that the benefits and Business Case is viable, desirable, and achievable The Business Case must be viable to start the project, and remain viable throughout. If the Business Case ceases to be viable, the project should be changed or stopped.
Learn from experience Everyone involved in the project should proactively seek out lessons rather than waiting for someone else to provide them. The lessons are captured in the Lessons Log when starting the project to see if any could be applied. Lessons should be included in reports and reviews including End Stage Assessments, the aim being to seek opportunities to implement improvements. When the project closes, the Lessons Report should pass on lessons identified for the use of future projects.
Defined roles and responsibilities All projects need resources with the right level of knowledge, skills, experience, and authority. These must be assigned required roles within the project. The Project Management Team structure must have these roles and responsibilities agreed plus a means for effective communication between them. A project must have primary stakeholders, and all three stakeholder interests must be represented on the project: Business sponsors – ensuring that the project provides value for money Users – those who will use the project’s products Suppliers – they provide the project resources including the specialist team who create the products
Manage by stages A PRINCE2 project divides the project into a number of management stages – the minimum being two, the initiation stage and one delivery stage. These stages are partitions of the project with a control/decision point at the end of each - the Project Board need to approve the next stage plan before work commences. Shorter stages give more control, and longer stages place less burden on senior management. There is no point attempting to plan beyond the horizon, as planning effort will be wasted. PRINCE2 achieves this by having a high-level Project Plan, and detailed Stage Plans that are created for the next stage near the end of each current stage. The project is released to the Project Manager one stage at a time.
Focus on products Without a product focus projects can be subjected to “scope creep”. PRINCE2 uses Product Descriptions which are created during planning. These include the quality criteria that each product must meet. Once the products of a plan have been defined, then the activities and resources can be planned in order to create the products.
Manage by exception Management by exception enables efficient use of senior management time by reducing their time and effort burden – while still having control by ensuring that appropriate decisions are made at the right level within the organization. It does this by defining distinct responsibilities at different levels for directing, managing and delivering the project with accountability at each level. The situation is escalated to the next management level (up) if the tolerances are forecast to be exceeded. These levels of authority from one management level to the next is achieved by setting appropriate tolerances ( a plus/minus allowable deviation from plan). The tolerances can be set against the six objectives and constraints for each plan. They are Time, Cost, Quality, Scope, Risk, and Benefit.
Tailor to suit the project environment PRINCE2 is a universal project management method that can be applied to any project in any industry, organization and culture because the method is designed to be tailored. Tailoring ensures the PRINCE2 method relates to the project environment, that the project controls are adjusted to suit the project’s scale, complexity, importance, capability and risk.
Organisational OverviewBy implementing a consistent but flexible approach to PRINCE2 you gain consistency in the way that projects are presented for evaluation, commissioning, reporting and review. This can help to reduce the potential for replication of effort and double-counting of benefit. By standardising on the way that projects report, the organisation can get a clear focus on the current load of risk, for example. If all projects use the same template and approach to presenting a business case it is easier to make like-for-like comparisons between projects, even when those projects originate in different areas of the business.
Consistency & FluencyIf you organisation delivers projects in a number of different locations the PRINCE2 process and naming conventions can help to clarify project delivery. If you have a project manager in Delhi and a project executive in Geneva, their local procedures may not be aligned; if the project is runthrough PRINCE2 the potential for confusion or replication is reduced.
Reputational ManagementPRINCE2 is the de-facto global standard for project delivery and is the preferred standard for a number of international development agencies and high profile public and private sector organisations. By becoming a PRINCE2 organisation you gain prestige with clients who have either adopted already or who are thinking of making the switch. PRINCE2’s focus on governance and control is selling point for any organisation that delivers customer projects.
Organisational CapacityBy introducing PRINCE2 and standardising on your project lifecycle it is possible to see, at a glance, the loading of your delivery teams. By checking the number of projects in Start Up, in Initiation, in Delivery and approaching closure it is possible to constantly refine resource and capacity plans based on ‘live’ data rather than periodic estimates.
Process MaturityAll the studies show that there is a strong correlation between improved productivity and improved process maturity.One of the key steps to increased process maturity is the implementation of a standardised approach to project management. If this approach can flex to accommodate local requirements while retaining all the appropriate controls this would be characteristic of high process maturity.PRINCE2 is designed to be extensible, and the key to its success is using as much or as little of the standard as you need, while remaining in control.