Justifying

Introduction to Project Management

presentation
by ProjectManagement.com

Based on an introductory course on the principles and concepts of project management, this collection of presentations cover the definition of a project, what makes a project successful and how projects can go wrong. It covers the following areas of a project: planning, initiating, controlling and ending.

Standard Business Case

deliverable
by Michael Wood

Document a business case to persuade upper management to fund your project. Keep it short and succinct enough that the busy executive management audience will read and digest it. It should directly convey the information they need to know with salient, hard-hitting, supporting evidence that addresses the bottom line. This is a basic instructional framework of the information you should include in your business case. Enhance it as you wish!

Initiating

The Status Quo Problem

by Jon Quigley, Shawn P. Quigley

If you have always done something a certain way, no growth or development has occurred in capability. This is called stagnation, which breeds complacency, which often yields discontent. This in turn causes an increase in the errors associated with that activity. This is anything but productive.

Standard Business Case

deliverable
by Michael Wood

Document a business case to persuade upper management to fund your project. Keep it short and succinct enough that the busy executive management audience will read and digest it. It should directly convey the information they need to know with salient, hard-hitting, supporting evidence that addresses the bottom line. This is a basic instructional framework of the information you should include in your business case. Enhance it as you wish!

Planning

Assigning Project Responsibilities

by Kenneth Darter, PMP

In order for a project team to work well together, there must be a solid understanding of who has what responsibility and how everyone will work together. There is no shortcut--the PM needs to carefully consider every part of the project to ensure that nothing is left to chance.

Standard Business Case

deliverable
by Michael Wood

Document a business case to persuade upper management to fund your project. Keep it short and succinct enough that the busy executive management audience will read and digest it. It should directly convey the information they need to know with salient, hard-hitting, supporting evidence that addresses the bottom line. This is a basic instructional framework of the information you should include in your business case. Enhance it as you wish!

Executing

PMOs and the Advancement of Project Management

by Andy Jordan

What role, if any, do PMOs play in shaping the future of project management? PMOs must not only understand the trends that are occurring within project management as a whole, they must act as the shapers of those trends within their organizations.

Monitoring and Controlling

6 Tips for Managing Projects with Complex Functionality

by Vesa Koskela

After experiencing several successful projects (and some less so), this practitioner wanted to share his tips on the management of technically complex ones--projects that contain enough complex functionality to make it difficult for the executing organization to deliver.

Standard Business Case

deliverable
by Michael Wood

Document a business case to persuade upper management to fund your project. Keep it short and succinct enough that the busy executive management audience will read and digest it. It should directly convey the information they need to know with salient, hard-hitting, supporting evidence that addresses the bottom line. This is a basic instructional framework of the information you should include in your business case. Enhance it as you wish!

Closing

Process Review & Audit

deliverable
by Andy Jordan

This template is intended to provide a standard approach to noting the results of a process review and/or audit. It should be completed by the person conducting the audit and summarizes the results of the audit and any improvement steps/actions that are necessary. It should be noted this is a review of the process, not of the people/teams executing the process.

Standard Business Case

deliverable
by Michael Wood

Document a business case to persuade upper management to fund your project. Keep it short and succinct enough that the busy executive management audience will read and digest it. It should directly convey the information they need to know with salient, hard-hitting, supporting evidence that addresses the bottom line. This is a basic instructional framework of the information you should include in your business case. Enhance it as you wish!

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