Control

Control is the last element is the implementation cycle of planning-monitoring-controlling. It is an act of reducing the difference between plan and reality. Control is focused on 3 elements of a project-performance, cost and time.

Performance:
•Unexpected technical problems.
•Insufficient resources.
•Quality problems, etc.

Cost
•More resources required.
•Scope of work increases.
•Budgeting was inadequate, etc.

Time
•Technical difficulties took longer time to solve.
•Task sequencing was incorrect.
•Governmental regulations were altered, etc.

These are only a few mechanistic problems that can occur. All problems have a human element too. Humans by action or inaction, set in motion, a chain of events that leads to a failure of the budget, quality problems, etc. Frustration, pleasure, determination, anger and many other emotions rise during the project development. It is over this welter of confusion, emotion and general cussedness that the PM tries to exert control. Such combination of human and mechanistic problems, call for PM intervention and control.

In systems as complex as projects, the task of defining the problem is formidable and thus knowing what to control is not a simple task. Another reason control is difficult because, it is often quite impossible to know how the error occurred.

Regards

MZA

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Project Roles and Responsibilities

Hopefully, you can use this list to educate your team members about the various roles on a project team.

Executive Steering Committee
Sets the strategic vision and objectives for a given program or project. The team leads efforts to build consensus through the organization to support the project or program’s objectives.

Governance Board
Formal team of executives from across the organization that ensure projects will meet/are meeting enterprise goals.

Project Sponsor
Provides clarity of the project vision, and directs the activities of the project team. Allocates funding and resources to the project. Provides executive authority necessary to overcome organizational obstacles and barriers. The guardian of the business case, and ultimately responsible for project success.

Performing Organization
The organization whose personnel are most directly involved in doing the work of the project. This organization usually provides sponsorship for the project.

Project Management Office
An organizational body or entity assigned various responsibilities related to the centralized and coordinated management of those programs/projects under its domain.

Project Stakeholders
Persons or organizations (customers, sponsors, performers, public) that are actively involved in the project or whose interests may be positively or negatively impacted by executing or implementation of the project.

Program Manager
Person responsible for the centralized, coordinated management of a program (group of related projects) to achieve the program’s strategic objectives and benefits.

Project Manager
The person assigned by the performing organization to achieve the project objectives. The project manager is responsible for coordinating and integrating activities across multiple functional lines, and managing stakeholder communications. The project manager accomplishes the above by managing project scope, time, cost, and quality. Finally, the project manager applies project management, general management and technical skills, as well as team management, negotiation, financial and business acumen, combined with an understanding of organizational politics to meet project objectives and to meet or exceed stakeholder expectations.

Project Team
All the project team members, including the project management team, the project manager, and for some projects, the project sponsor.

Functional Manager
On projects, the person responsible for ensuring agreed-upon project tasks are completed using pre-defined resources under the manager’s control within scope, time, budget and quality constraints.

Project Team Leader
Responsible for ensuring that agreed-upon project tasks and assignments are completed on time, on budget, and within quality standards for personnel under their realm of control or influence. The team leader should be knowledgeable of the principles and practices of project management and understand the business unit’s strategic and operational issues.

Technical Manager/Liaison
Responsible for the technical implementation of the project as measured against the project requirements, quality targets, and budgetary constraints, and timelines. Ensures technical deliverables are consistent with the overall technical strategy of the enterprise.

Business Analyst
Primary interface between projects and business partners. Responsible for understanding current and future processes, including processes for the entire enterprise. Documents business requirements, generate business cases, assists in defining project benefits/ costs, and participates in project reviews

Regards

-MZA-

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Project Requirements and the WBS

The project manager is responsible for controlling a project's requirements. To start the process of managing requirements the project manager works with the team to create a Work Breakdown Structure (WBS).

A couple of things to keep in mind regarding a WBS are:

1. A WBS should identify the level tasks to be completed, and relate to the project’s deliverables.
2. The customer(s), project sponsor, and stakeholders are actively involved in creating the WBS.
3. The WBS helps avoid future "scope creep".

As you can see the WBS is an important project artifact. The WBS accomplishes several things:

a. It assists the project team to identify and create specific work packages
b. It is another way of communicating the project's objectives to the team
c. It is the foundation for future project planning and activity sequencing

In closing, a WBS summarizes deliverables, shows work relationships, helps the team to estimate costs and perform risk analysis, and assists the team to identify project assumptions and dependencies.

The WBS is your friend. Start taking time to create one for every project.

regards

-MZA-

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Introduction to Project Management

Introduction to Project Management: Slides Presentation

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Project Charter Version 2.0

This Project Charter Template will help you to define the scope of your project. Writing the Project Charter is typically one of the most challenging steps in the Project Life Cycle, as it defines the parameters within which the project must be delivered.

Its sets out the project vision, objectives, scope and implementation, thereby giving the team clear boundaries within which the project must be delivered.

This Project Charter template will help you to:

1. Identify the project vision and objectives
2. Define the complete scope of the project
3. List all of the critical project deliverables
4. State the customers and project stakeholders
5. List the key roles and their responsibilities
6. Create an organizational structure for the project
7. Document the overall implementation plan
8. List any risks, issues and assumptions

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Seminar Keusahawanan Peniaga Dan Penjaja Kecil Negari Selangor

Tarikh: 11 August 2009
Tempat: Bangunan SUK Selangor
Peserta: 130 Orang Ahli dari Persatuan Peniaga dan Penjaja Kecil Negeri Selangor
Tajuk: Motivasi Perniagaan, Konsep Pemasaran Bersepadu, Promosi Produk (New Media) dan Pengurusan Kewangan











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Seminar Keusahawanan Peniaga Dan Penjaja Kecil Negari Selangor

Tarikh: 11 August 2009
Tempat: Bangunan SUK Selangor
Peserta: 130 Orang Ahli dari Persatuan Peniaga dan Penjaja Kecil Negeri Selangor
Perasmian: Dirasmikan Oleh Y.B. Tuan Haji Yaakob bin Sapari (Exco Kerajaan Negeri Selangor)
Tajuk: Motivasi Perniagaan, Konsep Pemasaran Bersepadu, Promosi Produk (New Media) dan Pengurusan Kewangan









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PBT Kedah-Pengurusan Projek

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Pak Andak dalam- Yakin

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Lagu Akhir-Senjakala

Senjakala...Untuk Semua


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Building KLCC

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Building Confidence 3

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Building Confidence 2

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Building Confidence

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Siri 3: Heritage Hotel Cameron Highlands 27-29 July 2009

Final Project Closing

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Series 3

1. Involves gaining stakeholder and customer acceptance of the final products and services.

2. Even if projects are not completed, they should be formally closed in order to reflect on what can be learned to improve future projects.

3. Outputs include project archives and lessons learned, which are part of organizational process assets.

4. Most projects also include a final report and presentation to the sponsor or senior management.

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Simulation Game: Building Construction Continued

Pemenang 'Building Construction' akan di umum di Siri Ke:3 di Cameron Highlands.



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Simulation Game: Building Construction 1

Role / Peranan
Project Manager: Memberi arahan untuk membangunkan bangunan seperti yang terdapat didalam plan yang dilukis oleh arthitect.
Observer / Pemerhati: Membuat permerhatian secara menyeluruh dari awal hingga akhir proses dan merekodkan 'Lesson Learn'
Architect: Melukis pelan bangunan dan menyerahkan kepada Projek Manager
Contractor: Menyiapkan bangunan yang seperti yang terdapat didalam pelan dengan mengikut arahan dari Projek Manager

Klick link untuk mendownload video penuh: http://www.divshare.com/download/7824938-ee8

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Project Manager and Communication

What Is Communication?
Communication is defined as a process by which we assign and convey meaning in an attempt to create shared understanding. This process requires a vast repertoire of skills in intrapersonal and interpersonal processing, listening, observing, speaking, questioning, analyzing, and evaluating. Use of these processes is developmental and transfers to all areas of life: home, school, community, work, and beyond. It is through communication that collaboration and cooperation occur.



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Project Cost Control

Cost control are important aspects of project management. Cost data for a project may be associated with activities or groups of activities or with resources, such as personnel or equipment. For example, consider a project that consists of several subprojects, each of which is contracted to a different company. From the contracting company's point of view, each subproject can be treated as one cost item; all the company needs to know is how much each subproject is going to cost.

On the other hand, another project may contain several activities, each of which requires two types of labor, skilled and unskilled. The cost for each activity in the project may have to be computed on the basis of how much skilled or unskilled labor that activity uses. In this case, activity and project costs are determined from the resources used. Further, for any project, there may be several ways in which costs need to be summarized and accounted for.
In addition to determining the cost of each individual activity, you may want to determine periodic budgets for different departments that are involved with the project or compare the actual costs that were incurred with the budgeted costs.

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Siri 2: Project Execution

Day 2:..+

Project Execution

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Siri 2: Project Planning

Project Planning

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Project Planning and Execution: What You Should Know

PLANNING

• Scope Description
• Customer Acceptance Criteria
• Scope Boundaries
• Resources (people, schedules, budget, outcomes)
• Stakeholder Form
• Milestone Chart
• Project and Sub-Project Tree
• Responsibility Matrix
• Communication Plan
• Risk Assessment
• Lessons-Learned List

EXECUTION

• Assigning Tasks
• Tracking Progress
• Status Reports
• Risk Management
• Communicating Progress
• Evaluating Performance
• Reviewing Issues List
• Preparing Status Reports
• Managing Cash FlowBS

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What is Knowledge Organization

Knowledge Organization (KO) is about activities such as document description, indexing and classification performed in libraries, databases, archives etc. These activities are done by librarians, archivists, subject specialists as well as by computer algorithms. KO as a field of study is concerned with the nature and quality of such knowledge organizing processes (KOP) as well as the knowledge organizing systems (KOS) used to organize documents, document representations and concepts.

The narrow and the broader meaning of the term.
In the narrow meaning Knowledge Organization (KO) is about activities such as document description, indexing and classification performed in libraries, bibliographical databases, archives and other kinds of “memory intuitions” by librarians, archivists, information specialists, subject specialists, as well as by computer algorithms and laymen. KO as a field of study is concerned with the nature and quality of such knowledge organizing processes (KOP) as well as the knowledge organizing systems (KOS) used to organize documents, document representations, works and concepts. Library and Information Science (LIS) is the central discipline of KO in this narrow sense (although seriously challenged by, among other fields, computer science).

In the broader meaning is KO about the social division of mental labor, i.e. the organization of universities and other institutions for research and higher education, the structure of disciplines and professions, the social organization of media, the production and dissemination of “knowledge” etc. A book such as Oleson & Voss (1979) The Organization of knowledge in modern America, 1860-1920 is an example of the study of knowledge organization in the broad sense. We may distinguish between the social organization of knowledge on one hand, and on the other hand the intellectual or cognitive organization of knowledge. The broad sense is thus both about how knowledge is socially organized and how reality is organized. The uncovering of structures of reality is done by the single sciences, e.g. chemistry, biology, geography and linguistics. Well known examples are the periodic system in chemistry and biological taxonomy. Generalized theories about the structure of reality, such as the theory of integrative levels first advanced by Auguste Comte belong to the philosophical disciplines “metaphysics” and “ontology”.
While Library and Information Science (LIS) is the central discipline concerned with KO in the narrow sense of the word, other disciplines such as the sociology of knowledge, the single sciences and metaphysics are central disciplines concerned with KO in the broader sense of the word. The importance of regarding the broader field of KO is related to the question about how KO in the narrow sense can be developed.

Regards

MZA

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Enterprise Knowledge Portal Architecture and Infrastructure

When we are designing a web portal architecture and infrastructure it is very important to understand what are the activities and tasks to perform. Before we go further what we need to have is the portal program plan which elaborate the activities and task related to the portal architecture and infrastructure.

Below are some of the key activities and task to share with

• determine enterprise knowledge portal scope
• document high level enterprise knowledge portal requirement including resources
• review the portal documentation
• establish a management framework
• analyze business objectives
• define mission statement
• define goal
• establish communication plan
• secure the portal core resources
• define work process
• define technologies
• define technique
• define reporting requirement.....

to be continued...

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