Kami Anak Malaysia

Bersama Berganding Bahu Kearah Membina Generasi Gemilang.

Merialisasikan Impian Untuk Semua

Bekerjasama Tanpa Diskriminasi

Adik-Adik kami Bimbing dan Sahabat Kami Pimpin

Mengamalkan Perkongsian dan Amalan Terbaik

10 Program Utama Untuk Semua

Program Yang Akan Mengubah Sikap dan Menambah Ilmu

Konsep Penglibatan Peserta dan Pembelajaran Aktif

Yang Berat Sama Di Pikul dan Ringin Sama Di Jinjing

Thursday, October 21, 2010

KM-Workshop INTAN 22to25 March 2010-Video Presentation 3

Bengkel Knowledge Management: Institut Tadbiran Awam Malaysia
INTAN 2010, Dewan Seri Baiduri, IMATEC


Trainer: En. Megat Zainurul Anuar bin Megat Johari
Trainer: En. Akmal Zaman bin Abu
Syarikat: Dreamsoft (M) Sdn Bhd
Rujukan : www.thedreamsoft.com
Email: admin@thedreamsoft.com
Email Trainer: megat@thedreamsoft.com; akmal@thedreamsoft.com


objektif
1. untuk memberikan menyelaraskan sukatan pemahaman dan 'terminology' bagu 'Knowledge Management'
2. memberikan pendedahan asas tentang pengurusan ilmu
3. meningkatkan pengetahuan peserta tentang perlaksanaan dan praktis KM di agensi masing-masing
4. memberikan pendedahan kepada KM system dan isu-isu berkaitan pengurusan maklumat


KM-Workshop INTAN 22to25 March 2010-Soft Skills NLP-Akmal


Revision
KM Video 22 25 MArch 2010 KM Action Plan-Megat 10

Tuesday, October 19, 2010

KM-Workshop INTAN 22to25 March 2010-Video Presentation 2

Bengkel Knowledge Management: Institut Tadbiran Awam Malaysia
INTAN 2010, Dewan Seri Baiduri, IMATEC


Trainer:
En. Megat Zainurul Anuar bin Megat Johari
Trainer: En. Akmal Zaman bin Abu
Syarikat: Dreamsoft (M) Sdn Bhd |Rujukan : www.thedreamsoft.com
Email: admin@thedreamsoft.com
Email Trainer: megat@thedreamsoft.com; akmal@thedreamsoft.com


Objektif
1. untuk memberikan menyelaraskan sukatan pemahaman dan 'terminology' bagu 'Knowledge Management'
2. memberikan pendedahan asas tentang pengurusan ilmu
3. meningkatkan pengetahuan peserta tentang perlaksanaan dan praktis KM di agensi masing-masing
4. memberikan pendedahan kepada KM system dan isu-isu berkaitan pengurusan maklumat

Revision
KM Video 22 25 MArch 2010 Scavenger Hunt Megat 7


KM Video 22 25 MArch 2010 collaboration tools Megat 8


KM Video 22 25 MArch 2010 Capturing Lesson Learned Megat 9

KM-Workshop INTAN 22to25 March 2010-Video Presentation 1

Bengkel Knowledge Management: Institut Tadbiran Awam Malaysia
INTAN 2010, Dewan Seri Baiduri, IMATEC


Trainer: En. Megat Zainurul Anuar bin Megat Johari
Trainer: En. Akmal Zaman bin Abu
Syarikat: Dreamsoft (M) Sdn Bhd |Rujukan : www.thedreamsoft.com
Email: admin@thedreamsoft.com
Email Trainer: megat@thedreamsoft.com; akmal@thedreamsoft.com


Objektif
1. untuk memberikan menyelaraskan sukatan pemahaman dan 'terminology' bagu 'Knowledge Management'
2. memberikan pendedahan asas tentang pengurusan ilmu
3. meningkatkan pengetahuan peserta tentang perlaksanaan dan praktis KM di agensi masing-masing
4. memberikan pendedahan kepada KM system dan isu-isu berkaitan pengurusan maklumat

Revision
KM video 22to25 March 2010: Tacit and Explicit


KM video 22to25 March 2010: KM Lesson Learned from Interview



KM video 22to25 March 2010: Workshop Begin 1a-The Participant



KM video 22to25 March 2010: Workshop Begin 1b-Data, Information and Knowledge


KM video 22to25 March 2010:KM-Megat3-Community of Practise

Wednesday, October 13, 2010

Self Development-Interview

Bagaimana perasaan kita apabila di 'interview' dan bagaimana kita menjawab soalan apabila ditanya tentang diri kita :)





Self Development- Cita Cita Saya

Bagaimana untuk mencapai cita-cita adalah sesuatu yang amat penting. Kebanyakan dari kita hanya menyebut tentang cita-cita sewaktu zaman kanak-kanak. Apabila ditanya tentang cita-cita pada usia remaja kita kadang-kadang tersenyum dan ada juga yang sudah lupa tentang cita-cita.


Bayangkan hidup tanpa cita-cita! Sudah tentu apa juga pekerjaan dan 'profession' akan menjadi betul. Tetapi adakah itu yang kita mahu. Hidup kita ditentukan oleh keadaan kerana kegagalan kita untuk mempunyai impian.


Kehidupan dan kesibukan aktiviti harian membuatkan kita hilang fokus dan tidak membuat perancangan untuk mencapai cita-cita. Percayalah cita-cita tidak akan datang sendiri menemui kita tetapi kitalah yang harus mengejar cita-cita kita.


Berikut adalah sebahagian dari remaja yang mempunyi cita-cita dan berjanji akan mencapainya didalam tempoh 5 tahun dari sekarang (13 Oktober 2010) dan ada juga didalam tempoh 10 tahun dari sekarang. Adakah anda seperti mereka yang mempunyai cita-cita dan yakin mampu mencapainya.


Tahniah! dan semoga berjaya.






































Tuesday, October 5, 2010

PM-Template-Project Closing

1. Project Closing- Meeting 1 Close Out Agenda

Project Closing- Meeting 1 Close Out Agenda

2. Project Closing- Post Implementation Survey

Project Closing- Post Implementation Survey

3. Project Closing- Project Review and Close Report

Project Closing- Project Review and Close Report

4. Project Closing- Meeting 2 Close Out Agenda

Project Closing- Meeting 2 Close Out Agenda

Regards
MZA

PM-Project Closing UiTM

Project closure is conclusion and finishing of a project, including settlement of all disputable matters. As a rule, project closing includes the following group of steps: finishing works on product creation; delivering project results to customer; breaking up project team; analyzing project experience and documenting.

Closing a project is not as easy as it seems. You need to first ensure that the project closure criteria have been fully satisfied and that there are no outstanding items remaining. You then need to identify a release plan for the project deliverables, documentation, supplier contracts and resources. Finally, you will want to initiate a communication plan to inform all project stakeholders that the project has now been closed.


Regards

MZA

Wednesday, September 29, 2010

PM-Pemantauan Projek-Slide Presentation

Bagi menguruskan projek dengan baik, seseorang projek manager haruslah tahu beberapa teknik dan instrument yang boleh digunakan bagi membantu mengurus dan mengawalselia projek dengan baik. Slide pembentangan dibawah dikhususkan bagi aktiviti pemantauan projek.


Regards
MZA

Friday, September 24, 2010

PM-Pemantauan Projek PBT Kedah 'Shoot to Death Session'-Video



Sesi 'Shoot to Death' dijalankan bagi menseragamkan projek 'work flow' semua PBT di Negeri Kedah untuk tujuan pemantauan oleh SUK Kedah. Sesi ini telah membuahkan hasil yang amat baik apabila pihak SUK Kedah sendiri mengambil bahagian didalam menseragamkan aliran projek terutama aliran kerja bagi:
1. Projek 'Direct Nego'
2. Projek Sebutharga
3. Projek Melalui Tender

Hasil daripada penseragaman aliran kerja ini telah memudahkan PBT dan SUK mengenalpasti dimana berlakunya masalah dan mencari jalan penyelesaian menggunakan kaedah pengurusan projek.

PM-Pemantauan Projek PBT Kedah 'Kajian Kota Damansara' -Video



Kajian Kes telah dijalankan dan semua peserta telah dibawa ke tapak projek 'Uptown Damansara' dan 'Kompleks Muhibbah Petaling Jaya'. Kedua-dua tapak ini telah dipilih kerana projek ini telah berjaya menyelesaikan dua(2) masalah utama iaitu:
1. Kesesakan (JAM) lalulintas di 'Uptown Damansara'
2. Penempatan semula peniaga-peniaga di 'Uptown Damansara' ke kawasan perniagaan yang baru

Projek ini juga telah berjaya menjana pendapatan lebih kurang RM100,000.00 bagi PBT dengan penempatan semula penjaja-penjaja ke kawasan yang baru.

Kajian kes ini adalah kajian lawatan kali yang keempat (4) yang sebelum ini dijalankan di Bandar Melaka. Peserta-peserta sebelum ini telah didedahkan tentang bagaimana mengatasi masalah pemindahan penjaja di bandar Melaka dan bagaimana menarik pengunjung untuk datang ke kawasan perniagaan 'Shopping Mall'.

Wednesday, September 22, 2010

PM-Pemantauan Projek-Gambar Workshop

Tuesday, September 21, 2010

PM-Projek Gagal Disiapkan

Artikel ini dikaji adalah untuk tujuan pembelajaran dan bukan atas tujuan politik dan memburukkan sesiapa. Harap maklum

Nama Projek: Hospital Shah Alam
Projek Bernilai:482 Juta
Main Contractor:Sunshine Fleet Sdn Bhd >> (RM482million)
Sub Contractor: GM Healthcare Sdn Bhd
Isyoda (M) Sdn Bhd (451million)
Masa: Start: 2007
Ends:
-First Schedule:14 August 2010
-Second Rescheduled:November 2010
-Third Rescheduled:25-6-2011

-----------------------------------------------------------------------
Projek Gagal disiapkan didalam Tempoh yang ditetapkan.
Petikan Dari www.malaysiakini.com.
Ruj: http://www.malaysiakini.com/news/143200

Jabatan Kerja Raya (JKR) telah menamatkan perkhidmatan Sunshine Fleet Sdn Bhd sebagai kontraktor utama dalam pembinaan projek Hospital Shah Alam.Surat penamatan kontrak yang bertarikh 3 September itu ditandatangani oleh ketua pengarah kerja raya, JKR, Datuk Seri Judin Abdul Karim.

Dalam sesalinan surat itu yang diperolehi oleh Malaysiakini, JKR menggunakan Fasal 54 syarat-syarat kontrak untuk memecat Sunshine Fleet kerana didakwa gagal menyiapkan projek mengikut jangkamasa yang ditetapkan.Fasal itu adalah sesuatu yang lazim dalam kontrak JKR yang memberikan jabatan itu hak untuk menamatkan kontrak jika kerja-kerja yang dijalankan tidak seperti yang dijadualkan.

“Dukacita diperhatikan bahawa tuan didapati tidak menjalankan kerja dengan bersungguh-sungguh dan kerja tuan didapati tidak dapat disiapkan pada tarikh siap kerjayang telah ditentukan iaitu pada 25/06/2011.“Kerja tuan sepatutnya sudah 33.1 peratus (laporan skala bertarikh 2/09/2010) siap tetapi kemajuan yang dicapai setakat ini adalah hanya 27 peratus,” petik surat itu.

Menurut Judin, kegagalan menyiapkan projek itu masih berulang meskipun syarikat berkenaan telah diberi notis .

Surat itu juga mengarahkan Sunshine Fleet - yang dimiliki oleh tiga kerabat diraja Selangor - untuk menghentikan segera semua kerja, mengosongkan tapak pembinaan dan menyerahkan pemilikan tapak bina itu kepada JKR. Pekerja syarikat itu juga diarahkan dengan meninggalkan semua bangunan sementara, loji, perkakas, kelengkapan, barang-barang belum terpasang kepada JKR.

Menurut Judin, kerja akan disiapkan sejajar dengan Fasal 54.3 syarat-syarat kontrak dan Sunshine Fleet dikehendaki menanggung segala perbelanjaan berlebihan yang akan timbul akibat penamatan kontrak itu.

Ketika dihubungi, pengarah kesihatan pekerja JKR, Husnani Abdul Karim mengesahkan penamatan kontrak itu dan berkata projek berkenaan akan kini ditenderkan semula kepada mereka yang berminat.Bagaimanapun beliau tidak memaklumkan berapa kemelut ini akan melambatkan pembinaan hospital yang sepatutnya siap tahun depan itu.

--------------


Sub-kontraktor tuntut hutang RM10j
4 April 2010
oleh: Hazlan Zakaria

Sub-kontraktor pembinaan Hospital Shah Alam, GMH Healthcare, telah menghantar surat tuntutan hutang pinjaman berjumlah RM10 juta, kepada kontraktor turnkey pembinaan hospital bernilai RM482 juta itu - Sunshine Fleet.

Sehubungan itu, Sunshine Fleet milik adik Sultan Selangor - Tengku Putri Arafiah Sultan Abd Aziz Shah - berdepan dengan kemungkinan diisytihar muflis kerana didakwa gagal membayar balik hutang tersebut.Perkembangan terbaru ini mungkin mengakibatkan kelewatan menyiapkan pembinaan hospital tersebut.

GMH telah mengeluarkan notis tuntutan itu, bertarikh 31 Mac mengikut Seksyen 218 Akta Syarikat 1965, kepada Sunshine Fleet milik adik Sultan Selangor, Tengku Putri Arafiah Sultan Abd Aziz Shah.Seksyen tersebut menyebut bahawa mahamah boleh mengeluarkan perintah penggulungan sekiranya syarikat terbabit gagal membayar hutangnya. Jika perintah itu dikeluarkan, aset syarikat berkenaan akan dirampas dan digunakan untuk membayar hutangnya,

Dalam surat tersebut yang diserahkan kepada Sunshine Fleet Khamis lalu, GMH menuntut syarikat Tengku Arafiah - yang merupakan kontraktor utama projek pembinaan Hospital Shah Alam - membayar jumlah dihutang berkenaan.

Sunshine Fleet dimiliki oleh Tengku Arafiah (70%), anak lelakinya Putera Azamuddin Shah Abdul Aziz (10%), dan bapa saudaranya, Tengku Abdul Samad Shah Sultan Salahuddin Abdul Aziz.

Selepas memenangi kontrak tersebut pada 2007, projek itu disub-kontrak oleh Sunshine Fleet kepada syarikat pembinaan Isyoda. Bagaimanapun Isyoda gagal menyiapkan projek tersebut selepas ia dinyah-senarai dari Bursa Malaysia, dan kini dalam proses diisytiharan muflis.

Projek tersebut kemudiannya disub-kontrak kepada GMH.


GMH mendakwa, selepas ia mengambil alih projek tersebut tahun lalu daripada Isyoda, ia telah membayar RM10 juta bon dengan Jabatan Kerja Raya bagi pihak Sunshine Fleet.

Menurut prosedurnya, bon tersebut perlu dibayar oleh kontraktor turnkey Sunshine Fleet selaku pemegang kontrak utama.Sunshine Fleet mempunyai tempoh 21 hari dari tarikh menerima surat tersebut, untuk membayar balik RM10 juta atau berdepan dengan tindakan selanjutnya.

PM-Pemantauan Projek PBT Kedah 18-20 September 2010

54 Jenis Masalah Yang Dihadapi Oleh Pihak Berkuasa Tempatan Negeri Kedah

Findings From Discussion:
1.Kakitangan kurang terutamanya juruteknik
2.Kerjasama bagi koordinasi tugas antara jabatan amat kurang memuaskan
3.Kurang kerjasama daripada pihak kontraktor terutama ‘part bayaran’ –selalu lambat
4.Masa yang diperuntukkan bagi menyapkan projek terlalu seuntuk
5.Terlalu banyak projek dijalankan serentak
6.Kontraktor tidak mengikut spesifikasi yang di tetapkan
7.Penyelia yang selalu bertukar-tukar
8.Kurang pemantauan dari ‘boss’ (kebiasaannya penyelia tidak boleh membuat keputusan)
9.Skop kerja yang berubah
10.Terpaksa melakukan kerja-kerja penambahan (v.o) semasa projek sedang berjalan kerana timbul masalah yang tidak dijangka
11.Masalah tapak yang berubah bentuk semasa projek hendak dimulakan
12.Masalah kroni menyebabkan pemberian kerja kepada kontraktor yang tidak sepatutnya
13.Kelewatan penyediaan pelan
14.Kelewatan penyediaan spesifikasi
15.Kelewatan penyediaan dokumen sebutharga
16.Komitment yang rendah daripada pegawai-pegawai yang terlibat dengan projek
17.Arahan yang tidak jelas
18.Jadual perlaksanaan yang tidak dipatuhi
19.Percanggahan pelan spesikikasi dan BQ
20.Komunikasi yang lemah antara pelanggan dan pasukan projek
21.Projek lewat serah kepada pelanggan / pengguna
22.Projek siap tidak mengikuti jadual (lambat)
23.Perubahan harga / VO
24.Kelemahan pengurusan tapak
25.Pegawai teknikal tidak kompiten
26.Projek siap menjadi gajah putih
27.Campurtangan politik
28.Tidak ada komitmen daripada lain-lain jabatan
29.Kurang tenaga kerja mahir
30.Pembakan tidak dapat membekalkan ‘material’ yang dikehendaki
31.Peralatan yang ‘outdated’
32.Kehendak pengguna yang berubah-ubah
33.Tidak cukup masa dalam menyiapkan spesifikasi dan kos projek untuk tujuan permohonan peruntukan
34.Pengurusan projek pada tahap yang paling minima kesan kepada kualiti akibat ketidakcukupan pegawai
35.Bagi projek gerai dan medan selera, pengisian peniaga lambat dibuat dan mengakibatkan kecurian dan vandalism
36.Tiada perbincangan antara jabatan kejuruteraan dengan unit sewaan untuk membina gerai-gerai majlis
37.Lokasi bangunan yang tidak strategic
38.Surat-surat berkaitan projek yang diterima daripada SUK diperingkat pentadbiran lambat disalinkan kebahagian kejureteraan
39.Ketidaktelusan pegawai atasan yang terlibat dalam pemilihan kontraktor
40.Kekurangan kenderaan untuk tujuan lawatan atau seliaan kerja
41.Kekurangan pegawai atau juruteknik bagi mengawasi projek
42.Kontraktor buat kerja tebalik serta tidak ikut tatacara kerja
43.Kontraktor tidak berpengalaman
44.Kontraktor yang tidak mematuhi arahan dari pihak majlis
45.Banyak kontraktor kelas F : sub kerja kepada kontraktor lain dan menyebabkan susah untuk diberi arahan terus ditapak
46.Kontraktor yang susah menerima arahan
47.Kontraktor yang tidak cekap didalam pengurusan projek melambatkan penyiapan kerja
48.Kontraktor tidak ikut spesifikasi kerja seperty yang telah ditentukan
49.Kontraktor tidak wibawa
50.Pemilihan kontraktor yang tidak tepat
51.Peruntukan yang diluluskan tidak mencukupi seperti yang dirancang
52.Budget yang kurang tetap dan selalunya kurang
53.Proses bayaran lambat dipihak kewangan yang banrak ‘red tape’
54.Masalah untk mempercepatkan proses pembayaran dan pengesahan daripada pegawai atasan (YDP)

Peserta-peserta dari PBT Negeri Kedah telah berjaya berkongsi masalah yang mereka hadapi terutamanya didalam dan sewaktu menjalankan projek. Sebanyak 54 jenis masalah yang biasa ditemui telah dapat diatasi dengan menggunakan 'project management tools and technique'. Hasil dari penyelesaian tersebut telah diabadikan didalam bentuk gambar (Knowledge Branching).

Wednesday, August 11, 2010

PM-Tools

Use this tools as your guide to:

1. manage your project
2. as your template
3. keep your project artifact

Click here to download the tools
Regards

MZA

Wednesday, August 4, 2010

Project Scope Statements

During this evening presentation (Wednesday: 9.00pm-11.20pm), there are many of you didn't mention about the project scope statements. Project scope statements are very important while building your WBS. Project scope statement is one of the key input in WBS together with 'Requirements Documentations' and 'Organizational Process Asset'.

A detailed project scope statements contains six elements:
1. product scope description (details all the features and function a product must have)
2. project deliverables (details all the work that needs to be done to complete the project)
3. product acceptance criteria (outline the requirement the project must meed before stakeholders accept the final product or service)
4. project constraints (specify the limitations and restrictions the project faces)
5. project assumption (factor that are considered to be true about a project)
6. project exclusions (clearly stipulate what is not included in the project)

Questions?
How do the elements of project scope statements contribute to creating the WBS?

Answers?
-project deliverables assist in identifying what tasks should be included in the WBS
-the product scope description assists in the process of breaking down deliverables in the WBS
-project exclusions help identifying what tasks are not appropriate to include in the WBS


Regards


MZA

Why WBS

You use a WBS to plan and monitor projects, others;
-defining roles and responsibilities
-allowing better control
-facilitating project scheduling
-facilitating accurate cost estimates

To create a WBS, you decompose a project into high-level categories like phases, deliverables or sub-projects, based on the nature of a project. Once you have define the upper level of decomposition, you break these down into tasks, sub-tasks, and work packages, which are the smallest units of work.

The top level in any WBS is the project name, which represent the ultimate goal of the project. This is called Level 1. This is the starting point for the breakdown you will create.

It's at the second level that you have to decide how best to structure project work. This means identifying the broadest division you can break it down into.

There is no right and wrong method of structuring a WBS. It will depend on the size and nature of the project, and on a company or personal preferences. For example, you might choose to structure the second level of a WBS in different ways:
-Phases
-Major deliverables or sub-projects
-External sub-projects

Once you have decided on the upper structure for a WBS, you need to break it down into task, sub-task and work packages.

Tips:
-turn WBS 90' and you will get project form start to finish
-WBS should identify work product (deliverables: result of the effort)
-list your components as nouns instead of verbs (WBS tell you what should be achieved)

Regards

MZA

PM-WBS Question

Description:

As part of a project to build a sports stadium you're managing a sub-project to construct the automatic all-whether roof. Level 2 of the WBS displays the phases manufacturing, electronic and controls and testing. Level 3 contains two deliverables for electronics and controls, wiring and computerization. The WBS dictionary describes the work the computerization deliverable requires as installing the management hardware and software, and customizing the installation.

You are required to:
1. Construct the WBS
2. Determine the dependencies on Level 3
3. Create the WBS dictionary

MZA

Friday, July 30, 2010

PM-9 Knowledge Area

Project Management NINE(9) Knowledge Areas Brief Explanation

Project Integration
-is the 'umbrella' knowledge area that unifies the work done in each process group, and links it with the other process groups

Project Scope Management
-is where you define project requirements and make sure you maintain control of what the project is meant to achieve

Project Time Management
-is the knowledge area concerned with creating and managing the project schedule

Project Cost Management
-is where you estimate, finalize and manage the project budget and cost baseline

Project Quality Management
-is the knowledge area concerned with setting and auditing quality standards and making sure that deliverable s meet them

Project Human Resource Management
-include selecting and appointing the project team, managing their interactions and developing their skills

Project Communication management
-involves identifying project stakeholders, planning when and how you will communicate with them and compiling and presenting reports

Project Risk Management
-is where you consider all possible risk to the project and plan how you'll manage them if they arise

Project Procurement Management
-is when you identify all the products and services that need to be bought, select the best sellers and make sure that contractual agreements are met

Regards

MZA

Wednesday, July 14, 2010

PM-Project Team Structure

thanks to Mohd Iswan for asking....

There are many different roles in addressing a full business solution.The roles in the team will depend on the nature of the project. So the team structure will probably be adjusted according to the size and working arrangement to meet the evolving nature of the project. Here are some common project roles along with a brief explanation:

Project Sponsor:
The person who saw a need for change and had the authority to make something happen. There may be several sponsors who collectively have this role. It may be that even higher authority and support is required such that others should also be drawn into this role.

Project Director:
The person with genuine executive authority over the project. The Project Director has full accountability and responsibility for the project's success, and has the power to make all decisions, subject to oversight by the executive bodies.

Executive Committee:
A body of people representing the overall executive authority of the organisation. This might, indeed, be the Board of Directors, or it could be a delegated sub-committee of the Board

Steering Committee or Project Board:
The group of people charged with regular oversight of the project. Collectively they should represent all significant areas of participation in the project and they should have authority to take decisions on behalf of those areas. Members would typically be departmental heads, Vice Presidents, or Directors, along with external representatives. The Project Director and Project Manager would normally report to the Steering Committee.

Project Manager:
The person with day-to-day responsibility for the conduct and success of the project. The Project Manager would normally have control over all project resources.

Project Office Manager/ Staff:
The "Project Office" provides supporting shared services to the Project Manager and to the overall Project Team. Often this function has a manager plus support staff. Typical responsibilities include controlling and tracking the detailed plan, managing documentation, preparing reports, etc. It may also be the place to house part-time specialists supporting the team, for example, a Training Designer.

Project Accountant:
A large project may require its own accountant to deal with procurement, sub-contractor expenditure, joint venture accounting, progress tracking and financial reporting etc.

Team Leader:
Typically the project will be divided into various sub-teams - each with its own Team Leader. Team Leaders would be responsible for the management and coaching of that sub-team. They may also have responsibility for managing and tracking the detailed sub-plan for their team.

There are more actually.... (again according to the size of the project)

Regards

MZA

Tuesday, July 13, 2010

PM-Team

Definition of a team:
"A team is a group organized to work together to accomplish a set of objectives that cannot be achieved effectively by individuals."

Three (3) Types of teams:
1.Executive Model
-Small teams of 3-8
-All district managers
-No constituent or stakeholder involvement
Advantages: quick, focused, consensus among leaders Disadvantages: isolated, no district-side ownership

2.District Model
-Mid-size team of 15-20
-Reperesentatives form each key stakeholder group within the 'boundries' of district staff
Advantages: key representatives are involved, sense of district-wide ownership
Disadvantages: representatives can take the narrow view, no community-side ownership

3.Community Model
-Large team of 25-30
-Mix of district staff and community leaders (50:50 preferred)
Advantages: key district community leaders involved, sense of community-wide ownership
Disadvantages: slow process, everyone needs to be heard, steep learning curve as citizens become knowledgeable about issues and practices

Characteristics of a Team
-There must be an awareness of unity on the part of all its members.
-There must be interpersonal relationship. Members must have a chance to contribute, learn from and work with others.
-The member must have the ability to act together toward a common goal.

Ten characteristics of well-functioning teams:
1. Purpose: Members proudly share a sense of why the team exists and are invested in accomplishing its mission and goals.
2. Priorities: Members know what needs to be done next, by whom, and by when to achieve team goals.
3. Roles: Members know their roles in getting tasks done and when to allow a more skillful member to do a certain task.
4. Decisions: Authority and decision-making lines are clearly understood.
5. Conflict: Conflict is dealt with openly and is considered important to decision-making and personal growth.
6. Personal traits: members feel their unique personalities are appreciated and well utilized.
7. Norms: Group norms for working together are set and seen as standards for every one in the groups.
8. Effectiveness: Members find team meetings efficient and productive and look forward to this time together.
9. Success: Members know clearly when the team has met with success and share in this equally and proudly.
10. Training: Opportunities for feedback and updating skills are provided and taken advantage of by team members.

PM-9 Knowledge Area General Descriptions

General Descriptions-Project Management 9 Knowledge Area

1. Integration Management
Describes the processes required to ensure that the various elements of the project are coordinated. It consists of project plan development, project plan execution and overall change control.

2. Scope Management
Describes the processes required to ensure that the project requires all the work required and only the work required to complete the project successfully. It consists of initiation, scope planning, scope definition, scope verification, and scope change control.

3. Time Management
Describes the processes required to ensure timely completion of the project. It consists of activity definition, activity sequencing, activity duration estimating, schedule development and schedule control.

4. Cost Management
Describes the processes required to ensure that the project is completed within the approved budget. It consists of resource planning, cost estimating, cost budgeting and cost control.

5. Quality Management
Describes the processes required to ensure that the project will satisfy the needs for which it was undertaken. It consists of quality planning, quality assurance, and quality control.

6. Human Resource Management
Describes the processes required to make the most effective use of the people involved with the project. It consists of organizational planning, staff acquisition, and team development.

7. Communications Management
Describes the processes required to ensure timely and appropriate generation, collection, dissemination, storage, and ultimate disposition of project information. It consists of communications planning, information distribution, performance reporting, and administrative closure.

8. Risk Management
Describes the processes concerned with identifying analysing, and responding to project risk. It consists of risk identification, risk quantification, risk response development, and risk response control.

9. Procurement Management
Describes the processes required to acquire goods and services from outside the performing organization. It consists of procurement planning, solicitation planning, solicitation, source selection, contract administration, and contract closeout.

MZA: Note: thanks to the unknown contributor...

PM-Project Management Body of Knowledge

Other source of Project Management Body of Knowledge (PMBOK)
Click here to download.

Regards

MZA

Monday, June 28, 2010

KM Crime

Please, Don't Steal Knowledge

What is knowledge theft? When does it happen? Knowledge thefts happen when someone else's takes your idea, or your knowledge, or your practice, or your materials and passes it off as their own. You know what? People hate that very much. If you want to contribute something or share something that is not yours make sure you reproduced with acknowledgment.

As Terry Pratchett says in "Unseen Academicals", its a short step from Adopt, Adapt, Improve to Steal, Use, and Look Innocent.
Knowledge sharing and reuse is great provided due credit and acknowledgment is given. When you give credit to the owner/author/originator you are practicing 'intellectual recycling' and at the same time you show respect and give continuous motivation to the owner/author/originator.

So ladies and gentlemen, please don't steal and don't encourage knowledge theft. If you want to use please reuse with acknowledgment. But don't steal.

Thank You

MZA

Thursday, June 10, 2010

ISP Framework

The task of ICT strategic planning is difficult and ofter time organisations do not know how to do it. It is a major change for organisation, from planning for information system based on users' demands to those based on business strategy.

This is the framework developed by Dreamsoft(M) Sdn Bhd consultant for ICT Strategic Planning (Information System Strategic Planning) in order to provide a 3-5 years vision to any organisation, in line with the ambition of the organisation to achieve its organisational vision and mission.

The plan provides a framework for the delivery of best practice, leading edge, IT/IS system and service to support any organization government or non-government, business organisation and etc. It address organisation wide ICT needs and the requirements for ICT architectures that transcend organisation boundries.

Feel free to contact our consultant for a free advise at 1700 808 809 or email us at admin@thedreamsoft.com