Kami Anak Malaysia

Bersama Berganding Bahu Kearah Membina Generasi Gemilang.

Merialisasikan Impian Untuk Semua

Bekerjasama Tanpa Diskriminasi

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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

Tuesday, March 2, 2010

Knowledge Organization

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

Pengurusan Projek Kecil

Pembangunan Portal

Pengurusan projek bersaiz kecil tidak boleh dipandang remeh kerana ianya mempunyi rintangan yang tersendiri seperti:
1. Masa yang diperuntukan adalah terhad dan selalunya pendek
2. Peruntukan yang tidak banyak dan selalunya tidak mempunyi peruntukan tambahan
3. Bilangan pasukan yang kecil dan terhad
Apabila mengambilkira rintangan dan halang yang sedia ada seperti yang diatas, pengurusan risiko dan ’triple constrain’ perlulah diberi perhatian supaya projek tidak terganggu.

Simulasi projek kali ini adalah simulasi pembangunan laman sesawang ataupun ’laman web’. Perkara yang paling utama adalah menentukan proses kerja dan urutan kerja seperti menentukan ’Workbreakdown Structure’ ataupun bahagian tugas yang perlu dilaksanakan. Terdapat tiga (3) bahagian kerja utama didalam proses membangunkan laman web iaitu merancang, membangunkan dan menerbitkan (publish).

1. MERANCANG (PLANNING)
Langkah 1: Menentukan Skop Projek
Menentukan skop projek dengan mengenalpasti 4-5 ciri-ciri skop projek yang hendak dibangunkan. Langkat ini adalah amat penting supaya ’skop projek dapat dikawal dan pengurusan ’triple constrain’ dapat dibuat dengan mudah.

Langkah 2: Menentukan Kerja-Kerja yang Perlu Dilakukan.
Langkah 3: Pebentukan Pakej Kerja (Workbreakdown Structure)
Langkah 4: Kembangkan Setiap Langkah Yang Terlibat didalam Pakej Kerja dengan mengenalpasti ciri-ciri utama yang perlu dibangunkan.
Langkah 5: Membuat butir-butir ‘sitemap’ bagi projek, Bagi projek pembangunan laman web setiap butiran mestilah dibuat dengan terperinci sehingga ke tahap fail, folder dan format fail.
Langkah 6: Membuat ’to-do list’ bagi tugasan harian. Langkah ke-enam ini penting bagi menentukan apakah ’milestone’ yang perlu dicapai dan bilakan ianya harus dicapai. Didalam langkah yang ke-enam carta gantt (Gantt Chart) haruslah dibentuk dan setiap ‘milestone’ perlulah dilabel dengan jelas. Dengan ini progress kerja dapat ditentukan dengan jelas.

2. PEMBANGUNAN DAN PERCUBAAN
Langkah 7: Pembangunan dan Percubaan (Testing)
Didalam langkah yang ke-tujuh, penulisan kode HTML, CSS, PHP, JavaScript dan ‘testing’ haruslah dibuat. Dengan ini ‘bugs’ dan ‘error’ akan dapat dikenalpasti dan diperbetulkan. Apabila kesemuanya telah siap dibangunkan ‘final testing (alpha / beta) ’ hendaklah dibuat sekali lagi untuk menentukan semua ‘error’ dan ‘bugs’ telah di atasi. Di dalam pengurusan projek langkah ke-tujuh ini berada didalam langkah kawalan dan pemerhatian (control and monitor).

3. PENERBITAN
Penerbitan adalah langkah terakhir didalam projek pebangunan laman web sebelum ianya diserahkan kepada pemilik projek ataupun pelanggan. Pengurus Projek seharusnya sudah menyiapkan draft laporan bagi penutupan projek (project closing) dan mesyuarat kumpulan perlulah dilakukan bagi mengumpulkan semua dokumen kerja dan penyiapan laporan akhir dan persembahan kepada pelanggan ataupun pemilik projek.

Download Link

Managing a Small Project

Regards

MZA

Monday, March 1, 2010

Knowledge Management Workshop

Date: 22-25 March 2010
Venue: INTAN Bukit Kiara
Workshop Title: "Knowledge Management: The Sharing Part"

Day 1: 'Rolling, Rolling, Rolling'
• Build relationships
• Understanding Knowledge Management
• Knowledge Management and Knowledge Sharing
• Introduction to Blog, Wiki and Flickr
Announcements and Reflections

Day 2: 'The Hunt Begin'
• Relationship Building-'Visual MAP'
• Capture and Disseminate Knowledge-'The Hunt'
Announcements and Reflections

Day 3: 'Knowledge Sharing Cafe'
Announcements and Reflections
• Plan More Effective Meetings and Workshops- 'The Cafe'
• Encourage Recollection to Generate Lessons Learned
• Strengthen and Sustain Knowledge Management
Announcements and Reflections

Day 4: 'KM Takeaways'
Announcements and Reflections
• Exploring Other Tools for Knowledge Sharing
• KM Action Plan
• KM Takeaways
Workshop Close

Regards

MZA

Sunday, February 28, 2010

Knowledge Management Terms

Knowledge Generation
Knowledge generation includes all activities which bring to light knowledge which is "new," whether to the individual, to the group, or to the world. It includes activities such as creation, acquisition, synthesis, fusion, and adaptation.

Knowledge Condification
Knowledge codification is the capture and representation of knowledge so that it can be re-used either by an individual or by an organization.

Knowledge Transfer
Knowledge transfer involves the movement of knowledge from one location to another and its subsequent absorption.

Knowledge Management Tools
Knowledge management tools are technologies, broadly defined, which enhance and enable knowledge generation, codification, and transfer.

"Generation, codification, and transfer all occur constantly, so management itself does not create these actions. The power of knowledge management is in allowing organizations to explicitly enable and enhance the productivity of these activities and to leverage their value for the group as well as for the individual."

Tools for Knowledge Management: ‘Web Enabled Tools’

There are a vast number of information technology tools available that can potentially support knowledge management. I have compile a list of some Web-based information technology tools that can be used in knowledge management. In my opinion many ICT solution company will present us with a rich set of a new tools for managing knowledge. I only emphasis on the Web-based knowledge management tools by assuming Web offers a very powerful platform for supporting all stages of knowledge management.

The tools are presented in alphabetical order and refers to a wide range of Web or Web enabled tools. Some of these tools are basic e-mail or e-mail filtering tools some are tools for document management while others are sophisticated tools for building Intranets and analyzing their structure and performance.

In the listing below we have used the Ernst and Young categories of the activities involved in knowledge management to give an initial ‘cut’ at the capabilities of each of the following tools. As a further refinement the following categories of tools have been identified:

Acquire
Store
Deploy
Add value
Deploy

Download Link

Tools for Knowledge Management-Web Based

Regards

MZA

Knowledge Sharing and Knowledge Management

Strategies for knowledge sharing and knowledge management must be implemented in tandem to be effective. Knowledge sharing is the fundamental component of Knowledge Management strategies, programmes and processes. A sound of knowledge sharing will enables better achievements of goals effective and efficient sharing of information and knowledge. Planned knowledge sharing will help to ensure that the lessons and other information gathered through knowledge management activities are packaged and disseminated or used in ways that are appropriate to the target audiences, and which deliver the highest impact for resources invested.

Why Knowledge Sharing?

Knowledge sharing is more than disseminating information and knowledge, it also about fostering social awareness and facilitating communication and brainstorming in the organization. It is about contributing to building a shared understanding that can lead to change. Knowledge sharing can also strengthen organization programmes and activities by supporting participation of all individuals in the organization and by promoting greater awareness and understanding organizational vision and mission. By ensuring that all individuals in the organization are fully informed and engaged, knowledge sharing strategies can also reinforce organizational ownership supported activities.
More specifically, knowledge sharing will improve the effectiveness of Knowledge Management programmes by:

1. Supporting participation and empowerment of those people most affected by organization programmes and activities
2. Providing channels for people to have their perspectives heard, assessed and incorporated into the programmes
3. Informing all stakeholders of organization strategy
4. Building and strengthening relationship
5. Helping Knowledge Management teams advocate and influence decision-makers at all levels
6. Communicating results and impact
7. Ensuring that lessons and best practices emerging during activities and programmes are packaged and shared in formats and through channels appropriate to the various target audiences

All of these objectives can be met by well-targeted knowledge sharing strategies.

Saturday, February 27, 2010

Knowledge Management Overview

Knowledge management is about facilitating the processes by which knowledge is created, shared and used. It is about changing the way everyone works, which requires changing people’s behaviours and work patterns. Knowledge management is essentially about people - how they create, share and use knowledge, thus knowledge management programmes should have both a “collecting” and a “connecting” dimension.

The collecting dimension involves linking people with information. It relates to the capturing and disseminating of explicit knowledge. The connecting dimension involves linking people with people - specifically people who need to know with those who do know, and so enhancing tacit knowledge flow through better human interaction and communication processes, so that knowledge is widely disseminated and not just held in the heads of a few.

A successful implementation of a knowledge management requires the adoption of an integrated and holistic approach. Such an approach should take into consideration the following:

1. External factors (partners, networks, local, national, regional and global factors)
2. Organizational context (management behaviours, institutional pressures, funding cycles)
3. Relationships and collaborations within and across organization (networks, ICTs, communication plans, core and support functions)
4. Organizational knowledge (creation, sharing, storing, using knowledge, key activities and tools, packaging and communication of messages)

Knowledge is a human creation or social construct, when information is applied to doing something and is globally applicable, it becomes knowledge. Knowledge workers evaluate, analyse, and adapt knowledge to their own material, political and social conditions. Thus development of knowledge becomes a process. This process in turn entails a process of questioning and reflection which is different from knowledge contained in a finished product. The questioning and reflection will lead to the creation of a finished knowledge products.

OpenProj

OpenProj is a free, open source desktop alternative to Microsoft Project. OpenProj has been downloaded over 1,250,000 times in over 142 countries and has quickly become one of the most popular open source applications. If you are managing a group project we recommend Projects On Demand. If you want a free replacement to commercial desktop software, then OpenProj is perfect. OpenProj is also now included with Star Office in Europe. It's available on Linux, Unix, Mac or Windows, and it's free.

Download Link

The Coward's Guide to Conflict

When you are managing a project there is a lot of conflict arise, some readings will help you to get the idea a way to dissolve it.

Listen & Live Audio | ISBN: 159316002X | 2003-05-16 | MP3 | 79 Mb
Comments: If you like this book, please buy.

What successful people know about conflict resolution centers on techniques, motivation and challenges for the person who is afraid of conflict and tends to avoid any situation that would create potential conflict with others. Provided in a friendly guiding tone, each chapter includes real-life examples, in the workplace and at home, and explanations of the conflict-resolution principles, exercises to coach the conflict avoider, and suggested action steps to apply to the reader's own environment.

Download: Link

Friday, February 26, 2010

Project Budget

There are lots of different kinds of costs – fixed and variable costs, operational and capital costs. In planning project costs for small costs I like to distinguish between ‘cumulative’ and ‘lump-sum’ costs.

The cumulative costs are those that increase as you do more, or as tasks take longer – for example, when you are paying a contractor an hourly rate. The lump sum costs are those that will cost a particular amount – for example, when you have a quote from an electrician for lighting and power points. Lump sums can vary, but generally only under particular recognisable circumstances, such as when we later ask the electrician to add a new safety switch to the fuse box. In this case the electrician will have a legitimate reason to ask for more money.

Wrapped up in the need to budget is the need for a source of funds. Identifying and making firm friends (or at least developing a grudging mutual respect) with the person through whom you obtain the funds is very important.

You need to ensure that you can afford the unexpected – such as the people you are paying an hourly rate taking longer to get things done than planned; or needing to/wanting to do some things you did not initially put in the budget. You can do this by going back to the source of the project funds and asking for more money. Alternatively, you can add a contingency figure to the figures in your budget. This is generally to cover for small additional costs. A project managers’ rule of thumb is to always add 10%. If you have reason to expect to need more, you can consider adding more. But remember that a high contingency may stand out, and need to be justified. A really high contingency may prevent the project from going ahead (which may be the best outcome if the chances of cost overruns are high).

Microsoft Excel (or other spreadsheet program) is a good place to record your budget, although you can equally use a pen and paper (and calculator if needed).

ACTIVITY:
Identify what costs you will have, estimate how much they will be, and distinguish between cumulative and lump-sum costs. Then add 10% to see the impact of a modest contingency.

Regards

MZA

Wednesday, February 24, 2010

Collective Communication Using Google Wave

Below is the site linked to the above articles: 'Google Wave'
http://wave.google.com/help/wave/closed.html

I know that some of your still are not aware of this technology but 'still malu nak angkat tangan' you can ask request for invitation.

Regards

MZA

Project Execution Related Template

You can download and use this template as a guide in project execution

Click the link below:

All Project Execution Share Document
http://www.scribd.com/full/27373591?access_key=key-3nvrx81apxhd1zu5vfn

Sample Embbed document
1. Project Execution and Control - Kick Off Meeting

Regards

MZA

Tuesday, February 23, 2010

Fundamental Purposes of Control

The 2 fundamental objective of control are:
1. The regulation of results through the alteration of activities.
2. The stewardship of organizational assets.

Physical Asset Control
Physical asset control requires the control of the use of physical assets. It is concerned with the task of asset maintenance, whether preventive or corrective. Even the timing of maintenance or replacement as well as the quality of maintenance is also maintained. If the project uses considerable amounts of physical equipment, the PM also has the problem of setting up of maintenance schedules in such a way as to keep the equipment operating condition while minimizing the interference with ongoing work. Physical inventory, whether equipment or material, must also be controlled. It must be received, inspected, and possibly stored prior to use. Records of all incoming shipments must be carefully validated so that the payments of the suppliers can be authorized. The same precautions applied to goods from external suppliers must also be applied to the suppliers from inside the organization. Minor details such as project library, project coffee maker, etc. must be counted maintained and conserved.

Financial Resource Control
The work of accountants for conservation of financial resources has resulted in an excellent tool for financial controls. It is difficult to separate the control mechanisms aimed at conservation of financial resources from those regulating resource use. Capital investments control work to conserve the organization’s assets by insisting that certain conditions be met before capital can be expanded and those same conditions usually regulate the use of capital to achieve the goal of high return on investments. The techniques of financial control, both conservation and regulation are well known. They include current asset control, project budgets as well as capital investment controls. These controls are exercised through a series of analyses and audits conducted by the accounting for most of the part.

The importance of proper conformance to both organizational and client control standards in financial practice and record keeping cannot be over-emphasized. The parent organization, through its agent, the project manager, is responsible for the conservation and proper use of resources owned by the client or owned by the parent and charged to the client. It is not possible to define in general, what might be required for any given project. The firm should however make sure that it has legal counsel competent to aid it in meeting this responsibility. The mind-set of the conservationist is often antithetical in the mind-set of the PM, whose natural intention is to use the resources rather than conserving them. The PM however has no choice but to live with it. The warring attitudes must be merged and compromised as best they can.

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

Monday, January 25, 2010

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-

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-

Tuesday, January 19, 2010

Introduction to Project Management

Introduction to Project Management: Slides Presentation

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

Saturday, August 15, 2009

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











more training at:
http://xpress.thedreamsoft.com
http://www.thedreamsoft.com
contact no : 1700 808 809 untuk maklumat dan latihan

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









more training at:
http://xpress.thedreamsoft.com
http://www.thedreamsoft.com
contact no : 1700 808 809 untuk maklumat dan latihan

Thursday, July 30, 2009

PBT Kedah-Pengurusan Projek



more training at:
http://xpress.thedreamsoft.com
http://www.thedreamsoft.com
contact no : 1700 808 809 untuk maklumat dan latihan

Pak Andak dalam- Yakin



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http://www.thedreamsoft.com
contact no : 1700 808 809 untuk maklumat dan latihan

Lagu Akhir-Senjakala

Senjakala...Untuk Semua


more training at:
http://xpress.thedreamsoft.com
http://www.thedreamsoft.com
contact no : 1700 808 809 untuk maklumat dan latihan

Building KLCC



more training at:
http://xpress.thedreamsoft.com
http://www.thedreamsoft.com
contact no : 1700 808 809 untuk maklumat dan latihan