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Responsibility assignment matrix. RACI is an acronym derived from the four key responsibilities most typically used: Responsible, Accountable, Consulted, and Informed.[6] Key responsibility roles (RACI model )[edit] R=Responsible, A=Accountable, C=Consulted, I=Informed Responsible (also Recommender) Those who do the work to achieve the task.[7] There is at least one role with a participation type of responsible, although others can be delegated to assist in the work required (see also RASCI below for separately identifying those who participate in a supporting role). Accountable (also Approver or final approving authority) The one ultimately answerable for the correct and thorough completion of the deliverable or task, and the one who delegates the work to those responsible.[7] In other words, an accountable must sign off (approve) work that responsible provides.

Consulted (sometimes Consultant or counsel) Those whose opinions are sought, typically subject matter experts; and with whom there is two-way communication.[7] Driver. Project management. The objective of project management is to produce a complete project which complies with the client's objectives. In many cases the objective of project management is also to shape or reform the client's brief to feasibly address the client's objectives. Once the client's objectives are clearly established they should influence all decisions made by other people involved in the project – for example project managers, designers, contractors and sub-contractors. Ill-defined or too tightly prescribed project management objectives are detrimental to decision making.

History[edit] Henry Gantt (1861–1919), the father of planning and control techniques PERT and CPM are very similar in their approach but still present some differences. In 1969, the Project Management Institute (PMI) was formed in the USA.[15] PMI publishes A Guide to the Project Management Body of Knowledge (PMBOK Guide), which describes project management practices that are common to "most projects, most of the time. " Kickoff meeting. The Kickoff Meeting is the first meeting with the project team and the client of the project. This meeting would follow definition of the base elements for the project and other project planning activities.

This meeting introduces the members of the project team and the client and provides the opportunity to discuss the role of each team member. Other base elements in the project that involve the client may also be discussed at this meeting (schedule, status reporting, etc.). The basic format of a kickoff meeting includes the roles of and contributions from the stakeholders.

It also mentions the risks and issues involved, particularly those that may affect project schedules and lead to decreased customer satisfaction. If there are any new team members, the process to be followed is explained so as to maintain quality standards of the organization. There is a special discussion on the legalities involved in the project. See also[edit] Project management External links[edit] How to Start a Project: On Your Marks, Get Set, Go. October 25, 2008 | Author: PM Hut | Filed under: Communications Management, Project Management Best Practices How to Start a Project: On Your Marks, Get Set, Go By Carlos Urrutia After spending several years managing project managers for various technology organizations, I always get amazed to find out that many project managers struggle on how to get a project started. They are assigned a new project, and for many weeks and sometimes months they don’t know what to do to move their project forward, and little or nothing gets done during that time.

Could it be that the project manager doesn’t fully understand the assignment, is not comfortable with their business knowledge on the subject, or maybe with the technology to be used? So how do you get a project started? Meeting Objectives: What do we want to achieve at the end of this meeting. A meeting like this could take anywhere from a few hours to two full days depending on the size of the project.

Mr. Related Articles No comments yet. Requisito (sistemas) En la ingeniería de sistemas, un requisito es una necesidad documentada sobre el contenido, forma o funcionalidad de un producto o servicio. Se usa en un sentido formal en la ingeniería de sistemas, ingeniería de software e ingeniería de requisitos. En la ingeniería clásica, los requisitos se utilizan como datos de entrada en la etapa de diseño del producto. Establecen qué debe hacer el sistema, pero no cómo hacerlo. La fase de captura, elicitación y registro de requisitos puede estar precedida por una fase de análisis conceptual del proyecto.

Esta fase puede dividirse en recolección de requisitos, análisis de consistencia e integridad, definición en términos descriptivos para los desarrolladores y un esbozo de especificación, previo al diseño completo. En ingeniería de sistemas existen tres tipos de requisitos. Un requisito funcional puede ser una descripción de lo que un sistema debe hacer. Una colección de requisitos describe las características o atributos del sistema deseado. Project management software. History[edit] In the early days, project management software ran on big mainframe computers and was used only in large projects. These early systems were limited in their capabilities and, by today's standards, were difficult to use.

Tasks and activities[edit] Scheduling[edit] Multiple dependency relationship types between activitiesResource assignment and levelingCritical path and critical chain methodsActivity duration estimation and probability-based simulationActivity cost accounting Providing information[edit] Project planning software can be expected to provide information to various people or stakeholders, and can be used to measure and justify the level of effort required to complete the project(s). Types[edit] Desktop[edit] Project management software has been implemented as a program that runs on the desktop of each user. Web-based[edit] Project management software has been implemented as a web application to be accessed using a web browser. Personal[edit] Single user[edit] International Association for Human Resource Information Management.

The International Association for Human Resource Information Management (IHRIM) is a professional association for information management in human resources founded in 1980. IHRIM home page Formed when HR and IT professionals found themselves needing mediators, IHRIM is the only Professional Human Resource Association dedicated to the HRIS and HR Technology professions. IHRIM is the clearinghouse for the HRIM (Human Resource Information Management) industry.

Today, IHRIM is a community of experts - a dynamic group of practitioners, vendors, consultants, students, and faculty that continues to grow. Human Resource Information Management Foundation The Human Resource Information Management (HRIM) Foundation is an independent, charitable, 501(c)(3) organization chartered with promoting scholarships, research and education to drive innovation, and the use of technology and information management in the human resource (HR) profession. Enterprise resource planning. Picture showing some typical ERP modules Enterprise resource planning (ERP) is a business management software—usually a suite of integrated applications—that a company can use to collect, store, manage and interpret data from many business activities, including: Product planning, costManufacturing or service deliveryMarketing and salesInventory managementShipping and payment ERP provides an integrated view of core business processes, often in real-time, using common databases maintained by a database management system.

ERP systems track business resources—cash, raw materials, production capacity—and the status of business commitments: orders, purchase orders, and payroll. The applications that make up the system share data across the various departments (manufacturing, purchasing, sales, accounting, etc.) that provide the data.[1] ERP facilitates information flow between all business functions, and manages connections to outside stakeholders.[2] History[edit] Origin of "ERP"[edit] How to Write a Project Charter - Part.

Project charter. In project management, a project charter, project definition, or project statement is a statement of the scope, objectives, and participants in a project. It provides a preliminary delineation of roles and responsibilities, outlines the project objectives, identifies the main stakeholders, and defines the authority of the project manager. It serves as a reference of authority for the future of the project. The terms of reference is usually part of the project charter. The project charter is usually a short document that refers to more detailed documents such as a new offering request or a request for proposal. In Initiative for Policy Dialogue (IPD), this document is known as the project charter.

The project charter establishes the authority assigned to the project manager, especially in a matrix management environment. The purpose of the project charter is to document: The three main uses of the project charter: Master Executive en Administración y Direccion de empresas » EL PROJECT CHARTER. Una herramienta crucial para el desarrollo de toda actividad es el Project Charter o Acta de Constitución de Proyecto, en la cual se detallan cada uno de los aspectos fundamentales y cruciales de todo Proyecto, es aquí donde delimitamos nuestro alcance, definimos los objetivos, establecemos los entregables, definimos las posiciones (Stakeholder, Clientes), asignamos responsabilidades, definimos los planes (Financieros, Recursos, Calidad)y las consideraciones (Riesgos, asunciones, restricciones). Es por esto que el pmbok nos dice que “ Desarrollar el acta de constitución del proyecto o Project charter es el proceso que consiste en desarrollar un documento que autoriza formalmente un proyecto o una fase y en documentar los requisitos iníciales que satisfacen las necesidades y expectativas de los interesados .

En proyectos de fase múltiple este proceso se usa para validar o refinar las decisiones tomadas durante la repetición anterior del proceso Desarrollar el Project Charter”. 1. Definición de Sistema de Gestión de I+D+I. Podemos definir la Gestión de Proyectos como la disciplina que trata de organizar y administrar recursos de manera tal que se pueda culminar todo el trabajo requerido en el proyecto dentro del alcance, el tiempo, y coste definidos.

La constitución del Comité Técnico de Normalización, AEN/CTN 166 "I+D+i" (Investigación, Desarrollo e innovación, también podemos encontrarlo como I+D+I) y el desarrollo posterior de las normas referentes a la terminología, requisitos de proyectos de I+D+i y del sistema de gestión de la I+D+i, han generado una serie de terminología y definiciones que están especificadas en la norma UNE 166000 EX. La investigación: Indagación planificada que persigue descubrir nuevos conocimientos y una superior comprensión en el ámbito científico o tecnológico. Nos podemos encontrar con: la investigación fundamental y la investigación industrial.