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Project management

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." Related:  Project Managent in History{t} PM

A Brief History of Project Management | Project Smart By Duncan Haughey, PMP | 2 Jan 2010 | updated 21 Apr 2013 In this history of project management, I chart all the major developments and events in the discipline as far back as there are records. Although there has been some form of project management since early civilisation, project management in the modern sense began in the 1950s. 2570 BC: The Great Pyramid of Giza Completed The Pharaohs built the pyramids and today archaeologists still argue about how they achieved this feat. 208 BC: Construction of the Great Wall of China Later still, another of the Seven Wonders of the World was built. 1917: The Gantt chart Developed by Henry Gantt (1861-1919) One of the forefathers of project management, Henry Gantt is best-known for creating his self-named scheduling diagram, the Gantt chart. 1956: The American Association of Cost Engineers (now AACE International) Formed 1957: The Critical Path Method (CPM) Invented by the Dupont Corporation 1975: PROMPTII Method Created by Simpact Systems Limited

Agile software development Agile management or agile project management is an iterative and incremental method of managing the design and build activities for engineering, information technology, and new product or service development projects in a highly flexible and interactive manner, for example agile software development. It requires capable individuals from the relevant business, with supplier and customer input.[citation needed] There are also links to lean techniques, Kanban (かんばん(看板)?) and Six Sigma.[1] Agile techniques are best used in small-scale projects or on elements of a wider program of work, or on projects that are too complex for the customer to understand and specify before testing prototypes.[2] Agile techniques may also be called extreme project management. The Agile Project Leadership Network[3] provides a community of practice for those using Agile methods, with international conferences and online forums. See also[edit] References[edit]

Project In contemporary business and science a project is defined as a collaborative enterprise, involving research or design, that is carefully planned to achieve a particular aim.[1] Overview[edit] The word project comes from the Latin word projectum from the Latin verb proicere, "before an action" which in turn comes from pro-, which denotes precedence, something that comes before something else in time (paralleling the Greek πρό) and iacere, "to do". The word "project" thus actually originally meant "before an action". When the English language initially adopted the word, it referred to a plan of something, not to the act of actually carrying this plan out. Specific uses[edit] School and university[edit] At school, educational institute and university, a project is a research assignment given to a student which generally requires a larger amount of effort and more independent work than is involved in a normal essay assignment. Engineering project[edit] Project management[edit] See also[edit]

Timeline of project management Timeline of project management - there is a general understanding that the history of modern project management started around 1950. Until 1900, projects were generally managed by creative architects and engineers themselves, among those, for example, Christopher Wren, Thomas Telford and Isambard Kingdom Brunel.[1] Early civilizations[edit] 2570 BC Great pyramid of Giza completed. 15th - 19th century[edit] Christopher Wren (1632–1723) was a 17th-century English designer, astronomer, geometer, mathematician-physicist and one of the greatest English architects in history. 20th century[edit] 1910s The Gantt chart developed by Henry Laurence Gantt (1861–1919) 1950s 1950s The Critical path method (CPM) invented1950s The US DoD used modern project management techniques in their Polaris project.[2]1956 The American Association of Cost Engineers (now AACE International) formed1958 The Program Evaluation and Review Technique (PERT) method invented 1960s 1970s 1980s 1990s 21st century[edit] See also[edit]

PRINCE2 PRINCE2 (an acronym for PRojects IN a Controlled Environment, version 2) is a project management methodology. The methodology encompasses the high level management, control and organisation of a project, but not lower level activities such as scheduling. PRINCE2 is also used to refer to the training and accreditation of authorised practitioners of the methodology who must undertake accredited qualifications to obtain certification. History[edit] PRINCE2 derives from an earlier method called PROMPT II (Project Resource Organisation Management Planning Techniques.) In July 2013, ownership of the rights to PRINCE2 was transferred from HM Cabinet Office to AXELOS Ltd, a joint venture between the Cabinet Office and Capita plc. Since 2006, the method has been revised. PRINCE2 is part of a set of Best Practice products and is closely aligned with a siter product for the management of programmes Overview of the method[edit] PRINCE2 is a process-driven project management method.[5] Lessons log[edit]

Project management triangle The Project Management Triangle The Project Management Triangle (called also Triple Constraint or the Iron Triangle) is a model of the constraints of project management. It is a graphic aid where the three attributes show on the corners of the triangle to show opposition. Overview[edit] The time constraint refers to the amount of time available to complete a project. The discipline of project management is about providing the tools and techniques that enable the project team (not just the project manager) to organize their work to meet these constraints. Another approach to project management is to consider the three constraints as finance, time and human resources. James P. The real value of the project triangle is to show the complexity that is present in any project. Example[edit] You are given the options of Fast, Good and Cheap, and told to pick any two. Project management triangle topics[edit] Time[edit] Define Activities[edit] Activity sequencing[edit] Activity resource estimating[edit]

The Ur and Harran Latitudes, and Göbekli Tepe NEWS: "... latitude at Harran equals 3/4 atan and at Ur 3/5 atan ..." 2008.04.25 - When is a "moon temple" an observatory? Recent press reports called my attention to Göbekli Tepe in Turkey (Göbekli Tepe - An Introduction). A flurry of news and media has followed the Jan. 18 Göbekli Tepe article in Science, 319:5861. Location = 37.224 N., 38.922 E. Since 1994, archaeologist Klaus Schmidt has excavated at the Göbekli Tepe stone circles, circles 7,000 years older than Stonehenge. None of us, not even archaeos, needs an excuse for being unfamiliar with such early Neolithic megalithic monuments; their existence is still big news. Harran is renowned as a Sabaean center associated with a moon "temple" and as an earlier Sumerian center. At this point the Old World had captured my attention once again, distracting from great pueblo geometry near the same latitude. Summarizing, colatitude at Harran equals 4/3 atan and at Ur 5/3 atan. Mesopotamia Placemarks KML text file.

V-Model The V-model of the Systems Engineering Process.[1] The V-Model is a term applied to a range of models, from a conceptual model designed to produce a simplified understanding of the complexity associated with systems development to detailed, rigorous development lifecycle models and project management models. There are several radically different forms of the V-Model, and this creates considerable confusion. The V-Model falls into three broad categories.[2] Firstly there is the German V-Model "Das V-Modell", the official project management methodology of the German government. It is roughly equivalent to PRINCE2, but more directly relevant to software development.[3] The US also has a government standard V-Model, which dates back about 20 years, like its German counterpart. Overview[edit] The V-model is a graphical representation of the systems development lifecycle. The V represents the sequence of steps in a project life cycle development. In practice, the usage of these terms varies.

Scope (project management) In project management, the term scope has two distinct uses- Project Scope and Product Scope. Scope involves getting information required to start a project, and the features the product would have that would meet its stakeholders requirements. Project Scope "The work that needs to be accomplished to deliver a product, service, or result with the specified features and functions. Product Scope "The features and functions that characterize a product, service, or result Notice that Project Scope is more work-oriented, (the hows,) while Product Scope is more oriented toward functional requirements. If requirements are not completely defined and described and if there is no effective change control in a project, scope or requirement creep may ensue. Scope creep management is important for effective project management. Business scope creep occurs when decisions that are made with reference to a project are designed to solve or meet the requirements and needs of the business.

Göbekli Tepe: 12,000 Years Old Temple The site is currently undergoing excavation by German and Turkish archaeologists. II. Dating the temple Circles of limestone columns weighing from 7 to 15 tons or more have been excavated in Göbekli Tepe, Turkey, about 6 miles northeast of Urfa. If you want to know a lot about the pyramids of Giza, please follow THIS link. III. Forty standing T-shaped columns have been uncovered so far, grouped in four circles of 98 feet (30 meters) in diameter. The temple is composed of repeating circles and this is the first thing that caught my eye! Above: Graphic reconstruction of the Göbekli Tepe circular arrangement;Bellow: Google Earth pictures of the 200,000 years old African Metropolis;Red: showing groups of circular buildings of 3 and more ;Blue: showing groups of 3, 2 and single individual buildings;Orange: showing groups of larger circular buildings that are connected; Above: Stacked rocks forming walls - African Metropolis; Bellow: Stacked rocks forming walls - Göbekli Tepe; IV. 1. 2. 4. V.

Neurologische niveaus | Gregory Bateson | NLP | YourCoach Gent C Model van (neuro)logische niveaus Het model van (neuro)logische niveaus werd bedacht door Gregory Bateson, een Britse bioloog, antropoloog en filosoof. Het werd later verder uitgewerkt door NLP-expert Robert Dilts. Het is bruikbaar bij het analyseren van relaties en situaties. Daarnaast kan het helpen bij het verkrijgen van inzicht in het eigen en andermans model van de wereld. Iedereen leeft tegelijkertijd op 6 niveaus (bewust en onbewust). De verschillende logische niveaus Klik op één van de onderstaande logische niveaus voor meer informatie. Logisch Niveau Omgeving De omgeving of context zijn de tijd- en plaatsgebonden omstandigheden waarin mensen handelen met hun mogelijkheden, beperkingen, regels en voorschriften. Taalgebruik: Ik zie, Ik voel, Ik hoor... Vragen: Hoe ziet het eruit? Logisch Niveau Gedrag Gedrag is dat wat voor de ander zintuiglijk waarneembaar is, wat je van een ander op een videoband zou kunnen zetten (houding, gebaren, doen en laten, stemgeluid...). Vragen: Wat?

Scope statement Scope statements may take many forms depending on the type of project being implemented and the nature of the organization. The scope statement details the project deliverables and describes the major objectives. The objectives should include measurable success criteria for the project. A scope statement should be written before the statement of work and it should capture, in very broad terms, the product of the project, for example, "developing a software based system to capture and track orders for software." As a baseline scope statements should contain: In more project oriented organizations the scope statement may also contain these and other sections: Project scope management planApproved change requestsProject assumptions and risksProject acceptance criteriaJump up ^ Nielsen, David How to Write the Project Statement of Work (SOW) – Retrieved March 22, 2010

Göbekli Tepe By Charles C. Mann Photograph by Vincent J. Every now and then the dawn of civilization is reenacted on a remote hilltop in southern Turkey. The reenactors are busloads of tourists—usually Turkish, sometimes European. Before them are dozens of massive stone pillars arranged into a set of rings, one mashed up against the next. At the time of Göbekli Tepe's construction much of the human race lived in small nomadic bands that survived by foraging for plants and hunting wild animals. Archaeologists are still excavating Göbekli Tepe and debating its meaning. At first the Neolithic Revolution was viewed as a single event—a sudden flash of genius—that occurred in a single location, Mesopotamia, between the Tigris and Euphrates Rivers in what is now southern Iraq, then spread to India, Europe, and beyond. After a moment of stunned quiet, tourists at the site busily snap pictures with cameras and cell phones. Inches below the surface the team struck an elaborately fashioned stone.

Project management is a body of knowledge comprising methods, processes, tools, techniques and skills that help to manage, predict and control the outcomes of a project.

Project management is a core competence and a transferable life skill. by raviii Jun 10

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