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Michael Snare and Brendan Bilston from Point Project Management with their Panasonic Australia Medium Business Award
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Dr Abhinanda Sarkar,Quality Leader,GE Technology Center. Dr Santhosh Babu, IAS, Managing Director ,Electronics Corporation of Tamil Nadu (ELCOT). Mr Pradeep Chakravarthy, Associate Principal Consultant, Infosys Leadership Institute, Infosys Technologies at Project Management 2010
held in Chennai on 21-22 May, 2010
Over 300 participating team members, faculty, sponsors, and organizers gathered in Orlando, Florida to celebrate the conclusion of Year 1 of the EcoCAR EV Challenge.
Teams had the opportunity to showcase their hard work and effort from Year 1 to sponsors and judges across each of the key the areas of the program: Engineering, Project Management, Communications, and Diversity, Equity and Inclusion.
Project Management Training for senior staff of programs aimed to improve the effectiveness and efficiency of GIROA service delivery.
Online Project Management Training by pmwares. This a training over the web allow people to join from anywhere breaking geographical boundaries
Pada 10 hingga 21 Jun 2013 Dalam pada itu, Program Development Planning and Project Management Course for Cambodia and Lao PDR under the Third Country Training Programme (TCTP) telah diadakan di INTAN. Program dua minggu ini dikendalikan oleh pakar-pakar dalam bidang perancangan pembangunan dan pengurusan projek. Kandungan kursus merangkumi kuliah interaktif, hands-on perbincangan latihan kumpulan, dan lawatan ke projek-projek di seluruh Malaysia untuk mendedahkan peserta dengan pengalaman projek sebenar. Kursus ini memberi fokus khusus kepada peserta-peserta dari negara Cambodia dan Lao PDR.
Project Management Training for senior staff of programs aimed to improve the effectiveness and efficiency of GIROA service delivery.
Leandros Abatzopoulos
MonitorMedia:
Corporate Marketing Video Creation
Founder, CEO and Chief Creator
Leandros began his career as a professional photographer in Greece, since 1974, working for Skaramanga Yards (Ship Yards) and Motor Oil (Refineries).
He went on to study Marketing and Business Administration and obtained his MBA in 1980.
As Marketing Director in the Private Sector in Greece as well as in the EMEA, he worked for companies such as AT&T, Johnny Walker, Lipton Tea, Carlsberg Beer, and managed all aspects of administration.
He also worked in the Public Sector (Greek Export Organization) in the advertising department, responsible for the campaign of Greek products abroad. He also worked in the department of Sector Studies, (Greek Rehabilitation Organization) and assisted and managed troubled private companies to re-address themselves.
Since 2010, he returned to the profession of photography and filmmaking by adding his managerial and marketing competences.
As a result, he is able to incorporate filmmaking, photography, communication strategy and project management.
Λέανδος Αμπατζόπουλος
Βιομηχανική Φωτογραφία
Knowledge cloud mind map showing the spectrum of risk attitudes among stakeholders in a project. The Shaman represents a kind of
Project management is the key to success for any organization. This project management steps PowerPoint presentation slides will guide you to achieve your organizational goals and handle the company resources effectively.
Project Management Training for senior staff of programs aimed to improve the effectiveness and efficiency of GIROA service delivery.
RAINWATER PROJECT MANAGEMENT
1.0 Introduction
Proper project cycle management is required to promote indigenous rainwater harvesting technology in the ASALs of Kenya Often times, this project cycle is catalyzed by the government, NGOs or external donors by funding demonstration projects. In this article I discuss the key success factors in such community water project management. The project cycle described is based on 5 phases that will be outlined below.
2.0 Project identification phase
Two main things happen during the project identification phase:-
•Need identification
•Stakeholder identification
2.1 The project need
The need for a community water project is identified by a project champion. A project champion can come from the community or from outside the community. The role of the project champion is to originate the project vision.
The project vision has the following 4 components:-
•Where are we now? How serious is the problem of water scarcity is the area?
•Where could we be if we had water? What things could we do if we had water?
•How could we solve the water problem? What facility could we install? How could we finance it?
•How can we ensure we succeed? What are the main risks and issues to be tackled? How can we overcome the risks and get the project going?
2.2 The project stakeholders
The project champion soon realizes that she/he cannot do the project alone. The project champion then seeks to involve the project stakeholders by doing the following things:-
a)Identifying the key stakeholders
In a community water project, these are likely to be the water project end-users, potential labourers, potential project administrators, the relevant government ministries, material suppliers, grant makers and collaborating partners like NGOs.
In particular the project champ should identify representatives of these stakeholders groups and convince them to push the idea together through a formal structure called the project management board (PMB).
b)Once the PMB has been agreed upon, the authority to start the project can be formalized in a document called a project charter.
c)The PMB should meet to discuss how to implement the project. This top-level plan can be formalized in a project execution plan.
d)The PMB may also agree on external consultants who can be used to do project design or supervise the construction. The sum total of all external agents and experts to be used on the project is called the project control board.
e)The project management board should also agree on the project manager who will manage the project on a day to day basis. The project board can then monitor and evaluate the performance of the project manager and report to the project stakeholders. This forms the project M & E plan.
f)The work the consultants will perform and the procedures they will use should be formalized in the project control procedure.
3.0 The project planning phase
The project planning phase is done by the project management board. The project board has to agree on the following 7 issues:-
•Why do we require a rainwater harvesting system?
•What should the system be able to do?
•How well should the system function?
•Who will be served by the system?
•Where will we source the funds to build and operate the system?
•Which methods will be used to assess the success or failure of the system?
•When will the activities agreed upon be done?
4.0 The project execution phase
The project manager is responsible for ensuring the project is implemented as planned or nearly so. The main issues the project manager looks at are:-
(i)Project time management
(ii)Project human resource management
(iii)Project cost management
iv) Project procurement management
5.0 Project closure phase
5.1 The project communication plan
The various project phases must be brought to a conclusion. Three things must be examined at the end of each phase or stage:
•The achievements of the project are assessed. What was achieved as planned? What was planned, but was never achieved? What was achieved but had not been planned?
•What lessons can be learnt from this project experience?
•How do we intend to use the lessons we learnt in future?
5.2 The project information distribution plan
The lessons learnt are distributed to the identified project stakeholders.
5.3 Project contract closure
The project is then formally closed down.
Project Management Training for senior staff of programs aimed to improve the effectiveness and efficiency of GIROA service delivery.
Template for project progress billing including invoice, project billing summary and project holdback summary.
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