Project time management powerpoint,powerbook medic reviews,the miracles of jesus in the gospels - 2016 Feature

The term Management Dashboard defines a wide range of data reporting and visualization tools or dashboards that allow using various performance & efficiency measures to report on an enterprise?s ability to organize and coordinate its activities in accordance with certain policies and in achievement of pre-determined objectives.
In this Money Management Action Plan you can read a range of tips and suggestions that will help you manage your money in an effective manner.
Project time management tools allow you to manage projects, track time, measure expenses, and run your business spending less time and effort. When you have project time management software installed on your computer, you can benefit from using all the tools that make your jobs better.
Management of project resources aims to develop a resource plan that describes all types of resources (incl. Preparation for the air vacation is actually the beginning of the trip, because when you start planning, it gives you a thrill of anticipation.
Define all roles involved in performing your project, including full-time, part-time and contracting roles. List all necessary skills and abilities that will be required for human resources to perform project tasks and roles. List all possible external sources which will make desired professionals available for accomplishing project tasks and roles. Make a preliminary estimate of labor hours required for project staff to perform tasks and roles. Hold introduction meetings with selected candidates to explain them project tasks and roles.
Identify all types of non-consumable materials required to complete project activities and tasks.
Develop a preliminary cost estimate that identifies the total amount of expenses that your project will generate. Estimate internal financial resources of your organization to find out if these resources can cover estimated expenses.
Identify what information technology (including software and computer systems) is required for your project to keep it secure and feasible. Define a data management process that explains how project information should be treated by project staff. Develop a data privacy policy that explores data protection mechanisms and defines access authorities for personnel.
Establish the resource baseline that defines types, quantity, quality and availability of all resources planned for your project. Put milestones on the timeline to identify time and date when you will check resource consumption status. The Resource Management and Capacity Planning Handbook by Jerry Manas is the authoritative source for any organization wanting to improve its resource management practices in the context of portfolio management.  The opening chapter does a great job of providing basic context of resource management and capacity planning and strongly leverages a benchmark study by Appleseed RMCP and expert practitioners in the field.
Organizations continue to struggle with the matter of resource management and “when you consider the constant change, lack of visibility into resource capacity, and no sense of which work is most important, the result is a perfect storm of resource management chaos.” In order to address this problem, Manas systematically covers key topics chapter by chapter that provide relevant help to companies seeking to improve.
In chapter 3, Manas presents a systems approach for diagnosing the root causes of poor resource management.
Chapter 4 addresses the much needed topic of leadership and organizational change management. Chapter 5 addresses key roles for making resource management and capacity planning successful. Chapter 6 is an enjoyable chapter on strategic alignment and how not to manage resource capacity management like failed military leaders in the past. The final chapter, chapter 9, concludes with industry specific challenges of resource management and capacity planning.
The Resource Management and Capacity Planning Handbook is a must-have book for PMO directors and senior leaders struggling with making the best use of limited resources. Portfolio review meetings are a great way to review and assess the entire project portfolio with the governance team.
OPTION 1: A review of all in-flight projects, current status, relative priority, business value, etc. OPTION 3: A high-level review of all projects in the portfolio with the intention of updating project priorities for every project in the portfolio.
Option 4 comes courtesy of Jac Gourden of FLIGHTMAP in a 2012 blog post and is the best approach I have seen for conducting portfolio review meetings.
The quotes above should draw attention to the importance of well defined and well communicated IT governance.
IT Architecture—the organizing logic for data, applications, and infrastructure, captured in a set of policies, relationships, and technical choices to achieve desired business and technical standardization and integration. Business Application needs—specifying the business need for purchased or intentionally developed IT applications. Much research and analysis was made by the authors in connecting the decisions being made with the right decision makers.
IT Governance was very useful to me personally as it is the most thorough work on the topic that I have read and provided a lot of good insight into how to make governance work. This book enlarged my view of IT governance particularly with the five key areas of: IT Principles, IT Architecture, IT infrastructure, Business Application Needs, IT Investment and Prioritization. Another striking point that affects my current work is the need for improved communication with senior management. In part 1 of the portfolio management V-model we looked at the left side of V (process and data) that drives better decision making.
Establishing portfolio management governance is a critical component for successful execution of PPM. Governance is the foundation for all of the other portfolio mechanics, and without it, PPM doesn’t work.
Leadership is a critical component that brings the governance framework and the visionand goals of the organization together. In a recent LinkedIn discussion, questions were asked about the short-comings of prioritization matrices. Prioritization matrices have three primary strengths: simplicity, speed, and applicability to all types of work.
Prioritization matrices are unable to produce a rank ordered list of projects in a portfolio. Prioritization matrices are good for organizations new to the portfolio management process. From a very pragmatic point of view, getting the right data at the right time is at the heart of good project portfolio management. Therefore, understanding the data needed upfront is a success factor for portfolio management.
Senior management bears the responsibility for identifying the right data to be used in the portfolio management process. Portfolio tools have a very important place in the portfolio management ecosystem, but only after leadership has identified what is required and lean processes have been created to facilitate data collection.
Lastly, senior leadership needs to use the data in the system for making better portfolio decisions. Benefits realization is a process throughout the project management lifecycle (among high performing organizations) not just at the end.
In a previous blog post, I commented on doing portfolio management ‘by hand’ to learn the processes before adopting a robust portfolio tool. In a great article on IT Project Portfolio Management, Jonathan Feldman asks organizations to consider the problem they are trying to solve and start with high level data rather than getting too detailed. One advantage of a bubble chart is to locate those projects that are higher value and lower risk and ask the question, “how can we get more of these types of projects in the portfolio?” Likewise with the lower value higher risk projects, we should ask how to avoid those types of projects.
In the book, Project Portfolio Management: A View from the Management Trenches, one of the questions posed is ‘can we absorb all the changes?’  At first glance I dismissed the question and instead focused on the four components of the portfolio lifecycle. Tiny Feedback Bar works with Gekko Works: project management for small and medium businesses. With Gekko Works you have excellent time & incident management, extensive project management features and billing all in one. This information is synced with Gekko Works so you can start your billable time without any administrative tasks: just click the marker to start your time.
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Such tools give you convenience in following your project schedules because you can always be aware of the last changes made to your project and quickly react to any problems that may cause job failure. These are basic solutions that help plan and follow daily routine by using sample processes, tasks and to-do lists. Budgeting and cost management will require performing calculations to allocate budgets and track costs. An ability to review results obtained at the end of your project lets you analyze the success of your management activities. There are a great variety of software solutions for scheduling project activities and managing project time. Try CentriQS complete task management solution for planning, tracking and reporting tasks, projects, and schedules. This book is not about mere theory, but gives literally hundreds of practical points based on corporate reality. I am a big believer in assessing organizational maturity, and Manas does a great job of acknowledging that organizations are on a road to maturity, and through the help of expert practitioners, gives examples of how organizations have matured their resource management processes.
I was very pleased to see an entire chapter devoted to these two subjects, because most of the time in portfolio management literature, the emphasis is either on process or tools, with little regard for the people dimension (which is very critical).
One of the key takeaways is that successful organizations very often have dedicated resources to support capacity planning exercises.
As chapter 4 addressed the people side of leadership and change management, this chapter does an equally good job of explaining why it is important for organizations to pay attention to the human side of project execution and resource productivity when trying to improve resource management. This chapter speaks more frankly about the topic of portfolio management and the need for visibility, prioritization, optimization, and integration of the portfolio. This chapter turned out to be the cherry on top as it provided insight into unique challenges faced by different industries. Jerry Manas has a great writing style that makes the book easy to read and easy to understand. Unfortunately in practice, these meetings can be overwhelming, time consuming, and unproductive. Some projects may be cancelled, but the primary purpose is to inform the LT of the current in-flight projects. This provides more in-depth information of critical initiatives and may result in a possible change of priority of certain projects. I also have sat through long sessions (although not all-day sessions) of reviewing all the projects in the portfolio and it can be painstakingly tiring. Even after a portfolio recommendation is accepted, there is further work to screen out the projects not included in the portfolio, and in some cases to make worthy exceptions for some projects that would have otherwise been removed from the portfolio. The first question focuses on the types of decisions that must be made to ensure effective management and use of IT. PPM is very focused on the last area of investment and prioritization, but the four preceding areas lead up to the point of making the investment decisions. Although the content was great, I felt that the case studies and diagrams were really lacking.
In part 2 we will look at the right side of the V (leadership and governance) and then tie everything together.
Peter Weill and Jeanne Ross, authors of IT Governance, define governance as “specifying the decision rights and accountability framework to encourage desirable behavior in using IT.
All benefits of project portfolio management hinge on the execution of portfolio governance. The real decision makers on the portfolio governance board should be strong strategic leaders who make the right decisions at the right time.
Good decision making requires having the right data at the right time, and it also requires strong leadership to utilize that data for making the best decision possible at any point in time. I would like to highlight the strengths and weaknesses of using such a tool for portfolio management.
At best, such a matrix can provide a categorical ranking of projects in the portfolio, but this won’t help prioritize projects within the same category. Due to the simplicity, organizations can quickly get the benefit of prioritization without spending the time to do a thorough scoring of each project. If the right data is not available for decision makers to use, the issue will be mediocre results at best. In addition, senior leadership needs to drive the accountability for collecting the right data. Selecting the right projects requires that good data is collected about each candidate project.
Portfolio systems store and transform project and portfolio data for general consumption (aka reporting and analytics). Strong portfolio systems will generate the reports and analytics necessary to support better investment decisions. In a recent discussion on LinkedIn, one consultant commented that this most successful PPM software implementations occurred when companies took a phased approach to ease in the new solution. Firstly, it gives the organization time to develop their own portfolio processes without the burden of learning a new tool upfront.
Without a designated portfolio management tool, I have designed bubble charts by hand using Excel and PowerPoint.
By normalizing with respect to past and current projects, we will see whether or not the projects are moving toward the higher value lower risk quadrant.
However, after further reading, it became clearer to me that from a portfolio management perspective, it is very important to understand how much change is being pushed out to the respective organizations. That probably means you receive dozens of e-mails, phone calls and different kinds of instructions. Tiny Feedback Bar will streamline this process for you: you visit the site en see clearly what your client means. In addition to having industry experts on our product development team, we actively consult with our architectural and engineering customers to continuously improve our products. Such tools enable you to design a complete project plan that covers all the aspects of planning, scheduling and tracking. Spreadsheets (for example, Excel spreadsheets) will let you design sample budgets for your projects, allocate budget items and track job expenses.
Reports can be used as project time management tools to receive summary information on your project and track what actions of your team have led the project to success or failure.
You can use that software to design templates, to-do lists, checklists, Excel spreadsheets, and reports. It allows planning project tasks and time by designing templates, to-do lists, checklists and reports. Increase productivity of your small business or office by better organizing your employees' tasks and time. Much of the chapter is spent on the “50 ways to lead your users”, which is a systematic and structured approach to leading change in the organization.
I loved his white paper on the topic and felt that this chapter could have been moved up earlier in the book to provide a clearer view of resource management and capacity planning within the context of project portfolio management. Learning about challenges faced by other industries actually gives greater context to the capacity planning problem and puts readers on the alert for identifying and solving these problems in their own company. He also does a fantastic job of blending theory with reality by explaining key topics and then providing numerous tips on how to be more successful with resource management. There are many ways to conduct a portfolio review meeting, but one of the key questions of the governance team is “what do they want to accomplish at the end of the portfolio review”?
Moreover, these types of portfolio review meetings wear out governance team members and do not yield much value.
The authors define governance as “specifying the decision rights and accountability framework to encourage desirable behavior in using IT.” “Governance determines who makes the decisions. Based on the results, they concluded that the best performers conducted IT governance differently from the low performers and drew conclusions of what distinguished the two groups. In order to make portfolio management processes successful a proper governance structure must be in place.
It was very clear that a governance structure needs to be set up to account for all five areas.
If IT is not generating value, senior management should first examine its IT governance practices—who makes decisions and how the decision makers are accountable.” Governance cannot be delegated to someone else. The authors found that “the best predictor of IT governance performance is the percentage of managers in leadership positions who can accurately describe IT governance.” They found that most senior managers could not explain their own governance processes, which would explain why their IT governance doesn’t work properly.
I normally like case studies, but I do not feel that the cases used in this book added any value to me. At the same time, good leaders will also develop the necessary governance infrastructure to make good decisions that will drive the execution of the strategy they have put in place. In order to have good data, organizational processes are required to collect the data and maintain it. Firstly, a prioritization matrix differs from a more traditional scoring approach in that it offers a limited number of priority selections.


Prioritization matrices cannot do a good job of evaluating projects based on multiple criteria, and therefore cannot do a thorough job of distinguishing important projects from less important projects. Even in organizations where projects are scored and ranked, prioritization matrices can be used for “pre-screening” purposes to do a preliminary prioritization. Portfolio management is about selecting the right projects, optimizing the portfolio to deliver maximum benefit, protecting portfolio value to ensure that that value is delivered, and improving portfolio value by maturing organizational processes. For less mature organizations with fewer data requirements, simple portfolio systems such as Excel and Sharepoint can be used in the portfolio process. The first phase involved simpler tools to allow the organization to become familiar with portfolio management, followed by the full implementation with the advanced PPM capabilities. Great advice as this too points to the need for a phased approach to implementing portfolio management. To determine a ‘value’, we use our prioritization value scores and compare that among projects. With over 350,000 users, BQE is the trusted solution worldwide for architects, engineers, accountants, attorneys, IT consultants and business consultants. You will benefit from making overview each time you need to extract summary information on your project. You can try VIP Task Manager for free – at this website a 30-day evaluation copy is available. For some organizations, portfolio review meetings are about getting project status of every project in the portfolio. Project governance is very much about the types of decisions being made and the people who participate in the decision making.
These points reinforce my need to continually educate senior management and communicate both the process and the results of our governance procedures so that we have greater project success. Management is the process of making and implementing the decisions.” They make the point that IT governance is the most important factor in generating business value from IT and that good governance design allows enterprises to deliver superior results on their IT investments.
Rubin, former executive vice president at Meta Group, “a good governance structure is central to making [PPM] work.” Furthermore, “Portfolio management without governance is an empty concept”. Moreover, good leaders will hold management accountable for following the governance process and will take ownership for achieving the organizational goals.
True leaders will not compromise and accept mediocre results, even when that is the easiest path to take. Governance processes are also needed to ensure that the governance board operates efficiently and effectively. Basic criteria should be developed for each part of the matrix, but once complete, decision makers can apply the criteria to various types of work. When evaluating multiple large projects, a scoring system will provide a more accurate analysis over a prioritization matrix. This would be commonly used in a stage-gate process before a formal business case has been developed. Maturing organizations should select portfolio software that meets the needs of its data requirements.
Without good ‘fuel’, senior management will be unable to drive the organization toward its strategic goals. Project managers, steering team, etc) to understand portfolio processes and be comfortable using them.
We have risk scores as part of our prioritization criteria that drive the ‘risk’ portion of our bubble charts. For other organizations, portfolio review meetings are designed to evaluate each project in the portfolio with the intention of updating priorities. Rather than merely focusing on individual projects, a portfolio team can compile a few portfolio scenarios that should be reviewed by the governance team. The Project Management Institute’s Standard for Portfolio Management 2nd Edition briefly discussed governance but did not go into the same level of detail as this book. As far as improvements, the topic of project portfolio management was barely discussed and is quite important in terms of executing strategic change within an organization. These quotes highlight the need for a well-defined and properly structured governance in order to manage the project portfolio. Good strategic leaders will make difficult decisions (aka “the right decisions”) in the face of difficult circumstances.
Even if there are good governance processes and place, and the roles and responsibilities are well understood, real leadership is needed to make difficult decisions that best utilize resources and accomplish company goals (even when not popular among all stakeholders). Because of its simplicity, prioritization becomes a much faster exercise and allows decision makers to quickly distinguish important projects from less important projects. A governance team could quickly determine a categorical priority for the project at an early gate review. Collecting data comes at a cost, and organizations need to put the right processes in place in order to collect good data. Third, based on the early experience with project portfolio management, the organization will better understand their own requirements for a full fledged tool.
In many instances, there is significant overlap between the portfolio scenarios, but the emphasis is on the business goals of the portfolio and how a portfolio scenario supports a certain goal.
Another well respected PPM expert, James Pennypacker, developed a portfolio management maturity model which identifies governance as a key criteria. In addition, “If business leaders do not assume responsibility for converting [IT capabilities] into value, the risk of failure is high.
I overlooked it because of the book’s value to the topic of governance, but I definitely feel the authors should have spent more time on this topic. This is why leadership is needed in addition to governance for making better strategic decisions. These decisions relate to the projects and programs in the portfolio that will execute strategy and meet company objectives.
Otherwise, the matrix is of little value because decision makers can have wildly different views for what is of high importance versus low importance. Prioritization matrices can also be used to triage large volumes of project requests to focus the organization on the hottest projects.
Some less mature organizations will collect insufficient data which leads to sub-optimal decisions. From this angle, portfolio management processes are about collecting a sufficient amount of the right data. Is a score of 500 good or bad?  Since my organization was experimenting with a new prioritization process, we didn’t know what was good or bad.
With high risk comes the likelihood of frustrated business leaders who often respond by replacing the IT leadership or abdicating further by outsourcing the whole ‘IT problem’”.
The simple portfolio management V-model helps tie together four critical components of PPM that lead to better decision making and result in greater strategic execution. With a traditional scoring model, it is difficult to evaluate “keep the lights on” type of work, but with a prioritization matrix it is easier to compare priorities for project and non-project work. I have seen this approach used in an organization that received a high volume of small project requests. Other organizations may try to collect too much data before they are ready to utilize it and can do more harm than good by burning out employees with burdensome processes. Without good standards and processes, important portfolio data will be collected inconsistently resulting in confusion and possible error. Therefore, I made the decision to normalize the scores so that we could fairly compare good or bad projects within the portfolio rather than try to determine a threshold for ‘good’ projects. Here the point was made that outsourcing IT may come out of a frustration by the business leaders with IT.
I would definitely recommend it to anyone that is involved with portfolio management or any part of IT governance. In this case, scoring would be an over-kill; the organization just needed to determine the most important work at that time. Mature organizations will have the discipline and rigor to collect the right amount of quality data. This has been helpful in identifying which projects drive more overall value to the organization compared to other current projects in the portfolio. Yet, the source of the frustration may very well lie in the poor governance structures established. The downside of this however, is that you are always going to have a few projects that look bad. Until now, I had been normalizing only among current projects in the portfolio, yet it suddenly dawned on me this morning, that I should also normalize among all projects, past and current in order to understand whether we get more value now than in the past.



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