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From the Rational Edge: Mike Hanford asks some rudimentary questions about program management and discusses practices related to this discipline. He explains relationships between project management and program management roles and techniques, noting significant differences.
Michael F. Hanford, Chief Methodologist, SUMMIT Ascendant Methodologies
Michael F. Hanford will be the chief methodologist with the IBM SUMMIT Ascendant methodologies along with a member from the IBM Rational commercial methods content team. He has also worked as being a methodology author, a manager for big consulting engagements, and also a leader of enterprise process assessment and transformation efforts for IBM Rational and PriceWaterhouseCoopers Consulting PWCC. Prior to joining PWCC, he was director of software engineering practices for Fidelity Investments Systems Company.
Many enterprise IT organizations are tackling large, complex efforts that combine the delivery of software elements, new and changed business models, and overall changes to organizational structure and capabilities. Typically these efforts involve several parallel projects, and managers find that traditional project management approaches are unsuccessful for such undertakings. Consequently, many IT professionals are turning for the substantial body of experience, and also the smaller body of documentation, that props up discipline of program management. This discipline describes principles, strategies, and desirable recent results for managing large-scale efforts comprising parallel projects.
We will need a closer look at each and every of these aspects, contrast all of them with similar facets of project management, and outline per the effort and results forced to achieve success.
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Program governance could be the aspect from the discipline that produces both the structure and practices to compliment the program and still provide senior-level leadership, oversight, and control. Strategically, it encompasses the connection between the oversight effort along with the enterprises overall business direction. It also encompasses each of the decision-making roles and responsibilities associated with executing this course effort.
Projects are usually governed using a simple management structure. The project manager is accountable for day-to-day direction, a senior IT executive integrates technology with business interests, and also a business sponsor is liable for ensuring how the deliverables align with business strategy.
Programs demand a more complex governing structure given that they involve fundamental business change and expenditures with significant bottom-line impact. In fact, in some cases their outcomes see whether the enterprise will survive being a viable commercial/governmental entity.
Figure 1 shows a sample governance structure for the complex program.
As we can easily see in Figure 1, unlike most projects, programs ordinarily have a steering committee or any other group to show off diverse interests and gives executive-level oversight. As this program evolves, this governing body makes certain that it will continue to align with all the enterprises strategic direction and makes decisions that will eventually filter up towards the board of directors. Defining the role and decision-making powers with the steering committee is often a significant part from the program governance effort and really should be done by having an eye toward facilitating rapid decisions and promoting a definite, unified direction.
Figure 1 also illustrates a normal program management structure, which is more advanced than that of an project. Creating this structure involves defining specific roles with specific decision-making authority, and making clear to everyone who owns certain program functions.
Good governance is important to program success. A poorly articulated management structure, overlapping roles and decision-making authority, and roles filled through the wrong people you aren't filled in any way can prevent a course from achieving sustained momentum or bog it down with endless tries to achieve consensus on every decision.
What is program management? Is it really management in any way?
To answer these questions, lets start by looking at a recognized definition of project management:
Project management will be the planning, organizing, directing, and controlling of company for any relatively short-term objective.
It is apparent from this definition that project management is concerned using the dynamic allocation, utilization, and direction of resources both human and technical, after a while - - regarding both individual efforts and product delivery schedule - - is actually costs, relating to their acquisition and utilization of funding. As a corollary, it can be safe to say that devoid of the direction project management provides, work would need to proceed with a series of negotiations, and/or it would not align with all the goals, value proposition, or needs on the enterprise.
Within a plan, the same responsibilities, allocation, utilization, and direction are used on people at three levels within the management hierarchy; the larger the level, greater general the responsibilities. For example, with the bottom on the management hierarchy, project managers are assigned on the various projects in the overall program. Each manager performs the management responsibilities we described above.
At the middle on the hierarchy could be the program manager/director,
whose major responsibility is usually to ensure that the task effort achieves the results specified inside business and IT strategies. This involves setting and reviewing objectives, coordinating activities across projects, and overseeing the integration and reuse of interim work products and results. This person spends longer and effort on integration activities, negotiating alterations in plans, and communicating than you are on the other project management activities we described, allocating resources, ensuring adherence to schedule, budget, etc.
Accountable to executive sponsors for schedule, budget, superiority all program elements.
Leads high-level sessions for program plan and schedule development.
Reviews/approves project plans for conformance to program strategy and program plan and schedule.
Acts because the communications conduit to executive sponsors and program steering committee and conducts periodic briefings/status updates.
Escalates decisions to executive sponsors as necessary.
At the top with the program management hierarchy are this software sponsors along with the program steering committee. Their major responsibility is always to own and oversee the implementation from the programs underlying business and IT strategies, and define the programs connection on the enterprises overall strategic business plans and direction. Their management activities include providing and interpreting policy, creating a place that fosters sustainable momentum with the program, removing barriers both in and out the enterprise, and periodically reviewing program progress and interim brings about ensure alignment while using overall strategic vision.
These individuals receive periodic summary reports and briefings on funding consumption, resources along with their utilization, and delivery of interim work products and results. Typically, they may focus on these reports only when there is significant deviation in the plan.
So, lets return on the questions we posed at the outset of this section: What is program management? Is it really management in any way?
If you think of management activities strictly as those we defined for project management, then this answer for the second real question is No, or even Partly. At the project level, managers do still perform these activities, but this program manager/director addresses another set of program goals or needs, which requires an alternative bag of tricks as well to be a different take a look at what is happening and what must get done. And on the top on the hierarchy, the executive leaders who set goals and oversee this program certainly tend not to perform exactly the same detailed activities as project managers.
The financial aspect of a software program includes the requirement to conform to internal and frequently external policies and/or regulations for significant expenditures. It comes with development and employ of program-specific procedures to make and reporting expenditures.
Overall costs for programs are generally significantly higher than those for projects. For example, projects that consume one to five man-years of effort could have an internal budget range of 250, 000 to just one, 000, 000, assuming the resources are employees not contractors through an hourly charge-back rate of 100 to 150 by the hour. A program to upgrade and rewrite the core computer software of a large financial services company could possibly want between 750, 000 and 1, 000, 000 work hours, a staff of 175 consultants and 225 employees, and expenses ranging between 160, 000, 000 and 200, 000, 000.
The price is greater not merely because this software is larger, and also because it entails more varieties of expenditures. In a project from the size we merely described, most - - totally - - the expenditures are for labor, from an accountancy perspective. The program costs would come with labor both internal chargeback and consulting fees, and travel and bills, including short-term apartment leases, hardware, packaged applications which can be capitialized and depreciated, work area perhaps construction, too, and furnishings/equipment, including computers, servers, printers, desks, chairs, cubicles, etc. Enterprises have ways to treat these expenditures, outlined in financial policies and procedures. Government agencies and regulated industries can also have laws or regulations regarding spending and expense reporting.
From an administrative perspective, the responsibilties linked to authorizing, recording, and reporting program expenditures go well beyond those typically exercised by anyone project manager. Typically, the office on the Chief Financial Officer CFO is going to be involved throughout the strategic definition and financial justification phases of a plan. Financial analysts will construct and/or use complex financial models, note that the enterprises financial policies are interpreted and applied correctly, and make sure that the programs financial impact is accurately represented to executives at key decision points.
The CFOs engagement continues, with some other responsibilities, during the entire programs lifecycle. The program office will typically add a role to get a budget administrator who assists this software manager/director in ensuring conformance to financial policies and guidelines. A best practice necessitates the CFO to fill this role using a full-time or part-time financial analyst.
Early inside the program, you need to plan and conduct a checkpoint review with the financial management apparatus and identify needs and that are specific to your program.
Implementing the programs financial practices may need nothing more than educating people about how precisely to apply them. However, occasionally you may should tailor and adopt policies, create new cost centers and/or even a chart of accounts, and outline financial procedures and assign decision authority unique to your specific program.
In but the, the skills needed to create make certain program-wide use of sound financial practices are usually not required for any project effort. To succeed, program financial management demands early and active engagement within the part from the CFO with the exceptional or her staff.
Infrastructure is often a useful term to spell it out collections of roles, tools, and practices that organizations assemble and integrate so that you can provide services and support for software development. To understand the infrastructure required for just a successful program, lets first explore the management and administrative roles, tools, and practices that constitute the Program Management Office, or PMO. Then we can look at requirements to the technical environment and tools.
Of course, simply creating and operating a PMO - - which could assume various forms - - differentiates programs from projects. Our discussion will focus totally on PMOs that support 1 program - - one that will likely be disbanded with the close in the program effort. However, we must keep in mind that in certain IT organizations, an Enterprise PMO is really a permanent fixture, providing services to multiple and changing programs.
The PMO provides administrative and management support for the program manager/director and many types of other program participants. It also provides specialized staff expertise for specific work areas.
The PMO involves many roles covering numerous areas and activities see sidebar. In addition to serving this program manager/director, the employees members, a gaggle of senior specialists, fill essential program roles. For large, complex programs, the PMO helps establish and gaze after appropriate work processes, controls, and reporting functions to hold management apprised in the programs progress. It also defines, plans, and completes various work efforts.
As one example, lets examine only one role from the PMO - - facilities administration - - and just how it leads to program success. Whoever has this role must identify, plan, and deliver all necessary facilities for either a course-specific or permanent PMO. To do this, the facilities administrator must:
Work while using PMO manager and program manager to define what needs to be included in facilities and define and prioritize facility needs.
Develop and gain approval for any facilities plan.
Manage execution on the facilities plan and associated deliveries, construction, and installation.
Collaborate closely while using infrastructure and technical environment coordinator.
Lets compare value of this role in a project versus a course. For an individual, small project having a maximum of seven employees for the construction team, this role would add little value. The team members would probably have offices or cubicles plus the ability to reserve meeting rooms by using a reservation system.
But suppose you have a course for which mobilization will need four weeks. Over now, 200 consultants will be become resident for the principal office campus, 260 IT staff are going to be assigned to your program, along with the three project managers insist that their project teams be co-located for efficiency. There is often a need for twelve dedicated photocopiers, five dedicated conference rooms, a space for your program office, etc. The daily billing rate for those 200 consultants is 360, 000. So if the operation of such facilities is delayed by five days plus the consultants cannot work with site - - well, you can use the math. Clearly, someone must own the load to set up the correct space and tools to get the position done.
In truth, we will devote a whole article towards the work performed from the PMO - - and this office will not even cover every responsibility. For now, why don't we just say that this infrastructure the PMO provides enables every one of the project teams involved inside program being productive.
A program infrastructure can also include both hardware - - for desktop and network devices for storage and communication - - and software, including desktop software and shared platforms with development tools, modeling software, planning tools, communication tools email, Internet browser, virtual meeting/collaboration programs, telecommunications programs, and software for document retention and reproduction.
An individual project, especially a pioneering effort, may introduce new tools or hardware partly to be able to understand their capabilities and limitations. The project manager may become linked to technical support or infrastructure functions, to buy, install, and/or tune the hardware and software. Typically, it will involve only a few installations to get a small number of IT staff. Periodic changes and/or additions towards the development environment will affect larger quantities of IT staff, but these are normally defined and managed as separate projects.
Program technical activities, in comparison, usually include large varieties of staff coming from a variety of sources bodily and mental and various technology backgrounds. As managers identify and staff component projects inside program, they need to also specify, acquire, and install technology environments and tools for every single project, which collectively constitute the programs technical infrastructure. This effort might encompass creating a whole new, remote development site or integrating two companies technologies after a merger, for instance.
This infrastructure effort needs to be treated as an enclosed program project instead of an external project, which delivers components or brings about clients. Managers should plan a well-defined, rapid, and brief lifecycle for creating the technology environment. The effort will incorporate defining needs as well as, setting a scope, and installing, testing, and implementing all technologies. If some tools will likely be new to some portion with the program staff, it might also be essential to define a rapid-delivery training effort.
Managers also need to consider that this infrastructures hardware and tools will probably be used at night programs boundaries. If they felt compelled to pick technologies distinct from those from the current enterprise IT architecture, then supporting and tweaking new computer software built with those technologies may necessitate additional personnel, software, and training. Managers ought to carefully appraise the potential impact of the program technology selections upon existing IT architecture and resources as well as perhaps future direction prior to actually making the acquisitions.
For program planning, most managers will typically utilize a bottom-up approach that identifies and executes planning iterations to the programs individual component projects. First, each project manager constructs a strategy that estimates and allocates resources instructed to deliver the projects products or results, while using the same techniques and practices they can employ in organising a standalone project.
Then, within the next planning iteration, managers identify connections and dependencies one of the programs projects, and refine and rework their project promises to integrate them others. Often this integration effort requires adjustments for the products planned for every project, the numbers and sorts of resources required, and - - naturally - - the schedule. The managers power to continuously manage and accommodate inter-project dependencies is often a significant determinant of program success. This ability is a major differentiator relating to the requirements of project planning and program planning.
Once the average person project plans are integrated, it truly is time to initiate this system planning effort. What exactly can be a program plan? American Heritage Dictionary defines a strategy as A scheme, program, or method figured out beforehand with the accomplishment connected with an objective: plans of attack. But when we look at the way we develop and employ program plans, we discover how they do not fit neatly into this definition.
First coming from all, in contrast on the planning to the programs projects, this system plan typically is just not developed through a number of iterations. Instead, the look effort involves conducting a compilation of reviews from the individual project plans, and then developing a digest in their contents. During this process, conflicts between projects can become apparent and require resolution. A goal from the digest effort is usually to produce a concise, usable take a look at all program work, timeframes, and required results. A program plan describing 10, 000 activities, one example is, will not have these qualities.
You dont use this software plan to direct work and allocate resources. That would be the purpose with the individual project plans. It may be useful to think with the program plan like a seismograph that seeks to detect and appraise the potential impact associated with a trembling within the ground underneath this program effort. As component projects proceed and individual project plans record completion percentages, expenditure of resources, and interim or final dates for work activities, this program plan integrates these measures and shows their collective impact. This enables managers to gauge the programs progress against plan and detect potential problems. For example, if your client requires additional functionality within a component that one project is building, which will delay the ingredients delivery for some other projects and slow them down likewise.
In short, this system plans integrated representation of significant planned activities and link between individual projects provides managers that has a window in the cumulative work effort from the program. Managers apply it to verify that this system is moving inside the right direction to satisfy business goals, identify where unplanned changes might be occurring and assess their potential impact, also to model and/or test the impact of possible adjustments and corrections.
In this information we have just did start to explore the differences between project and program management. We have seen that programs require capabilities and resources which are not generally required from the project management space, and which correlate directly with all the programs success.
In general, program efforts use a larger scale and impact than most project efforts. The outcomes of a software program effort can have a very significant impact upon business and product viability. These efforts may also consume lots of funding - - that may translate into hard choices about whether or not to continue or discontinue programs or certain areas of them. For example, however the US space program with the 1960s put a man within the moon and created significant services and engineering capabilities inside American economy, it cost taxpayers tens of quantities of dollars, and precluded other government initiatives. Funding because of this program emereged as the result of many hard choices.
Program efforts, because of their large staffs, typically develop greater momentum than standalone projects. This momentum helps programs accomplish major levels of work an excellent, but it also can make programs resistant to modifications to direction. Lack of vision, alterations in vision, and poor direction can lead a course to consume enormous quantities of money in relatively small amount of time periods without providing real value or useful results.
Fortunately, applying sound techniques and practices specific to program management can enhance an efforts probability of success and minimize risk. For enterprise-scale work efforts, these practices can enable a business to pursue its business strategy and remain competitive.
IBM Rational SUMMIT Ascendant, The Program Management Method. Version 8.1, February 2004.
Office of Government Commerce OGC: HMSO, Managing Successful Programmes. Copyright 2003.
Deborah Kezsbom, et al., Dynamic Project Management. John Wiley Sons, 1989.
In the UK, the Office Of Government Commerce OGC calls this role Senior Responsible Owner to use publication, Managing Successful Programmes, explaining until this role is faced with: providing overall direction and leadership to the delivery and implementation with the programme, with personal accountability for its outcome. See References in this informative article for more information.
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not merely a free clone of MS Project.
well, and it also may lack advanced features easily obtainable in commercial project management apps
Create tasks and milestones. Aside from your start date and duration, every task could have priority, cost New by two.7, color and fill pattern, text notes and user-defined custom fields.
Organize tasks inside a work breakdown structure. Hierarchical tree where progress, dates or costs of lower level tasks is summarized within the higher levels. Summary tasks could be collapsed to cover tasks which are not important on the moment.
Draw dependency constraints between tasks, like start X when Y finishes and GanttProject is going to take care of enforcing these constraints. You can add a lag or use other varieties of constraints.
Create baselines for being able to compare current project state with previous plans.
PERT chart for read-only view might be generated through the Gantt chart.
Create human resources together with the basic contact details, payment rate New by 50 percent.7 and role.