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    1. Introduction: Why get certified?

    Chapter 1. Introduction: Why get certified? Tired of facing the same old problems? If you’ve worked on a lot of projects, you know that you face the same problems, over … - Selection from Head First PMP, 2nd Edition [Book]

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    Head First PMP, 2nd Edition by Andrew Stellman, Jennifer Greene

    Head First PMP, 2nd Edition by Andrew Stellman, Jennifer Greene Chapter 1. Introduction: Why get certified?

    Tired of facing the same old problems? If you’ve worked on a lot of projects, you know that you face the same problems, over and over again. It’s time to learn some common solutions to those problems. There’s a whole lot that project managers have learned over the years, and passing the PMP® exam is your ticket to putting that wisdom into practice. Get ready to change the way you manage your projects forever.

    Do these problems seem familiar?

    Kate’s boss promised a delivery date that she couldn’t possibly meet.

    Then, when the project was halfway done, the customer demanded a big change.

    Then, just as the project was about to be completed, someone noticed a typo, and 10,000 leaflets had to be reprinted.

    Then, when it was time to fix those typos, she realized that the printer was booked for another project.

    And even though she knew there was a pretty good chance that someone else might need the printer, she didn’t have time up front to come up with a backup plan.

    Projects don’t have to be this way

    It may seem like all projects have these types of problems, but there are proven solutions to them... and someone else has already done a lot of the work for you! Realizing that all projects have common problems with solutions, The PMBOK® Guide was put together to pass those solutions on to you.

    Your problems... already solved

    Every project eventually runs into the same kinds of issues. But a project manager with good training can spot them and quickly figure out the best solutions. The PMBOK® Guide will help you:

    Learn from past projects that have run into similar problems to avoid running into them again.

    Plan and execute your projects to avoid common pitfalls.

    What you need to be a good project manager

    The PMBOK® Guide is full of practical tools that can help you to manage your projects better. But all of that doesn’t mean much if you don’t have the three core characteristics of a successful project manager. You’ve got to pay attention to all three if you want to make your project a success. This is what you’ll need if you’re going to take on the role of project manager:

    Knowledge

    If you pay attention to what’s going on in the field of project management, you can learn from everyone’s successes and mistakes so that you can be better at your job.

    NOTE

    This means knowing all of the tools and techniques in the PMBoK® Guide and how and when to use them.

    Performance

    It’s not enough to know what you need to do—you’ve got to deliver, too. This one is all about keeping your nose to the grindstone and doing good work.

    NOTE

    You and your team will have to work hard to deliver a successful project, too.

    Personal Skills

    Since you’re managing people, you’ve got to pay attention to what motivates them and what makes things harder on them. Your job as a PM is to make personal connections with your team and help keep everybody on the right track.

    NOTE

    As a PM, you’ve got to lead your team through the project lifecycle, so you need to be skilled at managing people if you’re going to be successful.

    EXERCISE

    Not paying attention to these characteristics is sure to give your project problems. Which of the characteristics of a successful project manager was neglected in the failed projects listed below? Sometimes, more than one will apply; just pick the one that makes the most sense to you.

    The project was delivered early, but it didn’t have all of the features that the customers asked for. The VP had suggested a new requirements gathering technique, but the PM shot it down because he’d never heard of it.

    स्रोत : www.oreilly.com

    Project Management Diagram

    Start studying Project Management. Learn vocabulary, terms, and more with flashcards, games, and other study tools.

    Project Management

    + − Created by brandon_gerling4

    Terms in this set (31)

    Project

    -Is any work that produces a specific result and is temporary.

    -Always have a beginning and an end

    -gathers a team together to do work that's temporary, creates a unique result, and is

    progressively elaborated.

    - Building a house is a classic example

    -Projects can be part of programs or portfolios, but portfolios and programs can't be part of a project.

    TERM Project Charter DEFINITION

    -is a document that describes a project's requirements and high-level schedule, assigns

    a project manager, and authorizes the project.

    LOCATION

    Program

    - is a collection of projects that should be managed together in order to achieve a specific goal or benefit to the company.

    -Example: A university wanted to build admissions websites for all of its departments. It realized that all of the sites would be feeding into the same registration interface and decided to manage all of them together in order to save time.

    Portfolio

    - is a collection of projects or programs

    -Multiple projects and people come together

    Example: A consulting company wanted to increase the amount of billable time for each consultant, so it started several company-wide programs to help consultants to get more productivity out of each year.

    Operation ( or process)

    - is work that's done in a way that's repeatable and ongoing, but is not a project.

    Project Management Institute (PMI)

    - is the governing body of ALL Project Management Professionals.

    -A CAPM PMP is an example of a professional certification.

    PMBOK

    -Is the governing standard book of the PMI that is ANS certified and update every 5 years.

    -It is a science of managing projects derived from years of experiences and lessons learned.

    -Each process is assigned to a process group and a knowledge area

    -One Goal is to give you a repeatable way to run your projects. It does so by breaking the work down into process groups and knowledge areas or two different ways to think about the same thing.

    -5 process groups tell you the sequence that the processes are performed on a project

    -10 knowledge areas organize each of the 47 processes that describe different specific kinds of work that project managers do.

    Project management offices (PMO)

    - help you to learn from all of the work that's been done in the past.

    -give you the templates and the guidance you need to make sure your project takes the right

    approach and makes sense to everyone you work with.

    3 types 1) Supportive 2) Controlling 3) Directive Supportive PMOs

    -play a supportive role provide all of the templates you need to fill out while your project is under way.

    -They'll lay out the standards for how you should communicate your project's scope, resources, schedule, and status as your project progresses from its initial stages through to delivery and closing

    Controlling PMOs

    -control the way project management is done in a company will be able to check that you're following the processes they prescribe.

    -Like supportive PMOs, they'll tell you what templates you should fill out and prescribe a framework for doing project management in your company.

    -periodically review the work that you're doing on your project to make sure you're following their

    guidelines Directive PMOs

    -take a directive approach and actually provide project managers to project teams.

    -In a directive PMO, the project manager usually reports to the PMO directly.

    -That reporting structure makes sure that the project managers follow the frameworks and templates prescribed by the PMO, because

    their job performance depends on it.

    Interpersonal skill

    Working together with people

    -Motivation -Team building -Coaching Motivation

    means helping team members get what they want out of the project.

    Influencing

    means sharing power with people to get something done.

    Conflict Management

    means finding positive solutions to conflicts during the project.

    Functional Organization

    -Functional managers have all the power in a functional organization

    -Set up to give authority to functional managers

    Projectized Organization

    -Project Managers have the power

    -Project Coordinators and expediters don't exist in a projectized organization

    Project Expediter

    Only keeps track of project status

    -May have project manager printed on business card but hold no power or authority compared to a project manager

    Project Coordinator

    -Has some authority but usually reports to someone higher up in the organization

    Matrix Organization

    -If the type of organization is not specified then assume this is the organization it is referring to.

    -Means the PM is responsible for making budgets, assigning tasks to resources, and resolving conflicts.

    -Shared responsibility and authority between PM and Functional Managers

    Project Constraints

    स्रोत : quizlet.com

    Solved A consulting company wanted to increase the amount of

    Answer to Solved A consulting company wanted to increase the amount of

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    Question: A Consulting Company Wanted To Increase The Amount Of Billable Time For Each Consultant, So It Started Several Company-Wide Programs To Help Consultants To Get More Productivity Out Of Each Year. O Portfolio O Program O Project A Company Wanted To Switch From A Paper-Based Human Resources Group To A Software-Based One. It Spent Some Time Looking Into The

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    Best Answer

    Answer (1): Portfolio Answer (2): Program Answer (3): Portfolio Answer (4): Program Answer (5): Program Explanation: A portfolio is a collection of projects or programmes united by a common corporate purpose. Because th…

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    Transcribed image text: A consulting company wanted to increase the amount of billable time for each consultant, so it started several company-wide programs to help consultants to get more productivity out of each year. O Portfolio O Program O Project A company wanted to switch from a paper-based Human Resources group to a software-based one. It spent some time looking into the best software packages for the job and decided to manage all of the HR functions together since it needed the same people to help with all of the work. O Portfolio O Program O Project A software game company wanted to build up its online presence. It started several marketing and sales initiatives, created some new games, and rewrote some old ones in order to reach more gamers online. O Portfolio Program Project A university wanted to build admissions websites for all of its departments. It realized that all of the sites would be feeding into the same registration interface and decided to manage all of them together in order to save time. Portfolio O Program O Project A university wanted to build admissions websites for all of its departments. It realized that all of the sites would be feeding into the same registration interface and decided to manage all of them together in order to save time. O Portfolio O Program O Project

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