Management process

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  • Chapter 9: Appendix: Maturity Assessment Questionnaire The Maturity Assessment Questionnaire consists of more than 800 questions divided into 39 project management processes grouped by knowledge area. Each process consists of a number of questions at each of the five maturity levels. The answers to each question are either “Yes,” “No,” or “Not Applicable.” For ease in identification, the question numbers are composed of three parts. The first character in the number is a letter that denotes the knowledge area.

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  • Chapter 3: Assessing and Reporting Maturity Level. At this point we have a good grasp of the CMM as applied to project management. We have described maturity at all five levels for each of the 39 processes that makes up the nine knowledge areas of the PMBOK standard. We have seen that level 3 is the transition between having a documented process (level 2) and having all project teams using the process (level 3). Level 3 defines project management process practice (PP) level maturity. Level 2 defines project management process definition (PD) level maturity. Levels 1, 4, and 5 define both PD...

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  • Chapter 6: Commissioning Improvement Initiatives At this point we have assembled all of the tools we will need to implement a continuous project management process improvement program. Our next task is to put all of this together into a coherent program that moves our project management culture from its current maturity level to a desired end state. That end state may encompass all 39 project management processes, all nine knowledge areas, or only a selected number of processes or knowledge areas.

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  • (BQ) Part 1 book "Operations management - Processes and supply chains" has contents: Using operations to compete, project management, process strategy, quality and performance, capacity planning, constraint management,...and other contents.

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  • In this chapter, the learning objectives are: Be able to identify and describe the types of documents and records used in the inventory management process, understand the functions in the inventory management process,...

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  • What are the challenges of working in the new economy? What are organizations like in the new workplace? Who are managers and what do they do? What is the management process? How do you learn the essential managerial skills and competencies?

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  • Chapter 1: Introduction to the Process Improvement Life Cycle. Designing, documenting, and implementing a project management methodology is a major undertaking. It is met with several obstacles, including: • Cultural and organizational barriers to change; • Replacing existing project management habits; • Rugged individualism of technical professionals. An organization will never reach the point where it is safe to say that all three of these obstacles have been neutralized. In fact, these obstacles will continuously plague projects for as long as there are projects to be plagued.

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  • Chapter 2: Overview of the Project Management Maturity Model. 2.1 The Software Engineering Institute Capability Maturity Model Beginning as early as 1986 the Software Engineering Institute (SEI), which is affiliated with Carnegie Mellon University, began developing a process maturity framework for software development [1]. With financial support from the Department of Defense this early effort resulted in the publication of the Capability Maturity Model® (CMM®) [2] in 1991.

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  • Chapter 8: Closing Thoughts Companies are beginning to realize that they have to get a better return on their project management investment. Many have spent hundreds of thousands of dollars and thousands of hours of employee time building a project management methodology for their organization. They expect to get business value in the way of a higher success rate on the projects they undertake and a more effective and efficient execution of projects. When it does not happen, which is often the case, they need to aggressively develop a strategy to get that return.

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  • Chapter 5: Tools to Investigate Improvement Opportunities. We have discussed the assessment, plotting, and analysis of both PD and PP maturity level data. We know how to target those knowledge areas that should be further investigated for improvement opportunities. We have suggested a few approaches for ranking improvement opportunities. In this chapter we look under the hood at a knowledge area or individual process within a knowledge area to analyze the PD or PP performance to define potential areas for improvement initiatives.

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  • Chapter 4: Metrics to Identify Project Improvement Opportunities In the last chapter we discussed Kiviatt Charts and Box & Whisker Plots. These are two tools that can be used to display PD and PP data in our search for process-wide and practice-wide improvement opportunities. This would typically be the starting point for identifying major areas where improvement opportunities should be focused.

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  • Chapter 7: Case Study: B. Stoveburden Trucking Company Improvement initiatives may be little more than educated guesses at the ideas and activities that have the potential of improving the maturity level of a process or knowledge area. Remember, they may have come as a result of a brainstorming session. Even though they are the task force’s educated guesses, they are expected to result in some level of improvement. That expectation may even be stated quantitatively.

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  • (BQ) Part 2 book "Operations management - Processes and supply chains" has contents: Supply chain inventory management, supply chain design, supply chain integration, resource planning, forecasting, supply chain integration,...and other contents.

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  • (BQ) Part 2 book "Management accounting - Information for decision making and strategy execution" has contents: Measuring and managing customer relationships, measuring and managing process performance, measuring and managing life cycle costs, behavioral and organizational issues in management accounting and control systems,...and other contents.

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  • (BQ) Part 1 book "Exploring management" hass contents: Managers and the management process - Everyone becomes a manager someday; management learning - Great things grow from strong foundations; ethics and social responsibility - Character doesn’t stay home when we go to work,...and other contents.

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  • Lecture "Management - Unit 5: Strategic management" content presentation: The importance of strategic management, the strategic management process, types of organizational strategies. Invite you to consult.

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  • What is strategic management? What are the foundations of strategic analysis? What are corporate strategies and how are they formulated? What are business strategies and how are they formulated? What are current issues in strategy implementation?

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  • In this chapter, the learning objectives are: Develop an understanding of the human resource management process, be familiar with the types of transactions in the human resource management process and the financial statement accounts affected,...

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  • (BQ) Part 1 book "Strategic management and competitive advantage" has contents: What is strategy and the strategic management process; evaluating a firm’s external environment, evaluating a firm’s internal capabilities, cost leadership, product differentiation.

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  • Lecture Project management in practice - Chapter 14: Project risk management, this chapter presents the following content: Risk event graph, risk management process, contingency funds and risk, risk monitoring and review,...

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