1st Iteration: Rita and PMBOK cover to cover.
2nd Iteration: PMBOK cover to cover and Rita/Headfirst PMP when required.
3rd Iteration: PMBOK (active reading) complete in 2-3 days.
Take Rita Fastrack cd after 1st iteration and once that is done, take the PMStudy.com exam after 1st iteration.
Don't worry if you get less percentage in PMstudy simulation 1 (free exam). Because it's just checks your different terms and concepts of PMBOK. which is good in one way.
Take the Oliver F. Lehmann's 75 (got 65%) and then 175 (got 74%) Questions (PDF version). hxxp://www.oliverlehmann.com/pmp-self-test/75-free-questions.htm.
Review the questions and work on the gaps. (DO This!! Its really important).
Important Tip: Read delegation chapters:
http://www.builderau.com.au/strategy/projectmanagement/soa/When-delegation-becomes-a-problem/0,339028292,320277493,00.htm
http://www.teamtechnology.co.uk/soft-skills/project-management-training-part7.html
http://news.zdnet.co.uk/itmanagement/0,1000000308,39205929,00.htm
http://pmcrunch.com/soft_skills/a-fresh-look-at-delegation-10-ideas-for-action/
http://www.slackermanager.com/2006/01/management-hack-the-sweet-spot-of-delegation.html
Sunday, March 9, 2008
Friday, March 7, 2008
CAPM - Everything about it
What is CAPM?
The CAPM program is designed for project team members and entry-level project managers, as well as qualified undergraduate and graduate students who want a credential to recognize their value to project team performance.
This Credential can benefit professionals from all disciplines by demonstrating clear direction to their work and by gaining knowledge of Project Management processes and terminology.
A CAPM Credential can benefit professionals from all disciplines by demonstrating clear direction to their work and by gaining knowledge of project management processes and terminology.
CAPM - Certified Associate in Project management benefits individuals who contribute specialized skills such as scheduling, logistics,or cost estimating to a project team by allowing them to align their work with that of Project Managers. Yet others may use the CAPM to launch their carrer in project management or as a foundation from which to pursue the PMP credential. - Project Management Institute,USA
You can benefit from a CAPM credential if you are a:
Project team member;
Junior project management practitioner or new to the project management profession;
Undergraduate or graduate student with an interest in project management.
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The CAPM credential grants recognition to project specialists. Because the CAPM certification program requires individuals to demonstrate comprehensive knowledge of the processes and terminology that are outlined in A Guide to the Project Management Body of Knowledge (PMBOK Guide®) – Third Edition, individuals who carry the CAPM designation after their name enjoy a high level of credibility from PMP certificants, project managers, employers and peers. - PMI USA.
Professionals with project management skills are increasingly seen on the leadership track, and earning the CAPM from PMI is one of the best ways to advance your career. This credential can go a long way toward enhancing your employment and/or project assignment responsibilities — and getting you recognized in the work.
CAPM candidates must first meet specific educational and project management related experience requirements and then pass a comprehensive 150 question computer-based examination.
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Prerequisites
The following qualifications are required in order to apply to take this exam::
High school diploma, Associates degree or the global equivalent
Junior project manager or new to project management
1500 hours of work experience on project teams
At least 23 hours of project management education
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About the CAPM® Exam
The test is 150 multiple choice questions and is 3 hours long. The candidate must be familiar with "A Guide to the Project Management Body of Knowledge" (PMBOK® Guide, Third Edition). The CAPM® credential requires no Continuing Certification Requirements (CCR) PDUs for maintaining the credential.
Candidates who pass the exam may use the credential for five (5) years, and may apply to take the PMP® exam at any time during those five years. After five years the CAPM® credential expires, and the the candidate can apply to re-take the CAPM® exam or to take the PMP® exam.
Cost of the exam: $225 (185 Euros) if the candidate is a PMI® member, or $300 (250 Euros) if they are not a PMI® member. The same cost applied when the credential expires at the end of the five year period.
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CAPM Course Details
Course Outline
1. An Introduction to Project Management (PMBOK-Third Edition aligned)
2. Project Lifecycles and Stakeholders
3. Introduction to Project Process Groups and Initiating a Project
4. Project Planning
5. Executing, Monitoring & Controlling, and Closing a Project
6. Initiating a Project and Preparing the Project Plan
7. Project Integration: Executing and Completing a Project
8. Planning Project Scope
9. Controlling Project Scope
10. Elements of Project Time Management
11. Project Scheduling
12. Estimating Activity Costs
13. Budgeting and Controlling Costs
14. Planning for Quality
15. Performing Quality Assurance and Control
16. Elements of Project Human Resource Management
17. Implementing Project Human Resource Management
Saturday, March 1, 2008
Project Objectives
* Project objectives are conatined in the preliminary project scope statement and proejct scope statement.
* Projects are considered complete when the objectives have been met
* A reason for terminating a proejct before completion is that the project objectives canno be met
* A more complete understanding of the objectives is achieved over the length of the proejct.
* It is the project manager's role to accomplish the project objectives.
* Objectives should be clear and achievable.
* The Reason for quality activities is to make sure that project meets its objectives.
* The Reason for the risk process group is to enhance opportunities and reduce threats to the project objectives.
* Things that could negatively impact the project objectives, such as risk and stakeholders' influence should be watched and tracked.
* Projects often require tradeoffs between the project requirements and the proejcts objectives.
* Project objectives are determined in the initiating process group and refined in the planning process group.
* One of the purposes of the develop project management plan process is to determine how work will be accomplished to meet project objectives.
* Projects are considered complete when the objectives have been met
* A reason for terminating a proejct before completion is that the project objectives canno be met
* A more complete understanding of the objectives is achieved over the length of the proejct.
* It is the project manager's role to accomplish the project objectives.
* Objectives should be clear and achievable.
* The Reason for quality activities is to make sure that project meets its objectives.
* The Reason for the risk process group is to enhance opportunities and reduce threats to the project objectives.
* Things that could negatively impact the project objectives, such as risk and stakeholders' influence should be watched and tracked.
* Projects often require tradeoffs between the project requirements and the proejcts objectives.
* Project objectives are determined in the initiating process group and refined in the planning process group.
* One of the purposes of the develop project management plan process is to determine how work will be accomplished to meet project objectives.
Presentation Tips (Part 2)
Negative reactions to meetings often reflect poorly presented information, ineffective (or no) interaction, and lack of preparation on the part of the meeting leader.
So, how can you deliver effective presentations that ensure all attendees are actively involved in the meeting process?
Preparation is the major factor in conducting effective meetings; it includes careful knowledge of the message to be conveyed, the outcomes to be achieved, the manner in which information is delivered, audience analysis, and logistics.
_____________________________________________________________
Some basic questions:
O What are the objectives and desired outcomes?
O How formal or informal will the meeting be?
O Is this a face-to-face or remote meeting?
O Does everyone have and understand the agenda?
A question that is often overlooked is, “Who is the audience?” When delivering a status report to a project team or an executive briefing to the board of directors, you probably know their names and their position. But that’s not enough. To ensure that you engage your audience effectively, you need to know more about them.
_____________________________________________________________
Audience Analysis is key to presenting effectively. Ask yourself:
O What do these stakeholders need/want to know?
O Why are those specific individuals attending?
O How knowledgeable are they on the subject at hand?
O Are they comfortable with PM jargon?
O How do they prefer to receive information?
O What questions do you hope they won’t ask and determine how you will answer them if they do?
O What reactions can you anticipate to your message?
When you’re comfortable with the answers to those questions, it’s time to plan specific presentation techniques that will be most effective for that audience. How will you engage them, keep their attention, and help them retain information and achieve your desired outcome? Circulating an agenda before a meeting can sometimes be a good idea. It does depend on the meeting of course, but it can be a great way to seek your attendees’ inputs and secure their commitment and buy-in ahead of time.
Before you arrive for the meeting, set the tone for the first impression. You don’t want the audience to be distracted by dysfunctional equipment or poor remote hook-ups, so plan what equipment you will use, where you will be in the meeting room, and carefully double check your visual aids.
_____________________________________________________________
First Impressions Are Powerful
Audiences are most alert at the beginning of a meeting, and presenters are usually most uncomfortable at that point. So, be sure to prepare and practice your opening remarks.
An effective two-minute opening needs to include these five elements:
1. Rapport
In addition to the conventional “Good morning,” find a statement to establish a connection with your audience. It can be as banal as a comment on the weather, but is more effective if it relates to the topic you will be discussing. The intent is to create a bond between the presenter and the audience – something that is especially appreciated by individuals who are “people oriented.”
2. Problem/Opportunity
State the need for your audience to listen, e.g., are you there to solve a problem with them, to offer an opportunity, to share information? Whatever your purpose, clarify it in a sentence or two. Fast-paced individuals will appreciate the simple, straightforward reminder.
3. Qualifications
Why are you conducting the meeting? Your qualifications are generally best identified by your recent accomplishments on the project. Some people need to be reassured that you are the right person for them to listen to. Avoid telling your audience how long you have been with the firm – for some of them that’s a “So what?” They are more interested in the results you have achieved on the project so far.
4. Agenda
Presumably, everyone already has the agenda. Nevertheless, give a brief outline of the main points you’re about to cover – it’s a way to reinforce the focus for the meeting. Here is the template for a powerful agenda.
5. Action
Tell the audience what you are asking for. Do you want an approval; do you want funding; do you want buy-in? Whatever it is, make sure that everyone is clear on your expectations. People are more likely to pay attention and become engaged when they know what you expect from them.
_____________________________________________________________
Questions
Before you start with the first agenda item, invite your audience to ask questions at any point during the meeting. After all, it’s a presentation for them, not for you, so encourage them to participate.
Asking an audience to hold questions until the end of your presentation will send a clear message that your remarks are more important than their understanding of them.
Whenever you transition from one topic to another, ask for questions in case anyone needs clarification and has been too shy or intimidated to speak up. An encouraging way to ask for questions is, “What questions do you have?” or “How may I clarify…?” Avoid saying, “Are there any questions?” That can indicate that you’d rather move on than address issues your audience may have.
Questions give you an opportunity to engage your audience and build commitment. The way you handle questions often determines whether you achieve your goal.
Don’t know the answer to a question? Say so. An audience would rather hear an honest response than have you guesstimate. If there’s no one available to answer the question on the spot, promise to find out and get back to the questioner, then be sure to do it -- follow-up is important.
_____________________________________________________________
Audio Visuals
You can anticipate that your audience includes (a) people who prefer to receive information visually and (b) those who prefer an auditory approach. You can accommodate both by choosing appropriate communication means.
PowerPoint is the most popular visual medium in use today. With an accompanying hard copy, including space for taking notes, it fulfills the needs of both learner preferences.
Ensure that PowerPoint slides have consistent font sizes and colors. Observe the 5x5 rule: aim for no more than five bullets per slide and no more than five words per bullet. Remember that less is more.
To avoid the Death by PowerPoint syndrome, determine the appropriate number of slides you need for talking points. Bored or overwhelmed attendees lose interest and therefore tune out. Remember that the PowerPoint slides are there to support and amplify what you are saying and are not there as your script .
Look to see if you can replace a series of words or bullet points with a picture, graphic or a single word. Sometimes this has greater impact and supports your spoken words more effectively. Watch a Steve Jobs’ keynote presentation to see what I mean; he is a master at this.
_____________________________________________________________
Remote Meetings
Conference calls pose challenges for keeping audiences engaged because more than half of the meaning of a spoken message is missing, i.e., Body Language. The attendees are left with only the Words, Pace, and Tone with which they are delivered.
Another challenge is the number of people involved in a conference call. The leader needs to be especially alert to elicit everyone’s participation.
Decide on standards for remote meetings. Give everyone an opportunity to speak. Remind them to use “mute” to eliminate distracting noises. If the online meeting goes over 90 minutes, it is a good idea to schedule a 5-10 minute “comfort break.” Encourage people to step away from the phone, stretch their legs, go to the bathroom. This way they should return refreshed and more alert.
So, how can you deliver effective presentations that ensure all attendees are actively involved in the meeting process?
Preparation is the major factor in conducting effective meetings; it includes careful knowledge of the message to be conveyed, the outcomes to be achieved, the manner in which information is delivered, audience analysis, and logistics.
_____________________________________________________________
Some basic questions:
O What are the objectives and desired outcomes?
O How formal or informal will the meeting be?
O Is this a face-to-face or remote meeting?
O Does everyone have and understand the agenda?
A question that is often overlooked is, “Who is the audience?” When delivering a status report to a project team or an executive briefing to the board of directors, you probably know their names and their position. But that’s not enough. To ensure that you engage your audience effectively, you need to know more about them.
_____________________________________________________________
Audience Analysis is key to presenting effectively. Ask yourself:
O What do these stakeholders need/want to know?
O Why are those specific individuals attending?
O How knowledgeable are they on the subject at hand?
O Are they comfortable with PM jargon?
O How do they prefer to receive information?
O What questions do you hope they won’t ask and determine how you will answer them if they do?
O What reactions can you anticipate to your message?
When you’re comfortable with the answers to those questions, it’s time to plan specific presentation techniques that will be most effective for that audience. How will you engage them, keep their attention, and help them retain information and achieve your desired outcome? Circulating an agenda before a meeting can sometimes be a good idea. It does depend on the meeting of course, but it can be a great way to seek your attendees’ inputs and secure their commitment and buy-in ahead of time.
Before you arrive for the meeting, set the tone for the first impression. You don’t want the audience to be distracted by dysfunctional equipment or poor remote hook-ups, so plan what equipment you will use, where you will be in the meeting room, and carefully double check your visual aids.
_____________________________________________________________
First Impressions Are Powerful
Audiences are most alert at the beginning of a meeting, and presenters are usually most uncomfortable at that point. So, be sure to prepare and practice your opening remarks.
An effective two-minute opening needs to include these five elements:
1. Rapport
In addition to the conventional “Good morning,” find a statement to establish a connection with your audience. It can be as banal as a comment on the weather, but is more effective if it relates to the topic you will be discussing. The intent is to create a bond between the presenter and the audience – something that is especially appreciated by individuals who are “people oriented.”
2. Problem/Opportunity
State the need for your audience to listen, e.g., are you there to solve a problem with them, to offer an opportunity, to share information? Whatever your purpose, clarify it in a sentence or two. Fast-paced individuals will appreciate the simple, straightforward reminder.
3. Qualifications
Why are you conducting the meeting? Your qualifications are generally best identified by your recent accomplishments on the project. Some people need to be reassured that you are the right person for them to listen to. Avoid telling your audience how long you have been with the firm – for some of them that’s a “So what?” They are more interested in the results you have achieved on the project so far.
4. Agenda
Presumably, everyone already has the agenda. Nevertheless, give a brief outline of the main points you’re about to cover – it’s a way to reinforce the focus for the meeting. Here is the template for a powerful agenda.
5. Action
Tell the audience what you are asking for. Do you want an approval; do you want funding; do you want buy-in? Whatever it is, make sure that everyone is clear on your expectations. People are more likely to pay attention and become engaged when they know what you expect from them.
_____________________________________________________________
Questions
Before you start with the first agenda item, invite your audience to ask questions at any point during the meeting. After all, it’s a presentation for them, not for you, so encourage them to participate.
Asking an audience to hold questions until the end of your presentation will send a clear message that your remarks are more important than their understanding of them.
Whenever you transition from one topic to another, ask for questions in case anyone needs clarification and has been too shy or intimidated to speak up. An encouraging way to ask for questions is, “What questions do you have?” or “How may I clarify…?” Avoid saying, “Are there any questions?” That can indicate that you’d rather move on than address issues your audience may have.
Questions give you an opportunity to engage your audience and build commitment. The way you handle questions often determines whether you achieve your goal.
Don’t know the answer to a question? Say so. An audience would rather hear an honest response than have you guesstimate. If there’s no one available to answer the question on the spot, promise to find out and get back to the questioner, then be sure to do it -- follow-up is important.
_____________________________________________________________
Audio Visuals
You can anticipate that your audience includes (a) people who prefer to receive information visually and (b) those who prefer an auditory approach. You can accommodate both by choosing appropriate communication means.
PowerPoint is the most popular visual medium in use today. With an accompanying hard copy, including space for taking notes, it fulfills the needs of both learner preferences.
Ensure that PowerPoint slides have consistent font sizes and colors. Observe the 5x5 rule: aim for no more than five bullets per slide and no more than five words per bullet. Remember that less is more.
To avoid the Death by PowerPoint syndrome, determine the appropriate number of slides you need for talking points. Bored or overwhelmed attendees lose interest and therefore tune out. Remember that the PowerPoint slides are there to support and amplify what you are saying and are not there as your script .
Look to see if you can replace a series of words or bullet points with a picture, graphic or a single word. Sometimes this has greater impact and supports your spoken words more effectively. Watch a Steve Jobs’ keynote presentation to see what I mean; he is a master at this.
_____________________________________________________________
Remote Meetings
Conference calls pose challenges for keeping audiences engaged because more than half of the meaning of a spoken message is missing, i.e., Body Language. The attendees are left with only the Words, Pace, and Tone with which they are delivered.
Another challenge is the number of people involved in a conference call. The leader needs to be especially alert to elicit everyone’s participation.
Decide on standards for remote meetings. Give everyone an opportunity to speak. Remind them to use “mute” to eliminate distracting noises. If the online meeting goes over 90 minutes, it is a good idea to schedule a 5-10 minute “comfort break.” Encourage people to step away from the phone, stretch their legs, go to the bathroom. This way they should return refreshed and more alert.
Presentation Tips
To ensure that your presentation is focused, fill in this three-part sentence: “If I can persuade them that_____ will help them to _____, then they will _____.” The first blank represents the topic you are presenting, the second is the benefit to the audience, the third is the outcome you are looking for. This technique allows you to develop a message with an emphasis on your audience’s needs, not yours.
With that said, lets have a look at top ten tips that need to be in mind while making a presentation:
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Number 10: Determine the Type of Presentation
“A speech is an instrument which the speaker uses to get certain things done. He can’t build a bridge with a speech. But by a speech he can enlist the support and cooperation that will enable him to get the bridge built. Support, consent, cooperation, willingness, consensus, agreement, acceptance, understanding—these terms indicate real things that can be said to be true of groups after speeches have been made to them”
- Wilbur S Howell of Princeton University in “The Speaker’s Abstract: A Guide for Public Speaking (published in 1950).
The first consideration in designing a business presentation is the type of presentation that will be presented. This decision is usually dependent on the size of the audience and the expected result of the presentation.
The first involves presenting to a small group within a meeting-like environment. In this instance the speaker or presenter has more personal contact with the group and is able to deliver a more interactive presentation. With this size group it is possible to elicit feedback and participation. These types of presentations usually are more of a persuasive nature and have an expectancy of a decision at the conclusion. This is a very typical presentation method for a project manager to deliver status or progress reports, project gate results or updates to steering committees or upper management.
At times a project manager may be requested to deliver a more structured, informational presentation to a large, mostly anonymous audience. Rather than being in proximity with the attendees, the presenter is elevated to a stage, often with bright lights which prevent any eye contact with the audience.
With the advent of technology, either small or large presentations may now be supported through virtual meetings or webinars. In these instances the same content may be presented but the audience may be scattered across the globe. Not only is personal interaction constrained, but in many cases, the actual size or composure of the audience is unknown.
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Number 9: Know your audience
“There are apathetic, sleeping audiences that must be awakened; there are hostile audiences that must be defied and conquered; there are alienated or sullen audiences that must be won back; there are frightened audiences that must be calmed. There are loyal, affectionate audiences that must be further inspired. There are cool, skeptical audiences that must be coolly convinced. There are heterogeneous audiences that must be molded into some kind of unity.”
- Houston Peterson, author, A Treasury of the World’s Great Speeches
Audiences are made up of people and therefore come in many varieties. You must be able to determine the type of audience and then identify the best strategy for being able to relate to them most effectively.
Some questions to help analyze the audience are:
* What are the demographics of the group (age, gender, economic status, education level, etc.)?
* Why is the audience attending? (Be able to answer the question “What is in it for me? )
* If this is an internal organizational presentation, where am I organizationally relative to the other attendees?
* Who are the key decision makers in the audience?
There is no such thing as an unimportant audience. These people have taken time out of their life to come see you. You owe them the best that you have in you.
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Number 8: Understand the logistics of your presentation
“Paying attention to simple little things that most people neglect makes a few people rich”
- Henry Ford
Hopefully the logistics of the presentation has been handled by someone else. As part of the planning, the time, date, location, room setup, and equipment required have been discussed, approved and in place prior to the event.
Even with the best planning, as Murphy reminds us “if something can do wrong, it will.”
The first concern is to arrive at the location in plenty of time to make sure that indeed everything is in place and working properly. With today’s transportation problems, whether arriving from a distance or just traveling locally, it is better to have time to spare than be running in at the last moment.
When audio-visual equipment is going to be used, a test run is imperative. You want to remember to check the electrical connections, lighting, sound, and room temperature before the attendees start assembling.
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Number 7: Determine the appropriate delivery method
“Speech preparation may be defined as the process of making decisions beforehand upon the content, the organization, the wording, and the delivery of a speech.”
The determination of which delivery method is most appropriate is based the type of presentation, the knowledge of the audience and the logistics of where the presentation is to be held.
For large audiences and informative presentations a more formal presentation can be utilized. These presentations may be based on a previously submitted white paper and are scripted with carefully chosen visuals to illustrate key points. (More on visuals later).
For the smaller, more informal presentations, a more interactive speaking style may be more appropriate. These may still utilize visuals, but may incorporate more than one method (including slides, flipcharts, etc.). Because of the interactive nature of these presentations, less detailed notes supporting the content are often more appropriate.
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Number 6: Organize the content of the presentation
“A speech has two parts. You must state your case and then prove it.”
- Aristotle
The first step, and probably the most important step, is to know the purpose and understand what you want to accomplish with this presentation. Once you have clearly defined the objective, then you can begin to do your research, make an outline or mind map, prepare any graphics and write your words.
Even though Aristotle was speaking about persuasive speeches having two parts, he later went on to say that most speeches have four parts:
* Introduction - or “tell ‘me what you are going to tell ‘em”
* Statement - or “tell ‘em”
* Argument - or “tell ‘em some more”
* Epilogue - or “tell ‘em what you told ‘em”
This structure has withstood the test of time and can be helpful with the organization of the content of the presentation.
Churchill once said that a speech is like a symphony. It may have three movements but must have one dominant melody. Once the melody (or objective) has been finalized, it is time to “chunk” the middle.
There may be some psychological reason as to why series of threes are best remembered, but whatever the reason, but it probably best to limit your key points to three.
Above all it is important to remember that every part of the presentation concerns the audience. Never give a generic presentation. Personalize it, relate it to the news of the day.
Every presentation starts with an issue of concern to the audience and ends with “a call to action” or next steps towards resolution of the issue. From start to finish the presenter is guiding the audience through the presentation of ideas, data, and plans using the specific language of the audience. The best presentations are those in which the audience believes that the speaker is truly addressing their needs and issues.
__________________________________________________________
Number 5: Determine the balance between pictures or words
“You’ve got to see it to believe it”
- Anonymous
Geri E. H. McArdle, PhD, author of Delivering Effective Training Sessions, notes that adding visuals such as graphs, charts, maps, or photos to a presentation increases the amount of retained information by as much as 55 percent. Using these percentages, people attending a presentation with visuals will remember about 65 percent of the content after three days, compared to about 10 percent who only listened to the presentation. Since many of today’s presentations are done virtually or electronically, the delivery mechanism must consist of both audio and visual components.
A study done by the Wharton School of Business showed that the use of visuals reduced meeting times by as much as 28 percent. This study also recognized the decrease in the time needed for participants to reach decisions and consensus through the use of visuals. Other results of using visuals as part of the presentation have shown an increase in the credibility and professionalism of the presenters over those who only spoke.
Even though visuals have a positive influence, a poorly developed visual can negate the results rapidly. Some basic pointers include:
* Limit one basic idea per slide
* Verify the text is readable
* Be consistent with the look and feel of the text and the background (and ensure that the choice is appropriate to the logistics of the presentation)
* Choose appropriate colors for the message and the audience
* Combine visuals with text (remember “a picture is worth a thousand words”)
* If you need to refer continuously to some information during your presentation, place it on a flip-chart, whiteboard or a paper handout. This will significantly help your audience to remember or recall the information without going back to the original slide and allow you to continue with your presentation.
__________________________________________________________
Number 4: Elicit feedback from key stakeholders
“When there are two people in a business who always agree, one of them is unnecessary”
- William Wrigley, Jr
There are a number of points at which reviews must be incorporated into the preparation of the presentation.
After being asked to present, time should be allotted to discuss the expectations of the requester(s). This input will help guide the development of the purpose and objectives of the material. It will also reassure the requester that their needs will be met.
In order to make sure that you can connect with your audience you need to put yourself in their shoes. This may involve observing the activities in the work environment, or speaking with a few representative audience members. These activities will increase the credibility of the presentation and ensure that it is timely and addresses the current needs of the audience.
After you have completed your first version it is time to review the content with the subject matter experts. This will ensure that not only is the material accurate but also that it is understandable.
__________________________________________________________
Number 3: Practice your delivery
“You ain’t heard nothing yet”
- Al Jolson
Some tricks to help ensure a smooth delivery through the use of a “dry run”:
* Vocalize the speech aloud, making note of natural pauses
* Rehearse in front of team members, preferably in a location similar to the final venue
* Review the timing
* Refine the materials, including both visuals and content, where necessary
* Verify the required setup, including lighting and sound levels
* Review personal presentation and voice tonality
* Practice, practice, practice
__________________________________________________________
Number 2: Make yourself “presentable”
“No one is more confusing than the person who gives good advice while setting a bad example”
- Anonymous
There are two main aspects that the presenter needs to consider on a personal level. One is appearance and the other is voice. Ignoring these items can distract and ruin an otherwise outstanding presentation.
Some hints for your appearance:
- Make sure that you are well-groomed, including the proverbial “shoes polished, suit pressed and clean fingernails”
- Dress appropriately, whether the attire is business or casual, but slightly more formal than the audience.
- The selection of the clothing should not be by chance. They should proclaim your professionalism.
- Adopt a style that suits you and that is consistent with the way the audience thinks you should dress.
There are a number of schools of thought regarding the colors that presenters should wear. The conservative view espoused by the editors of the Executive Guide to Successful Presentation suggests that grey and blue are the most appropriate suit colors for presenters while Dorothy Sarnoff of Speech Dynamics suggests that her clients wear standout colors. “When you are presenting why not be the center of attention? Have your color enter the room and claim attention with you.”
The quality of your voice is nearly as important as your message. If a voice is irritating, offensive, high-pitched, nasal, whining, or strongly accented in any way it will distract the audience from the key points of the presentation. A voice that is forced or too loud will sound strident, even aggressive. If a voice is too soft, the audience won’t get the point of the presentation because they may not even hear it.
Even though a voice coach is not a necessity, every speaker should spend time listening to their own voice. This may include recording your daily conversations and then playing those back at the end of the day. Many presenters have not heard their own voice, or not as the audience will.
John Connell, a voice-over actor heard on many commercials, says
“It all comes out in the voice. Joy, nervousness, anticipation, authority, boredom. The voice gives the audience its first real clue about you. Yet the voice is often neglected.”
There are several books on this subject, including Voice Power by Renee Grant-Williams that can provide assistance in this area.
__________________________________________________________
Number 1: Showtime! Take a deep breath and smile
“Never bend you head. Always hold it high.
Look the world straight in the eye”
- Helen Keller
Here are some of the final tips to help you make a great first impression.
* Release tension by loosening your muscles, especially your jaw and neck.
* Breathe deeply but naturally. Don’t hyperventilate.
* If you have butterflies in your stomach, have them fly in formation – (Author unknown)
Say some words out loud, such as “Let’s go” – to make sure that your voice is working. What you say should be enthusiastic and get your adrenalin going as well
* Slowly, but confidently, walk up to the front of the room with your shoulders back and head up.
* Stand tall.
* Scan your audience, finding a few friendly faces and establish eye contact.
* Smile.
* Repeat your opening sentence to yourself. Each second you pause strengthens your opening words.
* Channel your nervousness into enthusiasm and passion.
* Go for it!!
Remember:
“Nothing great was ever achieved without enthusiasm.”
- Ralph Waldo Emerson
With that said, lets have a look at top ten tips that need to be in mind while making a presentation:
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Number 10: Determine the Type of Presentation
“A speech is an instrument which the speaker uses to get certain things done. He can’t build a bridge with a speech. But by a speech he can enlist the support and cooperation that will enable him to get the bridge built. Support, consent, cooperation, willingness, consensus, agreement, acceptance, understanding—these terms indicate real things that can be said to be true of groups after speeches have been made to them”
- Wilbur S Howell of Princeton University in “The Speaker’s Abstract: A Guide for Public Speaking (published in 1950).
The first consideration in designing a business presentation is the type of presentation that will be presented. This decision is usually dependent on the size of the audience and the expected result of the presentation.
The first involves presenting to a small group within a meeting-like environment. In this instance the speaker or presenter has more personal contact with the group and is able to deliver a more interactive presentation. With this size group it is possible to elicit feedback and participation. These types of presentations usually are more of a persuasive nature and have an expectancy of a decision at the conclusion. This is a very typical presentation method for a project manager to deliver status or progress reports, project gate results or updates to steering committees or upper management.
At times a project manager may be requested to deliver a more structured, informational presentation to a large, mostly anonymous audience. Rather than being in proximity with the attendees, the presenter is elevated to a stage, often with bright lights which prevent any eye contact with the audience.
With the advent of technology, either small or large presentations may now be supported through virtual meetings or webinars. In these instances the same content may be presented but the audience may be scattered across the globe. Not only is personal interaction constrained, but in many cases, the actual size or composure of the audience is unknown.
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Number 9: Know your audience
“There are apathetic, sleeping audiences that must be awakened; there are hostile audiences that must be defied and conquered; there are alienated or sullen audiences that must be won back; there are frightened audiences that must be calmed. There are loyal, affectionate audiences that must be further inspired. There are cool, skeptical audiences that must be coolly convinced. There are heterogeneous audiences that must be molded into some kind of unity.”
- Houston Peterson, author, A Treasury of the World’s Great Speeches
Audiences are made up of people and therefore come in many varieties. You must be able to determine the type of audience and then identify the best strategy for being able to relate to them most effectively.
Some questions to help analyze the audience are:
* What are the demographics of the group (age, gender, economic status, education level, etc.)?
* Why is the audience attending? (Be able to answer the question “What is in it for me? )
* If this is an internal organizational presentation, where am I organizationally relative to the other attendees?
* Who are the key decision makers in the audience?
There is no such thing as an unimportant audience. These people have taken time out of their life to come see you. You owe them the best that you have in you.
__________________________________________________________
Number 8: Understand the logistics of your presentation
“Paying attention to simple little things that most people neglect makes a few people rich”
- Henry Ford
Hopefully the logistics of the presentation has been handled by someone else. As part of the planning, the time, date, location, room setup, and equipment required have been discussed, approved and in place prior to the event.
Even with the best planning, as Murphy reminds us “if something can do wrong, it will.”
The first concern is to arrive at the location in plenty of time to make sure that indeed everything is in place and working properly. With today’s transportation problems, whether arriving from a distance or just traveling locally, it is better to have time to spare than be running in at the last moment.
When audio-visual equipment is going to be used, a test run is imperative. You want to remember to check the electrical connections, lighting, sound, and room temperature before the attendees start assembling.
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Number 7: Determine the appropriate delivery method
“Speech preparation may be defined as the process of making decisions beforehand upon the content, the organization, the wording, and the delivery of a speech.”
The determination of which delivery method is most appropriate is based the type of presentation, the knowledge of the audience and the logistics of where the presentation is to be held.
For large audiences and informative presentations a more formal presentation can be utilized. These presentations may be based on a previously submitted white paper and are scripted with carefully chosen visuals to illustrate key points. (More on visuals later).
For the smaller, more informal presentations, a more interactive speaking style may be more appropriate. These may still utilize visuals, but may incorporate more than one method (including slides, flipcharts, etc.). Because of the interactive nature of these presentations, less detailed notes supporting the content are often more appropriate.
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Number 6: Organize the content of the presentation
“A speech has two parts. You must state your case and then prove it.”
- Aristotle
The first step, and probably the most important step, is to know the purpose and understand what you want to accomplish with this presentation. Once you have clearly defined the objective, then you can begin to do your research, make an outline or mind map, prepare any graphics and write your words.
Even though Aristotle was speaking about persuasive speeches having two parts, he later went on to say that most speeches have four parts:
* Introduction - or “tell ‘me what you are going to tell ‘em”
* Statement - or “tell ‘em”
* Argument - or “tell ‘em some more”
* Epilogue - or “tell ‘em what you told ‘em”
This structure has withstood the test of time and can be helpful with the organization of the content of the presentation.
Churchill once said that a speech is like a symphony. It may have three movements but must have one dominant melody. Once the melody (or objective) has been finalized, it is time to “chunk” the middle.
There may be some psychological reason as to why series of threes are best remembered, but whatever the reason, but it probably best to limit your key points to three.
Above all it is important to remember that every part of the presentation concerns the audience. Never give a generic presentation. Personalize it, relate it to the news of the day.
Every presentation starts with an issue of concern to the audience and ends with “a call to action” or next steps towards resolution of the issue. From start to finish the presenter is guiding the audience through the presentation of ideas, data, and plans using the specific language of the audience. The best presentations are those in which the audience believes that the speaker is truly addressing their needs and issues.
__________________________________________________________
Number 5: Determine the balance between pictures or words
“You’ve got to see it to believe it”
- Anonymous
Geri E. H. McArdle, PhD, author of Delivering Effective Training Sessions, notes that adding visuals such as graphs, charts, maps, or photos to a presentation increases the amount of retained information by as much as 55 percent. Using these percentages, people attending a presentation with visuals will remember about 65 percent of the content after three days, compared to about 10 percent who only listened to the presentation. Since many of today’s presentations are done virtually or electronically, the delivery mechanism must consist of both audio and visual components.
A study done by the Wharton School of Business showed that the use of visuals reduced meeting times by as much as 28 percent. This study also recognized the decrease in the time needed for participants to reach decisions and consensus through the use of visuals. Other results of using visuals as part of the presentation have shown an increase in the credibility and professionalism of the presenters over those who only spoke.
Even though visuals have a positive influence, a poorly developed visual can negate the results rapidly. Some basic pointers include:
* Limit one basic idea per slide
* Verify the text is readable
* Be consistent with the look and feel of the text and the background (and ensure that the choice is appropriate to the logistics of the presentation)
* Choose appropriate colors for the message and the audience
* Combine visuals with text (remember “a picture is worth a thousand words”)
* If you need to refer continuously to some information during your presentation, place it on a flip-chart, whiteboard or a paper handout. This will significantly help your audience to remember or recall the information without going back to the original slide and allow you to continue with your presentation.
__________________________________________________________
Number 4: Elicit feedback from key stakeholders
“When there are two people in a business who always agree, one of them is unnecessary”
- William Wrigley, Jr
There are a number of points at which reviews must be incorporated into the preparation of the presentation.
After being asked to present, time should be allotted to discuss the expectations of the requester(s). This input will help guide the development of the purpose and objectives of the material. It will also reassure the requester that their needs will be met.
In order to make sure that you can connect with your audience you need to put yourself in their shoes. This may involve observing the activities in the work environment, or speaking with a few representative audience members. These activities will increase the credibility of the presentation and ensure that it is timely and addresses the current needs of the audience.
After you have completed your first version it is time to review the content with the subject matter experts. This will ensure that not only is the material accurate but also that it is understandable.
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Number 3: Practice your delivery
“You ain’t heard nothing yet”
- Al Jolson
Some tricks to help ensure a smooth delivery through the use of a “dry run”:
* Vocalize the speech aloud, making note of natural pauses
* Rehearse in front of team members, preferably in a location similar to the final venue
* Review the timing
* Refine the materials, including both visuals and content, where necessary
* Verify the required setup, including lighting and sound levels
* Review personal presentation and voice tonality
* Practice, practice, practice
__________________________________________________________
Number 2: Make yourself “presentable”
“No one is more confusing than the person who gives good advice while setting a bad example”
- Anonymous
There are two main aspects that the presenter needs to consider on a personal level. One is appearance and the other is voice. Ignoring these items can distract and ruin an otherwise outstanding presentation.
Some hints for your appearance:
- Make sure that you are well-groomed, including the proverbial “shoes polished, suit pressed and clean fingernails”
- Dress appropriately, whether the attire is business or casual, but slightly more formal than the audience.
- The selection of the clothing should not be by chance. They should proclaim your professionalism.
- Adopt a style that suits you and that is consistent with the way the audience thinks you should dress.
There are a number of schools of thought regarding the colors that presenters should wear. The conservative view espoused by the editors of the Executive Guide to Successful Presentation suggests that grey and blue are the most appropriate suit colors for presenters while Dorothy Sarnoff of Speech Dynamics suggests that her clients wear standout colors. “When you are presenting why not be the center of attention? Have your color enter the room and claim attention with you.”
The quality of your voice is nearly as important as your message. If a voice is irritating, offensive, high-pitched, nasal, whining, or strongly accented in any way it will distract the audience from the key points of the presentation. A voice that is forced or too loud will sound strident, even aggressive. If a voice is too soft, the audience won’t get the point of the presentation because they may not even hear it.
Even though a voice coach is not a necessity, every speaker should spend time listening to their own voice. This may include recording your daily conversations and then playing those back at the end of the day. Many presenters have not heard their own voice, or not as the audience will.
John Connell, a voice-over actor heard on many commercials, says
“It all comes out in the voice. Joy, nervousness, anticipation, authority, boredom. The voice gives the audience its first real clue about you. Yet the voice is often neglected.”
There are several books on this subject, including Voice Power by Renee Grant-Williams that can provide assistance in this area.
__________________________________________________________
Number 1: Showtime! Take a deep breath and smile
“Never bend you head. Always hold it high.
Look the world straight in the eye”
- Helen Keller
Here are some of the final tips to help you make a great first impression.
* Release tension by loosening your muscles, especially your jaw and neck.
* Breathe deeply but naturally. Don’t hyperventilate.
* If you have butterflies in your stomach, have them fly in formation – (Author unknown)
Say some words out loud, such as “Let’s go” – to make sure that your voice is working. What you say should be enthusiastic and get your adrenalin going as well
* Slowly, but confidently, walk up to the front of the room with your shoulders back and head up.
* Stand tall.
* Scan your audience, finding a few friendly faces and establish eye contact.
* Smile.
* Repeat your opening sentence to yourself. Each second you pause strengthens your opening words.
* Channel your nervousness into enthusiasm and passion.
* Go for it!!
Remember:
“Nothing great was ever achieved without enthusiasm.”
- Ralph Waldo Emerson
Definitions of Project Management on the Web
# Project management is the application of knowledge, skills, tools and techniques to a broad range of activities in order to meet the requirements ...
scrc.ncsu.edu/public/DEFINITIONS/P%20-%20R.html
# The application of modern management techniques and systems to the execution of a project from start to finish, to achieve predetermined objectives of scope, quality, time and cost, to the equal satisfaction of those involved.
cio.osu.edu/projects/framework/glossary.html
# is a critical skill required for execution. It is an essential organizing and managerial discipline in getting things done. The art of managing the product and service development cycle to achieve a balance of time, cost and quality is project management.
www.marketright.co.nz/Site/definitions.aspx
# The techniques & tools used to describe, control & deliver a series of activities with given deliverables, timeframes & budgets.
www.etpconsulting.co.uk/Business%20Continuity/business-continuity-glossary.htm
# A project manager oversees the execution of entire project or publication, including hiring members of the production team, assigning tasks, organizing and scheduling the writing and production process, and attending to all administrative details. Fees: $50 to $100 per hour
writerseditors.com/services.htm
# May be used in a project manufacturing environment for production scheduling or in a variety of one off projects throughout all types of organisation.
www.homercomputer.com.au/homer_software_guide/glossary.htm
# The methods and disciplines used to define goals, plan and monitor tasks and resources, identify and resolve issues, and control costs and budgets for a specific project.
bridgefieldgroup.com/bridgefieldgroup/glos7.htm
# A set of well-defined methods and techniques for managing a team of people to accomplish a series of work tasks within a well-defined schedule and budget. ...
www.ez-b-process.com/Definitions_of_Terms.htm
# A management philosophy that says that efficient management will yield effective results. Specifically, efficient management of resources and constraints to perform tasks in order to achieve a desired result.
krypton.mnsu.edu/~tony/courses/609/PERT/defs.html
# The leadership role which plans, budgets, co-ordinates, monitors and controls the operational contributions of property professionals, and others, in a project involving the development of land in accordance with a client's objectives in terms of quality, cost and time.
www.realestatemumbai.com/rem_realestateglossary.asp
# Support of initiatives through the provision of project management.
www.icreb.com/compprof.html
# Process of managing or coordinating all elements of a project from start to finish.
www.fijdesign.com/glossary.htm
# Project management is the ability to define, schedule and assign project activities; record project issues; monitor progress and report changes in activity accomplishment and issue resolution; and maintain and control changes to designs, plans and issue lists.
www.bizopt.co.uk/Methods/glossary.htm
# Project Management is the discipline of organizing and managing resources in such a way that these resources deliver all the work required to complete a project within defined scope, quality, time and cost constraints. ...
en.wikipedia.org/wiki/Project management
# Both a process and set of tools and techniques concerned with defining the project's goal, planning all the work to reach the goal, leading the project and support teams, monitoring progress, and seeing to it that the project is completed in a satisfactory way.
www.pdmamn.org/glossary.htm
# A controlled process of initiating, planning, executing, and closing down a project.
www.cbu.edu/~lschmitt/I351/glossary.htm
# Planning, monitoring and control of all aspects of a project and the motivation of all those involved in it to achieve the project objectives on time and to the specified cost, quality and performance (Alternative definition – The controlled implementation of defined change).
www.brunswickis.co.uk/project-management-glossary.asp
scrc.ncsu.edu/public/DEFINITIONS/P%20-%20R.html
# The application of modern management techniques and systems to the execution of a project from start to finish, to achieve predetermined objectives of scope, quality, time and cost, to the equal satisfaction of those involved.
cio.osu.edu/projects/framework/glossary.html
# is a critical skill required for execution. It is an essential organizing and managerial discipline in getting things done. The art of managing the product and service development cycle to achieve a balance of time, cost and quality is project management.
www.marketright.co.nz/Site/definitions.aspx
# The techniques & tools used to describe, control & deliver a series of activities with given deliverables, timeframes & budgets.
www.etpconsulting.co.uk/Business%20Continuity/business-continuity-glossary.htm
# A project manager oversees the execution of entire project or publication, including hiring members of the production team, assigning tasks, organizing and scheduling the writing and production process, and attending to all administrative details. Fees: $50 to $100 per hour
writerseditors.com/services.htm
# May be used in a project manufacturing environment for production scheduling or in a variety of one off projects throughout all types of organisation.
www.homercomputer.com.au/homer_software_guide/glossary.htm
# The methods and disciplines used to define goals, plan and monitor tasks and resources, identify and resolve issues, and control costs and budgets for a specific project.
bridgefieldgroup.com/bridgefieldgroup/glos7.htm
# A set of well-defined methods and techniques for managing a team of people to accomplish a series of work tasks within a well-defined schedule and budget. ...
www.ez-b-process.com/Definitions_of_Terms.htm
# A management philosophy that says that efficient management will yield effective results. Specifically, efficient management of resources and constraints to perform tasks in order to achieve a desired result.
krypton.mnsu.edu/~tony/courses/609/PERT/defs.html
# The leadership role which plans, budgets, co-ordinates, monitors and controls the operational contributions of property professionals, and others, in a project involving the development of land in accordance with a client's objectives in terms of quality, cost and time.
www.realestatemumbai.com/rem_realestateglossary.asp
# Support of initiatives through the provision of project management.
www.icreb.com/compprof.html
# Process of managing or coordinating all elements of a project from start to finish.
www.fijdesign.com/glossary.htm
# Project management is the ability to define, schedule and assign project activities; record project issues; monitor progress and report changes in activity accomplishment and issue resolution; and maintain and control changes to designs, plans and issue lists.
www.bizopt.co.uk/Methods/glossary.htm
# Project Management is the discipline of organizing and managing resources in such a way that these resources deliver all the work required to complete a project within defined scope, quality, time and cost constraints. ...
en.wikipedia.org/wiki/Project management
# Both a process and set of tools and techniques concerned with defining the project's goal, planning all the work to reach the goal, leading the project and support teams, monitoring progress, and seeing to it that the project is completed in a satisfactory way.
www.pdmamn.org/glossary.htm
# A controlled process of initiating, planning, executing, and closing down a project.
www.cbu.edu/~lschmitt/I351/glossary.htm
# Planning, monitoring and control of all aspects of a project and the motivation of all those involved in it to achieve the project objectives on time and to the specified cost, quality and performance (Alternative definition – The controlled implementation of defined change).
www.brunswickis.co.uk/project-management-glossary.asp
Project Management Definitions
What Is Project Management?
People sometimes use the terms project management, project, subproject, and program without understanding their meaning. So let’s first define these terms and compare their meaning. Project management is the application of knowledge, skills, tools, and techniques to project activities in order to meet or exceed stakeholder objectives and expectations from a project (from PMI).
Project management supports three basic levels of projects: projects, subprojects, and programs.
What Is a Project?
A project is a temporary endeavor undertaken to produce a unique product or service.
A project is a unique process, consisting of a set of coordinated and controlled activities with start and finish dates, undertaken to achieve an objective that conforms to specific requirements, including the constraints of time, cost, and resources (from ISO 10006).
Projects differ from operations, such as manufacturing, in that operations are ongoing and repetitive, while projects are temporary and unique (from PMI). Projects can range from simple efforts to large, complex undertakings that require much time, effort, and money.
What Is a Subproject?
Like a project, a subproject is:
-A temporary endeavor undertaken to produce a unique product or service
-A set of work units assigned to a single project organizational unit to divide the project into more manageable components. It can also be referred to a part of a project managed with a level of independence.
What Is a Program?
A program is a group of related projects and other activities managed in a coordinated way to achieve a common long-term objective.
A program is realized through multiple projects and ongoing activity. The scope of a program might be broadly defined and might evolve as the business or organization develops, or it might be specifically defined to achieve an agreed set of goals.
Who is a Customer?
A customer is the recipient of a product or service provided by the delivery organization. The customer might be the ultimate consumer, user, beneficiary, or purchaser (ISO 8402). The customer might also be the sponsor.
Who is a Sponsor?
A sponsor is an individual or an organization that has the authority to perform, delegate, or ensure completion of the following project commitments:
-Formalization of an agreement with the delivery organization
-Approval to proceed with the start of the project or of a project phase
-Acceptance of the deliverables from the project
-Spending for the cost or price, or both, of the project as specified in the agreement
Who is a Stakeholder?
A stakeholder in a project is any individual or organization that is actively involved in the project or whose interests might be affected, either positively or negatively, as a result of project execution or successful project completion. Identifying and communicating with the stakeholders is an important responsibility of the project manager.
Most projects have a number of stakeholders, and they each have their own objectives to meet on the project. The project manager must be aware of each of these stakeholders and their respective objectives. Using this information, the project manager must ensure that what is done on the project is consistent first with the project requirements and then with the stakeholders' objectives. Ideally, the objectives of the different stakeholders are closely aligned. If not, a series of negotiations might be required to align the objectives.
People sometimes use the terms project management, project, subproject, and program without understanding their meaning. So let’s first define these terms and compare their meaning. Project management is the application of knowledge, skills, tools, and techniques to project activities in order to meet or exceed stakeholder objectives and expectations from a project (from PMI).
Project management supports three basic levels of projects: projects, subprojects, and programs.
What Is a Project?
A project is a temporary endeavor undertaken to produce a unique product or service.
A project is a unique process, consisting of a set of coordinated and controlled activities with start and finish dates, undertaken to achieve an objective that conforms to specific requirements, including the constraints of time, cost, and resources (from ISO 10006).
Projects differ from operations, such as manufacturing, in that operations are ongoing and repetitive, while projects are temporary and unique (from PMI). Projects can range from simple efforts to large, complex undertakings that require much time, effort, and money.
What Is a Subproject?
Like a project, a subproject is:
-A temporary endeavor undertaken to produce a unique product or service
-A set of work units assigned to a single project organizational unit to divide the project into more manageable components. It can also be referred to a part of a project managed with a level of independence.
What Is a Program?
A program is a group of related projects and other activities managed in a coordinated way to achieve a common long-term objective.
A program is realized through multiple projects and ongoing activity. The scope of a program might be broadly defined and might evolve as the business or organization develops, or it might be specifically defined to achieve an agreed set of goals.
Who is a Customer?
A customer is the recipient of a product or service provided by the delivery organization. The customer might be the ultimate consumer, user, beneficiary, or purchaser (ISO 8402). The customer might also be the sponsor.
Who is a Sponsor?
A sponsor is an individual or an organization that has the authority to perform, delegate, or ensure completion of the following project commitments:
-Formalization of an agreement with the delivery organization
-Approval to proceed with the start of the project or of a project phase
-Acceptance of the deliverables from the project
-Spending for the cost or price, or both, of the project as specified in the agreement
Who is a Stakeholder?
A stakeholder in a project is any individual or organization that is actively involved in the project or whose interests might be affected, either positively or negatively, as a result of project execution or successful project completion. Identifying and communicating with the stakeholders is an important responsibility of the project manager.
Most projects have a number of stakeholders, and they each have their own objectives to meet on the project. The project manager must be aware of each of these stakeholders and their respective objectives. Using this information, the project manager must ensure that what is done on the project is consistent first with the project requirements and then with the stakeholders' objectives. Ideally, the objectives of the different stakeholders are closely aligned. If not, a series of negotiations might be required to align the objectives.
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