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Spiegle "Project Management Education & Implementation"

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This presentation was provided by Eugene Spiegle of Rutgers University, during the NISO training series "Project Management for the Information Community: Session Seven," recorded on April 15, 2019.

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Spiegle "Project Management Education & Implementation"

  1. 1. Project Management Education & Implementation Session 7: April 5, 2019
  2. 2. Outline for Today Project Management Education & Training Professional Certification Teaching Project Management (Gene’s Book) Implementing Project Management in Organizations • How to • Challenges & Solutions Cross-Organizational Project Management
  3. 3. Guest Speaker: Eugene Spiegle Educator, Consultant, Entrepreneur & Author Associate Professor of Professional Practice & Undergraduate Program Director, Rutgers Business School Director of Pathways and Partnerships, Rutgers Business School http://www.business.rutgers.edu/faculty/eugene- spiegle
  4. 4. Upcoming Book Project Management: Where Practice Meets Theory by Gene Spiegle & Benjamin Ruffle Kendall Hunt Publishing Company, 2019
  5. 5. Project Management Education & Training • Individual Training • Business schools • Professional organizations like American Management Association • Online courses • Other • Training Teams (In-House or other) • Ongoing consulting & support • Implementation • Project consultation
  6. 6. Certification: Context & Usefulness Project Management Professional (PMP)® The PMP is the gold standard of project management certification. Program Management Professional (PgMP)® Designed for those who manage multiple, complex projects to achieve strategic and organizational results. Portfolio Management Professional (PfMP)® Our portfolio management certification recognizes the advanced experience and skill of portfolio managers. Certified Associate in Project Management (CAPM)® The CAPM demonstrates your understanding of the fundamental knowledge, terminology and processes of effective project management. PMI Professional in Business Analysis (PMI-PBA)® The PMI-PBA highlights your expertise in business analysis. PMI Agile Certified Practitioner (PMI-ACP)® Created for those who believe in and apply agile principles and practices on projects. It also bridges agile approaches such as SCRUM, XP, LEAN and Kanban. PMI Risk Management Professional (PMI-RMP)® The PMI-RMP certification recognizes demonstrated knowledge and expertise in the specialized area of assessing and identifying project risks along with plans to mitigate threats and capitalize on opportunities. PMI Scheduling Professional (PMI-SP)® The PMI-SP certification recognizes demonstrated knowledge and advanced experience in the specialized area of developing and maintaining project schedules.
  7. 7. Gene & Benjamin’s New Book • Why did you write it? • What need does it address? • Who is the intended audience? • What is the coverage? • What is unique?
  8. 8. Book Outline Table of Contents Introduction and History Project Objectives and Task Flow Project Phase Approach Project Organizational structures Role of the Project Manager The Project Team Project Planning Work Breakdown Structure & Project Management Guidelines Project Scheduling & Estimating Project Controls Project Risks and Mitigation Project Reporting & Closeout Glossary of Terms
  9. 9. Implementation in Large Organizations If there were one takeaway from learning more about project management, what would that be? There are many styles of project management. What elements do you see as common to all styles? Given the usefulness of training, should an organization focus on a particular approach?
  10. 10. Implementing Project Management Approaches What’s involved in implementing project management in an organization like a library / academic institution? How would you recommend an organization like a large academic library create a plan to implement? What are the best ways to begin? What is the value and role of project management software and what are the factors involved in selecting software?
  11. 11. Cross-Organizational Project Management • How to work across departments, some using PM and others not? • How do you work with other organizations? • Other organization using different style of PM • Other organization not using project management • What is different about working with multiple organizations on a project? • Does this favor one style over another?
  12. 12. Summarizing Important Key Issues Objectives Scope – Inclusions & Exclusions Work Breakdown Structure Importance of Documentation Estimating Measurability & Verifiability
  13. 13. Questions and Close Eugene Spiegle Rutgers Business School espiegle@business.rutgers.edu
  14. 14. Thank you! End of Session 7 Gene Spiegle espiegle@business.rutgers.edu

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