Scribd Logo
Importer

Bienvenue sur Scribd !

  • Organizing and Staffing Project Office and Team

    Transféré par

    Ishtiaq Ahmed
    246 vues18 pages
    1. The document discusses organizing and staffing a project office and team. It covers determining the need for a project office, organizing and staffing processes, and selecting a project manager and project office personnel. 2. It also provides a case study of the organizing and staffing process at NKT, including job descriptions, recruitment, selection, and meetings between the project manager and upper management. 3. Key responsibilities of the project office and team are defined, and success criteria for project management offices are outlined as specific, measurable, attainable, realistic, and timely.

    Description originale:

    Titre original

    Organizing and Staffing Project Office and Team.ppt

    Copyright

    © Attribution Non-Commercial (BY-NC)

    Formats disponibles

    PPTX, PDF, TXT ou lisez en ligne sur Scribd

    Avez-vous trouvé ce document utile ?

    Ce contenu est-il inapproprié ?

    Signaler ce document
    1. The document discusses organizing and staffing a project office and team. It covers determining the need for a project office, organizing and staffing processes, and selecting a project manager and project office personnel. 2. It also provides a case study of the organizing and staffing process at NKT, including job descriptions, recruitment, selection, and meetings between the project manager and upper management. 3. Key responsibilities of the project office and team are defined, and success criteria for project management offices are outlined as specific, measurable, attainable, realistic, and timely.

    Droits d'auteur :

    Attribution Non-Commercial (BY-NC)
    Téléchargez comme PPTX, PDF, TXT ou lisez en ligne sur Scribd
    Signaler comme contenu inapproprié
    246 vues18 pages

    Organizing and Staffing Project Office and Team

    Transféré par

    Ishtiaq Ahmed
    1. The document discusses organizing and staffing a project office and team. It covers determining the need for a project office, organizing and staffing processes, and selecting a project manager and project office personnel. 2. It also provides a case study of the organizing and staffing process at NKT, including job descriptions, recruitment, selection, and meetings between the project manager and upper management. 3. Key responsibilities of the project office and team are defined, and success criteria for project management offices are outlined as specific, measurable, attainable, realistic, and timely.

    Droits d'auteur :

    Attribution Non-Commercial (BY-NC)
    Téléchargez comme PPTX, PDF, TXT ou lisez en ligne sur Scribd
    Signaler comme contenu inapproprié
    sur 18

    1lLle

    W Lorem lpsum dolor slL ameL consecLeLuer


    adlplsclng ellL vlvamus eL magna lusce sed sem
    sed magna susclplL egesLas
    W Lorem lpsum dolor slL ameL consecLeLuer
    adlplsclng ellL vlvamus eL magna lusce sed sem
    sed magna susclplL egesLas
    ISHTIAQ AHMI
    AH-g6,o
    %45. Orqonitinq ond
    5toffinq Project Office ond 1eom
    Introduct|on to 1op|c
    Crgan|z|ng
    rganlzlng ls Lhe acL of rearranglng elemenLs
    followlng one or more rules
    taff|ng
    Jhere SLafflng 8efer Lo
    Manpower requlremenLs
    8ecrulLmenL
    SelecLlon
    rlenLaLlon and lacemenL
    1ralnlng and uevelopmenL
    Introduct|on to 1op|c
    ro[ect Cff|ce
    deparLmenL responslble for
    lmprovlng pro[ecL managemenL
    ro[ect team
    Leam whose members usually
    belong Lo dlfferenL groups funcLlons
    and are asslgned Lo acLlvlLles for Lhe
    same pro[ecL
    Introduct|on to 1op|c
    kespons|b|||t|es of ro[ect Cff|ce
    1he ro[ecL fflce ls responslble for
    8esolvlng common pro[ecL problems
    lmplemenLlng Lhe rlghL pro[ecL
    managemenL LemplaLe Lools
    MonlLorlng and reporLlng on sLaLus
    lmprovlng pro[ecL success raLes
    Introduct|on to 1op|c
    kespons|b|||t|es of ro[ect 1eam
    rovlde funcLlonal experLlse ln an admlnlsLraLlve
    process
    Jork wlLh users Lo ensure Lhe pro[ecL meeLs
    buslness needs
    uocumenLaLlon and analysls of currenL and
    fuLure processes/sysLems
    ldenLlflcaLlon and mapplng of lnformaLlon needs
    ueflnlng requlremenLs for reporLlng and
    lnLerfaclng
    user Lralnlng
    Introduct|on to 1op|c
    Determ|n|ng the Need for ro[ect Cff|ce
    -umber of concurrenL pro[ecLs
    Plgh percenLage of falled pro[ecLs
    8epeaLed pro[ecL managemenL lssues
    -umber of lnexperlenced pro[ecL
    managers and
    -eed for cenLrallzed pro[ecL
    monlLorlng and conLrol
    Introduct|on to 1op|c
    Crgan|z|ng and taff|ng ro[ect Cff|ce and
    1eam
    rganlzlng and SLafflng ro[ecL fflce and
    1eam conslsL of followlng sLeps
    tep#1 e|ect|ng ro[ect Manager
    tep#2 e|ect|ng ro[ect off|ce and
    ersonne|
    tep#3 Meet|ng
    ract|ca| tudy of the Crgan|zat|on
    ract|ca| tudy of the Crgan|zat|on
    w|th respect to the Issue
    Crgan|z|ng and taff|ng rocess of nkL
    SelecLlng ro[ecL Manager
    ob descr|pt|on
    kecru|tment
    4 lnLernal recrulLmenLs
    4 LxLernal recrulLmenL
    4 dverLlsemenL Lhrough news paper
    4 dverLlsemenL Lhrough offlclal webslLe
    e|ect|on
    Crgan|z|ng and taff|ng
    rocess of nkL
    SelecLlng ro[ecL offlce and ersonnel
    ob Ana|ys|s
    ob descr|pt|on
    kecru|tment
    4lnLernal recrulLmenLs
    4LxLernal recrulLmenL
    4dverLlsemenL Lhrough news paper
    4dverLlsemenL Lhrough offlclal webslLe
    e|ect|on
    Crgan|z|ng and taff|ng rocess of
    nkL
    Meet|ng
    upon compleLlon of Lhe evaluaLlon process Lhe
    pro[ecL manager meeLs wlLh upper level
    managemenL 1hls coordlnaLlon ls requlred Lo
    assure LhaL
    ll asslgnmenLs fall wlLhln currenL pollcles on
    rank salary and promoLlon
    1he lndlvlduals selecLed can work well wlLh boLh
    Lhe pro[ecL manager (formal reporLlng) and
    upperlevel managemenL (lnformal reporLlng)
    1he lndlvlduals selecLed have good worklng
    relaLlonshlps wlLh Lhe funcLlonal personnel
    uccess Cr|ter|a for MC
    lf you esLabllsh a new ro[ecL ManagemenL
    fflce remember Lo allgn Lhe M success
    crlLerla as well as Lhe crlLerla Lo measure
    ob[ecLlve aLLalnmenL musL be
    pec|f|c
    M Measurab|e
    A Atta|nab|e
    k kea||st|c
    1 1|me|y
    JC1 ana|ys|s
    trength
    MaLurlLy
    Lxpandlng 8uslness
    Cood MarkeL repuLaLlon
    Jeakness
    Lxpenses
    ConfllcLs
    1ake so much Llme
    JC1 ana|ys|s
    Cpportun|t|es
    unemploymenL
    lnLernaLlonal MarkeL
    1hreats
    ro[ecL ManagemenL ConfllcLs
    8ecesslon
    Conc|us|on
    ro[ecL fflce ls a deparLmenL responslble
    for lmprovlng pro[ecL managemenL and lL's
    a permanenL deparLmenL wlLhln an
    organlzaLlon
    P8L ls a pro[ecL drlven organlzaLlon
    1here are some weaknesses ln Lhe P8L
    M buL also have SLrong sLrengLhs as
    compare Lo lLs compeLlLors
    kecommendat|on
    P8L ManagemenL has Lo communlcaLe wlLh
    pro[ecL ManagemenL for resolvlng confllcLs
    Should have Lo Lake more acLlons for effecLlve
    pro[ecL offlce and Leam
    Should have Lo LargeL lnLernaLlonal MarkeL
    Should also avall Lhe opporLunlLy of
    unemploymenL
    Should have Lo avold from Pard and -ose
    1acLlcs"

    Vous aimerez peut-être aussi