Need PPT

Need PPT

• Main Topic : Project Management 

• Need 4 sub-topics chosen (apart from introduction and Conclusion)

Instructions:

• Apply a Design Theme to the presentation

• Use APA style correctly throughout the presentation (this does not include the Times New Roman, 12 point font size– use the font size that is default for the Design Theme that is applied)

• Include introduction slide at the beginning of the presentation, a conclusion slide at the end of the presentation, and a reference slide using APA format at the end of the presentation.

• Utilize 10 references from scholarly sources…do NOT use Wikipedia or Patents. References should be current (within the last ten years)

• Cite references within the presentation using correct APA format

• Include a minimum of 16 slides which will include the cover and reference slides

• Follow the 7×7 rule: No more than 7 bullets per slide, and no more than 7 words per bullet. If you wish to explain further in your presentation, please use the Notes Pane at the bottom of the slides.

• Include at least one figure or one table in the presentation and format in APA style

• Include at least one slide that details global aspects of the project.

Introduction
Project management is the discipline of procedures, strategies expertise, expertise, and understanding to achieve particular project goals in compliance with project approval requirements within an acceptable timeline. Project management has regular reports that are limited to a specific time frame and budget (Mladenova, 2019).
A project is a remarkable, temporary attempt to achieve the planned goals specified in terms of outcomes, outcomes, or benefits. A project is commonly considered a performance if it meets its goals in compliance with its approval requirements within the timeline and budget. Time, value for money is the starting point of each project.
Project managment

Outline
How to start in project management
Show the precise problem statement
Identify the stakeholders;
Establish goals of the project
Build-Up: How to get your project going
Set up the team
Plan assignments
Developing a budget
Manage issues
Evaluate the efficiency of the project
Conceal the project
Phase 1: Start of the project
Phase 2: Planning of projects
Step 3: Implementation of projects
Step 4: Performance/Monitoring of Plan
Phase 5: Project Closure

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How to start in project management
Before you start, take time to find out what kind of problem the design is intended to be solving. It’s not always clear.
Tell the C.I.O. at your organization that you, the I.T
administrator, have been asked to create a new platform for data entry methods.
You may be ready to leap straight into the project to fix the issues you’ve been dealing with personally.
To improve the team’s likelihood of achievement, you need to look past the indications you’ve observed (Harrin, 2013).
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“We can’t get the data out quickly enough” and “I need to scan through 4 distinct reports just to obtain an update on the unusual progress of my clients”—to find the underlying problems that the company is seeking to fix. Before creating the database, you can ask what kind of data is needed,
what will be done with it, how soon a patch is required, and so on. If you don’t, you run the risk of wasting time and money by developing a too easy, too complex solution or too late—or one that doesn’t do what users need to do (Harrin, 2013).
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Identify the stakeholdrs
The real issue will become more apparent once you find out who all your investors are—that becomes
which roles or people will be influenced by the actions or outcomes of the study,
who will have around (people, place, time, equipment, and funds) and which will use the profit from of the performance of the project.
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They’re going to work with you while specifying exactly what progress on the project entails. Make them sign that they intend after the project and how they’re actively contributing to it. And if investors change midway, be willing to adjust to emerging participants and involve all other stakeholders in just about any agreement to move the project. (Harrin, 2013).
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Establish goals of the project
One of the most daunting projects is to put the various corporate objectives into a cohesive and realistic set of goals.
The success of the project will be evaluated for how well you achieve these objectives.
The more clearly you state something at the outset, the less debate you will have later on as to whether you have fulfilled your standards (Mladenova, 2019).
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Determine the scope, resources, and main tasks
Many projects have failed often because they grab more than they would chew and thereby massively disregard time and resources or because a large part of the work has been ignored.
One method that can help you prevent these problems is the Job Breakdown Structure (WBS), which helps assess the context and activities and build predictions (Mladenova, 2019).
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Build-Up: How to get your project going
You’re putting the team together in the design phase.
Time forecasts are now timetabling. Estimates of expenses become budgets.
You’re gathering your money. You have obligations, and you’re making them (Mladenova, 2019).

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Set up the team
Your first step at this point is to determine the skills required for a project so that you’ll get some proper hardware.
This evaluation flows from the Statement of Work that you have carried out during the design stage,
through which you have established your best estimation of the processes and projects required.

You might have to import people contract employees or employees from other company sections with particular expertise. Don’t neglect to budget time and resources for preparation to cover any holes that you can’t fill with employees who are up to standard (Mladenova, 2019).
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Plan assignments
If you’ve created your squad, you’ve possibly already determined who’s going to do what.
And, if you’ve taken over a team, but you’ve interacted with the participants before, you can still do the tasks yourself.
. But if you are assigned a diverse, unknown group, list the parts of the organization,
list the skills needed, and speak to each team member about their skillset until you suit their people to both the tasks.
This strategy opens up the mechanism of team coordination and harmony. Establish a schedule (Alkharashi et al., 2015).
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It’d be good if you could count on them and say, “With both the money we have, we’re going to need a lot of time”—and get precisely what you wished for. But the fact is that most work comes with a set start and end dates, regardless of the funds allocated To build a reasonable timetable under these constraints, operate backward from any drop-dead schedules that you know—that is, deadlines that could be shifted to see when the outputs need to be available. For example, if the quarterly project is attached for the investors’ meeting when you know it takes your printer two weeks, all the finished art including copy of the document should be ready to go to printer 2 months well before the meeting (Alkharashi et al., 2015).
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Developing a budget
The first question to be asked while creating a budget is, “What is it going to take to perform the job?
To calculate the costs, divide down a project into the following areas: staff, transport, training, materials, space, analysis, capital, and overtime.
. The expenditure, no matter how closely crafted, is your working hypothesis.
Expect accurate figures to veer away from original projections, and remain as versatile as possible within your time limits, quality criteria, and general excess funds (Alkharashi et al., 2015).
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Manage issues
Some issues do have many further implications that may endanger the effectiveness of the new project. Its most popular ones are time leakage, cost estimating, performance issues, and person’s problems Pay attention to local signs with emerging issues, such as excessive pressure and restlessness of a team leader, lack of energy, or failure to make judgments. If you see symptoms like this, quickly be at the crux of the debate and cope with it. And not let it evolve from a minor irritant to a catastrophe (Alkharashi et al., 2015).
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Evaluate the efficiency of the project
Before you close your design, your project wants to implement its objectives.
Compare the success only with a scope that everybody agreed to at the outset.
. That’s going to tell you how much the project did—and if there’s still work to be done.
When you share your conclusions with your partners, make sure you reach a compromise on how the design is “complete.” Keep the scope in front and center because everyone utilizes the very same barometer to calculate performance (Alkharashi et al., 2015).
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Conceal the project
The challenges you face to end the show will depend on whether your team takes control of its own projects, hands things off to those in the company, or executes the job.
If it’s all go as expected for your idea, then it’s time to celebrate. Even if, as is more possible, there are also some tough times along the way—the thing goes longer than anticipated. The outcome is less than wished for, or the results surpass the estimates—it is still necessary to remember the team’s efforts and achievements (Alkharashi et al., 2015).
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Phase 1: Start of the project
This is the starting of the process, and the purpose of this process is to describe the concept at a comprehensive level.
. Typically, this process starts with a business scenario. This is when you can examine whether the project is possible and should be pursued.
If viability testing is required, this is the stage of the process in which it is performed.
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Extremely likely will do proper research to help determine where the project is moving.
Once the green light is issued, you would need to develop a communication plan or a project charter (P.I.D.) detailing the project’s intent and specifications.
This will include market needs, partners, and the business case (Alkharashi et al., 2015).
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Phase 2: Planning of projects
This step is crucial to effective project management and focuses on creating a path map that everyone can follow.
Typically, this step starts with setting objectives. S.M.A.R.T. and CLEAR are two of the most common approaches for setting goals:
during this process, the study’s progress is established, and an implementation plan is created.
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. It requires the identification of costs, efficiency, funding sources, and a practical timetable. Project plans shall also require the development of baselines or performance indicators. These are generated by the scope, program, and cost of the project. A baseline is essential to assess whether a project stays on schedule (Bolshakova et al., 2017).
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Step 3: Implementation of projects

This is the process in which the requirements are produced and produced.
This also feels like the core of the venture because a lot is changing during this period, such as periodic reviews and workshops, updates on progress, and available balance.
A ‘kick-off’ session usually signals the start of the project implementation process, where the impedance matching is told of their responsibilities (Alkharashi et al., 2015).
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Step 4: Performance/Monitoring of Plan
It is more about monitoring the organization’s progress and outcome but knowing everything that is going is consistent with the project plan.
Managers can use critical success factors (KPIs) to assess if the project is on track. A PM may usually select two to five of such KPIs to evaluate project outcomes (Li et al., 2014).

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Phase 5: Project Closure
This phase represents the completed project.
Contractors hired to work specifically on the project are terminated at this time. Valuable team members are recognized.
Some P.M.s even organize small work events for people who participated in the project to thank them for their efforts.
Once a project is complete, a PM will often hold a meeting – sometimes referred to as a “post mortem” – to evaluate what went well in a project and identify project failures.
This is especially helpful to understand lessons learned so that improvements can be made for future projects (Li et al., 2014).

Once the project is complete, P.M.s still have a few tasks to complete. They will need to create a project punch list of things that didn’t get accomplished during the project and work with team members to achieve them. Perform a final project budget and prepare a final project report. Finally, they will need to collect all project documents and deliverables and store them in a single place (Poljičak, 2017).
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PROJECT MANAGEMENT IS NOT A PANACEA, BUT RATHER A CRITICAL TOOL IN THE NEVER-ENDING PROCESS OF GROWTH AND RENEWAL OF THE BUSINESS. IT ALLOWS THE ENTREPRENEUR TO MINIMIZE AND MITIGATE INHERENT RISKS AND INCREASE THE POTENTIAL FOR SUCCESS OF THE LAUNCH AND THE ONGOING OPERATIONS.
Conclusion
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reference
Below are the references
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Portman, H. (2009). Prince2® in practice: A practical approach to create project management documents: How to avoid bulky, inaccessible, standalone, and illegible documents (1st ed.). Van Haren Pub.
Harrin, E. (2013). Shortcuts to success: Project management in the real world (2nd;1; ed.). B.C.S.
Chemuturi, M., & Books24x7, I. (2013). Mastering I.T. project management: Best practices, tools, and techniques. J. Ross Publishing.
Mladenova, T. (2019). A project management system for time planning and resource allocation. Paper presented at 1299-1303.
Alkharashi, A. A., Sprunger, A. M., & Calvo-Amodio, J. (2015). the use of multiple project management strategies, project type tracks, scaffolding, and websites in a large and multi-disciplinary capstone design course. Paper presented at the 1.
Bolshakova, V., Halin, G., Humbert, P., & Boton, C. (2017). Digital synchronous collaboration workspace and 3D interactions for an A.E.C. project. decision-making scenario evaluation. (pp. 168-176). Springer International Publishing.
Poljičak, A. (2017). the synergy of public procurement and management for projects financed from the European structural and investment funds. (No. VII). Udruga “Hrvatski računovođa.”
Li, S., Lu, J., Jiang, W., & Yu, H. (2014). A scheduling approach for ship design projects with fields constraint in tasks and human resources. Paper presented at the 37-41. https://doi.org/10.1109/CogInfoCom.2014.7020485
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