Project Management 10 ways to improve success of projects Ramon Costa i Pujol [email protected] Associate Professor EUG [email protected] Senior Associate Professor EADA Operations Management and Information Systems Dpt.
Nov 01, 2014
Project Management
10 ways to improve
success of projects
Ramon Costa i Pujol
Ramoncostaeuges
Associate Professor EUG
rcostaeadaeduSenior Associate Professor EADA
Operations Management and Information Systems Dpt
Ramon Costa i Pujol
Degree in Informatics Engineering by the UPC (Technical University of Catalonia) Master in Pedagogical Qualification for Engineers by ICE-UPC and General Management Programme graduate by the Business School EADA
Business Productivity and Project Director at Microsoft Innovation Center ndash Productivity Center
Senior Associate Professor in EADA and Associate Professor in Escoles Universitagraveries Gimbernat (UAB) Co-director of ldquoIT Project Managementrdquo postgraduate course at EUG
Member of Project Management Institute MCTS in Microsoft Project certified IT Project+ certified (CompTIA) and Master Project Manager (AAPM)
Dynamic Partner amp Cofounder of inPreneur
Senator of Junior Chamber International and member of Amnesty International
wwwramoncostanet
wwwiproductividadcom
wwwactioningorganizationscom
Twitter ramoncosta
LinkedIn ramoncosta
Facebook ProfRamonCosta
Slideshare rcosta
Youtube pgpsi
A project fail ifhellip
bull It does not provide the expected benefits the intended scope or is canceled in advance
bull It deviates by 30 in execution timebull It deviates by 30 in budget
Cost Time
Quality
Scope
A project fail ifhellip
httpwwwprojectsmartcoukthe-curious-case-of-the-chaos-report-2009html
Project failure can be eliminatedhelliphellip but we can mitigate its probability
10 aspects to be considered in order to improve success in projects
1 Global Vision ldquoMore than PMrdquo
Project Portfolio Management
Project Management
Proyecto
Change Management
Information Systems (IISS)
Pre-Project Project Operations
Programme Management
2 Portfolio and Program Management
2 Portfolio and Program Management
3 Business Case ldquoBusiness valueof projectsrdquo
3 Business Case ldquoBusiness valueof projectsrdquo
Associations on Project Managementbull PMI (Project Management Institute 1969) wwwpmiorg
bull IPMA (International Project Management Association 1965) wwwipmach
bull IAPPM (Intern Association of Project and Program Management 2003) wwwiappmorg
bull APM (Association for Project Management) wwwapmorguk
bull AIPM (Australian Institute of Project Management 1976) wwwaipmcomau
Methodologiesbull PRINCE2 (Projects in Controlled Env 1989) wwwprince2com
bull Scrum (Agile Project Management and Dev) wwwscrumorg
Academiesbull American Academy of Project Managers (AAPM) wwwprojectmanagementcertificationscom
Other institutions (IT specialized)bull CompTIA (1982) wwwcomptiaorg
Linked to software programsbull Microsoft Certified Technical Specialist wwwmicrosoftcom
4 Methodology ldquoA standard way to do PMrdquo
PMI Certifications
bull Project Management Professional (PMP)reg
bull Certified Associate in Project Management (CAPM)reg
bull Program Management Professional (PgMP)reg
bull PMI Scheduling Professional (PMI-SP)reg
bull PMI Risk Management Professional (PMI-RMP)reg
Standars
bull A Guide to the Project Management Body of Knowledge (PMBOKreg Guide)- Fourth Edition
bull Practice Standard for Project Risk Management
bull Practice Standard for Earned Value Management
bull Practice Standard for Project Configuration Management
bull Practice Standard for Work Breakdown Structures
bull Practice Standard for Scheduling
4 Methodology ldquoA standard way to do PMrdquo
httpwwwpmiorg
(March 2010)
Total members 317962
Total active
PMPs 375959
5 Integrated PM ldquoA holistic visionrdquo
Execution
Planning
Control and
Monitoring
Closing
Initiation
Risk ManagementPlanning
RiskIdent
QualitativeRisk Anal
QuantitativeRisk Anal
Risk ResponsePlan
Risk Monitoringand Control
6 Risk Man ldquoBe prepared for Murphyrdquo
24
Project
Management
Skills
Management
Skills
Business
Skills
The main knowledge needed to manage projects is unique to project
management but to carry out the project direction must be complemented with
knowledge pertaining to the ldquogeneral managementrdquo area and with specific
business skills that will serve project
7 Project Man ldquoMore than technical skillsrdquo
8 Stakeholders ldquothe human siderdquo
Expectations Non identified requirements
Needs Identified requirements
Stakeholders
Stakeholders management amp Expectations Management disciplines
9 Change Management ldquochange happensrdquo
Project Definitionand Planning
Project Execution
Project Control and Monitoring
Deployment Operations
Project Closing
Change ManagDefinition and Plan
Change Management Plan Execution Evaluation
Project
Project Mangt
ChangeMangt
InformationSystems
Team
Quality
Costs
Time
Scope
Providers
Communication
Risks
Integration
10 IISS ldquoBeyond scheduling softwarerdquo
1 Global Vision ldquoMore than PMrdquo2 Change Management ldquoBecause change is needrdquo3 Business Case ldquoBusiness value of projectsrdquo4 Methodology ldquoA standard way to do PMrdquo5 Integrated PM ldquoA holistic vision of projectsrdquo6 Risk Management ldquoBe prepared for Murphyrdquo7 Project Manager ldquoMore than technical skillsrdquo8 Stakeholders ldquothe human side of projectsrdquo9 Change Management ldquoBecause change is needrdquo10 IISS ldquoBeyond scheduling softwarerdquo
Conclusions
ldquo50 claves para la direccioacuten de proyectosrdquo
bull Managing a project starts by the enthusiasm and personal commitment of project director
bull A project is not done without a teambull Project must meet the expectations and needs of users and
stakeholdersbull Communication is key in the projectbull You cannot ever forget the commitmentsbull Equally important is managing the project
as close and transfer it to operations
References amp Bibliography
ldquoLa direccioacuten de proyectos una herramienta de gestioacuten empresarialrdquo
httpramoncostablogspotcom20071150-lecciones-de-management-eadahtml
httpramoncostablogspotcom2005_07_01_ekipsnet_archivehtml
References amp Bibliography
ldquoThe portable MBA in Project Managementrdquo
References amp Bibliography
ldquoMicrosoft Project 2010 The missing manualrdquo
References amp Bibliography
bull American Academy of Project Management AAPM
bull Association for Project Management (APM)
bull Australian Institute of Project Management (AIPM)
bull CompTIA Project+
bull The International Association of Project and Program Management
bull International Project Management Association (IPMA)
bull International Project Management Commission (IPMC)
bull Project Management Institute (PMI)
bull Stanford University Advanced Project Management (SAPM)
bull Telecommunications Project Management Association (TPMA)
References amp Bibliography
bull httpramoncostablogspotcom200507bibliografia-i-recursos-
webhtml
bull httpramoncostablogspotcom201005bibliografia-de-direccio-de-
projecteshtml
bull httpramoncostablogspotcom201004project-management-
framework-modelhtml
bull httpramoncostablogspotcom200807site-molt-interessant-i-til-per-
lahtml
bull httpwwwpgpsicom201009microsoft-project-2010-resourceshtml
bull httpwwwpgpsicom201002project-management-guidehtml
bull httpwwwpgpsicom200912about-project-management-usefull-
forhtml
bull httpwwwpgpsicom200912earned-value-managementhtml
References amp Bibliography
Thanks a lot
ldquoAviso Legal Esta obra estaacute sujeta a una licencia Reconocimiento ndash NoComercial -
CompartirIgual (by-nc-sa) de Creative Commons
No se permite un uso comercial de la obra original ni de las posibles obras derivadas
cuya distribucioacuten tiene que hacerse con una licencia igual a la que regula la obra
original
La licencia se puede consultar en wwwcreativecommonsorglicenses rdquo
Ramon Costa i Pujol
Degree in Informatics Engineering by the UPC (Technical University of Catalonia) Master in Pedagogical Qualification for Engineers by ICE-UPC and General Management Programme graduate by the Business School EADA
Business Productivity and Project Director at Microsoft Innovation Center ndash Productivity Center
Senior Associate Professor in EADA and Associate Professor in Escoles Universitagraveries Gimbernat (UAB) Co-director of ldquoIT Project Managementrdquo postgraduate course at EUG
Member of Project Management Institute MCTS in Microsoft Project certified IT Project+ certified (CompTIA) and Master Project Manager (AAPM)
Dynamic Partner amp Cofounder of inPreneur
Senator of Junior Chamber International and member of Amnesty International
wwwramoncostanet
wwwiproductividadcom
wwwactioningorganizationscom
Twitter ramoncosta
LinkedIn ramoncosta
Facebook ProfRamonCosta
Slideshare rcosta
Youtube pgpsi
A project fail ifhellip
bull It does not provide the expected benefits the intended scope or is canceled in advance
bull It deviates by 30 in execution timebull It deviates by 30 in budget
Cost Time
Quality
Scope
A project fail ifhellip
httpwwwprojectsmartcoukthe-curious-case-of-the-chaos-report-2009html
Project failure can be eliminatedhelliphellip but we can mitigate its probability
10 aspects to be considered in order to improve success in projects
1 Global Vision ldquoMore than PMrdquo
Project Portfolio Management
Project Management
Proyecto
Change Management
Information Systems (IISS)
Pre-Project Project Operations
Programme Management
2 Portfolio and Program Management
2 Portfolio and Program Management
3 Business Case ldquoBusiness valueof projectsrdquo
3 Business Case ldquoBusiness valueof projectsrdquo
Associations on Project Managementbull PMI (Project Management Institute 1969) wwwpmiorg
bull IPMA (International Project Management Association 1965) wwwipmach
bull IAPPM (Intern Association of Project and Program Management 2003) wwwiappmorg
bull APM (Association for Project Management) wwwapmorguk
bull AIPM (Australian Institute of Project Management 1976) wwwaipmcomau
Methodologiesbull PRINCE2 (Projects in Controlled Env 1989) wwwprince2com
bull Scrum (Agile Project Management and Dev) wwwscrumorg
Academiesbull American Academy of Project Managers (AAPM) wwwprojectmanagementcertificationscom
Other institutions (IT specialized)bull CompTIA (1982) wwwcomptiaorg
Linked to software programsbull Microsoft Certified Technical Specialist wwwmicrosoftcom
4 Methodology ldquoA standard way to do PMrdquo
PMI Certifications
bull Project Management Professional (PMP)reg
bull Certified Associate in Project Management (CAPM)reg
bull Program Management Professional (PgMP)reg
bull PMI Scheduling Professional (PMI-SP)reg
bull PMI Risk Management Professional (PMI-RMP)reg
Standars
bull A Guide to the Project Management Body of Knowledge (PMBOKreg Guide)- Fourth Edition
bull Practice Standard for Project Risk Management
bull Practice Standard for Earned Value Management
bull Practice Standard for Project Configuration Management
bull Practice Standard for Work Breakdown Structures
bull Practice Standard for Scheduling
4 Methodology ldquoA standard way to do PMrdquo
httpwwwpmiorg
(March 2010)
Total members 317962
Total active
PMPs 375959
5 Integrated PM ldquoA holistic visionrdquo
Execution
Planning
Control and
Monitoring
Closing
Initiation
Risk ManagementPlanning
RiskIdent
QualitativeRisk Anal
QuantitativeRisk Anal
Risk ResponsePlan
Risk Monitoringand Control
6 Risk Man ldquoBe prepared for Murphyrdquo
24
Project
Management
Skills
Management
Skills
Business
Skills
The main knowledge needed to manage projects is unique to project
management but to carry out the project direction must be complemented with
knowledge pertaining to the ldquogeneral managementrdquo area and with specific
business skills that will serve project
7 Project Man ldquoMore than technical skillsrdquo
8 Stakeholders ldquothe human siderdquo
Expectations Non identified requirements
Needs Identified requirements
Stakeholders
Stakeholders management amp Expectations Management disciplines
9 Change Management ldquochange happensrdquo
Project Definitionand Planning
Project Execution
Project Control and Monitoring
Deployment Operations
Project Closing
Change ManagDefinition and Plan
Change Management Plan Execution Evaluation
Project
Project Mangt
ChangeMangt
InformationSystems
Team
Quality
Costs
Time
Scope
Providers
Communication
Risks
Integration
10 IISS ldquoBeyond scheduling softwarerdquo
1 Global Vision ldquoMore than PMrdquo2 Change Management ldquoBecause change is needrdquo3 Business Case ldquoBusiness value of projectsrdquo4 Methodology ldquoA standard way to do PMrdquo5 Integrated PM ldquoA holistic vision of projectsrdquo6 Risk Management ldquoBe prepared for Murphyrdquo7 Project Manager ldquoMore than technical skillsrdquo8 Stakeholders ldquothe human side of projectsrdquo9 Change Management ldquoBecause change is needrdquo10 IISS ldquoBeyond scheduling softwarerdquo
Conclusions
ldquo50 claves para la direccioacuten de proyectosrdquo
bull Managing a project starts by the enthusiasm and personal commitment of project director
bull A project is not done without a teambull Project must meet the expectations and needs of users and
stakeholdersbull Communication is key in the projectbull You cannot ever forget the commitmentsbull Equally important is managing the project
as close and transfer it to operations
References amp Bibliography
ldquoLa direccioacuten de proyectos una herramienta de gestioacuten empresarialrdquo
httpramoncostablogspotcom20071150-lecciones-de-management-eadahtml
httpramoncostablogspotcom2005_07_01_ekipsnet_archivehtml
References amp Bibliography
ldquoThe portable MBA in Project Managementrdquo
References amp Bibliography
ldquoMicrosoft Project 2010 The missing manualrdquo
References amp Bibliography
bull American Academy of Project Management AAPM
bull Association for Project Management (APM)
bull Australian Institute of Project Management (AIPM)
bull CompTIA Project+
bull The International Association of Project and Program Management
bull International Project Management Association (IPMA)
bull International Project Management Commission (IPMC)
bull Project Management Institute (PMI)
bull Stanford University Advanced Project Management (SAPM)
bull Telecommunications Project Management Association (TPMA)
References amp Bibliography
bull httpramoncostablogspotcom200507bibliografia-i-recursos-
webhtml
bull httpramoncostablogspotcom201005bibliografia-de-direccio-de-
projecteshtml
bull httpramoncostablogspotcom201004project-management-
framework-modelhtml
bull httpramoncostablogspotcom200807site-molt-interessant-i-til-per-
lahtml
bull httpwwwpgpsicom201009microsoft-project-2010-resourceshtml
bull httpwwwpgpsicom201002project-management-guidehtml
bull httpwwwpgpsicom200912about-project-management-usefull-
forhtml
bull httpwwwpgpsicom200912earned-value-managementhtml
References amp Bibliography
Thanks a lot
ldquoAviso Legal Esta obra estaacute sujeta a una licencia Reconocimiento ndash NoComercial -
CompartirIgual (by-nc-sa) de Creative Commons
No se permite un uso comercial de la obra original ni de las posibles obras derivadas
cuya distribucioacuten tiene que hacerse con una licencia igual a la que regula la obra
original
La licencia se puede consultar en wwwcreativecommonsorglicenses rdquo
A project fail ifhellip
bull It does not provide the expected benefits the intended scope or is canceled in advance
bull It deviates by 30 in execution timebull It deviates by 30 in budget
Cost Time
Quality
Scope
A project fail ifhellip
httpwwwprojectsmartcoukthe-curious-case-of-the-chaos-report-2009html
Project failure can be eliminatedhelliphellip but we can mitigate its probability
10 aspects to be considered in order to improve success in projects
1 Global Vision ldquoMore than PMrdquo
Project Portfolio Management
Project Management
Proyecto
Change Management
Information Systems (IISS)
Pre-Project Project Operations
Programme Management
2 Portfolio and Program Management
2 Portfolio and Program Management
3 Business Case ldquoBusiness valueof projectsrdquo
3 Business Case ldquoBusiness valueof projectsrdquo
Associations on Project Managementbull PMI (Project Management Institute 1969) wwwpmiorg
bull IPMA (International Project Management Association 1965) wwwipmach
bull IAPPM (Intern Association of Project and Program Management 2003) wwwiappmorg
bull APM (Association for Project Management) wwwapmorguk
bull AIPM (Australian Institute of Project Management 1976) wwwaipmcomau
Methodologiesbull PRINCE2 (Projects in Controlled Env 1989) wwwprince2com
bull Scrum (Agile Project Management and Dev) wwwscrumorg
Academiesbull American Academy of Project Managers (AAPM) wwwprojectmanagementcertificationscom
Other institutions (IT specialized)bull CompTIA (1982) wwwcomptiaorg
Linked to software programsbull Microsoft Certified Technical Specialist wwwmicrosoftcom
4 Methodology ldquoA standard way to do PMrdquo
PMI Certifications
bull Project Management Professional (PMP)reg
bull Certified Associate in Project Management (CAPM)reg
bull Program Management Professional (PgMP)reg
bull PMI Scheduling Professional (PMI-SP)reg
bull PMI Risk Management Professional (PMI-RMP)reg
Standars
bull A Guide to the Project Management Body of Knowledge (PMBOKreg Guide)- Fourth Edition
bull Practice Standard for Project Risk Management
bull Practice Standard for Earned Value Management
bull Practice Standard for Project Configuration Management
bull Practice Standard for Work Breakdown Structures
bull Practice Standard for Scheduling
4 Methodology ldquoA standard way to do PMrdquo
httpwwwpmiorg
(March 2010)
Total members 317962
Total active
PMPs 375959
5 Integrated PM ldquoA holistic visionrdquo
Execution
Planning
Control and
Monitoring
Closing
Initiation
Risk ManagementPlanning
RiskIdent
QualitativeRisk Anal
QuantitativeRisk Anal
Risk ResponsePlan
Risk Monitoringand Control
6 Risk Man ldquoBe prepared for Murphyrdquo
24
Project
Management
Skills
Management
Skills
Business
Skills
The main knowledge needed to manage projects is unique to project
management but to carry out the project direction must be complemented with
knowledge pertaining to the ldquogeneral managementrdquo area and with specific
business skills that will serve project
7 Project Man ldquoMore than technical skillsrdquo
8 Stakeholders ldquothe human siderdquo
Expectations Non identified requirements
Needs Identified requirements
Stakeholders
Stakeholders management amp Expectations Management disciplines
9 Change Management ldquochange happensrdquo
Project Definitionand Planning
Project Execution
Project Control and Monitoring
Deployment Operations
Project Closing
Change ManagDefinition and Plan
Change Management Plan Execution Evaluation
Project
Project Mangt
ChangeMangt
InformationSystems
Team
Quality
Costs
Time
Scope
Providers
Communication
Risks
Integration
10 IISS ldquoBeyond scheduling softwarerdquo
1 Global Vision ldquoMore than PMrdquo2 Change Management ldquoBecause change is needrdquo3 Business Case ldquoBusiness value of projectsrdquo4 Methodology ldquoA standard way to do PMrdquo5 Integrated PM ldquoA holistic vision of projectsrdquo6 Risk Management ldquoBe prepared for Murphyrdquo7 Project Manager ldquoMore than technical skillsrdquo8 Stakeholders ldquothe human side of projectsrdquo9 Change Management ldquoBecause change is needrdquo10 IISS ldquoBeyond scheduling softwarerdquo
Conclusions
ldquo50 claves para la direccioacuten de proyectosrdquo
bull Managing a project starts by the enthusiasm and personal commitment of project director
bull A project is not done without a teambull Project must meet the expectations and needs of users and
stakeholdersbull Communication is key in the projectbull You cannot ever forget the commitmentsbull Equally important is managing the project
as close and transfer it to operations
References amp Bibliography
ldquoLa direccioacuten de proyectos una herramienta de gestioacuten empresarialrdquo
httpramoncostablogspotcom20071150-lecciones-de-management-eadahtml
httpramoncostablogspotcom2005_07_01_ekipsnet_archivehtml
References amp Bibliography
ldquoThe portable MBA in Project Managementrdquo
References amp Bibliography
ldquoMicrosoft Project 2010 The missing manualrdquo
References amp Bibliography
bull American Academy of Project Management AAPM
bull Association for Project Management (APM)
bull Australian Institute of Project Management (AIPM)
bull CompTIA Project+
bull The International Association of Project and Program Management
bull International Project Management Association (IPMA)
bull International Project Management Commission (IPMC)
bull Project Management Institute (PMI)
bull Stanford University Advanced Project Management (SAPM)
bull Telecommunications Project Management Association (TPMA)
References amp Bibliography
bull httpramoncostablogspotcom200507bibliografia-i-recursos-
webhtml
bull httpramoncostablogspotcom201005bibliografia-de-direccio-de-
projecteshtml
bull httpramoncostablogspotcom201004project-management-
framework-modelhtml
bull httpramoncostablogspotcom200807site-molt-interessant-i-til-per-
lahtml
bull httpwwwpgpsicom201009microsoft-project-2010-resourceshtml
bull httpwwwpgpsicom201002project-management-guidehtml
bull httpwwwpgpsicom200912about-project-management-usefull-
forhtml
bull httpwwwpgpsicom200912earned-value-managementhtml
References amp Bibliography
Thanks a lot
ldquoAviso Legal Esta obra estaacute sujeta a una licencia Reconocimiento ndash NoComercial -
CompartirIgual (by-nc-sa) de Creative Commons
No se permite un uso comercial de la obra original ni de las posibles obras derivadas
cuya distribucioacuten tiene que hacerse con una licencia igual a la que regula la obra
original
La licencia se puede consultar en wwwcreativecommonsorglicenses rdquo
A project fail ifhellip
httpwwwprojectsmartcoukthe-curious-case-of-the-chaos-report-2009html
Project failure can be eliminatedhelliphellip but we can mitigate its probability
10 aspects to be considered in order to improve success in projects
1 Global Vision ldquoMore than PMrdquo
Project Portfolio Management
Project Management
Proyecto
Change Management
Information Systems (IISS)
Pre-Project Project Operations
Programme Management
2 Portfolio and Program Management
2 Portfolio and Program Management
3 Business Case ldquoBusiness valueof projectsrdquo
3 Business Case ldquoBusiness valueof projectsrdquo
Associations on Project Managementbull PMI (Project Management Institute 1969) wwwpmiorg
bull IPMA (International Project Management Association 1965) wwwipmach
bull IAPPM (Intern Association of Project and Program Management 2003) wwwiappmorg
bull APM (Association for Project Management) wwwapmorguk
bull AIPM (Australian Institute of Project Management 1976) wwwaipmcomau
Methodologiesbull PRINCE2 (Projects in Controlled Env 1989) wwwprince2com
bull Scrum (Agile Project Management and Dev) wwwscrumorg
Academiesbull American Academy of Project Managers (AAPM) wwwprojectmanagementcertificationscom
Other institutions (IT specialized)bull CompTIA (1982) wwwcomptiaorg
Linked to software programsbull Microsoft Certified Technical Specialist wwwmicrosoftcom
4 Methodology ldquoA standard way to do PMrdquo
PMI Certifications
bull Project Management Professional (PMP)reg
bull Certified Associate in Project Management (CAPM)reg
bull Program Management Professional (PgMP)reg
bull PMI Scheduling Professional (PMI-SP)reg
bull PMI Risk Management Professional (PMI-RMP)reg
Standars
bull A Guide to the Project Management Body of Knowledge (PMBOKreg Guide)- Fourth Edition
bull Practice Standard for Project Risk Management
bull Practice Standard for Earned Value Management
bull Practice Standard for Project Configuration Management
bull Practice Standard for Work Breakdown Structures
bull Practice Standard for Scheduling
4 Methodology ldquoA standard way to do PMrdquo
httpwwwpmiorg
(March 2010)
Total members 317962
Total active
PMPs 375959
5 Integrated PM ldquoA holistic visionrdquo
Execution
Planning
Control and
Monitoring
Closing
Initiation
Risk ManagementPlanning
RiskIdent
QualitativeRisk Anal
QuantitativeRisk Anal
Risk ResponsePlan
Risk Monitoringand Control
6 Risk Man ldquoBe prepared for Murphyrdquo
24
Project
Management
Skills
Management
Skills
Business
Skills
The main knowledge needed to manage projects is unique to project
management but to carry out the project direction must be complemented with
knowledge pertaining to the ldquogeneral managementrdquo area and with specific
business skills that will serve project
7 Project Man ldquoMore than technical skillsrdquo
8 Stakeholders ldquothe human siderdquo
Expectations Non identified requirements
Needs Identified requirements
Stakeholders
Stakeholders management amp Expectations Management disciplines
9 Change Management ldquochange happensrdquo
Project Definitionand Planning
Project Execution
Project Control and Monitoring
Deployment Operations
Project Closing
Change ManagDefinition and Plan
Change Management Plan Execution Evaluation
Project
Project Mangt
ChangeMangt
InformationSystems
Team
Quality
Costs
Time
Scope
Providers
Communication
Risks
Integration
10 IISS ldquoBeyond scheduling softwarerdquo
1 Global Vision ldquoMore than PMrdquo2 Change Management ldquoBecause change is needrdquo3 Business Case ldquoBusiness value of projectsrdquo4 Methodology ldquoA standard way to do PMrdquo5 Integrated PM ldquoA holistic vision of projectsrdquo6 Risk Management ldquoBe prepared for Murphyrdquo7 Project Manager ldquoMore than technical skillsrdquo8 Stakeholders ldquothe human side of projectsrdquo9 Change Management ldquoBecause change is needrdquo10 IISS ldquoBeyond scheduling softwarerdquo
Conclusions
ldquo50 claves para la direccioacuten de proyectosrdquo
bull Managing a project starts by the enthusiasm and personal commitment of project director
bull A project is not done without a teambull Project must meet the expectations and needs of users and
stakeholdersbull Communication is key in the projectbull You cannot ever forget the commitmentsbull Equally important is managing the project
as close and transfer it to operations
References amp Bibliography
ldquoLa direccioacuten de proyectos una herramienta de gestioacuten empresarialrdquo
httpramoncostablogspotcom20071150-lecciones-de-management-eadahtml
httpramoncostablogspotcom2005_07_01_ekipsnet_archivehtml
References amp Bibliography
ldquoThe portable MBA in Project Managementrdquo
References amp Bibliography
ldquoMicrosoft Project 2010 The missing manualrdquo
References amp Bibliography
bull American Academy of Project Management AAPM
bull Association for Project Management (APM)
bull Australian Institute of Project Management (AIPM)
bull CompTIA Project+
bull The International Association of Project and Program Management
bull International Project Management Association (IPMA)
bull International Project Management Commission (IPMC)
bull Project Management Institute (PMI)
bull Stanford University Advanced Project Management (SAPM)
bull Telecommunications Project Management Association (TPMA)
References amp Bibliography
bull httpramoncostablogspotcom200507bibliografia-i-recursos-
webhtml
bull httpramoncostablogspotcom201005bibliografia-de-direccio-de-
projecteshtml
bull httpramoncostablogspotcom201004project-management-
framework-modelhtml
bull httpramoncostablogspotcom200807site-molt-interessant-i-til-per-
lahtml
bull httpwwwpgpsicom201009microsoft-project-2010-resourceshtml
bull httpwwwpgpsicom201002project-management-guidehtml
bull httpwwwpgpsicom200912about-project-management-usefull-
forhtml
bull httpwwwpgpsicom200912earned-value-managementhtml
References amp Bibliography
Thanks a lot
ldquoAviso Legal Esta obra estaacute sujeta a una licencia Reconocimiento ndash NoComercial -
CompartirIgual (by-nc-sa) de Creative Commons
No se permite un uso comercial de la obra original ni de las posibles obras derivadas
cuya distribucioacuten tiene que hacerse con una licencia igual a la que regula la obra
original
La licencia se puede consultar en wwwcreativecommonsorglicenses rdquo
Project failure can be eliminatedhelliphellip but we can mitigate its probability
10 aspects to be considered in order to improve success in projects
1 Global Vision ldquoMore than PMrdquo
Project Portfolio Management
Project Management
Proyecto
Change Management
Information Systems (IISS)
Pre-Project Project Operations
Programme Management
2 Portfolio and Program Management
2 Portfolio and Program Management
3 Business Case ldquoBusiness valueof projectsrdquo
3 Business Case ldquoBusiness valueof projectsrdquo
Associations on Project Managementbull PMI (Project Management Institute 1969) wwwpmiorg
bull IPMA (International Project Management Association 1965) wwwipmach
bull IAPPM (Intern Association of Project and Program Management 2003) wwwiappmorg
bull APM (Association for Project Management) wwwapmorguk
bull AIPM (Australian Institute of Project Management 1976) wwwaipmcomau
Methodologiesbull PRINCE2 (Projects in Controlled Env 1989) wwwprince2com
bull Scrum (Agile Project Management and Dev) wwwscrumorg
Academiesbull American Academy of Project Managers (AAPM) wwwprojectmanagementcertificationscom
Other institutions (IT specialized)bull CompTIA (1982) wwwcomptiaorg
Linked to software programsbull Microsoft Certified Technical Specialist wwwmicrosoftcom
4 Methodology ldquoA standard way to do PMrdquo
PMI Certifications
bull Project Management Professional (PMP)reg
bull Certified Associate in Project Management (CAPM)reg
bull Program Management Professional (PgMP)reg
bull PMI Scheduling Professional (PMI-SP)reg
bull PMI Risk Management Professional (PMI-RMP)reg
Standars
bull A Guide to the Project Management Body of Knowledge (PMBOKreg Guide)- Fourth Edition
bull Practice Standard for Project Risk Management
bull Practice Standard for Earned Value Management
bull Practice Standard for Project Configuration Management
bull Practice Standard for Work Breakdown Structures
bull Practice Standard for Scheduling
4 Methodology ldquoA standard way to do PMrdquo
httpwwwpmiorg
(March 2010)
Total members 317962
Total active
PMPs 375959
5 Integrated PM ldquoA holistic visionrdquo
Execution
Planning
Control and
Monitoring
Closing
Initiation
Risk ManagementPlanning
RiskIdent
QualitativeRisk Anal
QuantitativeRisk Anal
Risk ResponsePlan
Risk Monitoringand Control
6 Risk Man ldquoBe prepared for Murphyrdquo
24
Project
Management
Skills
Management
Skills
Business
Skills
The main knowledge needed to manage projects is unique to project
management but to carry out the project direction must be complemented with
knowledge pertaining to the ldquogeneral managementrdquo area and with specific
business skills that will serve project
7 Project Man ldquoMore than technical skillsrdquo
8 Stakeholders ldquothe human siderdquo
Expectations Non identified requirements
Needs Identified requirements
Stakeholders
Stakeholders management amp Expectations Management disciplines
9 Change Management ldquochange happensrdquo
Project Definitionand Planning
Project Execution
Project Control and Monitoring
Deployment Operations
Project Closing
Change ManagDefinition and Plan
Change Management Plan Execution Evaluation
Project
Project Mangt
ChangeMangt
InformationSystems
Team
Quality
Costs
Time
Scope
Providers
Communication
Risks
Integration
10 IISS ldquoBeyond scheduling softwarerdquo
1 Global Vision ldquoMore than PMrdquo2 Change Management ldquoBecause change is needrdquo3 Business Case ldquoBusiness value of projectsrdquo4 Methodology ldquoA standard way to do PMrdquo5 Integrated PM ldquoA holistic vision of projectsrdquo6 Risk Management ldquoBe prepared for Murphyrdquo7 Project Manager ldquoMore than technical skillsrdquo8 Stakeholders ldquothe human side of projectsrdquo9 Change Management ldquoBecause change is needrdquo10 IISS ldquoBeyond scheduling softwarerdquo
Conclusions
ldquo50 claves para la direccioacuten de proyectosrdquo
bull Managing a project starts by the enthusiasm and personal commitment of project director
bull A project is not done without a teambull Project must meet the expectations and needs of users and
stakeholdersbull Communication is key in the projectbull You cannot ever forget the commitmentsbull Equally important is managing the project
as close and transfer it to operations
References amp Bibliography
ldquoLa direccioacuten de proyectos una herramienta de gestioacuten empresarialrdquo
httpramoncostablogspotcom20071150-lecciones-de-management-eadahtml
httpramoncostablogspotcom2005_07_01_ekipsnet_archivehtml
References amp Bibliography
ldquoThe portable MBA in Project Managementrdquo
References amp Bibliography
ldquoMicrosoft Project 2010 The missing manualrdquo
References amp Bibliography
bull American Academy of Project Management AAPM
bull Association for Project Management (APM)
bull Australian Institute of Project Management (AIPM)
bull CompTIA Project+
bull The International Association of Project and Program Management
bull International Project Management Association (IPMA)
bull International Project Management Commission (IPMC)
bull Project Management Institute (PMI)
bull Stanford University Advanced Project Management (SAPM)
bull Telecommunications Project Management Association (TPMA)
References amp Bibliography
bull httpramoncostablogspotcom200507bibliografia-i-recursos-
webhtml
bull httpramoncostablogspotcom201005bibliografia-de-direccio-de-
projecteshtml
bull httpramoncostablogspotcom201004project-management-
framework-modelhtml
bull httpramoncostablogspotcom200807site-molt-interessant-i-til-per-
lahtml
bull httpwwwpgpsicom201009microsoft-project-2010-resourceshtml
bull httpwwwpgpsicom201002project-management-guidehtml
bull httpwwwpgpsicom200912about-project-management-usefull-
forhtml
bull httpwwwpgpsicom200912earned-value-managementhtml
References amp Bibliography
Thanks a lot
ldquoAviso Legal Esta obra estaacute sujeta a una licencia Reconocimiento ndash NoComercial -
CompartirIgual (by-nc-sa) de Creative Commons
No se permite un uso comercial de la obra original ni de las posibles obras derivadas
cuya distribucioacuten tiene que hacerse con una licencia igual a la que regula la obra
original
La licencia se puede consultar en wwwcreativecommonsorglicenses rdquo
1 Global Vision ldquoMore than PMrdquo
Project Portfolio Management
Project Management
Proyecto
Change Management
Information Systems (IISS)
Pre-Project Project Operations
Programme Management
2 Portfolio and Program Management
2 Portfolio and Program Management
3 Business Case ldquoBusiness valueof projectsrdquo
3 Business Case ldquoBusiness valueof projectsrdquo
Associations on Project Managementbull PMI (Project Management Institute 1969) wwwpmiorg
bull IPMA (International Project Management Association 1965) wwwipmach
bull IAPPM (Intern Association of Project and Program Management 2003) wwwiappmorg
bull APM (Association for Project Management) wwwapmorguk
bull AIPM (Australian Institute of Project Management 1976) wwwaipmcomau
Methodologiesbull PRINCE2 (Projects in Controlled Env 1989) wwwprince2com
bull Scrum (Agile Project Management and Dev) wwwscrumorg
Academiesbull American Academy of Project Managers (AAPM) wwwprojectmanagementcertificationscom
Other institutions (IT specialized)bull CompTIA (1982) wwwcomptiaorg
Linked to software programsbull Microsoft Certified Technical Specialist wwwmicrosoftcom
4 Methodology ldquoA standard way to do PMrdquo
PMI Certifications
bull Project Management Professional (PMP)reg
bull Certified Associate in Project Management (CAPM)reg
bull Program Management Professional (PgMP)reg
bull PMI Scheduling Professional (PMI-SP)reg
bull PMI Risk Management Professional (PMI-RMP)reg
Standars
bull A Guide to the Project Management Body of Knowledge (PMBOKreg Guide)- Fourth Edition
bull Practice Standard for Project Risk Management
bull Practice Standard for Earned Value Management
bull Practice Standard for Project Configuration Management
bull Practice Standard for Work Breakdown Structures
bull Practice Standard for Scheduling
4 Methodology ldquoA standard way to do PMrdquo
httpwwwpmiorg
(March 2010)
Total members 317962
Total active
PMPs 375959
5 Integrated PM ldquoA holistic visionrdquo
Execution
Planning
Control and
Monitoring
Closing
Initiation
Risk ManagementPlanning
RiskIdent
QualitativeRisk Anal
QuantitativeRisk Anal
Risk ResponsePlan
Risk Monitoringand Control
6 Risk Man ldquoBe prepared for Murphyrdquo
24
Project
Management
Skills
Management
Skills
Business
Skills
The main knowledge needed to manage projects is unique to project
management but to carry out the project direction must be complemented with
knowledge pertaining to the ldquogeneral managementrdquo area and with specific
business skills that will serve project
7 Project Man ldquoMore than technical skillsrdquo
8 Stakeholders ldquothe human siderdquo
Expectations Non identified requirements
Needs Identified requirements
Stakeholders
Stakeholders management amp Expectations Management disciplines
9 Change Management ldquochange happensrdquo
Project Definitionand Planning
Project Execution
Project Control and Monitoring
Deployment Operations
Project Closing
Change ManagDefinition and Plan
Change Management Plan Execution Evaluation
Project
Project Mangt
ChangeMangt
InformationSystems
Team
Quality
Costs
Time
Scope
Providers
Communication
Risks
Integration
10 IISS ldquoBeyond scheduling softwarerdquo
1 Global Vision ldquoMore than PMrdquo2 Change Management ldquoBecause change is needrdquo3 Business Case ldquoBusiness value of projectsrdquo4 Methodology ldquoA standard way to do PMrdquo5 Integrated PM ldquoA holistic vision of projectsrdquo6 Risk Management ldquoBe prepared for Murphyrdquo7 Project Manager ldquoMore than technical skillsrdquo8 Stakeholders ldquothe human side of projectsrdquo9 Change Management ldquoBecause change is needrdquo10 IISS ldquoBeyond scheduling softwarerdquo
Conclusions
ldquo50 claves para la direccioacuten de proyectosrdquo
bull Managing a project starts by the enthusiasm and personal commitment of project director
bull A project is not done without a teambull Project must meet the expectations and needs of users and
stakeholdersbull Communication is key in the projectbull You cannot ever forget the commitmentsbull Equally important is managing the project
as close and transfer it to operations
References amp Bibliography
ldquoLa direccioacuten de proyectos una herramienta de gestioacuten empresarialrdquo
httpramoncostablogspotcom20071150-lecciones-de-management-eadahtml
httpramoncostablogspotcom2005_07_01_ekipsnet_archivehtml
References amp Bibliography
ldquoThe portable MBA in Project Managementrdquo
References amp Bibliography
ldquoMicrosoft Project 2010 The missing manualrdquo
References amp Bibliography
bull American Academy of Project Management AAPM
bull Association for Project Management (APM)
bull Australian Institute of Project Management (AIPM)
bull CompTIA Project+
bull The International Association of Project and Program Management
bull International Project Management Association (IPMA)
bull International Project Management Commission (IPMC)
bull Project Management Institute (PMI)
bull Stanford University Advanced Project Management (SAPM)
bull Telecommunications Project Management Association (TPMA)
References amp Bibliography
bull httpramoncostablogspotcom200507bibliografia-i-recursos-
webhtml
bull httpramoncostablogspotcom201005bibliografia-de-direccio-de-
projecteshtml
bull httpramoncostablogspotcom201004project-management-
framework-modelhtml
bull httpramoncostablogspotcom200807site-molt-interessant-i-til-per-
lahtml
bull httpwwwpgpsicom201009microsoft-project-2010-resourceshtml
bull httpwwwpgpsicom201002project-management-guidehtml
bull httpwwwpgpsicom200912about-project-management-usefull-
forhtml
bull httpwwwpgpsicom200912earned-value-managementhtml
References amp Bibliography
Thanks a lot
ldquoAviso Legal Esta obra estaacute sujeta a una licencia Reconocimiento ndash NoComercial -
CompartirIgual (by-nc-sa) de Creative Commons
No se permite un uso comercial de la obra original ni de las posibles obras derivadas
cuya distribucioacuten tiene que hacerse con una licencia igual a la que regula la obra
original
La licencia se puede consultar en wwwcreativecommonsorglicenses rdquo
2 Portfolio and Program Management
2 Portfolio and Program Management
3 Business Case ldquoBusiness valueof projectsrdquo
3 Business Case ldquoBusiness valueof projectsrdquo
Associations on Project Managementbull PMI (Project Management Institute 1969) wwwpmiorg
bull IPMA (International Project Management Association 1965) wwwipmach
bull IAPPM (Intern Association of Project and Program Management 2003) wwwiappmorg
bull APM (Association for Project Management) wwwapmorguk
bull AIPM (Australian Institute of Project Management 1976) wwwaipmcomau
Methodologiesbull PRINCE2 (Projects in Controlled Env 1989) wwwprince2com
bull Scrum (Agile Project Management and Dev) wwwscrumorg
Academiesbull American Academy of Project Managers (AAPM) wwwprojectmanagementcertificationscom
Other institutions (IT specialized)bull CompTIA (1982) wwwcomptiaorg
Linked to software programsbull Microsoft Certified Technical Specialist wwwmicrosoftcom
4 Methodology ldquoA standard way to do PMrdquo
PMI Certifications
bull Project Management Professional (PMP)reg
bull Certified Associate in Project Management (CAPM)reg
bull Program Management Professional (PgMP)reg
bull PMI Scheduling Professional (PMI-SP)reg
bull PMI Risk Management Professional (PMI-RMP)reg
Standars
bull A Guide to the Project Management Body of Knowledge (PMBOKreg Guide)- Fourth Edition
bull Practice Standard for Project Risk Management
bull Practice Standard for Earned Value Management
bull Practice Standard for Project Configuration Management
bull Practice Standard for Work Breakdown Structures
bull Practice Standard for Scheduling
4 Methodology ldquoA standard way to do PMrdquo
httpwwwpmiorg
(March 2010)
Total members 317962
Total active
PMPs 375959
5 Integrated PM ldquoA holistic visionrdquo
Execution
Planning
Control and
Monitoring
Closing
Initiation
Risk ManagementPlanning
RiskIdent
QualitativeRisk Anal
QuantitativeRisk Anal
Risk ResponsePlan
Risk Monitoringand Control
6 Risk Man ldquoBe prepared for Murphyrdquo
24
Project
Management
Skills
Management
Skills
Business
Skills
The main knowledge needed to manage projects is unique to project
management but to carry out the project direction must be complemented with
knowledge pertaining to the ldquogeneral managementrdquo area and with specific
business skills that will serve project
7 Project Man ldquoMore than technical skillsrdquo
8 Stakeholders ldquothe human siderdquo
Expectations Non identified requirements
Needs Identified requirements
Stakeholders
Stakeholders management amp Expectations Management disciplines
9 Change Management ldquochange happensrdquo
Project Definitionand Planning
Project Execution
Project Control and Monitoring
Deployment Operations
Project Closing
Change ManagDefinition and Plan
Change Management Plan Execution Evaluation
Project
Project Mangt
ChangeMangt
InformationSystems
Team
Quality
Costs
Time
Scope
Providers
Communication
Risks
Integration
10 IISS ldquoBeyond scheduling softwarerdquo
1 Global Vision ldquoMore than PMrdquo2 Change Management ldquoBecause change is needrdquo3 Business Case ldquoBusiness value of projectsrdquo4 Methodology ldquoA standard way to do PMrdquo5 Integrated PM ldquoA holistic vision of projectsrdquo6 Risk Management ldquoBe prepared for Murphyrdquo7 Project Manager ldquoMore than technical skillsrdquo8 Stakeholders ldquothe human side of projectsrdquo9 Change Management ldquoBecause change is needrdquo10 IISS ldquoBeyond scheduling softwarerdquo
Conclusions
ldquo50 claves para la direccioacuten de proyectosrdquo
bull Managing a project starts by the enthusiasm and personal commitment of project director
bull A project is not done without a teambull Project must meet the expectations and needs of users and
stakeholdersbull Communication is key in the projectbull You cannot ever forget the commitmentsbull Equally important is managing the project
as close and transfer it to operations
References amp Bibliography
ldquoLa direccioacuten de proyectos una herramienta de gestioacuten empresarialrdquo
httpramoncostablogspotcom20071150-lecciones-de-management-eadahtml
httpramoncostablogspotcom2005_07_01_ekipsnet_archivehtml
References amp Bibliography
ldquoThe portable MBA in Project Managementrdquo
References amp Bibliography
ldquoMicrosoft Project 2010 The missing manualrdquo
References amp Bibliography
bull American Academy of Project Management AAPM
bull Association for Project Management (APM)
bull Australian Institute of Project Management (AIPM)
bull CompTIA Project+
bull The International Association of Project and Program Management
bull International Project Management Association (IPMA)
bull International Project Management Commission (IPMC)
bull Project Management Institute (PMI)
bull Stanford University Advanced Project Management (SAPM)
bull Telecommunications Project Management Association (TPMA)
References amp Bibliography
bull httpramoncostablogspotcom200507bibliografia-i-recursos-
webhtml
bull httpramoncostablogspotcom201005bibliografia-de-direccio-de-
projecteshtml
bull httpramoncostablogspotcom201004project-management-
framework-modelhtml
bull httpramoncostablogspotcom200807site-molt-interessant-i-til-per-
lahtml
bull httpwwwpgpsicom201009microsoft-project-2010-resourceshtml
bull httpwwwpgpsicom201002project-management-guidehtml
bull httpwwwpgpsicom200912about-project-management-usefull-
forhtml
bull httpwwwpgpsicom200912earned-value-managementhtml
References amp Bibliography
Thanks a lot
ldquoAviso Legal Esta obra estaacute sujeta a una licencia Reconocimiento ndash NoComercial -
CompartirIgual (by-nc-sa) de Creative Commons
No se permite un uso comercial de la obra original ni de las posibles obras derivadas
cuya distribucioacuten tiene que hacerse con una licencia igual a la que regula la obra
original
La licencia se puede consultar en wwwcreativecommonsorglicenses rdquo
2 Portfolio and Program Management
3 Business Case ldquoBusiness valueof projectsrdquo
3 Business Case ldquoBusiness valueof projectsrdquo
Associations on Project Managementbull PMI (Project Management Institute 1969) wwwpmiorg
bull IPMA (International Project Management Association 1965) wwwipmach
bull IAPPM (Intern Association of Project and Program Management 2003) wwwiappmorg
bull APM (Association for Project Management) wwwapmorguk
bull AIPM (Australian Institute of Project Management 1976) wwwaipmcomau
Methodologiesbull PRINCE2 (Projects in Controlled Env 1989) wwwprince2com
bull Scrum (Agile Project Management and Dev) wwwscrumorg
Academiesbull American Academy of Project Managers (AAPM) wwwprojectmanagementcertificationscom
Other institutions (IT specialized)bull CompTIA (1982) wwwcomptiaorg
Linked to software programsbull Microsoft Certified Technical Specialist wwwmicrosoftcom
4 Methodology ldquoA standard way to do PMrdquo
PMI Certifications
bull Project Management Professional (PMP)reg
bull Certified Associate in Project Management (CAPM)reg
bull Program Management Professional (PgMP)reg
bull PMI Scheduling Professional (PMI-SP)reg
bull PMI Risk Management Professional (PMI-RMP)reg
Standars
bull A Guide to the Project Management Body of Knowledge (PMBOKreg Guide)- Fourth Edition
bull Practice Standard for Project Risk Management
bull Practice Standard for Earned Value Management
bull Practice Standard for Project Configuration Management
bull Practice Standard for Work Breakdown Structures
bull Practice Standard for Scheduling
4 Methodology ldquoA standard way to do PMrdquo
httpwwwpmiorg
(March 2010)
Total members 317962
Total active
PMPs 375959
5 Integrated PM ldquoA holistic visionrdquo
Execution
Planning
Control and
Monitoring
Closing
Initiation
Risk ManagementPlanning
RiskIdent
QualitativeRisk Anal
QuantitativeRisk Anal
Risk ResponsePlan
Risk Monitoringand Control
6 Risk Man ldquoBe prepared for Murphyrdquo
24
Project
Management
Skills
Management
Skills
Business
Skills
The main knowledge needed to manage projects is unique to project
management but to carry out the project direction must be complemented with
knowledge pertaining to the ldquogeneral managementrdquo area and with specific
business skills that will serve project
7 Project Man ldquoMore than technical skillsrdquo
8 Stakeholders ldquothe human siderdquo
Expectations Non identified requirements
Needs Identified requirements
Stakeholders
Stakeholders management amp Expectations Management disciplines
9 Change Management ldquochange happensrdquo
Project Definitionand Planning
Project Execution
Project Control and Monitoring
Deployment Operations
Project Closing
Change ManagDefinition and Plan
Change Management Plan Execution Evaluation
Project
Project Mangt
ChangeMangt
InformationSystems
Team
Quality
Costs
Time
Scope
Providers
Communication
Risks
Integration
10 IISS ldquoBeyond scheduling softwarerdquo
1 Global Vision ldquoMore than PMrdquo2 Change Management ldquoBecause change is needrdquo3 Business Case ldquoBusiness value of projectsrdquo4 Methodology ldquoA standard way to do PMrdquo5 Integrated PM ldquoA holistic vision of projectsrdquo6 Risk Management ldquoBe prepared for Murphyrdquo7 Project Manager ldquoMore than technical skillsrdquo8 Stakeholders ldquothe human side of projectsrdquo9 Change Management ldquoBecause change is needrdquo10 IISS ldquoBeyond scheduling softwarerdquo
Conclusions
ldquo50 claves para la direccioacuten de proyectosrdquo
bull Managing a project starts by the enthusiasm and personal commitment of project director
bull A project is not done without a teambull Project must meet the expectations and needs of users and
stakeholdersbull Communication is key in the projectbull You cannot ever forget the commitmentsbull Equally important is managing the project
as close and transfer it to operations
References amp Bibliography
ldquoLa direccioacuten de proyectos una herramienta de gestioacuten empresarialrdquo
httpramoncostablogspotcom20071150-lecciones-de-management-eadahtml
httpramoncostablogspotcom2005_07_01_ekipsnet_archivehtml
References amp Bibliography
ldquoThe portable MBA in Project Managementrdquo
References amp Bibliography
ldquoMicrosoft Project 2010 The missing manualrdquo
References amp Bibliography
bull American Academy of Project Management AAPM
bull Association for Project Management (APM)
bull Australian Institute of Project Management (AIPM)
bull CompTIA Project+
bull The International Association of Project and Program Management
bull International Project Management Association (IPMA)
bull International Project Management Commission (IPMC)
bull Project Management Institute (PMI)
bull Stanford University Advanced Project Management (SAPM)
bull Telecommunications Project Management Association (TPMA)
References amp Bibliography
bull httpramoncostablogspotcom200507bibliografia-i-recursos-
webhtml
bull httpramoncostablogspotcom201005bibliografia-de-direccio-de-
projecteshtml
bull httpramoncostablogspotcom201004project-management-
framework-modelhtml
bull httpramoncostablogspotcom200807site-molt-interessant-i-til-per-
lahtml
bull httpwwwpgpsicom201009microsoft-project-2010-resourceshtml
bull httpwwwpgpsicom201002project-management-guidehtml
bull httpwwwpgpsicom200912about-project-management-usefull-
forhtml
bull httpwwwpgpsicom200912earned-value-managementhtml
References amp Bibliography
Thanks a lot
ldquoAviso Legal Esta obra estaacute sujeta a una licencia Reconocimiento ndash NoComercial -
CompartirIgual (by-nc-sa) de Creative Commons
No se permite un uso comercial de la obra original ni de las posibles obras derivadas
cuya distribucioacuten tiene que hacerse con una licencia igual a la que regula la obra
original
La licencia se puede consultar en wwwcreativecommonsorglicenses rdquo
3 Business Case ldquoBusiness valueof projectsrdquo
3 Business Case ldquoBusiness valueof projectsrdquo
Associations on Project Managementbull PMI (Project Management Institute 1969) wwwpmiorg
bull IPMA (International Project Management Association 1965) wwwipmach
bull IAPPM (Intern Association of Project and Program Management 2003) wwwiappmorg
bull APM (Association for Project Management) wwwapmorguk
bull AIPM (Australian Institute of Project Management 1976) wwwaipmcomau
Methodologiesbull PRINCE2 (Projects in Controlled Env 1989) wwwprince2com
bull Scrum (Agile Project Management and Dev) wwwscrumorg
Academiesbull American Academy of Project Managers (AAPM) wwwprojectmanagementcertificationscom
Other institutions (IT specialized)bull CompTIA (1982) wwwcomptiaorg
Linked to software programsbull Microsoft Certified Technical Specialist wwwmicrosoftcom
4 Methodology ldquoA standard way to do PMrdquo
PMI Certifications
bull Project Management Professional (PMP)reg
bull Certified Associate in Project Management (CAPM)reg
bull Program Management Professional (PgMP)reg
bull PMI Scheduling Professional (PMI-SP)reg
bull PMI Risk Management Professional (PMI-RMP)reg
Standars
bull A Guide to the Project Management Body of Knowledge (PMBOKreg Guide)- Fourth Edition
bull Practice Standard for Project Risk Management
bull Practice Standard for Earned Value Management
bull Practice Standard for Project Configuration Management
bull Practice Standard for Work Breakdown Structures
bull Practice Standard for Scheduling
4 Methodology ldquoA standard way to do PMrdquo
httpwwwpmiorg
(March 2010)
Total members 317962
Total active
PMPs 375959
5 Integrated PM ldquoA holistic visionrdquo
Execution
Planning
Control and
Monitoring
Closing
Initiation
Risk ManagementPlanning
RiskIdent
QualitativeRisk Anal
QuantitativeRisk Anal
Risk ResponsePlan
Risk Monitoringand Control
6 Risk Man ldquoBe prepared for Murphyrdquo
24
Project
Management
Skills
Management
Skills
Business
Skills
The main knowledge needed to manage projects is unique to project
management but to carry out the project direction must be complemented with
knowledge pertaining to the ldquogeneral managementrdquo area and with specific
business skills that will serve project
7 Project Man ldquoMore than technical skillsrdquo
8 Stakeholders ldquothe human siderdquo
Expectations Non identified requirements
Needs Identified requirements
Stakeholders
Stakeholders management amp Expectations Management disciplines
9 Change Management ldquochange happensrdquo
Project Definitionand Planning
Project Execution
Project Control and Monitoring
Deployment Operations
Project Closing
Change ManagDefinition and Plan
Change Management Plan Execution Evaluation
Project
Project Mangt
ChangeMangt
InformationSystems
Team
Quality
Costs
Time
Scope
Providers
Communication
Risks
Integration
10 IISS ldquoBeyond scheduling softwarerdquo
1 Global Vision ldquoMore than PMrdquo2 Change Management ldquoBecause change is needrdquo3 Business Case ldquoBusiness value of projectsrdquo4 Methodology ldquoA standard way to do PMrdquo5 Integrated PM ldquoA holistic vision of projectsrdquo6 Risk Management ldquoBe prepared for Murphyrdquo7 Project Manager ldquoMore than technical skillsrdquo8 Stakeholders ldquothe human side of projectsrdquo9 Change Management ldquoBecause change is needrdquo10 IISS ldquoBeyond scheduling softwarerdquo
Conclusions
ldquo50 claves para la direccioacuten de proyectosrdquo
bull Managing a project starts by the enthusiasm and personal commitment of project director
bull A project is not done without a teambull Project must meet the expectations and needs of users and
stakeholdersbull Communication is key in the projectbull You cannot ever forget the commitmentsbull Equally important is managing the project
as close and transfer it to operations
References amp Bibliography
ldquoLa direccioacuten de proyectos una herramienta de gestioacuten empresarialrdquo
httpramoncostablogspotcom20071150-lecciones-de-management-eadahtml
httpramoncostablogspotcom2005_07_01_ekipsnet_archivehtml
References amp Bibliography
ldquoThe portable MBA in Project Managementrdquo
References amp Bibliography
ldquoMicrosoft Project 2010 The missing manualrdquo
References amp Bibliography
bull American Academy of Project Management AAPM
bull Association for Project Management (APM)
bull Australian Institute of Project Management (AIPM)
bull CompTIA Project+
bull The International Association of Project and Program Management
bull International Project Management Association (IPMA)
bull International Project Management Commission (IPMC)
bull Project Management Institute (PMI)
bull Stanford University Advanced Project Management (SAPM)
bull Telecommunications Project Management Association (TPMA)
References amp Bibliography
bull httpramoncostablogspotcom200507bibliografia-i-recursos-
webhtml
bull httpramoncostablogspotcom201005bibliografia-de-direccio-de-
projecteshtml
bull httpramoncostablogspotcom201004project-management-
framework-modelhtml
bull httpramoncostablogspotcom200807site-molt-interessant-i-til-per-
lahtml
bull httpwwwpgpsicom201009microsoft-project-2010-resourceshtml
bull httpwwwpgpsicom201002project-management-guidehtml
bull httpwwwpgpsicom200912about-project-management-usefull-
forhtml
bull httpwwwpgpsicom200912earned-value-managementhtml
References amp Bibliography
Thanks a lot
ldquoAviso Legal Esta obra estaacute sujeta a una licencia Reconocimiento ndash NoComercial -
CompartirIgual (by-nc-sa) de Creative Commons
No se permite un uso comercial de la obra original ni de las posibles obras derivadas
cuya distribucioacuten tiene que hacerse con una licencia igual a la que regula la obra
original
La licencia se puede consultar en wwwcreativecommonsorglicenses rdquo
3 Business Case ldquoBusiness valueof projectsrdquo
Associations on Project Managementbull PMI (Project Management Institute 1969) wwwpmiorg
bull IPMA (International Project Management Association 1965) wwwipmach
bull IAPPM (Intern Association of Project and Program Management 2003) wwwiappmorg
bull APM (Association for Project Management) wwwapmorguk
bull AIPM (Australian Institute of Project Management 1976) wwwaipmcomau
Methodologiesbull PRINCE2 (Projects in Controlled Env 1989) wwwprince2com
bull Scrum (Agile Project Management and Dev) wwwscrumorg
Academiesbull American Academy of Project Managers (AAPM) wwwprojectmanagementcertificationscom
Other institutions (IT specialized)bull CompTIA (1982) wwwcomptiaorg
Linked to software programsbull Microsoft Certified Technical Specialist wwwmicrosoftcom
4 Methodology ldquoA standard way to do PMrdquo
PMI Certifications
bull Project Management Professional (PMP)reg
bull Certified Associate in Project Management (CAPM)reg
bull Program Management Professional (PgMP)reg
bull PMI Scheduling Professional (PMI-SP)reg
bull PMI Risk Management Professional (PMI-RMP)reg
Standars
bull A Guide to the Project Management Body of Knowledge (PMBOKreg Guide)- Fourth Edition
bull Practice Standard for Project Risk Management
bull Practice Standard for Earned Value Management
bull Practice Standard for Project Configuration Management
bull Practice Standard for Work Breakdown Structures
bull Practice Standard for Scheduling
4 Methodology ldquoA standard way to do PMrdquo
httpwwwpmiorg
(March 2010)
Total members 317962
Total active
PMPs 375959
5 Integrated PM ldquoA holistic visionrdquo
Execution
Planning
Control and
Monitoring
Closing
Initiation
Risk ManagementPlanning
RiskIdent
QualitativeRisk Anal
QuantitativeRisk Anal
Risk ResponsePlan
Risk Monitoringand Control
6 Risk Man ldquoBe prepared for Murphyrdquo
24
Project
Management
Skills
Management
Skills
Business
Skills
The main knowledge needed to manage projects is unique to project
management but to carry out the project direction must be complemented with
knowledge pertaining to the ldquogeneral managementrdquo area and with specific
business skills that will serve project
7 Project Man ldquoMore than technical skillsrdquo
8 Stakeholders ldquothe human siderdquo
Expectations Non identified requirements
Needs Identified requirements
Stakeholders
Stakeholders management amp Expectations Management disciplines
9 Change Management ldquochange happensrdquo
Project Definitionand Planning
Project Execution
Project Control and Monitoring
Deployment Operations
Project Closing
Change ManagDefinition and Plan
Change Management Plan Execution Evaluation
Project
Project Mangt
ChangeMangt
InformationSystems
Team
Quality
Costs
Time
Scope
Providers
Communication
Risks
Integration
10 IISS ldquoBeyond scheduling softwarerdquo
1 Global Vision ldquoMore than PMrdquo2 Change Management ldquoBecause change is needrdquo3 Business Case ldquoBusiness value of projectsrdquo4 Methodology ldquoA standard way to do PMrdquo5 Integrated PM ldquoA holistic vision of projectsrdquo6 Risk Management ldquoBe prepared for Murphyrdquo7 Project Manager ldquoMore than technical skillsrdquo8 Stakeholders ldquothe human side of projectsrdquo9 Change Management ldquoBecause change is needrdquo10 IISS ldquoBeyond scheduling softwarerdquo
Conclusions
ldquo50 claves para la direccioacuten de proyectosrdquo
bull Managing a project starts by the enthusiasm and personal commitment of project director
bull A project is not done without a teambull Project must meet the expectations and needs of users and
stakeholdersbull Communication is key in the projectbull You cannot ever forget the commitmentsbull Equally important is managing the project
as close and transfer it to operations
References amp Bibliography
ldquoLa direccioacuten de proyectos una herramienta de gestioacuten empresarialrdquo
httpramoncostablogspotcom20071150-lecciones-de-management-eadahtml
httpramoncostablogspotcom2005_07_01_ekipsnet_archivehtml
References amp Bibliography
ldquoThe portable MBA in Project Managementrdquo
References amp Bibliography
ldquoMicrosoft Project 2010 The missing manualrdquo
References amp Bibliography
bull American Academy of Project Management AAPM
bull Association for Project Management (APM)
bull Australian Institute of Project Management (AIPM)
bull CompTIA Project+
bull The International Association of Project and Program Management
bull International Project Management Association (IPMA)
bull International Project Management Commission (IPMC)
bull Project Management Institute (PMI)
bull Stanford University Advanced Project Management (SAPM)
bull Telecommunications Project Management Association (TPMA)
References amp Bibliography
bull httpramoncostablogspotcom200507bibliografia-i-recursos-
webhtml
bull httpramoncostablogspotcom201005bibliografia-de-direccio-de-
projecteshtml
bull httpramoncostablogspotcom201004project-management-
framework-modelhtml
bull httpramoncostablogspotcom200807site-molt-interessant-i-til-per-
lahtml
bull httpwwwpgpsicom201009microsoft-project-2010-resourceshtml
bull httpwwwpgpsicom201002project-management-guidehtml
bull httpwwwpgpsicom200912about-project-management-usefull-
forhtml
bull httpwwwpgpsicom200912earned-value-managementhtml
References amp Bibliography
Thanks a lot
ldquoAviso Legal Esta obra estaacute sujeta a una licencia Reconocimiento ndash NoComercial -
CompartirIgual (by-nc-sa) de Creative Commons
No se permite un uso comercial de la obra original ni de las posibles obras derivadas
cuya distribucioacuten tiene que hacerse con una licencia igual a la que regula la obra
original
La licencia se puede consultar en wwwcreativecommonsorglicenses rdquo
Associations on Project Managementbull PMI (Project Management Institute 1969) wwwpmiorg
bull IPMA (International Project Management Association 1965) wwwipmach
bull IAPPM (Intern Association of Project and Program Management 2003) wwwiappmorg
bull APM (Association for Project Management) wwwapmorguk
bull AIPM (Australian Institute of Project Management 1976) wwwaipmcomau
Methodologiesbull PRINCE2 (Projects in Controlled Env 1989) wwwprince2com
bull Scrum (Agile Project Management and Dev) wwwscrumorg
Academiesbull American Academy of Project Managers (AAPM) wwwprojectmanagementcertificationscom
Other institutions (IT specialized)bull CompTIA (1982) wwwcomptiaorg
Linked to software programsbull Microsoft Certified Technical Specialist wwwmicrosoftcom
4 Methodology ldquoA standard way to do PMrdquo
PMI Certifications
bull Project Management Professional (PMP)reg
bull Certified Associate in Project Management (CAPM)reg
bull Program Management Professional (PgMP)reg
bull PMI Scheduling Professional (PMI-SP)reg
bull PMI Risk Management Professional (PMI-RMP)reg
Standars
bull A Guide to the Project Management Body of Knowledge (PMBOKreg Guide)- Fourth Edition
bull Practice Standard for Project Risk Management
bull Practice Standard for Earned Value Management
bull Practice Standard for Project Configuration Management
bull Practice Standard for Work Breakdown Structures
bull Practice Standard for Scheduling
4 Methodology ldquoA standard way to do PMrdquo
httpwwwpmiorg
(March 2010)
Total members 317962
Total active
PMPs 375959
5 Integrated PM ldquoA holistic visionrdquo
Execution
Planning
Control and
Monitoring
Closing
Initiation
Risk ManagementPlanning
RiskIdent
QualitativeRisk Anal
QuantitativeRisk Anal
Risk ResponsePlan
Risk Monitoringand Control
6 Risk Man ldquoBe prepared for Murphyrdquo
24
Project
Management
Skills
Management
Skills
Business
Skills
The main knowledge needed to manage projects is unique to project
management but to carry out the project direction must be complemented with
knowledge pertaining to the ldquogeneral managementrdquo area and with specific
business skills that will serve project
7 Project Man ldquoMore than technical skillsrdquo
8 Stakeholders ldquothe human siderdquo
Expectations Non identified requirements
Needs Identified requirements
Stakeholders
Stakeholders management amp Expectations Management disciplines
9 Change Management ldquochange happensrdquo
Project Definitionand Planning
Project Execution
Project Control and Monitoring
Deployment Operations
Project Closing
Change ManagDefinition and Plan
Change Management Plan Execution Evaluation
Project
Project Mangt
ChangeMangt
InformationSystems
Team
Quality
Costs
Time
Scope
Providers
Communication
Risks
Integration
10 IISS ldquoBeyond scheduling softwarerdquo
1 Global Vision ldquoMore than PMrdquo2 Change Management ldquoBecause change is needrdquo3 Business Case ldquoBusiness value of projectsrdquo4 Methodology ldquoA standard way to do PMrdquo5 Integrated PM ldquoA holistic vision of projectsrdquo6 Risk Management ldquoBe prepared for Murphyrdquo7 Project Manager ldquoMore than technical skillsrdquo8 Stakeholders ldquothe human side of projectsrdquo9 Change Management ldquoBecause change is needrdquo10 IISS ldquoBeyond scheduling softwarerdquo
Conclusions
ldquo50 claves para la direccioacuten de proyectosrdquo
bull Managing a project starts by the enthusiasm and personal commitment of project director
bull A project is not done without a teambull Project must meet the expectations and needs of users and
stakeholdersbull Communication is key in the projectbull You cannot ever forget the commitmentsbull Equally important is managing the project
as close and transfer it to operations
References amp Bibliography
ldquoLa direccioacuten de proyectos una herramienta de gestioacuten empresarialrdquo
httpramoncostablogspotcom20071150-lecciones-de-management-eadahtml
httpramoncostablogspotcom2005_07_01_ekipsnet_archivehtml
References amp Bibliography
ldquoThe portable MBA in Project Managementrdquo
References amp Bibliography
ldquoMicrosoft Project 2010 The missing manualrdquo
References amp Bibliography
bull American Academy of Project Management AAPM
bull Association for Project Management (APM)
bull Australian Institute of Project Management (AIPM)
bull CompTIA Project+
bull The International Association of Project and Program Management
bull International Project Management Association (IPMA)
bull International Project Management Commission (IPMC)
bull Project Management Institute (PMI)
bull Stanford University Advanced Project Management (SAPM)
bull Telecommunications Project Management Association (TPMA)
References amp Bibliography
bull httpramoncostablogspotcom200507bibliografia-i-recursos-
webhtml
bull httpramoncostablogspotcom201005bibliografia-de-direccio-de-
projecteshtml
bull httpramoncostablogspotcom201004project-management-
framework-modelhtml
bull httpramoncostablogspotcom200807site-molt-interessant-i-til-per-
lahtml
bull httpwwwpgpsicom201009microsoft-project-2010-resourceshtml
bull httpwwwpgpsicom201002project-management-guidehtml
bull httpwwwpgpsicom200912about-project-management-usefull-
forhtml
bull httpwwwpgpsicom200912earned-value-managementhtml
References amp Bibliography
Thanks a lot
ldquoAviso Legal Esta obra estaacute sujeta a una licencia Reconocimiento ndash NoComercial -
CompartirIgual (by-nc-sa) de Creative Commons
No se permite un uso comercial de la obra original ni de las posibles obras derivadas
cuya distribucioacuten tiene que hacerse con una licencia igual a la que regula la obra
original
La licencia se puede consultar en wwwcreativecommonsorglicenses rdquo
PMI Certifications
bull Project Management Professional (PMP)reg
bull Certified Associate in Project Management (CAPM)reg
bull Program Management Professional (PgMP)reg
bull PMI Scheduling Professional (PMI-SP)reg
bull PMI Risk Management Professional (PMI-RMP)reg
Standars
bull A Guide to the Project Management Body of Knowledge (PMBOKreg Guide)- Fourth Edition
bull Practice Standard for Project Risk Management
bull Practice Standard for Earned Value Management
bull Practice Standard for Project Configuration Management
bull Practice Standard for Work Breakdown Structures
bull Practice Standard for Scheduling
4 Methodology ldquoA standard way to do PMrdquo
httpwwwpmiorg
(March 2010)
Total members 317962
Total active
PMPs 375959
5 Integrated PM ldquoA holistic visionrdquo
Execution
Planning
Control and
Monitoring
Closing
Initiation
Risk ManagementPlanning
RiskIdent
QualitativeRisk Anal
QuantitativeRisk Anal
Risk ResponsePlan
Risk Monitoringand Control
6 Risk Man ldquoBe prepared for Murphyrdquo
24
Project
Management
Skills
Management
Skills
Business
Skills
The main knowledge needed to manage projects is unique to project
management but to carry out the project direction must be complemented with
knowledge pertaining to the ldquogeneral managementrdquo area and with specific
business skills that will serve project
7 Project Man ldquoMore than technical skillsrdquo
8 Stakeholders ldquothe human siderdquo
Expectations Non identified requirements
Needs Identified requirements
Stakeholders
Stakeholders management amp Expectations Management disciplines
9 Change Management ldquochange happensrdquo
Project Definitionand Planning
Project Execution
Project Control and Monitoring
Deployment Operations
Project Closing
Change ManagDefinition and Plan
Change Management Plan Execution Evaluation
Project
Project Mangt
ChangeMangt
InformationSystems
Team
Quality
Costs
Time
Scope
Providers
Communication
Risks
Integration
10 IISS ldquoBeyond scheduling softwarerdquo
1 Global Vision ldquoMore than PMrdquo2 Change Management ldquoBecause change is needrdquo3 Business Case ldquoBusiness value of projectsrdquo4 Methodology ldquoA standard way to do PMrdquo5 Integrated PM ldquoA holistic vision of projectsrdquo6 Risk Management ldquoBe prepared for Murphyrdquo7 Project Manager ldquoMore than technical skillsrdquo8 Stakeholders ldquothe human side of projectsrdquo9 Change Management ldquoBecause change is needrdquo10 IISS ldquoBeyond scheduling softwarerdquo
Conclusions
ldquo50 claves para la direccioacuten de proyectosrdquo
bull Managing a project starts by the enthusiasm and personal commitment of project director
bull A project is not done without a teambull Project must meet the expectations and needs of users and
stakeholdersbull Communication is key in the projectbull You cannot ever forget the commitmentsbull Equally important is managing the project
as close and transfer it to operations
References amp Bibliography
ldquoLa direccioacuten de proyectos una herramienta de gestioacuten empresarialrdquo
httpramoncostablogspotcom20071150-lecciones-de-management-eadahtml
httpramoncostablogspotcom2005_07_01_ekipsnet_archivehtml
References amp Bibliography
ldquoThe portable MBA in Project Managementrdquo
References amp Bibliography
ldquoMicrosoft Project 2010 The missing manualrdquo
References amp Bibliography
bull American Academy of Project Management AAPM
bull Association for Project Management (APM)
bull Australian Institute of Project Management (AIPM)
bull CompTIA Project+
bull The International Association of Project and Program Management
bull International Project Management Association (IPMA)
bull International Project Management Commission (IPMC)
bull Project Management Institute (PMI)
bull Stanford University Advanced Project Management (SAPM)
bull Telecommunications Project Management Association (TPMA)
References amp Bibliography
bull httpramoncostablogspotcom200507bibliografia-i-recursos-
webhtml
bull httpramoncostablogspotcom201005bibliografia-de-direccio-de-
projecteshtml
bull httpramoncostablogspotcom201004project-management-
framework-modelhtml
bull httpramoncostablogspotcom200807site-molt-interessant-i-til-per-
lahtml
bull httpwwwpgpsicom201009microsoft-project-2010-resourceshtml
bull httpwwwpgpsicom201002project-management-guidehtml
bull httpwwwpgpsicom200912about-project-management-usefull-
forhtml
bull httpwwwpgpsicom200912earned-value-managementhtml
References amp Bibliography
Thanks a lot
ldquoAviso Legal Esta obra estaacute sujeta a una licencia Reconocimiento ndash NoComercial -
CompartirIgual (by-nc-sa) de Creative Commons
No se permite un uso comercial de la obra original ni de las posibles obras derivadas
cuya distribucioacuten tiene que hacerse con una licencia igual a la que regula la obra
original
La licencia se puede consultar en wwwcreativecommonsorglicenses rdquo
5 Integrated PM ldquoA holistic visionrdquo
Execution
Planning
Control and
Monitoring
Closing
Initiation
Risk ManagementPlanning
RiskIdent
QualitativeRisk Anal
QuantitativeRisk Anal
Risk ResponsePlan
Risk Monitoringand Control
6 Risk Man ldquoBe prepared for Murphyrdquo
24
Project
Management
Skills
Management
Skills
Business
Skills
The main knowledge needed to manage projects is unique to project
management but to carry out the project direction must be complemented with
knowledge pertaining to the ldquogeneral managementrdquo area and with specific
business skills that will serve project
7 Project Man ldquoMore than technical skillsrdquo
8 Stakeholders ldquothe human siderdquo
Expectations Non identified requirements
Needs Identified requirements
Stakeholders
Stakeholders management amp Expectations Management disciplines
9 Change Management ldquochange happensrdquo
Project Definitionand Planning
Project Execution
Project Control and Monitoring
Deployment Operations
Project Closing
Change ManagDefinition and Plan
Change Management Plan Execution Evaluation
Project
Project Mangt
ChangeMangt
InformationSystems
Team
Quality
Costs
Time
Scope
Providers
Communication
Risks
Integration
10 IISS ldquoBeyond scheduling softwarerdquo
1 Global Vision ldquoMore than PMrdquo2 Change Management ldquoBecause change is needrdquo3 Business Case ldquoBusiness value of projectsrdquo4 Methodology ldquoA standard way to do PMrdquo5 Integrated PM ldquoA holistic vision of projectsrdquo6 Risk Management ldquoBe prepared for Murphyrdquo7 Project Manager ldquoMore than technical skillsrdquo8 Stakeholders ldquothe human side of projectsrdquo9 Change Management ldquoBecause change is needrdquo10 IISS ldquoBeyond scheduling softwarerdquo
Conclusions
ldquo50 claves para la direccioacuten de proyectosrdquo
bull Managing a project starts by the enthusiasm and personal commitment of project director
bull A project is not done without a teambull Project must meet the expectations and needs of users and
stakeholdersbull Communication is key in the projectbull You cannot ever forget the commitmentsbull Equally important is managing the project
as close and transfer it to operations
References amp Bibliography
ldquoLa direccioacuten de proyectos una herramienta de gestioacuten empresarialrdquo
httpramoncostablogspotcom20071150-lecciones-de-management-eadahtml
httpramoncostablogspotcom2005_07_01_ekipsnet_archivehtml
References amp Bibliography
ldquoThe portable MBA in Project Managementrdquo
References amp Bibliography
ldquoMicrosoft Project 2010 The missing manualrdquo
References amp Bibliography
bull American Academy of Project Management AAPM
bull Association for Project Management (APM)
bull Australian Institute of Project Management (AIPM)
bull CompTIA Project+
bull The International Association of Project and Program Management
bull International Project Management Association (IPMA)
bull International Project Management Commission (IPMC)
bull Project Management Institute (PMI)
bull Stanford University Advanced Project Management (SAPM)
bull Telecommunications Project Management Association (TPMA)
References amp Bibliography
bull httpramoncostablogspotcom200507bibliografia-i-recursos-
webhtml
bull httpramoncostablogspotcom201005bibliografia-de-direccio-de-
projecteshtml
bull httpramoncostablogspotcom201004project-management-
framework-modelhtml
bull httpramoncostablogspotcom200807site-molt-interessant-i-til-per-
lahtml
bull httpwwwpgpsicom201009microsoft-project-2010-resourceshtml
bull httpwwwpgpsicom201002project-management-guidehtml
bull httpwwwpgpsicom200912about-project-management-usefull-
forhtml
bull httpwwwpgpsicom200912earned-value-managementhtml
References amp Bibliography
Thanks a lot
ldquoAviso Legal Esta obra estaacute sujeta a una licencia Reconocimiento ndash NoComercial -
CompartirIgual (by-nc-sa) de Creative Commons
No se permite un uso comercial de la obra original ni de las posibles obras derivadas
cuya distribucioacuten tiene que hacerse con una licencia igual a la que regula la obra
original
La licencia se puede consultar en wwwcreativecommonsorglicenses rdquo
Execution
Planning
Control and
Monitoring
Closing
Initiation
Risk ManagementPlanning
RiskIdent
QualitativeRisk Anal
QuantitativeRisk Anal
Risk ResponsePlan
Risk Monitoringand Control
6 Risk Man ldquoBe prepared for Murphyrdquo
24
Project
Management
Skills
Management
Skills
Business
Skills
The main knowledge needed to manage projects is unique to project
management but to carry out the project direction must be complemented with
knowledge pertaining to the ldquogeneral managementrdquo area and with specific
business skills that will serve project
7 Project Man ldquoMore than technical skillsrdquo
8 Stakeholders ldquothe human siderdquo
Expectations Non identified requirements
Needs Identified requirements
Stakeholders
Stakeholders management amp Expectations Management disciplines
9 Change Management ldquochange happensrdquo
Project Definitionand Planning
Project Execution
Project Control and Monitoring
Deployment Operations
Project Closing
Change ManagDefinition and Plan
Change Management Plan Execution Evaluation
Project
Project Mangt
ChangeMangt
InformationSystems
Team
Quality
Costs
Time
Scope
Providers
Communication
Risks
Integration
10 IISS ldquoBeyond scheduling softwarerdquo
1 Global Vision ldquoMore than PMrdquo2 Change Management ldquoBecause change is needrdquo3 Business Case ldquoBusiness value of projectsrdquo4 Methodology ldquoA standard way to do PMrdquo5 Integrated PM ldquoA holistic vision of projectsrdquo6 Risk Management ldquoBe prepared for Murphyrdquo7 Project Manager ldquoMore than technical skillsrdquo8 Stakeholders ldquothe human side of projectsrdquo9 Change Management ldquoBecause change is needrdquo10 IISS ldquoBeyond scheduling softwarerdquo
Conclusions
ldquo50 claves para la direccioacuten de proyectosrdquo
bull Managing a project starts by the enthusiasm and personal commitment of project director
bull A project is not done without a teambull Project must meet the expectations and needs of users and
stakeholdersbull Communication is key in the projectbull You cannot ever forget the commitmentsbull Equally important is managing the project
as close and transfer it to operations
References amp Bibliography
ldquoLa direccioacuten de proyectos una herramienta de gestioacuten empresarialrdquo
httpramoncostablogspotcom20071150-lecciones-de-management-eadahtml
httpramoncostablogspotcom2005_07_01_ekipsnet_archivehtml
References amp Bibliography
ldquoThe portable MBA in Project Managementrdquo
References amp Bibliography
ldquoMicrosoft Project 2010 The missing manualrdquo
References amp Bibliography
bull American Academy of Project Management AAPM
bull Association for Project Management (APM)
bull Australian Institute of Project Management (AIPM)
bull CompTIA Project+
bull The International Association of Project and Program Management
bull International Project Management Association (IPMA)
bull International Project Management Commission (IPMC)
bull Project Management Institute (PMI)
bull Stanford University Advanced Project Management (SAPM)
bull Telecommunications Project Management Association (TPMA)
References amp Bibliography
bull httpramoncostablogspotcom200507bibliografia-i-recursos-
webhtml
bull httpramoncostablogspotcom201005bibliografia-de-direccio-de-
projecteshtml
bull httpramoncostablogspotcom201004project-management-
framework-modelhtml
bull httpramoncostablogspotcom200807site-molt-interessant-i-til-per-
lahtml
bull httpwwwpgpsicom201009microsoft-project-2010-resourceshtml
bull httpwwwpgpsicom201002project-management-guidehtml
bull httpwwwpgpsicom200912about-project-management-usefull-
forhtml
bull httpwwwpgpsicom200912earned-value-managementhtml
References amp Bibliography
Thanks a lot
ldquoAviso Legal Esta obra estaacute sujeta a una licencia Reconocimiento ndash NoComercial -
CompartirIgual (by-nc-sa) de Creative Commons
No se permite un uso comercial de la obra original ni de las posibles obras derivadas
cuya distribucioacuten tiene que hacerse con una licencia igual a la que regula la obra
original
La licencia se puede consultar en wwwcreativecommonsorglicenses rdquo
24
Project
Management
Skills
Management
Skills
Business
Skills
The main knowledge needed to manage projects is unique to project
management but to carry out the project direction must be complemented with
knowledge pertaining to the ldquogeneral managementrdquo area and with specific
business skills that will serve project
7 Project Man ldquoMore than technical skillsrdquo
8 Stakeholders ldquothe human siderdquo
Expectations Non identified requirements
Needs Identified requirements
Stakeholders
Stakeholders management amp Expectations Management disciplines
9 Change Management ldquochange happensrdquo
Project Definitionand Planning
Project Execution
Project Control and Monitoring
Deployment Operations
Project Closing
Change ManagDefinition and Plan
Change Management Plan Execution Evaluation
Project
Project Mangt
ChangeMangt
InformationSystems
Team
Quality
Costs
Time
Scope
Providers
Communication
Risks
Integration
10 IISS ldquoBeyond scheduling softwarerdquo
1 Global Vision ldquoMore than PMrdquo2 Change Management ldquoBecause change is needrdquo3 Business Case ldquoBusiness value of projectsrdquo4 Methodology ldquoA standard way to do PMrdquo5 Integrated PM ldquoA holistic vision of projectsrdquo6 Risk Management ldquoBe prepared for Murphyrdquo7 Project Manager ldquoMore than technical skillsrdquo8 Stakeholders ldquothe human side of projectsrdquo9 Change Management ldquoBecause change is needrdquo10 IISS ldquoBeyond scheduling softwarerdquo
Conclusions
ldquo50 claves para la direccioacuten de proyectosrdquo
bull Managing a project starts by the enthusiasm and personal commitment of project director
bull A project is not done without a teambull Project must meet the expectations and needs of users and
stakeholdersbull Communication is key in the projectbull You cannot ever forget the commitmentsbull Equally important is managing the project
as close and transfer it to operations
References amp Bibliography
ldquoLa direccioacuten de proyectos una herramienta de gestioacuten empresarialrdquo
httpramoncostablogspotcom20071150-lecciones-de-management-eadahtml
httpramoncostablogspotcom2005_07_01_ekipsnet_archivehtml
References amp Bibliography
ldquoThe portable MBA in Project Managementrdquo
References amp Bibliography
ldquoMicrosoft Project 2010 The missing manualrdquo
References amp Bibliography
bull American Academy of Project Management AAPM
bull Association for Project Management (APM)
bull Australian Institute of Project Management (AIPM)
bull CompTIA Project+
bull The International Association of Project and Program Management
bull International Project Management Association (IPMA)
bull International Project Management Commission (IPMC)
bull Project Management Institute (PMI)
bull Stanford University Advanced Project Management (SAPM)
bull Telecommunications Project Management Association (TPMA)
References amp Bibliography
bull httpramoncostablogspotcom200507bibliografia-i-recursos-
webhtml
bull httpramoncostablogspotcom201005bibliografia-de-direccio-de-
projecteshtml
bull httpramoncostablogspotcom201004project-management-
framework-modelhtml
bull httpramoncostablogspotcom200807site-molt-interessant-i-til-per-
lahtml
bull httpwwwpgpsicom201009microsoft-project-2010-resourceshtml
bull httpwwwpgpsicom201002project-management-guidehtml
bull httpwwwpgpsicom200912about-project-management-usefull-
forhtml
bull httpwwwpgpsicom200912earned-value-managementhtml
References amp Bibliography
Thanks a lot
ldquoAviso Legal Esta obra estaacute sujeta a una licencia Reconocimiento ndash NoComercial -
CompartirIgual (by-nc-sa) de Creative Commons
No se permite un uso comercial de la obra original ni de las posibles obras derivadas
cuya distribucioacuten tiene que hacerse con una licencia igual a la que regula la obra
original
La licencia se puede consultar en wwwcreativecommonsorglicenses rdquo
8 Stakeholders ldquothe human siderdquo
Expectations Non identified requirements
Needs Identified requirements
Stakeholders
Stakeholders management amp Expectations Management disciplines
9 Change Management ldquochange happensrdquo
Project Definitionand Planning
Project Execution
Project Control and Monitoring
Deployment Operations
Project Closing
Change ManagDefinition and Plan
Change Management Plan Execution Evaluation
Project
Project Mangt
ChangeMangt
InformationSystems
Team
Quality
Costs
Time
Scope
Providers
Communication
Risks
Integration
10 IISS ldquoBeyond scheduling softwarerdquo
1 Global Vision ldquoMore than PMrdquo2 Change Management ldquoBecause change is needrdquo3 Business Case ldquoBusiness value of projectsrdquo4 Methodology ldquoA standard way to do PMrdquo5 Integrated PM ldquoA holistic vision of projectsrdquo6 Risk Management ldquoBe prepared for Murphyrdquo7 Project Manager ldquoMore than technical skillsrdquo8 Stakeholders ldquothe human side of projectsrdquo9 Change Management ldquoBecause change is needrdquo10 IISS ldquoBeyond scheduling softwarerdquo
Conclusions
ldquo50 claves para la direccioacuten de proyectosrdquo
bull Managing a project starts by the enthusiasm and personal commitment of project director
bull A project is not done without a teambull Project must meet the expectations and needs of users and
stakeholdersbull Communication is key in the projectbull You cannot ever forget the commitmentsbull Equally important is managing the project
as close and transfer it to operations
References amp Bibliography
ldquoLa direccioacuten de proyectos una herramienta de gestioacuten empresarialrdquo
httpramoncostablogspotcom20071150-lecciones-de-management-eadahtml
httpramoncostablogspotcom2005_07_01_ekipsnet_archivehtml
References amp Bibliography
ldquoThe portable MBA in Project Managementrdquo
References amp Bibliography
ldquoMicrosoft Project 2010 The missing manualrdquo
References amp Bibliography
bull American Academy of Project Management AAPM
bull Association for Project Management (APM)
bull Australian Institute of Project Management (AIPM)
bull CompTIA Project+
bull The International Association of Project and Program Management
bull International Project Management Association (IPMA)
bull International Project Management Commission (IPMC)
bull Project Management Institute (PMI)
bull Stanford University Advanced Project Management (SAPM)
bull Telecommunications Project Management Association (TPMA)
References amp Bibliography
bull httpramoncostablogspotcom200507bibliografia-i-recursos-
webhtml
bull httpramoncostablogspotcom201005bibliografia-de-direccio-de-
projecteshtml
bull httpramoncostablogspotcom201004project-management-
framework-modelhtml
bull httpramoncostablogspotcom200807site-molt-interessant-i-til-per-
lahtml
bull httpwwwpgpsicom201009microsoft-project-2010-resourceshtml
bull httpwwwpgpsicom201002project-management-guidehtml
bull httpwwwpgpsicom200912about-project-management-usefull-
forhtml
bull httpwwwpgpsicom200912earned-value-managementhtml
References amp Bibliography
Thanks a lot
ldquoAviso Legal Esta obra estaacute sujeta a una licencia Reconocimiento ndash NoComercial -
CompartirIgual (by-nc-sa) de Creative Commons
No se permite un uso comercial de la obra original ni de las posibles obras derivadas
cuya distribucioacuten tiene que hacerse con una licencia igual a la que regula la obra
original
La licencia se puede consultar en wwwcreativecommonsorglicenses rdquo
9 Change Management ldquochange happensrdquo
Project Definitionand Planning
Project Execution
Project Control and Monitoring
Deployment Operations
Project Closing
Change ManagDefinition and Plan
Change Management Plan Execution Evaluation
Project
Project Mangt
ChangeMangt
InformationSystems
Team
Quality
Costs
Time
Scope
Providers
Communication
Risks
Integration
10 IISS ldquoBeyond scheduling softwarerdquo
1 Global Vision ldquoMore than PMrdquo2 Change Management ldquoBecause change is needrdquo3 Business Case ldquoBusiness value of projectsrdquo4 Methodology ldquoA standard way to do PMrdquo5 Integrated PM ldquoA holistic vision of projectsrdquo6 Risk Management ldquoBe prepared for Murphyrdquo7 Project Manager ldquoMore than technical skillsrdquo8 Stakeholders ldquothe human side of projectsrdquo9 Change Management ldquoBecause change is needrdquo10 IISS ldquoBeyond scheduling softwarerdquo
Conclusions
ldquo50 claves para la direccioacuten de proyectosrdquo
bull Managing a project starts by the enthusiasm and personal commitment of project director
bull A project is not done without a teambull Project must meet the expectations and needs of users and
stakeholdersbull Communication is key in the projectbull You cannot ever forget the commitmentsbull Equally important is managing the project
as close and transfer it to operations
References amp Bibliography
ldquoLa direccioacuten de proyectos una herramienta de gestioacuten empresarialrdquo
httpramoncostablogspotcom20071150-lecciones-de-management-eadahtml
httpramoncostablogspotcom2005_07_01_ekipsnet_archivehtml
References amp Bibliography
ldquoThe portable MBA in Project Managementrdquo
References amp Bibliography
ldquoMicrosoft Project 2010 The missing manualrdquo
References amp Bibliography
bull American Academy of Project Management AAPM
bull Association for Project Management (APM)
bull Australian Institute of Project Management (AIPM)
bull CompTIA Project+
bull The International Association of Project and Program Management
bull International Project Management Association (IPMA)
bull International Project Management Commission (IPMC)
bull Project Management Institute (PMI)
bull Stanford University Advanced Project Management (SAPM)
bull Telecommunications Project Management Association (TPMA)
References amp Bibliography
bull httpramoncostablogspotcom200507bibliografia-i-recursos-
webhtml
bull httpramoncostablogspotcom201005bibliografia-de-direccio-de-
projecteshtml
bull httpramoncostablogspotcom201004project-management-
framework-modelhtml
bull httpramoncostablogspotcom200807site-molt-interessant-i-til-per-
lahtml
bull httpwwwpgpsicom201009microsoft-project-2010-resourceshtml
bull httpwwwpgpsicom201002project-management-guidehtml
bull httpwwwpgpsicom200912about-project-management-usefull-
forhtml
bull httpwwwpgpsicom200912earned-value-managementhtml
References amp Bibliography
Thanks a lot
ldquoAviso Legal Esta obra estaacute sujeta a una licencia Reconocimiento ndash NoComercial -
CompartirIgual (by-nc-sa) de Creative Commons
No se permite un uso comercial de la obra original ni de las posibles obras derivadas
cuya distribucioacuten tiene que hacerse con una licencia igual a la que regula la obra
original
La licencia se puede consultar en wwwcreativecommonsorglicenses rdquo
InformationSystems
Team
Quality
Costs
Time
Scope
Providers
Communication
Risks
Integration
10 IISS ldquoBeyond scheduling softwarerdquo
1 Global Vision ldquoMore than PMrdquo2 Change Management ldquoBecause change is needrdquo3 Business Case ldquoBusiness value of projectsrdquo4 Methodology ldquoA standard way to do PMrdquo5 Integrated PM ldquoA holistic vision of projectsrdquo6 Risk Management ldquoBe prepared for Murphyrdquo7 Project Manager ldquoMore than technical skillsrdquo8 Stakeholders ldquothe human side of projectsrdquo9 Change Management ldquoBecause change is needrdquo10 IISS ldquoBeyond scheduling softwarerdquo
Conclusions
ldquo50 claves para la direccioacuten de proyectosrdquo
bull Managing a project starts by the enthusiasm and personal commitment of project director
bull A project is not done without a teambull Project must meet the expectations and needs of users and
stakeholdersbull Communication is key in the projectbull You cannot ever forget the commitmentsbull Equally important is managing the project
as close and transfer it to operations
References amp Bibliography
ldquoLa direccioacuten de proyectos una herramienta de gestioacuten empresarialrdquo
httpramoncostablogspotcom20071150-lecciones-de-management-eadahtml
httpramoncostablogspotcom2005_07_01_ekipsnet_archivehtml
References amp Bibliography
ldquoThe portable MBA in Project Managementrdquo
References amp Bibliography
ldquoMicrosoft Project 2010 The missing manualrdquo
References amp Bibliography
bull American Academy of Project Management AAPM
bull Association for Project Management (APM)
bull Australian Institute of Project Management (AIPM)
bull CompTIA Project+
bull The International Association of Project and Program Management
bull International Project Management Association (IPMA)
bull International Project Management Commission (IPMC)
bull Project Management Institute (PMI)
bull Stanford University Advanced Project Management (SAPM)
bull Telecommunications Project Management Association (TPMA)
References amp Bibliography
bull httpramoncostablogspotcom200507bibliografia-i-recursos-
webhtml
bull httpramoncostablogspotcom201005bibliografia-de-direccio-de-
projecteshtml
bull httpramoncostablogspotcom201004project-management-
framework-modelhtml
bull httpramoncostablogspotcom200807site-molt-interessant-i-til-per-
lahtml
bull httpwwwpgpsicom201009microsoft-project-2010-resourceshtml
bull httpwwwpgpsicom201002project-management-guidehtml
bull httpwwwpgpsicom200912about-project-management-usefull-
forhtml
bull httpwwwpgpsicom200912earned-value-managementhtml
References amp Bibliography
Thanks a lot
ldquoAviso Legal Esta obra estaacute sujeta a una licencia Reconocimiento ndash NoComercial -
CompartirIgual (by-nc-sa) de Creative Commons
No se permite un uso comercial de la obra original ni de las posibles obras derivadas
cuya distribucioacuten tiene que hacerse con una licencia igual a la que regula la obra
original
La licencia se puede consultar en wwwcreativecommonsorglicenses rdquo
1 Global Vision ldquoMore than PMrdquo2 Change Management ldquoBecause change is needrdquo3 Business Case ldquoBusiness value of projectsrdquo4 Methodology ldquoA standard way to do PMrdquo5 Integrated PM ldquoA holistic vision of projectsrdquo6 Risk Management ldquoBe prepared for Murphyrdquo7 Project Manager ldquoMore than technical skillsrdquo8 Stakeholders ldquothe human side of projectsrdquo9 Change Management ldquoBecause change is needrdquo10 IISS ldquoBeyond scheduling softwarerdquo
Conclusions
ldquo50 claves para la direccioacuten de proyectosrdquo
bull Managing a project starts by the enthusiasm and personal commitment of project director
bull A project is not done without a teambull Project must meet the expectations and needs of users and
stakeholdersbull Communication is key in the projectbull You cannot ever forget the commitmentsbull Equally important is managing the project
as close and transfer it to operations
References amp Bibliography
ldquoLa direccioacuten de proyectos una herramienta de gestioacuten empresarialrdquo
httpramoncostablogspotcom20071150-lecciones-de-management-eadahtml
httpramoncostablogspotcom2005_07_01_ekipsnet_archivehtml
References amp Bibliography
ldquoThe portable MBA in Project Managementrdquo
References amp Bibliography
ldquoMicrosoft Project 2010 The missing manualrdquo
References amp Bibliography
bull American Academy of Project Management AAPM
bull Association for Project Management (APM)
bull Australian Institute of Project Management (AIPM)
bull CompTIA Project+
bull The International Association of Project and Program Management
bull International Project Management Association (IPMA)
bull International Project Management Commission (IPMC)
bull Project Management Institute (PMI)
bull Stanford University Advanced Project Management (SAPM)
bull Telecommunications Project Management Association (TPMA)
References amp Bibliography
bull httpramoncostablogspotcom200507bibliografia-i-recursos-
webhtml
bull httpramoncostablogspotcom201005bibliografia-de-direccio-de-
projecteshtml
bull httpramoncostablogspotcom201004project-management-
framework-modelhtml
bull httpramoncostablogspotcom200807site-molt-interessant-i-til-per-
lahtml
bull httpwwwpgpsicom201009microsoft-project-2010-resourceshtml
bull httpwwwpgpsicom201002project-management-guidehtml
bull httpwwwpgpsicom200912about-project-management-usefull-
forhtml
bull httpwwwpgpsicom200912earned-value-managementhtml
References amp Bibliography
Thanks a lot
ldquoAviso Legal Esta obra estaacute sujeta a una licencia Reconocimiento ndash NoComercial -
CompartirIgual (by-nc-sa) de Creative Commons
No se permite un uso comercial de la obra original ni de las posibles obras derivadas
cuya distribucioacuten tiene que hacerse con una licencia igual a la que regula la obra
original
La licencia se puede consultar en wwwcreativecommonsorglicenses rdquo
ldquo50 claves para la direccioacuten de proyectosrdquo
bull Managing a project starts by the enthusiasm and personal commitment of project director
bull A project is not done without a teambull Project must meet the expectations and needs of users and
stakeholdersbull Communication is key in the projectbull You cannot ever forget the commitmentsbull Equally important is managing the project
as close and transfer it to operations
References amp Bibliography
ldquoLa direccioacuten de proyectos una herramienta de gestioacuten empresarialrdquo
httpramoncostablogspotcom20071150-lecciones-de-management-eadahtml
httpramoncostablogspotcom2005_07_01_ekipsnet_archivehtml
References amp Bibliography
ldquoThe portable MBA in Project Managementrdquo
References amp Bibliography
ldquoMicrosoft Project 2010 The missing manualrdquo
References amp Bibliography
bull American Academy of Project Management AAPM
bull Association for Project Management (APM)
bull Australian Institute of Project Management (AIPM)
bull CompTIA Project+
bull The International Association of Project and Program Management
bull International Project Management Association (IPMA)
bull International Project Management Commission (IPMC)
bull Project Management Institute (PMI)
bull Stanford University Advanced Project Management (SAPM)
bull Telecommunications Project Management Association (TPMA)
References amp Bibliography
bull httpramoncostablogspotcom200507bibliografia-i-recursos-
webhtml
bull httpramoncostablogspotcom201005bibliografia-de-direccio-de-
projecteshtml
bull httpramoncostablogspotcom201004project-management-
framework-modelhtml
bull httpramoncostablogspotcom200807site-molt-interessant-i-til-per-
lahtml
bull httpwwwpgpsicom201009microsoft-project-2010-resourceshtml
bull httpwwwpgpsicom201002project-management-guidehtml
bull httpwwwpgpsicom200912about-project-management-usefull-
forhtml
bull httpwwwpgpsicom200912earned-value-managementhtml
References amp Bibliography
Thanks a lot
ldquoAviso Legal Esta obra estaacute sujeta a una licencia Reconocimiento ndash NoComercial -
CompartirIgual (by-nc-sa) de Creative Commons
No se permite un uso comercial de la obra original ni de las posibles obras derivadas
cuya distribucioacuten tiene que hacerse con una licencia igual a la que regula la obra
original
La licencia se puede consultar en wwwcreativecommonsorglicenses rdquo
ldquoLa direccioacuten de proyectos una herramienta de gestioacuten empresarialrdquo
httpramoncostablogspotcom20071150-lecciones-de-management-eadahtml
httpramoncostablogspotcom2005_07_01_ekipsnet_archivehtml
References amp Bibliography
ldquoThe portable MBA in Project Managementrdquo
References amp Bibliography
ldquoMicrosoft Project 2010 The missing manualrdquo
References amp Bibliography
bull American Academy of Project Management AAPM
bull Association for Project Management (APM)
bull Australian Institute of Project Management (AIPM)
bull CompTIA Project+
bull The International Association of Project and Program Management
bull International Project Management Association (IPMA)
bull International Project Management Commission (IPMC)
bull Project Management Institute (PMI)
bull Stanford University Advanced Project Management (SAPM)
bull Telecommunications Project Management Association (TPMA)
References amp Bibliography
bull httpramoncostablogspotcom200507bibliografia-i-recursos-
webhtml
bull httpramoncostablogspotcom201005bibliografia-de-direccio-de-
projecteshtml
bull httpramoncostablogspotcom201004project-management-
framework-modelhtml
bull httpramoncostablogspotcom200807site-molt-interessant-i-til-per-
lahtml
bull httpwwwpgpsicom201009microsoft-project-2010-resourceshtml
bull httpwwwpgpsicom201002project-management-guidehtml
bull httpwwwpgpsicom200912about-project-management-usefull-
forhtml
bull httpwwwpgpsicom200912earned-value-managementhtml
References amp Bibliography
Thanks a lot
ldquoAviso Legal Esta obra estaacute sujeta a una licencia Reconocimiento ndash NoComercial -
CompartirIgual (by-nc-sa) de Creative Commons
No se permite un uso comercial de la obra original ni de las posibles obras derivadas
cuya distribucioacuten tiene que hacerse con una licencia igual a la que regula la obra
original
La licencia se puede consultar en wwwcreativecommonsorglicenses rdquo
ldquoThe portable MBA in Project Managementrdquo
References amp Bibliography
ldquoMicrosoft Project 2010 The missing manualrdquo
References amp Bibliography
bull American Academy of Project Management AAPM
bull Association for Project Management (APM)
bull Australian Institute of Project Management (AIPM)
bull CompTIA Project+
bull The International Association of Project and Program Management
bull International Project Management Association (IPMA)
bull International Project Management Commission (IPMC)
bull Project Management Institute (PMI)
bull Stanford University Advanced Project Management (SAPM)
bull Telecommunications Project Management Association (TPMA)
References amp Bibliography
bull httpramoncostablogspotcom200507bibliografia-i-recursos-
webhtml
bull httpramoncostablogspotcom201005bibliografia-de-direccio-de-
projecteshtml
bull httpramoncostablogspotcom201004project-management-
framework-modelhtml
bull httpramoncostablogspotcom200807site-molt-interessant-i-til-per-
lahtml
bull httpwwwpgpsicom201009microsoft-project-2010-resourceshtml
bull httpwwwpgpsicom201002project-management-guidehtml
bull httpwwwpgpsicom200912about-project-management-usefull-
forhtml
bull httpwwwpgpsicom200912earned-value-managementhtml
References amp Bibliography
Thanks a lot
ldquoAviso Legal Esta obra estaacute sujeta a una licencia Reconocimiento ndash NoComercial -
CompartirIgual (by-nc-sa) de Creative Commons
No se permite un uso comercial de la obra original ni de las posibles obras derivadas
cuya distribucioacuten tiene que hacerse con una licencia igual a la que regula la obra
original
La licencia se puede consultar en wwwcreativecommonsorglicenses rdquo
ldquoMicrosoft Project 2010 The missing manualrdquo
References amp Bibliography
bull American Academy of Project Management AAPM
bull Association for Project Management (APM)
bull Australian Institute of Project Management (AIPM)
bull CompTIA Project+
bull The International Association of Project and Program Management
bull International Project Management Association (IPMA)
bull International Project Management Commission (IPMC)
bull Project Management Institute (PMI)
bull Stanford University Advanced Project Management (SAPM)
bull Telecommunications Project Management Association (TPMA)
References amp Bibliography
bull httpramoncostablogspotcom200507bibliografia-i-recursos-
webhtml
bull httpramoncostablogspotcom201005bibliografia-de-direccio-de-
projecteshtml
bull httpramoncostablogspotcom201004project-management-
framework-modelhtml
bull httpramoncostablogspotcom200807site-molt-interessant-i-til-per-
lahtml
bull httpwwwpgpsicom201009microsoft-project-2010-resourceshtml
bull httpwwwpgpsicom201002project-management-guidehtml
bull httpwwwpgpsicom200912about-project-management-usefull-
forhtml
bull httpwwwpgpsicom200912earned-value-managementhtml
References amp Bibliography
Thanks a lot
ldquoAviso Legal Esta obra estaacute sujeta a una licencia Reconocimiento ndash NoComercial -
CompartirIgual (by-nc-sa) de Creative Commons
No se permite un uso comercial de la obra original ni de las posibles obras derivadas
cuya distribucioacuten tiene que hacerse con una licencia igual a la que regula la obra
original
La licencia se puede consultar en wwwcreativecommonsorglicenses rdquo
bull American Academy of Project Management AAPM
bull Association for Project Management (APM)
bull Australian Institute of Project Management (AIPM)
bull CompTIA Project+
bull The International Association of Project and Program Management
bull International Project Management Association (IPMA)
bull International Project Management Commission (IPMC)
bull Project Management Institute (PMI)
bull Stanford University Advanced Project Management (SAPM)
bull Telecommunications Project Management Association (TPMA)
References amp Bibliography
bull httpramoncostablogspotcom200507bibliografia-i-recursos-
webhtml
bull httpramoncostablogspotcom201005bibliografia-de-direccio-de-
projecteshtml
bull httpramoncostablogspotcom201004project-management-
framework-modelhtml
bull httpramoncostablogspotcom200807site-molt-interessant-i-til-per-
lahtml
bull httpwwwpgpsicom201009microsoft-project-2010-resourceshtml
bull httpwwwpgpsicom201002project-management-guidehtml
bull httpwwwpgpsicom200912about-project-management-usefull-
forhtml
bull httpwwwpgpsicom200912earned-value-managementhtml
References amp Bibliography
Thanks a lot
ldquoAviso Legal Esta obra estaacute sujeta a una licencia Reconocimiento ndash NoComercial -
CompartirIgual (by-nc-sa) de Creative Commons
No se permite un uso comercial de la obra original ni de las posibles obras derivadas
cuya distribucioacuten tiene que hacerse con una licencia igual a la que regula la obra
original
La licencia se puede consultar en wwwcreativecommonsorglicenses rdquo
bull httpramoncostablogspotcom200507bibliografia-i-recursos-
webhtml
bull httpramoncostablogspotcom201005bibliografia-de-direccio-de-
projecteshtml
bull httpramoncostablogspotcom201004project-management-
framework-modelhtml
bull httpramoncostablogspotcom200807site-molt-interessant-i-til-per-
lahtml
bull httpwwwpgpsicom201009microsoft-project-2010-resourceshtml
bull httpwwwpgpsicom201002project-management-guidehtml
bull httpwwwpgpsicom200912about-project-management-usefull-
forhtml
bull httpwwwpgpsicom200912earned-value-managementhtml
References amp Bibliography
Thanks a lot
ldquoAviso Legal Esta obra estaacute sujeta a una licencia Reconocimiento ndash NoComercial -
CompartirIgual (by-nc-sa) de Creative Commons
No se permite un uso comercial de la obra original ni de las posibles obras derivadas
cuya distribucioacuten tiene que hacerse con una licencia igual a la que regula la obra
original
La licencia se puede consultar en wwwcreativecommonsorglicenses rdquo
Thanks a lot
ldquoAviso Legal Esta obra estaacute sujeta a una licencia Reconocimiento ndash NoComercial -
CompartirIgual (by-nc-sa) de Creative Commons
No se permite un uso comercial de la obra original ni de las posibles obras derivadas
cuya distribucioacuten tiene que hacerse con una licencia igual a la que regula la obra
original
La licencia se puede consultar en wwwcreativecommonsorglicenses rdquo