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Exam Code: PMI-002 Practice exam 2022 by Killexams.com team
PMI-002 Certified Associate in Project Management (CAPM)

Introduction to Project Management (6%)
Understand the five project management process groups and the processes within each group
Recognize the relationships among project, program, portfolio, and operational management
Define a typical project lifecycle
Understand the function and importance of tailoring for different projects

Project Environment (6%)
Identify the factors and assets that may impact the outcome of a project
Distinguish between organizational systems
Understand the purpose and activities of a Project Management Office
Recognize the hierarchy of projects, programs and portfolios

Role of the Project Manager (7%)
State the primary functions of a project manager
Understand a project managers sphere of influence
Identify the major elements included in the PMI triangle
Recognize the difference between leadership and management

Project Integration Management (9%)
Understand the seven project management processes in the project integration management knowledge area
Identify the input, tools, techniques and outputs defined in the seven processes in project integration management
Understand the purpose of project integration management and the project managers role within it
Identify concepts and procedures related to project change management
Identify tailoring consideration in project integration management and recognize key documents
Identify methods for project integration and knowledge management

Project Scope Management (9%)
Understand the six project management processes in the project scope management knowledge area
Identify the Input, tools, techniques and outputs defined in the six processes in project scope management
Identify key concepts and tailoring consideration for project scope management, and key roles in scope management
Identify the purpose and elements of a Work Breakdown Structure (WBS) for both Product and Project scope
Understand project scope management for agile/adaptive projects, including the use of prototypes

Project Schedule Management (9%)
Define the six project management processes in the project schedule management knowledge area
Identify the Input, tools, techniques and outputs defined in the six processes in project schedule management
Solve simple network diagrams problems and perform basic scheduling calculations
Identify considerations for agile/adaptive environments in project schedule management

Project Cost Management (8%)
Understand the four project management processes in the project cost management knowledge area
Identify the Input, tools, techniques and outputs defined in the four processes in project cost management
Identify key concepts in project cost management, including tailoring and special considerations for agile/adaptive environments
Understand and apply basic forecasting and earned value methods for project cost management

Project Quality Management (7%)
Understand the three project management processes in the project quality management knowledge area
Identify the Input, tools, techniques and outputs defined in the three quality management processes
Understand the reasons for and approaches to adapting quality management in different project environments
Identify quality tools and approaches for continuous improvement

Project Resource Management (8%)
Define the six project management processes in the project resource management knowledge area
Identify the Input, tools, techniques and outputs defined in the six processes in project resource management
Identify key concepts and trends in project resource management, including tailoring and special considerations for agile/adaptive environments
Identify techniques for developing a team, managing conflict, and resolving resource-related problems
Understand the components of a resource management plan and data representation techniques for managing project resources

Project Communication Management (10%)
Understand the three project management processes in the project communication management knowledge area
Identify the Input, tools, techniques and outputs defined in the three project communication management processes
Identify key concepts and approaches in project communication management, including tailoring and special considerations for agile/adaptive environments
Recognize the dimensions of communication and components of a communications management plan
Identify communications skills and methods for project communication management

Project Risk Management (8%)
Understand the seven project management processes in the project risk management knowledge area
Identify the Input, tools, techniques and outputs defined in project risk management
Identify the key documents in project risk management
Perform simple risk calculations
Recognize when and how to adjust risk based on the project environment

Project Procurement Management (4%)
Understand the three processes in the project procurement management knowledge area
Identify the Input, tools, techniques and outputs defined in the three project procurement processes
Identify key concepts and tailoring considerations for project procurement management, including trends and emerging practices
Identify various types of contracts, agreements, and source selection methods

Project Stakeholder Management (9%)
Understand the four project management processes in the project stakeholder management knowledge area
Identify the Input, tools, techniques and outputs defined in the four project stakeholder management processes
Recognize key stakeholders roles and needs
Identify the key concepts and benefits of stakeholder management

Certified Associate in Project Management (CAPM)
PMI Management helper
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Project management certifications have claimed a place in every top IT certification list for years. That’s because project managers are important to IT operations of all kinds. Whether you are interested in becoming an IT project manager or just want to add project management to your list of soft skills, these five leading certifications will help you add to or boost those skills and, in turn, increase your value.

If there’s a single set of soft skills that’s been fixed on the IT radar for the past decade or so, to the point where it’s become almost as sought after and every bit as valuable as top-level credentials, it must be project management. Thanks in large part to the immensely popular and widely pursued Project Management Professional (PMP) certification from the Project Management Institute (PMI), this area has become an incredibly valuable merit badge for IT professionals of all stripes. That’s because it enhances and expands on the value of just about any other kind of technical credential.

Project management has everything to do with planning, scheduling, budgeting for, and then executing and reporting on projects of all shapes and sizes. In fact, anything and everything that IT does can be understood or handled as a project of some kind. It applies to one-of-a-kind activities that happen only once or very seldom (think hardware or OS upgrades or migrating from older to newer platforms or infrastructures). Ditto for a recurring series of activities that repeat regularly (think security patches, software updates or other regular maintenance tasks). Thus, project management is incredibly important and valuable to IT operations across the board.

According to PMI’s Earning Power: Project Management Salary Survey, 10th Edition [pdf], IT professionals who hold a PMP report median base annual salaries in the U.S. of almost $116,000. The top 25 percent of survey respondents report base salaries of at least $139,000. Depending on such factors as complexity and size of projects, location, fields of expertise (e.g., IT, construction or healthcare), and experience, salaries for some PMP credential holders can be much higher still.

Robert Half’s Technology & IT 2019 Salary Guide lists project management as a hot certification, with salaries varying slightly by technology area. It cites a salary range of $93,000 to $157,500 for project managers in application development environments. Project managers engaged in consulting and system integration roles can expect to earn $96,250 to $163,500 nationwide. This explains nicely why PMP appears in nearly every top 10 list of popular, targeted or most desirable certifications since the early 2000s. It’s no surprise that Robert Half also lists the PMP credential, along with Agile and Scrum certifications, as “highly valued technology certifications” trending up in the IT industry.

To give you an idea of which project management credentials employers look for in prospective candidates, we conducted a quick survey on some popular job boards. Clearly, the PMP is the overall favorite and remains our No. 1 pick for must-have project management certifications. PMI’s entry-level project management credential, the CAPM, also made our top five. The CSM from Scrum Alliance, along with ASQ’s Certified Six Sigma Black Belt and Green Belt credentials, round out those picks. It’s also worth noting that job postings for project managers increased by 20 percent from 2018 across all project management certifications.

Job board survey results (in alphabetical order, by certification)

Certification SimplyHired Indeed LinkedIn Jobs LinkUp.com Total
CAPM (Project Management Institute) 593 718 1,187 381 2,879
CSM (Scrum Alliance) 3,550 4,916 9,286 3,052 20,804
CSSBB (ASQ) 998 1,231 1,817 848 4,864
CSSGB (ASQ) 1,205 1,457 1,966 842 5,470
PMP (Project Management Institute) 13,683 18,311 28,064 9,096 69,154

CAPM: Certified Associate in Project Management

CAPM: Certified Associate in Project Management

The same organization behind the more senior Project Management Professional (PMP) credential also backs the Certified Associate in Project Management (CAPM). In fact, the CAPM is properly considered a steppingstone credential for those who wish to attain PMP status by stages, rather than in a single giant leap. That’s why PMI describes the CAPM as a “valuable entry-level certification for project practitioners” that is “designed for those with little or no project experience.”

The PMP requires three to five years of documented on-the-job project management experience, depending on the educational background of each applicant. On the other hand, the CAPM requires only a high school diploma and either 1,500 hours of documented on-the-job experience (about nine months of full-time work) or 23 hours of project management classroom training prior to taking the exam. The education prerequisite can be met by completing PMI’s Project Management Basics online course which costs $350 for PMI members and $400 for non-members.

Nor does the CAPM require continuing education (which PMI calls PDUs, or professional development units) as does the PMP (60 PDUs every three years) to maintain this credential. To recertify, CAPM holders must retake the exam once every five years.

The CAPM is one of a small set of entry-level project management certifications (including the CompTIA Project+) that IT professionals interested in project management might choose to pursue. Remember, though, that it is just a steppingstone to the PMP.

Unless you work in a large organization where a project management team is in place that includes junior as well as senior positions, the CAPM by itself is unlikely to provide a ticket to a project management job. However, it’s ideal for IT professionals for whom project management is a part-time job role or who want to grow into full-time project management.

CAPM facts and figures

Certification name Certified Associate in Project Management (CAPM)
Prerequisites/required courses High school diploma, associate’s degree or global equivalent, plus 1,500 hours of project management experience or 23 hours of project management education

Certification valid for five years; candidates must retake exam to maintain credential.

Number of exams One (150 questions; 15 questions are unscored; three hours to complete)
Cost per exam Computer- or paper-based exams:

PMI member: $225 (retake $150)

Nonmember: $300 (retake $200)

Exam available in online proctored or center-based test (CBT) formats.

Exam administered by Pearson VUE.

URL www.pmi.org/Certification/Certified-Associate-in-Project-Management-CAPM.aspx
Self-study materials PMI maintains a list of self-study materials on its exam guidance webpage, including the Exam Content Outline [pdf], trial exam questions [pdf] and the CAPM Handbook [pdf].

Numerous books are available, including:

A Guide to the Project Management Body of Knowledge (PMBOK Guide) – Sixth Edition; Sept. 22, 2017; Project Management Institute; ISBN-10: 1628251840; ISBN-13: 978-1628251845 (available for free download to PMI members)

CAPM exam Prep, Third Edition, by Rita Mulcahy, Sept. 2013, RMC Publications, ISBN-10: 1932735720, ISBN-13: 978-1932735727

CAPM/PMP Project Management Certification All-in-One exam Guide, Fourth Edition, by Joseph Phillips; April 23, 2018; McGraw-Hill Education; ISBN-10: 1259861627; ISBN-13: 978-1259861628

CSM: Certified ScrumMaster

As companies seek to deliver more for less, many adopt Agile methodologies to streamline processes, build quality into products and ensure that final builds meet customer requirements. As Agile methodologies have become more popular, it’s no surprise that we see increased demand for IT practitioners qualified to manage projects in Agile environments.

While different Scrum master certifications are available, our pick is the Certified ScrumMaster (CSM) from the Scrum Alliance. This nonprofit encourages adoption of Scrum and Agile practices, promotes user groups and learning events, and provides resources for professional development. The organization boasts more than 500,000 certified practitioners worldwide.

The Scrum Alliance provides a support system for Scrum practitioners, including Scrum Gatherings, user groups, virtual communications, coaching, online training and much more. In addition to community and advocacy activities, the Scrum Alliance offers numerous Scrum-related certifications at the foundation, advanced, professional, elevated (guide) and leadership levels. Scrum Alliance certifications are designed for team members engaged in Scrum master, product owners and developer roles. The Scrum master and product owner tracks offer credentials at the foundation, advanced and professional levels which the developer track only offers a foundation and professional level cert.

  • Scrum Master Track: Certified ScrumMaster (CSM), Advanced Certified ScrumMaster (A-CSM), and Certified Scrum Professional – Scrum Master (CSP-SM)
  • Product Owner Track: Certified Scrum Product Owner (CSPO) Advanced Certified Scrum Product Owner (A-CSPO) and Certified Scrum Professional – Product Owner (CSP-PO)
  • Developer Track: Certified Scrum Developer (CSD) and Certified Scrum Professional (CSP)
  • Elevated or guide credentials: Certified Scrum Trainer (CST), Certified Team Coach (CTC) and Certified Enterprise Coach (CEC)
  • Agile Leadership: The Scrum Alliance also offers the Certified Agile Leadership (CAL) program, a credential based on a combination of education and validated practice. There are two credentials – the Certified Agile Leadership I and Certified Agile Leadership II.

For project managers getting started as Scrum practitioners, the CSM makes an excellent entry-level credential. Not only must candidates demonstrate an understanding of Scrum principles and values, but they’ll learn how to implement and apply Scrum in practice. The Scrum Alliance provides CSMs with multiple resources, plus checklists and information about the servant-leader role of the Scrum master.

Certified ScrumMaster facts and figures

CSSBB: Certified Six Sigma Black Belt

Globally recognized, ASQ certifications attest to candidate expertise, mastery of industry and regulation standards, and mastery of the ASQ Body of Knowledge. Currently, ASQ offers 18 credentials, three of which specifically target project management: the Certified Six Sigma Black Belt (CSSBB) (expert level), the Six Sigma Green Belt (CSSGB) (professional level) and the Six Sigma Yellow Belt (CSSYB) (entry level).

The Certified Six Sigma Black Belt is ASQ’s highest Six Sigma credential. The CSSBB aims at experienced practitioners who understand Six Sigma methodologies (including the DMAIC model), tools, systems and philosophies. CSSBBs can lead teams or manage team dynamics, roles and responsibilities.

The path to CSSBB certification is rigorous. In addition to passing a comprehensive exam, candidates must complete two projects that employ Six Sigma tools and processes, resulting in project improvement and a positive financial project impact. An affidavit is also required to attest to the veracity of the project. Alternatively, candidates with at least three years of experience in one or more of the Six Sigma Body of Knowledge areas need only complete one Black Belt project.

CSSBB candidates are expected to demonstrate mastery of the ASQ Black Belt Body of Knowledge, called standards:

  • Organization-wide Planning and Deployment (organization-wide considerations, leadership)
  • Organization Process Management and Measures (impact on stakeholders, benchmarking, business measures)
  • Team Management (team formation, facilitation, dynamics, training)
  • Define (voice of the customer, business case and project charter, project management tools, analytical tools)
  • Measure (process characteristics, data collection, measurement systems, basic statistics, probability, process capability)
  • Analyze (measuring and modeling relationships between variables, hypothesis testing, failure mode and effects analysis, other analysis methods)
  • Improve (design of experiments, lean methods, implementation)
  • Control (statistical process control and other controls, maintain controls, sustain improvements)
  • Design for Six Sigma (DFSS) Framework and Methodologies (common DFSS methodologies, design for DVX, robust designs)

The CSSBB is valid for three years. To recertify, candidates must earn 18 recertification units or retake the exam.

CSSBB facts and figures

Certification name Certified Six Sigma Black Belt (CSSBB)
Prerequisites/required courses Two completed projects with signed project affidavit, or one completed project with signed affidavit plus three years of experience in one or more areas of the Six Sigma Body of Knowledge
Number of exams One: computer-based (165 questions, 4.5 hours) or paper-based (150 questions, 4 hours)
Cost per exam $438 members, $538 nonmembers (retakes $338)

Exams administered by Prometric.

URL https://asq.org/cert/six-sigma-black-belt
Self-study materials ASQ maintains a comprehensive list of exam prep materials, including training opportunities, question banks, interactive trial exams, books and other recommended references.

CSSGB: Certified Six Sigma Green Belt

The Certified Six Sigma Green Belt (CSSGB) by ASQ is a professional-level credential targeting experienced Six Sigma practitioners. Often, a CSSGB works under the direction of the more senior CSSBB or as an assistant. CSSGBs identify issues and drive quality and process improvements in projects.

To earn the credential, candidates should have at least three years of experience working with Six Sigma processes, systems and tools. The work experience must have been full time and compensated; an unpaid internship, for example, doesn’t count. In addition, work performed must have been in at least one of the Six Sigma Green Belt Body of Knowledge competency areas.

In addition to work experience, candidates must pass an exam that tests their knowledge of the Six Sigma Green Belt Body of Knowledge. Currently, the Green Belt Body of Knowledge includes six competency areas:

  • Overview: Six Sigma and the Organization (organizational goals, lean principles, design methodologies)
  • Define Phase (project identification, customer voice, project management basics, management and planning tools, project business results, team dynamics and performance)
  • Measurement Phase (process analysis and documentation, probability and statistics, statistical distributions, data collection, measurement system analysis, process and performance capability)
  • Analyze Phase (exploratory data analysis, hypothesis testing)
  • Improve Phase (design of experiments, root cause analysis, lean tools)
  • Control Phase (statistical process control, control plan, lean tools for process control)

Overall, this is an excellent credential for those who have some experience but are not quite ready to take on the roles and responsibilities of a Black Belt.

CSSGB facts and figures

Certification name Certified Six Sigma Green Belt (CSSGB)
Prerequisites/required courses Three years of experience in one or more of the Six Sigma Green Belt Body of Knowledge areas

Experience must be a full-time paid position (internships do not meet the experience requirement)

Number of exams One: computer-based (110 questions, 4.5 hours) or paper-based (100 questions, 4 hours)
Cost per exam $338 members, $438 nonmembers; retakes cost $238

Exams administered by Prometric.

URL https://asq.org/cert/six-sigma-green-belt
Self-study materials ASQ maintains a comprehensive list of exam prep materials, including training opportunities, question banks, interactive trial exams, books and other recommended references.

PMP: Project Management Professional

The Project Management Institute (PMI) not only stands behind its Project Management Professional certification, it works with academia and training companies to ensure proper coverage and currency in the various curricula that support this and other PMI credentials. Boasting more than 500,000 global members and 750,000 PMP certified professionals around the world, PMI’s PMP remains one of the most prestigious project management credentials available. (Note: The PMP’s precursor, the CAPM, is covered in an earlier section of this article.)

That’s why you can obtain college- and university-based PMP training from so many institutions. It’s also why you may sometimes find PMP coverage integrated into certain degree programs (often at the master’s degree level).

The PMP credential is coveted by employers seeking the most highly skilled project management professionals. Developed by project managers, the PMP certification is the highest level offered in PMI certifications. It is designed to ensure that credential-holders possess the skills and qualifications necessary to successfully manage all phases of a project, including initiating, planning, scheduling, controlling and monitoring, and closing out the project.

PMP certified projects managers are also well versed and skilled in managing all aspects of the triple constraints – time, cost and scope. Employers depend on the skills of PMP professionals to manage budgets, track costs, manage scope creep, identify how changes to the triple constraints may introduce risk into the project, and minimize such risk to protect the project investment.

The standards for PMP certification are rigorous. Beyond passing a comprehensive exam, credential holders must first demonstrate and certify that they have the skills and education necessary to succeed in the project management field. Credential seekers should be ready to provide documentation for items such as education, projects worked on and hours spent in each of the five project management stages – initiating, planning, executing, monitoring and controlling, and closing out the project.

While it’s difficult to achieve, the rewards for PMP credential holders can be significant. According to PMI’s Earning Power: Project Management Salary Survey, 10th Edition [pdf], PMPs in the U.S. earn an average of 23 percent more than their non-credentialed counterparts. The survey reports median salaries of PMPs in the United States at $115,000, as opposed to $92,000 for non-PMP certified project managers.

For those interested in program management or wishing to specialize in a project management area, PMI offers several interesting additional credentials:

The PMP remains a nonpareil certification for IT and other professionals whose responsibilities encompass project management. It is the standard against which all other project management credentials are judged.

It should be noted that, after meeting the prerequisites, candidates are also required to pass a rigorous exam. Candidates must obtain an eligibility ID from PMI before they can register for the exam.

PMP facts and figures

Certification name Project Management Professional (PMP)
Prerequisites/required Courses Required courses: None

Prerequisite skills: Four-year degree, 4,500 hours in leading and directing projects, and 35 hours of project management education

OR

Secondary degree (high school diploma, associate’s degree or equivalent), 7,500 hours leading and directing projects, and 35 hours of project management education

Note: Credential holders must earn 60 professional development units (PDUs) per each three-year cycle to maintain certification.

Number of exams One (200 questions, 4 hours)
Cost per exam Paper* and computer-based exams:

PMI member: $405 (retake $275)

Nonmember: $555 (retake $375)

*Paper-based exam only available if candidates lives more than 150 miles from testing center or if testing center is not available in the country of residence and travel would provide an undue burden.

Exam administered by Prometric. Eligibility ID from PMI required to register.

URL www.pmi.org/Certification/Project-Management-Professional-PMP.aspx
Self-study materials PMI maintains a list of training resources on the PMP exam guidance webpage, including links to trial questions, the PMP exam Content Outline [pdf] and the PMP Handbook [pdf]. Additional training materials (quizzes, publications, books, practice guides and more) are available from the PMI Store.

Numerous books are available, including:

Guide to the Project Management Body of Knowledge (PMBOK Guide) – Sixth Edition; Sept. 22, 2017; Project Management Institute; ISBN-10: 1628251840; ISBN-13: 978-1628251845 (available for free download to PMI members)

PMP exam Prep: Accelerated Learning to Pass the Project Management Professional (PMP) Exam, Ninth Edition, by Rita Mulcahy; Feb. 1, 2018; RMC Publications Inc.; ISBN-10: 1943704040; ISBN-13: 978-143704040

CAPM/PMP Project Management Certification All-in-One exam Guide, Fourth Edition, by Joseph Phillips; April 23, 2018; McGraw-Hill Education; ISBN-10: 1259861627; ISBN-13: 978-1259861628

Practice exams: PMP exam practice test and Study Guide, Ninth Edition, by J. LeRoy Ward and Ginger Levin; June 28, 2018; Auerbach Publications, ISBN-10: 1138440299; ISBN-13: 978-1138440299

Beyond the top 5: More project management certifications

Project management is truly a white-hot area for both certification seekers and employers. Several other project management certifications are available, for general IT project management as well as software development project management.

Honorable mention goes to the Global Association for Quality Management (GAQM) project management certifications, such as the Professional in Project Management, Associate in Project Management and Certified Project Director. The Prince2 Foundation and Practitioner qualifications (featured in the 2017 top-five list) are also excellent credentials and worth honorable mention.

The CompTIA Project+ credential (featured in the 2017 top-five list and honorable mention in 2018) remains a well-known entry-level project management certification for those starting their project management careers. ASQ’s Certified Six Sigma Yellow Belt (CSSYB) is another entry-level credential worth exploring, particularly if you’re interested in eventually moving up to the more senior Green and Black Belt credentials.

Most graduate business, management and management information systems (MIS) programs offer project management training to students, and some offer certificate programs outside the project management organizations as well.

You’ll also find training and occasional certification around various project management tool sets. For example, some Microsoft Learning Partners offer courses on Microsoft Project, and you can find a dizzying array of project management packages on Wikipedia’s comparison of project management software page.

The CAPM and Project+ remain the best-known entry-level project management certifications, with the PMP as the primary professional target and capstone for would-be professional IT project managers. Don’t forget to consider PMI’s related certifications as well. For project managers seeking entry into the realm of Scrum, the CSM is the best entry-level cert for Scrum practitioners.

Tue, 11 Oct 2022 12:00:00 -0500 en text/html https://www.businessnewsdaily.com/10762-best-project-management-certifications.html
Killexams : What Is The Project Management Triangle?

The way(s) to successfully manage a project management triangle will depend on the project, its priorities, its propensity for risk and your team’s experience and resources. However, five strategies to consider when managing a project triangle include choosing a flexible constraint, listing features in order of most to least importance, creating risk and change management plans and matching your management methodology to your priority constraint.

Here are five possible ways to manage your project management triangle:

1. Choose at Minimum One Flexible Constraint

As you look at the three constraints in your triangle—cost, time and scope—have a clear understanding from your client or team regarding which are the most important to them. Work with your team or client to pinpoint one of these constraints with which flexibility is allowed. Having this conversation upfront allows you to know how to adjust when the project does not always go as envisioned.

For example, if a client must stick to a deadline and a delay happens, it may make sense to hire more talent to speed things up. Or, if cost is the priority for your client, you might extend the deadline to avoid new hires. Likewise, if your client wants to add new features as customer feedback trickles in but is insistent on finishing on time, clearly communicate that your team needs permission to be flexible on the budget to make this happen.

2. Clarify Nice-to-Haves

Get together with your client, development team and quality assurance team to take a deep look at features in your project’s final deliverable(s). Make a big list of every feature expected. Then, just as you asked your client which constraint is most important, now ask which features are most important and which are simply nice to have. Order all features from most important (required) to least important (nice to have, if priority constraints allow).

This list will help you throughout your project execution to know how to keep your constraints in check while also keeping client satisfaction high. For example, if one feature will require a larger budget than planned due to a raw-materials price boost, you can look at the bottom of your features priority list to decide which nice-to-have feature can be removed to make room in the budget for an increase in a priority-feature price.

3. Create a Risk Management Plan

When managing project risks, set clear expectations and update your team frequently using proactive communication. This communication should begin before project initiation and extend throughout the entire project.

To begin, create a project management plan and present it to clients and project-execution team members. This plan should clearly address the scope of the project. It should also include a risk management plan that shows stakeholders what might go wrong, triggers that might initiate these risks and plans for addressing them. These plans should address how the budget, scope and schedule will change if such risks occur.

Then, during project execution, communicate at the very first sign of a risk trigger with your execution team and your clients. Efficient decision-making is often less likely to happen in the midst of an already out-of-control crisis. Proactive communication, however, helps to keep your triangle balanced by giving you the most options for getting your project back on track.

For example, if a task is to take longer than expected, communicate why the delay happened to your team and client. Then, keep your time—and, by extension, cost—in check by convening your team to plan which talent will be moved from less pressing tasks to the bottleneck task before a standstill happens. All the while, keep your client up to date on your decisions. Proactive communication shows competency and keeps satisfaction high.

4. Create a Change Management Plan

Managing constraints means managing change. If everything goes as planned and you have an agreed-upon cost, time and scope document from project initiation, managing your project triangle will require very little effort. It is when things change—a client suddenly wants a new feature added, for example—that your scope, time and budget go awry. But, if you manage change well, your triangle’s constraints are more likely to stay within satisfactory parameters.

Managing change well begins with creating a clear and actionable change management plan, then following it when change requests are made. A solid change management plan should include several components to address the following:

  • Change management roles. Who is and is not authorized to receive change requests and assess them for approval or rejection? Who will be involved in the execution of approved change requests? Who should be a part of adjusting project constraints—scope, time and cost—to make room for approved changes?
  • Limitations. Record constraints that are off limits when it comes to adjusting to change. Record the constraints that can be more flexibly adjusted to respond to change.
    Change-request approval or rejection process. How will change requests be submitted, assessed, approved or rejected?
  • Change-request time frame parameters. In what time frame should change requests be assessed, approved, rejected or implemented? When is it too late for change requests to be considered?
  • The change in the communication process. How will approved change requests be recorded and executed? How will team members who aren’t authorized to manage change communicate around change?
  • Change management tools. What tools will be used to ensure only necessary changes are made, manage the change-request process, create transparency around change, allow for collaboration around approved changes and track changes?

5. Match a Management Methodology to Your Priority Constraint(s)

There are many project management methodologies to consider but some are more commonly used than others. Waterfall, Agile and Lean are three methodologies that are highly tested and tried in project management. Each is better at managing some constraints over others. Matching your methodology to your project priorities can help to ensure ease of constraint management.

Here is a closer look at each common project management methodology and what constraints they best help to manage:

Waterfall

This methodology is linear with clearly planned project stages that must be completed in the same order in which they are recorded. Because the phases are set, adjustments to their time and scope are very difficult to manage as one change will likely affect the entire project. This methodology is best for projects in which scope and time are rigid but there is some flexibility around the cost.

Agile

This methodology best fits projects that need constant adaptations to deliver the most relevant value to the end user. An example of an Agile methodology is Scrum. In Scrum, the objective is set. However, products, solutions and deliverables are allowed to evolve based on new information. Agile fits projects that need iterative product development—or flexible scope. Speed is a strength of this methodology while predictable costs are not as likely.

Lean

Lean helps project management teams reduce waste, particularly around cost and scope while focusing on customer value. The project is mapped out from start to finish, then heavily analyzed to reduce waste, such as idle employee time and unnecessary processes. The execution team is instructed to only take action if the customer asks for it. The Lean methodology is a fit for projects that will likely have few risks or scope changes and where cost is a priority.

Wed, 12 Oct 2022 21:23:00 -0500 Alana Rudder en-US text/html https://www.forbes.com/advisor/business/project-management-triangle/
Killexams : Visual Project Management Solution Market Size, Share and Forecast till 2029 with Top Countries Data

The MarketWatch News Department was not involved in the creation of this content.

Oct 17, 2022 (The Expresswire) -- Visual Project Management Solution Market Size is projected to Reach Multimillion USD by 2029, In comparison to 2021, at unexpected CAGR during the forecast Period 2022-2029.

Visual Project Management Solution Market" Insights 2022 By Types (Cloud-Based, On-Premise), By Applications (Large Enterprise, SMEs), By Segmentation analysis, Regions and Forecast to 2029. The Global Visual Project Management Solution market Report provides In-depth analysis on the market status of the Visual Project Management Solution Top manufacturers with best facts and figures, meaning, Definition, SWOT analysis, PESTAL analysis, expert opinions and the latest developments across the globe., the Visual Project Management Solution Market Report contains Full TOC, Tables and Figures, and Chart with Key Analysis, Pre and Post COVID-19 Market Outbreak Impact Analysis and Situation by Regions.

Visual Project Management Solution Market Research Report is spread across 96 Pages and provides exclusive data, information, vital statistics, trends, and competitive landscape details in this niche sector.

Visual project management solution helps managers effectively complete complex projects on time. It helps users develop viable milestones and deadlines that meet the detailed information provided in the program. Most importantly, you can connect interdependent goals to gain insight into the entire business environment and ensure team members collaborate rather than conflict with their deliverables.

The Visual Project Management Solution market has witnessed a growth from USD million to USD Multi million from 2017 to 2022. With a magnificent CAGR, this market is estimated to reach Multimillion USD In 2029.

The report focuses on the Visual Project Management Solution market size, segment size (mainly covering product type, application, and geography), competitor landscape, exact status, and development trends. Furthermore, the report provides strategies for companies to overcome threats posed by COVID-19.

Technological innovation and advancement will further optimize the performance of the product, enabling it to acquire a wider range of applications in the downstream market. Moreover, customer preference analysis, market dynamics (drivers, restraints, opportunities), new product release, impact of COVID-19, regional conflicts and carbon neutrality provide crucial information for us to take a deep dive into the Visual Project Management Solution market.

The Global Visual Project Management Solution market is anticipated to rise at a considerable rate during the forecast period, between 2022 and 2029. In 2021, the market is growing at a steady rate and with the rising adoption of strategies by key players, the market is expected to rise over the projected horizon.

Final Report will add the analysis of the impact of COVID-19 on this industry.

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Moreover, it helps new businesses perform a positive assessment of their business plans because it covers a range of syllabus market participants must be aware of to remain competitive.

Visual Project Management Solution Market Report identifies various key players in the market and sheds light on their strategies and collaborations to combat competition. The comprehensive report provides a two-dimensional picture of the market. By knowing the global revenue of manufacturers, the global price of manufacturers, and the production by manufacturers during the forecast period of 2022 to 2029, the reader can identify the footprints of manufacturers in the Visual Project Management Solution industry.

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Visual Project Management Solution Market - Competitive and Segmentation Analysis:

As well as providing an overview of successful marketing strategies, market contributions, and exact developments of leading companies, the report also offers a dashboard overview of leading companies' past and present performance. Several methodologies and analyses are used in the research report to provide in-depth and accurate information about the Visual Project Management Solution Market.

The Major players covered in the Visual Project Management Solution market report are:

● Workamajig Platinum
● Zoho
● Smartsheet
● ProjectManager
● Taskworld
● MeisterTask
● monday.com
● Wrike
● Asana
● LeanKit

The current market dossier provides market growth potential, opportunities, drivers, industry-specific challenges and risks market share along with the growth rate of the global Visual Project Management Solution market. The report also covers monetary and exchange fluctuations, import-export trade, and global market

status in a smooth-tongued pattern. The SWOT analysis, compiled by industry experts, Industry Concentration Ratio and the latest developments for the global Visual Project Management Solution market share are covered in a statistical way in the form of tables and figures including graphs and charts for easy understanding.

Get a trial Copy of the Visual Project Management Solution Market Report 2022

A thorough evaluation of the restrains included in the report portrays the contrast to drivers and gives room for strategic planning. Factors that overshadow the market growth are pivotal as they can be understood to devise different bends for getting hold of the lucrative opportunities that are present in the ever-growing market. Additionally, insights into market expert’s opinions have been taken to understand the market better.

Report further studies the market development status and future Visual Project Management Solution Market trend across the world. Also, it splits Visual Project Management Solution market Segmentation by Type and by Applications to fully and deeply research and reveal market profile and prospects.

On the basis of product type this report displays the production, revenue, price, market share and growth rate of each type, primarily split into:

● Cloud-Based
● On-Premise

On the basis of the end users/applications this report focuses on the status and outlook for major applications/end users, consumption (sales), market share and growth rate for each application, including:

● Large Enterprise
● SMEs

Visual Project Management Solution Market - Regional Analysis:

Geographically, this report is segmented into several key regions, with sales, revenue, market share and growth Rate of Visual Project Management Solution in these regions, from 2015 to 2029, covering

● North America (United States, Canada and Mexico) ● Europe (Germany, UK, France, Italy, Russia and Turkey etc.) ● Asia-Pacific (China, Japan, Korea, India, Australia, Indonesia, Thailand, Philippines, Malaysia and Vietnam) ● South America (Brazil, Argentina, Columbia etc.) ● Middle East and Africa (Saudi Arabia, UAE, Egypt, Nigeria and South Africa)

This Visual Project Management Solution Market Research/Analysis Report Contains Answers to your following Questions

● Which Manufacturing Technology is used for Visual Project Management Solution? What Developments Are Going On in That Technology? Which Trends Are Causing These Developments? ● Who Are the Global Key Players in This Visual Project Management Solution Market? What are Their Company Profile, Their Product Information, and Contact Information? ● What Was Global Market Status of Visual Project Management Solution Market? What Was Capacity, Production Value, Cost and PROFIT of Visual Project Management Solution Market? ● What Is Current Market Status of Visual Project Management Solution Industry? What’s Market Competition in This Industry, Both Company, and Country Wise? What’s Market Analysis of Visual Project Management Solution Market by Taking Applications and Types in Consideration? ● What Are Projections of Global Visual Project Management Solution Industry Considering Capacity, Production and Production Value? What Will Be the Estimation of Cost and Profit? What Will Be Market Share, Supply and Consumption? What about Import and Export? ● What Is Visual Project Management Solution Market Chain Analysis by Upstream Raw Materials and Downstream Industry? ● What Is Economic Impact On Visual Project Management Solution Industry? What are Global Macroeconomic Environment Analysis Results? What Are Global Macroeconomic Environment Development Trends? ● What Are Market Dynamics of Visual Project Management Solution Market? What Are Challenges and Opportunities? ● What Should Be Entry Strategies, Countermeasures to Economic Impact, and Marketing Channels for Visual Project Management Solution Industry?

Our research analysts will help you to get customized details for your report, which can be modified in terms of a specific region, application or any statistical details. In addition, we are always willing to comply with the study, which triangulated with your own data to make the market research more comprehensive in your perspective.

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With tables and figures helping analyse worldwide Global Visual Project Management Solution market trends, this research provides key statistics on the state of the industry and is a valuable source of guidance and direction for companies and individuals interested in the market.

Detailed TOC of Global Visual Project Management Solution Market Research Report 2022

1 Visual Project Management Solution Market Overview
1.1 Product Overview and Scope of Visual Project Management Solution

1.2 Visual Project Management Solution Segment by Type
1.2.1 Global Visual Project Management Solution Sales and CAGR (%) Comparison by Type (2017-2029)
1.2.2 The Market Profile of Visual Project Management Solution without Handle
1.2.3 The Market Profile of Visual Project Management Solution with Handle

1.3 Global Visual Project Management Solution Segment by Application
1.3.1 Visual Project Management Solution Consumption (Sales) Comparison by Application (2017-2029)
1.3.2 The Market Profile of Commercial Use
1.3.3 The Market Profile of Personal Mobility

1.4 Global Visual Project Management Solution Market, Region Wise (2017-2022)
1.4.1 Global Visual Project Management Solution Market Size (Revenue) and CAGR (%) Comparison by Region (2017-2022)
1.4.2 United States Visual Project Management Solution Market Status and Prospect (2017-2022)
1.4.3 Europe Visual Project Management Solution Market Status and Prospect (2017-2022)
1.4.3.1 Germany Visual Project Management Solution Market Status and Prospect (2017-2022)
1.4.3.2 UK Visual Project Management Solution Market Status and Prospect (2017-2022)
1.4.3.3 France Visual Project Management Solution Market Status and Prospect (2017-2022)
1.4.3.4 Italy Visual Project Management Solution Market Status and Prospect (2017-2022)
1.4.3.5 Spain Visual Project Management Solution Market Status and Prospect (2017-2022)
1.4.3.6 Russia Visual Project Management Solution Market Status and Prospect (2017-2022)
1.4.3.7 Poland Visual Project Management Solution Market Status and Prospect (2017-2022)
1.4.4 China Visual Project Management Solution Market Status and Prospect (2017-2022)
1.4.5 Japan Visual Project Management Solution Market Status and Prospect (2017-2022)
1.4.6 India Visual Project Management Solution Market Status and Prospect (2017-2022)
1.4.7 Southeast Asia Visual Project Management Solution Market Status and Prospect (2017-2022)
1.4.7.1 Malaysia Visual Project Management Solution Market Status and Prospect (2017-2022)
1.4.7.2 Singapore Visual Project Management Solution Market Status and Prospect (2017-2022)
1.4.7.3 Philippines Visual Project Management Solution Market Status and Prospect (2017-2022)
1.4.7.4 Indonesia Visual Project Management Solution Market Status and Prospect (2017-2022)
1.4.7.5 Thailand Visual Project Management Solution Market Status and Prospect (2017-2022)
1.4.7.6 Vietnam Visual Project Management Solution Market Status and Prospect (2017-2022)
1.4.8 Latin America Visual Project Management Solution Market Status and Prospect (2017-2022)
1.4.8.1 Brazil Visual Project Management Solution Market Status and Prospect (2017-2022)
1.4.8.2 Mexico Visual Project Management Solution Market Status and Prospect (2017-2022)
1.4.8.3 Colombia Visual Project Management Solution Market Status and Prospect (2017-2022)
1.4.9 Middle East and Africa Visual Project Management Solution Market Status and Prospect (2017-2022)
1.4.9.1 Saudi Arabia Visual Project Management Solution Market Status and Prospect (2017-2022)
1.4.9.2 United Arab Emirates Visual Project Management Solution Market Status and Prospect (2017-2022)
1.4.9.3 Turkey Visual Project Management Solution Market Status and Prospect (2017-2022)
1.4.9.4 Egypt Visual Project Management Solution Market Status and Prospect (2017-2022)
1.4.9.5 South Africa Visual Project Management Solution Market Status and Prospect (2017-2022)
1.4.9.6 Nigeria Visual Project Management Solution Market Status and Prospect (2017-2022)

Get a trial Copy of the Visual Project Management Solution Market Report 2022

1.5 Global Market Size of Visual Project Management Solution (2017-2029)
1.5.1 Global Visual Project Management Solution Revenue Status and Outlook (2017-2029)
1.5.2 Global Visual Project Management Solution Sales Status and Outlook (2017-2029)

2 Global Visual Project Management Solution Market Landscape by Player
2.1 Global Visual Project Management Solution Sales and Share by Player (2017-2022)
2.2 Global Visual Project Management Solution Revenue and Market Share by Player (2017-2022)
2.3 Global Visual Project Management Solution Average Price by Player (2017-2022)
2.4 Global Visual Project Management Solution Gross Margin by Player (2017-2022)
2.5 Visual Project Management Solution Manufacturing Base Distribution, Sales Area and Product Type by Player
2.6 Visual Project Management Solution Market Competitive Situation and Trends
2.6.1 Visual Project Management Solution Market Concentration Rate
2.6.2 Visual Project Management Solution Market Share of Top 3 and Top 6 Players
2.6.3 Mergers and Acquisitions, Expansion

3 Visual Project Management Solution Upstream and Downstream Analysis
3.1 Visual Project Management Solution Industrial Chain Analysis
3.2 Key Raw Materials Suppliers and Price Analysis
3.3 Key Raw Materials Supply and Demand Analysis
3.4 Manufacturing Process Analysis
3.5 Market Concentration Rate of Raw Materials
3.6 Downstream Buyers
3.7 Value Chain Status Under COVID-18

4 Visual Project Management Solution Manufacturing Cost Analysis
4.1 Manufacturing Cost Structure Analysis
4.2 Visual Project Management Solution Key Raw Materials Cost Analysis
4.2.1 Key Raw Materials Introduction
4.2.2 Price Trend of Key Raw Materials
4.3 Labor Cost Analysis
4.3.1 Labor Cost of Visual Project Management Solution Under COVID-19
4.4 Energy Costs Analysis
4.5 RandD Costs Analysis

5 Market Dynamics
5.1 Drivers
5.2 Restraints and Challenges
5.3 Opportunities
5.3.1 Advances in Innovation and Technology for Visual Project Management Solution
5.3.2 Increased Demand in Emerging Markets
5.4 Visual Project Management Solution Industry Development Trends under COVID-19 Outbreak
5.4.1 Global COVID-19 Status Overview
5.4.2 Influence of COVID-19 Outbreak on Visual Project Management Solution Industry Development
5.5 Consumer Behavior Analysis

6 Players Profiles
6.1.1 Basic Information, Manufacturing Base, Sales Area and Competitors
6.1.2 roduct Profiles, Application and Specification
6.1.3 Market Performance (2017-2022)
6.1.4 Business Overview

7 Global Visual Project Management Solution Sales and Revenue Region Wise (2017-2022)
7.1 Global Visual Project Management Solution Sales and Market Share, Region Wise (2017-2022)
7.2 Global Visual Project Management Solution Revenue (Revenue) and Market Share, Region Wise (2017-2022)
7.3 Global Visual Project Management Solution Sales, Revenue, Price and Gross Margin (2017-2022)
7.4 United States Visual Project Management Solution Sales, Revenue, Price and Gross Margin (2017-2022)
7.4.1 United States Visual Project Management Solution Market Under COVID-19
7.5 Europe Visual Project Management Solution Sales, Revenue, Price and Gross Margin (2017-2022)
7.5.1 Europe Visual Project Management Solution Market Under COVID-19
7.6 China Visual Project Management Solution Sales, Revenue, Price and Gross Margin (2017-2022)
7.6.1 China Visual Project Management Solution Market Under COVID-19
7.7 Japan Visual Project Management Solution Sales, Revenue, Price and Gross Margin (2017-2022)
7.7.1 Japan Visual Project Management Solution Market Under COVID-19
7.8 India Visual Project Management Solution Sales, Revenue, Price and Gross Margin (2017-2022)
7.8.1 India Visual Project Management Solution Market Under COVID-19
7.9 Southeast Asia Visual Project Management Solution Sales, Revenue, Price and Gross Margin (2017-2022)
7.9.1 Southeast Asia Visual Project Management Solution Market Under COVID-19
7.10 Latin America Visual Project Management Solution Sales, Revenue, Price and Gross Margin (2017-2022)
7.10.1 Latin America Visual Project Management Solution Market Under COVID-19
7.11 Middle East and Africa Visual Project Management Solution Sales, Revenue, Price and Gross Margin (2017-2022)
7.11.1 Middle East and Africa Visual Project Management Solution Market Under COVID-19

8 Global Visual Project Management Solution Sales, Revenue (Revenue), Price Trend by Type
8.1 Global Visual Project Management Solution Sales and Market Share by Type (2017-2022)
8.2 Global Visual Project Management Solution Revenue and Market Share by Type (2017-2022)
8.3 Global Visual Project Management Solution Price by Type (2017-2022)
8.4 Global Visual Project Management Solution Sales Growth Rate by Type (2017-2022)
8.4.1 Global Visual Project Management Solution Sales Growth Rate of Visual Project Management Solution without Handle (2017-2022)
8.4.2 Global Visual Project Management Solution Sales Growth Rate of Visual Project Management Solution with Handle (2017-2022)

9 Global Visual Project Management Solution Market Analysis by Application
9.1 Global Visual Project Management Solution Consumption and Market Share by Application (2017-2022)
9.2 Global Visual Project Management Solution Consumption Growth Rate by Application (2017-2022)
9.2.1 Global Visual Project Management Solution Consumption Growth Rate of Commercial Use (2017-2022)
9.2.2 Global Visual Project Management Solution Consumption Growth Rate of Personal Mobility (2017-2022)

10 Global Visual Project Management Solution Market Forecast (2022-2029)
10.1 Global Visual Project Management Solution Sales, Revenue Forecast (2022-2029)
10.1.1 Global Visual Project Management Solution Sales and Growth Rate Forecast (2022-2029)
10.1.2 Global Visual Project Management Solution Revenue and Growth Rate Forecast (2022-2029)
10.1.3 Global Visual Project Management Solution Price and Trend Forecast (2022-2029)
10.2 Global Visual Project Management Solution Sales and Revenue Forecast, Region Wise (2022-2029)
10.2.1 United States Visual Project Management Solution Sales and Revenue Forecast (2022-2029)
10.2.2 Europe Visual Project Management Solution Sales and Revenue Forecast (2022-2029)
10.2.3 China Visual Project Management Solution Sales and Revenue Forecast (2022-2029)
10.2.4 Japan Visual Project Management Solution Sales and Revenue Forecast (2022-2029)
10.2.5 India Visual Project Management Solution Sales and Revenue Forecast (2022-2029)
10.2.6 Southeast Asia Visual Project Management Solution Sales and Revenue Forecast (2022-2029)
10.2.7 Latin America Visual Project Management Solution Sales and Revenue Forecast (2022-2029)
10.2.8 Middle East and Africa Visual Project Management Solution Sales and Revenue Forecast (2022-2029)
10.3 Global Visual Project Management Solution Sales, Revenue and Price Forecast by Type (2022-2029)
10.4 Global Visual Project Management Solution Consumption Forecast by Application (2022-2029)
10.5 Visual Project Management Solution Market Forecast Under COVID-19

11 Research Findings and Conclusion

12 Appendix
12.1 Methodology
12.2 Research Data Source

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Sun, 16 Oct 2022 16:23:00 -0500 en-US text/html https://www.marketwatch.com/press-release/visual-project-management-solution-market-size-share-and-forecast-till-2029-with-top-countries-data-2022-10-17
Killexams : Scale as you grow your manufacturing business with Project management

“Good business leaders create a vision, articulate the vision, passionately own the vision, and relentlessly drive it to completion.” This was said by Jack Welch, Former CEO of General Electric under whose two-decade-long leadership, the company’s market value rose from $12 Billion to $410 Billion. This highlights the importance of the effective execution of numerous initiatives and projects. The success of strategy execution follows from successful project execution.

The manufacturing sector across the world has been vexed by many issues. There are global supply chain disruptions occasionally. Financial sector upheavals often lead to the unavailability of working capital just when you need it. Wars and diplomatic tensions make market or supply chain access difficult. Those in discreet manufacturing would know the pains of how orders keep varying from year to year. Large manufacturing organizations must deal with distributed workforces, regional compliances, and logistics which are often beyond their control.

Government policies sometimes force the manufacturers to find alternatives to raw materials, fuel sources or even mandates innovation of new processes to accommodate the requirements. It’s part of the continuous improvement philosophy which tends to guide the manufacturing industry towards adopting better risk management, higher safety standards and improved quality measures. For instance, manufacturers in India are gradually opening up to concepts like ZED (Zero Effect, Zero Defect).

Thus, the key drivers for a manufacturing business now essentially include innovation, process change, expansion, new market development and building product agility. Responding to these requires execution of specific projects defined with clear vision and goals, within set timelines and costs. Project management, hence, becomes critical for any manufacturing business. The myriad implementations and innovations including expansion, product changes and operational improvements, if not managed well, can severely impact a company’s ROI.

Manish Godha, Founder & CEO, Advaiya explains in detail:

Translating business priorities to project success

Project management methodologies aside, a business needs to ensure that it focuses on the right projects which are aligned and optimized to its priorities. To set an Enterprise Project Management (EPM) context, the business needs to know the intrinsic and extrinsic business drivers, which translate into business priorities. That’s where the business drivers get reviewed and their relative impact is identified. For example, traditional printing business might want to decide whether to invest in increasing the capacity of existing facility or to diversify into new line of business; let’s say ‘packaging’ which is rapidly growing as a new segment.

Undertaking such ventures require massive investments and inputs in terms of planning and project management. Portfolio based approach allows an organization to optimize its investment mix. An analytical approach where various project proposals are evaluated and prioritized based on their impact on well-identified business drivers is thus central to organization’s sustained success.

There may be several such initiatives within the organization which need to be managed simultaneously. Project managers need visibility across such initiatives to be able to better manage projects that span across the ecosystem.

Effective project management requires better resource optimization and insights. Once the business priorities and their challenges are identified, those must be communicated across the organization. As the teams get large, several functional groups emerge which often loose visibility among themselves. There needs to be a collaborative participation between these groups to work on those challenges and find common goals. Once these teams start collaborating, the need of an EPM strategy becomes really pronounced. Consolidating all the project management data to get a centralized overview is a great way to bring visibility to the initiatives.

Thinking project management beyond operations

Every manufacturing businesses has different project needs. Some are more labor oriented while some are dependent on material. Then some others need highly specialized manufacturing which rely on high precision, or they need massive investments in state-of-the-art facilities. Some contract manufacturing might require generation of intellectual properties like unique designs or patented systems which need innovation management. The project management tools used by the teams should address these business needs and centralize them for the managers to help take decisions. Be it portfolio planning tools, project scheduling and management solutions, business applications, collaboration tools, data infrastructure or business intelligence dashboards, all of these are essential parts of the overall project management framework.

What really becomes important in terms of project management is to deliver the benefits of the business transformation to its customers. There are three main touchpoints for that:

1. Driving product innovation:

For growing manufacturing companies there can be diverse business needs, such as product innovation. Innovation is key to organizations and it’s really important to manage ideas effectively so that best ideas can be taken into consideration and can be executed. It holds the key to increasing productivity, which is the key to maintaining competitiveness in manufacturing. Project management tools can be great productivity enablers for product teams and marketing teams alike as they can track, manage and schedule their activities, allocate tasks and review team utilization all at one place. This enables managers to build reliable, collaborative teams, helping them take quicker, informed decisions that help them capture, evaluate and prioritize ideas and tasks.

Project management tools like Microsoft Project enables manufacturing organizations to have a systematic method of fostering innovation by collaboratively capturing, evaluating, and developing ideas to conclusions. They support best practices and planning tools to enhance product design, thereby reducing communication gaps and product design time.

With the help of team collaboration, standard processes for idea evaluation, scoring and prioritization, new initiatives and investments can be aligned with the organization’s business strategy. On the other hand, development cycle times and the time in getting products to market can be reduced by storing and reusing product design information. This can in turn help address risks early in the production and reduce gaps across the production teams enabling satisfied and engaged customers.

2. Strengthening value chain:

Businesses go through a series of consecutive steps that go into the creation of a finished product, from its initial design to delivery. Ensuring that each step adds a certain value to the product is one of the key goals for any manufacturing business. For strengthening the value chain, businesses need to adhere to set compliance and audit requirements and closely monitor their projects. This can be ensured through effective control of the project work with a project management tool.

Complex supply chains need multiple project initiatives to keep them running and rejuvenated. Businesses need to run multiple projects for identifying, optimizing and improving various facets of supply chain globally. Project management solutions provide manufacturing organizations capabilities for optimizing portfolios, resource allocation, and capacity utilization. They can provide visibility to a company’s strategic initiatives which are crucial for executives to make well-informed decisions, and manage project risks.

3. Improving on existing systems:

To ensure efficiency and process adherence for quality delivery, businesses need to constantly develop on existing systems, enabling standardized business processes. When business processes are standardized, it helps growing organizations to ensure efficiency and best practice adherence to ensure quality delivery.  With the help of a comprehensive scheduling system and capacity planning capabilities that come with project management, businesses can work on bringing further improvements to existing systems to help them stay relevant in the dynamic business environment. And with governance and clear visibility of all business processes, manufacturing organizations can adhere to process improvement.

The functionality of best practices templates found in project management tools, businesses can speed up project execution and adopt global standards which are key for growing businesses. At same time, such solutions are extensible and customizable so they can be integrated easily with other business applications as needed.
Leading a business toward achieving its vision is what capable project management does for a company. Proper project management can keep the management, workforce, and customers/clients satisfied. Successful project management goes beyond tracking and visibility. Project proposals, planning and budgeting, vendor management, regulatory, quality, and people-related elements must all be carefully considered. Managing projects has its own idiosyncrasies and challenges unique to individual organizations; which an effective project management office (PMO) understands, and uses the right technology solutions for planning, visibility, collaboration and analysis.

Sun, 16 Oct 2022 05:24:00 -0500 en text/html https://indianexpress.com/article/cities/delhi/scale-as-you-grow-your-manufacturing-business-with-project-management-8102358/
Killexams : Global Agile Project Management Tools Market 2022 Business Scenario | Top Factors that Will Boost the Market, Forecast by 2028-MRI

The MarketWatch News Department was not involved in the creation of this content.

Oct 12, 2022 (Heraldkeepers) -- " The research report on Global Agile Project Management Tools Market provides a comprehensive analysis of the local as well as global market. The Global Agile Project Management Tools Market report also covers an in-depth and qualitative evaluation of market insights, verifiable projections, historical data, and Market value & volume of the Global Agile Project Management Tools Market size. This report also offers repository information and analysis of each and every facet of the global and regional market.

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The main objective of the Global Agile Project Management Tools Market report is to study segmentation, definition, and the market size of the Global Agile Project Management Tools Market on the basis of company, end-user, product type, and the major regions. The Global Agile Project Management Tools Market report includes an in-depth and professional study on the current as well as future market trends and market status to define the market state. This research report covers the major drivers and opportunities, market restraints, and major market players along with company profiles and their overall strategies to gain a position in the local as well as global market.

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Segmentation by Type:

  • Cloud Based ? On-Premise ? Market

Segmentation by Application:

Top Key Players:

  • Micro Focus ? Monday ? Wrike ? Zoho ? Kitovu ? MeisterTask ? Harmony Business Systems ? Project Insight ? Smartsheet ? Ravetree ? Workfront ? Workamajig ? BVDash ? Taskworld ? Teambition

Moreover, the Global Agile Project Management Tools Market report offers an excellent research methodology which presents exact and future market insights with the help of many significant aspects of the Global Agile Project Management Tools Market. In addition, the Global Agile Project Management Tools Market report also provides accurate market forecasts regarding market production and market consumptions, market size, gross margin, registered CAGR, and the huge number of other significant factors which contributes to the growth of Global Agile Project Management Tools Market.

Furthermore, the Global Agile Project Management Tools Market report is prepared with the help of proven research tactics and primary & secondary methodologies as well as tools. In addition, the Global Agile Project Management Tools Market report also comprises huge research analysis which contains different market opportunities, market dynamics, leading manufacturers, company profiles, vendor cost strategies, price analysis, and a comprehensive study of market consumption and production.

Additionally, the Global Agile Project Management Tools Market research report includes complete market segmentation where the numbers of different segments are deeply analyzed with the help of market growth aspects, market shares and revenues, and many other significant prospects.

In addition, the Global Agile Project Management Tools Market report represents an in-depth index of the overall market segmentation such as product, applications, end-user, and geographical regions. Likewise, the Global Agile Project Management Tools Market segments are extensively analyzed with the help of a broad evaluation of the global market in terms of market strategies, investments, and current and future market trends.

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The post Global Agile Project Management Tools Market 2022 Business Scenario | Top Factors that Will Boost the Market, Forecast by 2028-MRI appeared first on Herald Keeper.

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Wed, 12 Oct 2022 06:02:00 -0500 en-US text/html https://www.marketwatch.com/press-release/global-agile-project-management-tools-market-2022-business-scenario-top-factors-that-will-boost-the-market-forecast-by-2028-mri-2022-10-12
Killexams : Upcoming PMI Data In Focus As U.K. Recession Risks Intensify Amid Market Turmoil
wooden cubes with the letters PMI arranged in a vertical pyramid on banknotes, business concept

Maksim Labkouski

October's flash PMI data for the UK will be eagerly awaited, given the growing chorus of concerns regarding the country's economic health and financial market stability.

A botched 'mini' budget in late September - that turned into one of the most disruptive government-induced economic shocks in exact memory - exacerbated downward pressure on sterling and gilts, leading to unprecedented intervention in the bond market by the Bank of England to help stave off a pension industry crisis. The additional upward pressure on already-elevated interest rate expectations meanwhile drove a further spike in mortgage rates.

As a consequence, many forecasters - including the International Monetary Fund - have downgraded the UK's economic outlook while simultaneously estimating that the UK will see higher and more persistent inflation than any of its peers.

Assessing the business situation under a new economic environment

Against this backdrop, S&P Global will be collecting the October PMI survey data. The vast majority of September's PMI questionnaires had been completed by participants prior to the mini budget, and in any event, the PMI surveys ask respondents to compare the situation at mid-month versus one month ago, thereby missing the impact of the budget. However, the final September PMI numbers - which included late responses in the month - did show a marked deterioration in the business expectations index compared to the earlier flash numbers. This suggests that, while real output levels were not immediately affected on balance by the budget shock, sentiment about the year ahead had darkened among businesses as a result of the uncertainty caused by the new government's economic strategy. This drop in confidence has fueled suspicions that the upcoming October data could show a deteriorating business situation.

Heightened recession risk

A weak set of October PMI numbers would be particularly market-sensitive as they would increase the risk of the UK falling into recession.

Both the PMI and official GDP data hint strongly at the economy having already fallen into contraction in the third quarter, so a fourth quarter decline would meet the technical definition of a recession (two consecutive quarterly contractions).

As noted in our September flash PMI report, the survey data were indicative of GDP falling at a quarterly rate of 0.25%. While subsequent GDP releases have been somewhat favorable in the sense that a 0.1% second quarter decline has now been revised away to show 0.2% growth, the latest August GDP numbers showed the economy contracting in the latest three months by 0.3%. Restricting GDP to comparable coverage of the PMI (excluding retail, government spending and energy) the official data showed a 0.2% quarterly rate of contraction.

The third quarter, therefore, looks highly likely to be one in which the UK economy contracted.

Upcoming PMI data in focus as UK recession risks intensify amid market turmoil

Broad-based malaise but manufacturing suffering steepest downturn

It is also worrying that the growing UK malaise is so broad-based, with the cost-of-living crisis and elevated price pressures hitting demand abroad a wide variety of industries.

Both the PMI and official data suggest private sector services output growth has slowed sharply, with the PMI indicating a stalling of the expansion in September. Construction output is meanwhile also looking largely stalled in the third quarter.

For manufacturing, the data are even more worrying. Both the PMI and official data point to a third quarter downturn which, excluding the initial pandemic shutdowns, is looking to be the steepest since the global financial crisis.

Upcoming PMI data in focus as UK recession risks intensify amid market turmoil
Upcoming PMI data in focus as UK recession risks intensify amid market turmoil
Upcoming PMI data in focus as UK recession risks intensify amid market turmoil

Gloomy outlook

Taking a closer look at the survey's forward-looking sub-indices, both the all-sector new orders index and the future expectations index from the UK PMI survey are now down to levels that signal worsening output trends in coming months, adding to fourth quarter contraction risks. In fact, both of these indices are at levels which have rarely been plumbed in the survey quarter-century history of the PMI, and are collectively signalling an economic outlook that has not been gloomier (barring the pandemic lockdowns) since 2009. These forward-looking subindices will be especially important to watch in the October release.

Upcoming PMI data in focus as UK recession risks intensify amid market turmoil
Upcoming PMI data in focus as UK recession risks intensify amid market turmoil

Inflation running above peers

Speculation that the UK is suffering higher than average inflation among its peers is meanwhile supported by the exact PMI data. On average, prices charged for goods and services are rising at fastest rates in the UK than in the Eurozone and US. In fact, while the rate of increase has fallen sharply in the US from elevated levels earlier in the year, there are signs of resurgent rates of inflation in Europe.

Upcoming PMI data in focus as UK recession risks intensify amid market turmoil

To get an idea of what these diverging PMI price trends mean for inflation, the drop in the US PMI price gauge pushes the annual inflation signal down below 5%, but for the UK, the PMI price indices signal inflation reaccelerating to around 7%.

Upcoming PMI data in focus as UK recession risks intensify amid market turmoil

These inflation rate divergences are of course important as they will have a clear bearing on monetary policy decisions going forward. Although the US, Eurozone and UK are all seeing heightened recession risks, any easing of price pressures could allow policymakers to ease off with hiking interest rates. At the moment, this is therefore looking more of a possibility in the US than in Europe.

Upcoming PMI data in focus as UK recession risks intensify amid market turmoil

Job market will have a bearing on policy

A further indicator to keep an eye on in the upcoming PMI surveys is the employment index. This index measures real changes in staffing numbers compared to the prior month, rather than hiring intentions, so acts as a coincident labour market indicator. However, the PMI signals are available ahead of official data. At present, both the PMI and official employment data are showing sustained robust jobs growth, albeit with rates of increase having slowed. This slowing is likely as much a consequence of labour shortages amid historically low unemployment rates, but there are signs that job vacancies are starting to fall, which - if reflected in another drop in the PMI's employment index - could encourage a more cautious stance at the Bank of England in relation to interest rate hikes.

Upcoming PMI data in focus as UK recession risks intensify amid market turmoil

Original Post

Editor's Note: The summary bullets for this article were chosen by Seeking Alpha editors.

Sat, 15 Oct 2022 01:12:00 -0500 en text/html https://seekingalpha.com/article/4546744-upcoming-pmi-data-in-focus-uk-recession-risks-intensify-amid-market-turmoil
Killexams : The Curious Missing Client Value in Law Firm Project Management

Driven by in-house counsel demand and competitive forces, over the previous decade many larger law firms have made investments in legal project management capabilities geared at assuring clients of better efficiency, technology, predictability, and cost management.

On the in-house side, there has been a well measured rise in the number of companies employing legal operations professionals tasked with exacting cost synergies in the legal advice rendered to internal stakeholders.

Fri, 07 Oct 2022 11:06:00 -0500 en-gb text/html https://www.law.com/international-edition/2022/10/07/the-curious-missing-client-value-in-law-firm-project-management/?slreturn=20220917201259
Killexams : 3 Day Project Management for Non-Project Managers in the Life Sciences Course: Pharmaceutical/ Biotechnology and Medical Devices (November 2-4, 2022)

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Dublin, Oct. 12, 2022 (GLOBE NEWSWIRE) -- The "Project Management for Non-Project Managers - PM in the Life Sciences - Pharmaceutical/ Biotechnology and Medical Devices" training has been added to ResearchAndMarkets.com's offering.

This seminar will address those project management critical tasks within each project phase that must be performed flawlessly for effective project execution to occur and will provide the foundation and direction for future study of the subject.

The seminar is designed to build a working understanding of the subject and for a quick start-up for those unanticipated project management assignments.

What do you do? Here is a common scenario. You are three years out of college in your first engineering job. You are sitting in a meeting about the introduction of a new packaging line in your pharmaceutical plant. You are half listening to the presentation while thinking about some of the other work you need to complete on different matters. The installation will take a year to execute and will require the coordination with several functions inside and outside of the company.

Suddenly the Director of Engineering turns to you and says "Allison, this would be a great first opportunity for you to manage a very interesting project. Let's meet tomorrow and discuss your initial plans for getting started."

Today more than ever before the job titles that we hold are not entirely reflective of the work that we do. Global teams and collaboration often place those in positions of team leadership that have the least foundation to manage all facets of complex projects. Project management requires specific knowledge of the key project facets that must be carefully managed.

The interactions across divergent corporate functions, culture, language, and time zones all pose unique challenges to the new project manager. Layer on top of the basic project management requirements for any project the requirements of a pharmaceutical/biotechnology or medical device development project and the entire project management process becomes a daunting task for even those with experience.

Unfortunately, project management is not a subject given much attention in college and university these days. The answer? Get some training - some basic understandable project management training that will provide you with a solid foundation for managing that first project or to simply sharpen existing project management skills.

It is not just important to learn about project management - project management has its own body of knowledge - its own set of standards that all project managers follow called the Project Management Body of Knowledge. Any valuable training must also teach/present the content comprising this Body of Knowledge.

Driving a product to the market safely, quickly, and cheaply is the best way for a pharmaceutical company to be successful. Those companies however, encounter enormous challenges during the long product-development process. The unique regulatory requirements of pharmaceutical/biotechnology and medical devices as well as the project development processes associated to each industry must also be addressed to meet the needs to facilitate approval.

Why Should You Attend

It is not possible to present a complete treatment of project management in the span of 12-hours. It is however, possible to focus in on those most important aspects of project management that are critical to the success of any project as well as those that are critical to pharmaceutical/biotechnology and medical device development projects. Without basic tools, it is not possible to effectively manage a project to the pre-determined end-date without turmoil and chaos.

We have distilled the key aspects of project management into three four-hour virtual seminar segments that will logically move participants from the beginning of the project management process to the end - from initiating the project to closing the project.

In addition, the unique challenges and requirements for both the pharmaceutical/biotechnology and medical device industries will be addressed creating a link between those requirements and the basic tenants of project management.

Who Should Attend:

  • Any member of a cross-functional project team that has the potential opportunity to lead that project.

  • Engineers

  • Marketing Associates

  • Product Managers

  • Program Managers

  • Contract Managers

  • Project Managers

  • Research & Development Associates, Managers, and Directors

  • Design Engineers

  • Manufacturing Managers

This virtual seminar crosses all industries and functions it is however particularly suited for the health sciences where much project-based work is accomplished.

  • Medical device manufacturers

  • Pharmaceutical and Biotech organisations

  • Cosmetic and foods manufacturers

  • All other industries

Key syllabus Covered:

DAY 01 & 02

# 1 - Introduction to Project Management - An Overview

  • What is a project?

  • What is project management?

  • The project manager's role

  • What is effective project management?

  • The five stages of a project

  • The triple constraint, collaboration, and flexibility

  • Project management pitfalls

  • The Project Charter

  • The Project Scope Statement

  • Determine your project's audience members, i.e. project stakeholders, initiator, and champion(s)

  • How to work and interact with your audience

  • Project Planning - Stakeholder - Quality - Communications - Scope - Risk

#2 - Specifying the project work to be done and establish the project's timing and resource requirements

  • Develop the work breakdown structure

  • Naming key tasks

  • Making assumptions

  • Special project situations

  • Long-term project planning

  • Displaying the work breakdown structure

  • Categorizing project work

  • What to document

  • Purpose and function of the network diagram

  • Reading and interpreting a network diagram

  • Creating the network diagram

  • Develop the initial schedule

  • Determine activity durations

  • Gaming the schedule

  • Determine team member skills that are needed

  • Estimate the human resource requirement

  • Meeting resource commitments

  • Resolve resource overloads and conflicts

  • Handling multiple projects

  • Developing the budget

#3- Risk, the project team, project management, and control

  • Risk factors and risks

  • Identifying the risk factors

  • Risk types

  • Assessing and weighing risk

  • Determine consequences

  • Develop a risk mitigation strategy

  • Develop your risk management plan

  • Organizational structures for managing projects

  • Define the key players and their roles

  • Team member roles and responsibilities

  • Assigning project tasks

  • Authority versus responsibility

  • The RACI Chart

  • Developing team operational strategies and procedures

  • Managing team activities

  • Developing your team

  • Managing team and individual team member performance

  • Working cross-culturally

  • Collaboration and flexibility - how are they executed and managed successfully

  • Scope creep and how it is managed

  • Tracking and reporting progress

  • Work-effort tracking

  • Managing the budget

  • Communicating effectively - how to make it work

  • When things go wrong - scheduling alternatives

DAY 03

  • The unique challenges and requirements of pharmaceutical/biotechnology project management

  • R & D process integration with standard PM processes

  • The project management success factors for project managers in the pharmaceutical and biotechnology industries

  • The unique challenges and requirements of pharmaceutical/biotechnology project management

  • Project challenges in medical device design

  • Design controls and integration with the project management process

For more information about this training visit https://www.researchandmarkets.com/r/lzfqhh

CONTACT: CONTACT: ResearchAndMarkets.com Laura Wood,Senior Press Manager press@researchandmarkets.com For E.S.T Office Hours Call 1-917-300-0470 For U.S./ CAN Toll Free Call 1-800-526-8630 For GMT Office Hours Call +353-1-416-8900
Tue, 11 Oct 2022 21:02:00 -0500 en-US text/html https://finance.yahoo.com/news/3-day-project-management-non-085300652.html
Killexams : Poll workers are key to a smooth election. Here’s how to help

If you’re looking for a way to support your community while also serving an important role in our election process, consider becoming a poll worker at your local precinct this November.

According to Michigan.gov, local election clerks across the state are seeking individuals skilled in technology and project management to serve as election inspectors and precinct chairpersons.

“We couldn’t have a smooth election,” said Adam Wit, Harrison Township Clerk, when asked what would happen if nobody volunteered to work an election. “Well, we’d have an election, but it would not run smoothly, and the result would be losing some of the trust of our citizens.”

Thankfully, Wit has never had to face such a dire situation.

The State of Michigan requires each county to have at least three poll workers, and most have many more. Per Wit, poll workers are essential in ensuring residents feel confident that their vote is being securely handled and accurately counted. Poll workers are trained to ensure that each vote is handled to the letter of the law.

Several of those steps are never seen by the average voter, but if not done, they may impact the accuracy of the vote count. For instance, at each precinct, there are three levels of poll workers: a chair/co-chairperson, E-poll worker (electronic poll book), and a general precinct worker. After the precinct closes, one representative from opposing parties will confirm the ballot numbers that the poll workers so carefully handled on election day. They work together to seal the votes in a secure box, seal election day records and take the ballots to the Clerk’s office.

But there is another group of poll workers whose impact continues to increase. “The percentage of absentee ballots has increased 2 to 1 in the last few elections,” said Wit. So the poll workers assigned to counting absentee ballots play an increasingly vital role. Per Wit, none of the ballots are processed until election day. The poll workers do not stop counting those ballots until each vote is counted, even if that means counting until the wee hours.

In a township conference room, poll workers from opposing parties take turns completing each step to count the absentee ballots. For instance, the democrat rep will confirm the ballot number, the republican rep will remove the ballot, the democrat will flatten the ballot and together they will scan each ballot making sure each vote is counted. “Our poll workers are extremely dedicated to making sure every step is fully completed on every single vote,” he said.

But what does it take to be a poll worker?

“First off, there is no such thing as an election volunteer because poll workers are paid for their work,” Wit says, correcting a common misconception. A poll worker’s skills are matched to an Election Day job. For instance, a person with an outgoing personality will be a greeter at a precinct, confirming the voter is at the correct precinct. A person who is comfortable with software will run the Electronic Poll Book. And finally, someone on the quiet side can help count the absentee ballots. “We have a place for everyone who wants to help run an election,” Wit said.

Wit’s mother, Susan, who regularly serves as a poll worker, says the job provides a huge sense of pride knowing they made a hands-on contribution in putting our democracy into action. This feeling is significant to some poll workers who were not part of our country’s military and are looking to serve the country another way.

Wit, as with most city or township clerks, is grateful for the required hands-on work to take care of every single vote. “It’s a heavy thing to have a vote in your hands. But, because it is so important, poll workers have that solid sense of accomplishment which is especially rewarding.”

Wit encourages anyone interested in learning more about participating in the next general election as a poll worker to reach out to their local clerk’s office. For more information about becoming an election worker in Michigan, visit michigan.gov/sos/resources/initiatives/democracy-mvp.

Author

Patricia Cosner Kubic is a member of St. Mark Lutheran Church in Roseville, and has been writing since 2003.

Fri, 14 Oct 2022 05:27:00 -0500 Patricia Cosner Kubic en-US text/html https://www.theoaklandpress.com/2022/10/14/poll-workers-are-key-to-a-smooth-election-heres-how-to-help/
Killexams : Menu

Gary Vansuch, PSPO/Lean Six Sigma/Change Management/CQE/CQA/CQM; Director of Process Improvement Colorado Department of Transportation to the Regis Project Management Institute (PMI) South Roundtable project managers (PMs) on September 28, 2022.  Don Gier, Associate Professor in the Anderson College of Business, and Computing Regis University supported PMI Mile Hi Chapter volunteers and the guest speaker with session orientation/setup, management and webinar recording ensuring the event was a success.

Gary’s presentation was titled Starting the Second Decade of Making Public Service Better: Improving Project Management at the Colorado Department of Transportation (CDOT).  He walked attendees through the process improvement evolution that ocurred and is in work today within CDOT.  Gary shared that on in 2011, Colorado Governor John Hickenlooper promised to Excellerate state government, noting that “making government more effective, efficient and elegant means listening to our state employees and learning from them how we can do better“. To accomplish that, “CDOT initiated the Lean program in almost every state agency, and today employee teams are now actively identifying waste and inefficiency to create savings.”  At CDOT, they took that commitment seriously during the #FirstDecadeOfImprovementAndInnovation, and have combined the principles and practices of Lean project management with change management to make CDOT’s services more effective, efficient, and customer focused.  And they are now redoubling their efforts with the start of the #SecondDecadeOfInnvovationAndImprovement at CDOT.  Gary also provided attendees access to more information about the CDOT processes which he talked about.  He encouraged attending PMs to visit the CDOT Innovation, Improvement, and Engagement Hub at  https://sites.google.com/state.co.us/process-improvement/home .

Gary discussed with PMs how the CDOT Office of Process Improvement (OPI) initiatives further enhance their three main lines of service: (1) Innovation & Engagement Services, (2) Business Project & Change Management Office, and (3) Strategy Services

It is through these three (3) lines of service that the Office of Process Improvement (OPI) continually works to engage all CDOT’ers to Excellerate their work processes, products, and services.  From their Lean Everyday Idea (LEI) Program for smaller front-line improvement to the Concept to Project (C2P) Program that works to ensure that larger business improvements are successful and CDOT realizes their intended benefits.  Finally, the OPI’s Strategy service area engages others at CDOT to work together to design and execute strategic plans that drive CDOT’s performance.

About the Speaker.  Gary Vansuch describes himself this way: “I am the most fortunate person on the planet: I have a wonderful wife, and we are in our 43rd year of marriage; two terrific grown children who are making important contributions to society in education and science.  I am honored to lead the Very Best Team on the Planet; and I have the Very Best Job on Earth as the Director of Process Improvement at the Colorado Department of Transportation.”

As Director of Process Improvement for the Colorado Department of Transportation, Gary directs efforts to Excellerate the organization’s operations, focused on making government more effective, efficient, and elegant. He has over 30 years of business improvement and change leadership experience in the energy, financial services, research, and government services sectors.  Gary is a Lean Six Sigma Master Black Belt and a Certified Change Management Practitioner. Additionally, Gary served 6 years with the Malcolm Baldrige National Quality Award program, including 4 years as a Senior Examiner and as a member of the national Case Study Development Team. He has also been a Judge for the International Team Excellence Awards, and a Judge for the RIT / USA Quality Cup competition for improvement teams. Gary holds a Bachelor and Master of Science in Industrial Engineering from the University of Tennessee.

CDOT’s process improvement initiative has received national recognition, including designation as a “Bright Idea in Government” from the Innovations in American Government Awards program, which is administered by the Kennedy School of Government at Harvard University; and, as a winner of the 2017 North American Employee Engagement Award.

Regis PMI South Roundtable. The Regis PMI South Roundtable is an affiliate of the PMI Mile High Chapter (pmimilehi.org), a chapter that has consistently been among the top 5% of chapters worldwide. Project Management Institute (www.pmi.org) is the leading professional association for project management, and the authority for a growing global community of millions of project professionals and individuals who use project management skills.

Tue, 04 Oct 2022 12:00:00 -0500 gdagenhart en-US text/html https://yourhub.denverpost.com/blog/2022/10/gary-vansuch-cdot-director-process-improvement-presents-at-regis-project-management-institute-pmi-south-roundtable/296713/
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