El objetivo de esta presentación es dar a conocer los prinicipios basicos sugeridos por el PMI Version 5 para la adecuada gestión de los proyectos basados en el ciclo de vida y en la gestión de las areas de conocimiento para la gestión de proyectos; se describen las entradas, herramientas y salidas de cada fase del ciclo de vida y algunos procesos.
PMI define estándar como un documento basado en consenso que proporciona un marco acordado y repetible para hacer algo. Los estándares proporcionan criterios precisos diseñados para ser utilizados consistentemente como una definición, regla o guía. Esto es lo que representa la guía del PMBOK® , unas normas globales de PMI que proporcionan directrices, reglas y características para la gestión de proyectos.
El objetivo de esta presentación es dar a conocer los prinicipios basicos sugeridos por el PMI Version 5 para la adecuada gestión de los proyectos basados en el ciclo de vida y en la gestión de las areas de conocimiento para la gestión de proyectos; se describen las entradas, herramientas y salidas de cada fase del ciclo de vida y algunos procesos.
PMI define estándar como un documento basado en consenso que proporciona un marco acordado y repetible para hacer algo. Los estándares proporcionan criterios precisos diseñados para ser utilizados consistentemente como una definición, regla o guía. Esto es lo que representa la guía del PMBOK® , unas normas globales de PMI que proporcionan directrices, reglas y características para la gestión de proyectos.
PMP® Training Video | PMBOK® Guide Sixth Edition Training | PMP® Certificatio...Edureka!
***** PMP® Training : https://www.edureka.co/pmp *****
This Edureka tutorial on PMP® Training will give you a complete insight of PMP® Certification along with various integral topics of PMP and its exam preparation process. This tutorial helps you to learn the following topics:
1. Project & Importance of Project Management
2. Relationship of Project, Program, Portfolio & Operations Management
3. Key Components of Project Management
4. Tailoring
5. Project Management Business Documents
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La exposición trabaja las 3 unidades del programa de ejecución de proyectos Uniminuto en la especialización de gerencia de proyectos:
Unidad 1: Visión panorámica de la gerencia de proyectos
Unidad 2: La planeación y los procesos en la ejecución de proyectos
Unidad 3: La gestión de integración y el alcance de un proyecto
** PMP® Training: https://www.edureka.co/pmp **
This Edureka tutorial on Project Management Fundamentals will give you the list of terms used mostly by the Project Managers along with other fundamental concepts in Project Management. Below are the topics covered in this tutorial:
1. Project
2. Project vs Program vs Portfolio
3. Project Management
4. PM Terminologies
5. PM Phases & Knowledge Areas
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PMP® Training Video | PMBOK® Guide Sixth Edition Training | PMP® Certificatio...Edureka!
***** PMP® Training : https://www.edureka.co/pmp *****
This Edureka tutorial on PMP® Training will give you a complete insight of PMP® Certification along with various integral topics of PMP and its exam preparation process. This tutorial helps you to learn the following topics:
1. Project & Importance of Project Management
2. Relationship of Project, Program, Portfolio & Operations Management
3. Key Components of Project Management
4. Tailoring
5. Project Management Business Documents
Follow us to never miss an update in the future.
Instagram: https://www.instagram.com/edureka_learning/
Facebook: https://www.facebook.com/edurekaIN/
Twitter: https://twitter.com/edurekain
LinkedIn: https://www.linkedin.com/company/edureka
La exposición trabaja las 3 unidades del programa de ejecución de proyectos Uniminuto en la especialización de gerencia de proyectos:
Unidad 1: Visión panorámica de la gerencia de proyectos
Unidad 2: La planeación y los procesos en la ejecución de proyectos
Unidad 3: La gestión de integración y el alcance de un proyecto
** PMP® Training: https://www.edureka.co/pmp **
This Edureka tutorial on Project Management Fundamentals will give you the list of terms used mostly by the Project Managers along with other fundamental concepts in Project Management. Below are the topics covered in this tutorial:
1. Project
2. Project vs Program vs Portfolio
3. Project Management
4. PM Terminologies
5. PM Phases & Knowledge Areas
Follow us to never miss an update in the future.
Instagram: https://www.instagram.com/edureka_learning/
Facebook: https://www.facebook.com/edurekaIN/
Twitter: https://twitter.com/edurekain
LinkedIn: https://www.linkedin.com/company/edureka
Social Media Workbook - 9 Keys To Attract More Customers And Profits Through ...Krishna De
Looking to integrate social media into your markeitng, PR and communications plans to help you achieve your strategic goals?
Then you will find this social media workbook of benefit as it covers 9 practical steps you can take to successfully integrate social media in your business communications.
If you have questions about integrating social media and social networking platforms in your business, please post your questions to my Facebook Page at http://www.Facebook.com/KrishnaDe
If you are looking for in-house digital marketing and social media training programmes, you can contact me at http://www.BizGrowthSupportDesk.com
Ponencia: "Nos actualizamos en nuevas tecnologías y educación". CEIP "San Juan de Jerusalén", de Cabanillas.
Jornada “Experiencias desarrolladas en Proyectos de Nuevas
Tecnologías 2011-12”
PNTE. CAP de Pamplona 30-5-12
The third issues of Wassup! - the Cultural Trends magazine by Ogilvy & Mather Asia Pacific talks to shop assistants to get the low down on consumers from their observations; teenagers across Asia; what's playing on my ipod; and a special feature on Japan
Expositores
Dra. L.A. Luciana Micaela Murga
Dr. C.P. Juan Francisco Martínez Cataldi
¿Qué es un Proyecto Exitoso?
àCuando se cumplió con el alcance, calidad y presupuesto en el tiempo pedido
àCuando se desarrollaron / produjeron los elementos que cubrían los requerimientos
àCuando todos los recursos fueron involucrados en tiempo y forma
üCuando se cumplieron las condiciones de satisfacción…
Expositores
Dra. L.A. Luciana Micaela Murga
Dr. C.P. Juan Francisco Martínez Cataldi
¿Qué es un Proyecto Exitoso?
Cuando se cumplió con el alcance, calidad y presupuesto en el tiempo pedido
Cuando se desarrollaron / produjeron los elementos que cubrían los requerimientos
Cuando todos los recursos fueron involucrados en tiempo y forma
Cuando se cumplieron las condiciones de satisfacción…
Personas, procesos y entorno de negocios: los nuevos retos del PMP®PMI Capítulo México
Si te interesa el ámbito de la dirección de proyectos y estás pensando en certificarte como PMP®, este webinar te servirá pues hablaremos de los principales cambios del examen que entrará en vigor en enero de 2021: Personas, procesos y entorno de negocios: los nuevos retos del PMP®
Enfoque del PMI
¿Cómo implementar proyectos en mi organización del modo más efectivo?
Me conducirá de la práctica de la Gestión de Proyectos asi como de las necesidades de la utilización de un método sistemático de implementación.
De la Serie Dr.PMO. Desde la experiencia tocaremos 3 sectores: Construcción, Bebidas y Alimentación, Química.
Objetivo: Analizar 3 niveles propuestos desde la experiencia para dar soporte a programas y proyectos de cualquier organización
El curso da a conocer los conceptos y las mejores prácticas del PMI para la Gestión de Proyectos descritas en el PMBOK® QUINTA EDICIÓN. Con el fin de presentar elementos para la preparación de profesionales en cada una de las áreas de gestión de proyectos. PMI es la mayor asociación de miembros en el mundo sin fines de lucro, para la profesionalización en gestión de proyectos.
Nuestros recursos profesionales y de investigación capacitan a más de 700.000 miembros a nivel mundial, profesionales y voluntarios en casi todos los países del mundo mejoran sus carreras, mejoran el éxito de sus organizaciones y maduran más allá de su profesión.
Las campañas mundiales de promoción de PMI para la gestión de proyectos se ve reforzada por nuestros estándares reconocidos a nivel mundial y el programa de certificación, extensos programas
académicos y de investigación de mercado, capítulos y comunidades de práctica, y oportunidades de desarrollo profesional.
GESTIÓN Y DIRECCIÓN DE PROYECTOS ALINEADO A LA GUÍA DEL PMBOK 6TA EDICIÓNTBL The Bottom Line
El entorno de las Organizaciones cambia constantemente, por esta razón cada cuatro años la versión de la Guía del PMBOK® se actualiza, ahora en su 6TH EDICIÓN. En ese sentido los profesionales en Gestión de Proyectos deben mantenerse al día sobre los cambios en la profesión y en la dinámica de los proyectos; conocer lo nuevo que nos ofrece la Sexta Edición de la Guía del PMBOK® es fundamental.
Gestion y direccion de proyectos basado en los estandares del PMI 2020TBL The Bottom Line
Un proyecto en cualquiera de sus matices; social, empresarial, civil, militar, etc. Representa en esencia la aplicación de la inteligencia y las destrezas humanas para superar desafíos, transformar ideas en resultados y alcanzar algo que nos hemos propuesto, dentro de un tiempo y con unos recursos determinados.
1. El Valor de la Administración de Proyectos Preparado por E. Candanedo V.P. de Educación Capítulo de Panamá Noviembre de 2009
2. Causales de Fracasos Empresariales Causas de fracaso % 1. Falta de input de usuarios 12,8 2. Req. y especificaciones incompletas 12,3 3. Cambios en req. y especificaciones 11,8 4. Falta de respaldo ejecutivo 7,5 5. Incompetencia tecnológica 7,0 6. Falta de recursos 6,4 7. Falsas espectativas 5,9 8. Objetivos no claros 5,3 9. Tiempos no realistas 4,3 10. Nuevas tecnologías 3,7 Otros 23,0
3. Receta para el éxito Empresarial (1998) Standish Group Receta del éxito: CHAOS 10 (1998) % 1 - Respaldo ejecutivo 18,0 2 - Usuarios involucrados 16,0 3 – Experiencia en Project Management 14,0 4 - Objetivos de negocio claros 12,0 5 - Alcances mínimos 10,0 6 - Infraestructura de software estándar 8,0 7 - Requerimientos "base" en firme 6,0 8 - Metodología formal 6,0 9 - Estimaciones confiables 5,0 10- Otros criterios (hitos pequeños, mejor planificación, staff competente, ownership) 5,0
4.
5. Ciclo de Vida de Un Proyecto Ciclo de vida del Proyecto 1. Inicio* 2. Planeación* 3. Ejecución* 4. Control* 5. Cierre* NIVEL DE ACTIVIDAD INICIO TIEMPO *Etapas del proyecto
6.
7. Integración Area / Proceso Iniciación Planificación Ejecución Control Cierre Integración Acta de constitución del Proyecto Plan de Gestión Dirigir y gestionar ejecución Supervisar y Controlar el trabajo Control integrado de cambios Cerrar el proyecto Alcance Planif. Alcances Definición Alcances Crear EDT Verificación Alcance Control de Alcance Tiempos Def. Actividades Def. Secuencia Act. Estimación Recursos Estimación Duración Desa. Cronograma Control del cronograma Costo Estimación Costos Presup. Costos Control de costos Calidad Planificación Calidad Aseguramiento Calidad Control de calidad Recursos Humanos Planificación RRHH Adq. Equipo Proyecto Des. Equipo Proyecto Gestión Equipo Proyecto Comunicaciones P. Comunicaciones Distribución Info Informar rendimiento Gestionar interesados Riesgos P.Gestión de Riesgos Identific. Riesgos Análsis Cualitativo Análisis Cuantitativo Planif. Respuestas Seguimiento y control de riesgos Adquisiciones P. Compras y Adq. P. Contrataciones Solicitar respuestas Seleccionar Vendedor Adm. de contratos Cierre de contratos
8.
9.
10.
11.
12. 40 Anos de Crecimiento 293,416 Jan. 2009 10,000 100,000 Founded 1969 PMI Membership
13. Membrecía Global Datos: October 2008 250 Chapters, 29 SIGs, 2 Colleges Agremiados Localmente, Connectados Globalmente America Del Norte 69% Latinoamérica 5% Asia del Pacifico 14% EMEA 12%
This presentation is intended for the starting segment : project management practitioners who don’t know much about PMI, and/or beginners, students, and others considering a career or specialization in project management. PMI members already know (or should know!) most of what’s in it. It provides a basic look at what PMI is, what it does, and why membership and PMI credentials are smart moves for practitioners. It should take about 20 minutes at a conversational pace. Obviously every audience is different, and there’s a lot of information that won’t fit into the slides and speaker notes. Learn as much as you can about the audience in advance and use your judgment: feel free to delete a slide, skip past it quickly – or to expand on the speaker notes if there’s a topic of special interest to this group.
PMI was founded in 1969 by five working project managers who understood that project management is a discipline with principles, practices and lessons of its own -– not a subset of “management in general” that any manager can pick up along the way. They understood the value of sharing experience and discussing recurring project challenges. Their foresight is proven by PMI’s growth to nearly 500,000 members and credential holders around the world. Business, government and other organizations increasingly recognize that project management is vital to successful outcomes. Higher career earnings for credential holders are testimony to the value of PMI’s efforts. The professional and practice standards developed and updated by PMI volunteers around the world represent a growing body of knowledge that can be applied to projects in many industries and nations. PMI’s credentials are reliable indicators that those earning them are accomplished project team members and leaders, who sharpen their skills with continuing education.
Since its founding, PMI has invested more than $14 million in academic research to expand its knowledge base. It continues to do so on a scale unmatched by any other association in the field. The results of that research, along with the practical insights of on-the-job experience, are shared at global, regional, national and local meetings, as well as through a research journal, other publications – and, increasingly, online. That knowledge sharing is an important benefit of PMI membership. Participation in local chapters and in virtual communities organized around special interests can provide a big boost to your career. Along with the knowledge sharing, there are frequent networking opportunities that help you find the right opportunities. PMI’s Board of Directors and its executives are committed to make ethics and sustainability (environmental, economic, and social) part of the fabric of project management training and practice.
Project management has a long history in construction, civil engineering, and other naturally project-oriented fields that typically bring together new teams for each contract. But as this chart of PMI membership suggests, something changed in the 1990s. Both the rate of growth and the variety of organizations taking an active interest in project management “took off.” Information technology and the spread of Internet use certainly played a part in that. Hundreds of thousands of IT projects brought organizations online, and management of software development projects brought many new practitioners -– and PMI members. More broadly, the pace of change -– in globalization and the sharper competition it brought, in faster product development cycles, in teams and business partners spread across continents and time zones – meant that organizations were doing more new projects with more new teams every year. That made the common framework embodied in PMI’s standards even more valuable. All together, these factors have brought more and more project managers to PMI membership and credentials.
Hundreds of thousands of people participate in activities of the 250 local PMI chapters around the world. In addition to those geographic communities, there have long been “virtual communities”: specific interest groups or SIGs organized around topics, and the Colleges of Scheduling and Risk Management.
The eleven current PMI standards have been developed by experienced practitioners ─ professionals who volunteer their time to capture the knowledge accumulated in thousands of projects around the world. Each standard is regularly updated. The “foundation” standard, A Guide to the Project Management Body of Knowledge or PMBOK® Guide , has more than two million copies in circulation. All PMI members receive a complimentary digital copy. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) — Fourth Edition ( 12/08 ) Construction Extension to the PMBOK® Guide ─ Third Edition Government Extension to the PMBOK® Guide ─ Third Edition Practice Standard for Earned Value Management Practice Standard for Project Configuration Management Practice Standard for Scheduling Practice Standard for Work Breakdown Structures — Second Edition The Standard for Program Management ─ Second Edition (12/08) Project Manager Competency Development Framework ─ Second Edition Organizational Project Management Maturity Model (OPM3®) ─ Second Edition (12/08) The Standard for Portfolio Management ─ Second Edition (12/08) http://www.pmi.org/AboutUs/Pages/Standards.aspx
Certified Associate in Project Management (CAPM ® ) – 6,200 as of October 2008. Scheduling Professional (PMI-SP ® ) – introduced spring 2008, 92 credentialed and 300+ in pipeline as of 1 Oct 2008 Risk Management Professional (PMI-RMP SM ) – introduced Sept. 2008 These three credentials are aimed primarily at the starting segment of practitioners (see next slide) Project Management Professional (PMP ® ) -- recognized and transferable worldwide – 307,000 as of October 2008 This credential is held by most of those building their careers Program Management Professional (PgMP ® ) – introduced in 2007; 149 as of October 2008 This credential is aimed at advanced practitioners responsible for building and managing multiple teams
One of the most valuable benefits of PMI membership is knowledge sharing at every stage of a project manager’s career. If you’re starting out: 27% of PMI members have spent fewer than 5 years in the field. Their interests are in basic information, networking and career paths. If you’re building your career: 63% of members have 5 to 19 years in the field, and are more likely to hold the PMP credential. They have a clear idea of their strengths and interests. If you’ve advanced to program or portfolio management (or lead a team of project managers), you may be among the 10% of members with 20 or more years’ experience. They use PMI membership and credentials to identify candidates for high-performing project teams, posting opportunities at PMI Career Headquarters. Some have earned the PgMP credential as recognition of their expertise. And they’re positioned as champions of project management in their organizations.
Individuals working in a project management environment also can benefit. Those benefits include: Project managers are a future source of company leaders. In the February 2002 issue of CMA Management Magazine , the article, “Tracking Progress” states, “Like an orchestra conductor, the project leader plays a primary role within the organization, a role that also has a human dimension.” The article goes on to say, “Project Managers are…generalists who fully comprehend the company’s and its partners’ strategic objectives.” The May 1999 edition of Credit Union Magazine, in its article, “The Evolution of the CFO” names project management as the path that could lead to the CEO level. “ The (Business Finance) Journal points to project management as one of three CFO career paths developing in organizations today: technical, general management and project management,” notes the article. “The third path could eventually lead to the CEO level because project managers interface with virtually every department in the organization at some point in time.” Other benefits to individuals include: High visibility of project results can boost an individual’s recognition. Project management provides growth opportunities for individual project managers. It helps build your reputation and network, and Project Management gives the individual portable skills and experience. The July 1999 issue of Public Relations Tactics, the article “Fire Your Job: Career Survival Tactics for 2000 and Beyond” advises professionals to “Develop your project management skills. If you don’t currently possess project management skills, training in this area is vital. Project managers are tomorrow’s star players.”
Individuals working in a project management environment also can benefit. Those benefits include: Project managers are a future source of company leaders. In the February 2002 issue of CMA Management Magazine , the article, “Tracking Progress” states, “Like an orchestra conductor, the project leader plays a primary role within the organization, a role that also has a human dimension.” The article goes on to say, “Project Managers are…generalists who fully comprehend the company’s and its partners’ strategic objectives.” The May 1999 edition of Credit Union Magazine, in its article, “The Evolution of the CFO” names project management as the path that could lead to the CEO level. “ The (Business Finance) Journal points to project management as one of three CFO career paths developing in organizations today: technical, general management and project management,” notes the article. “The third path could eventually lead to the CEO level because project managers interface with virtually every department in the organization at some point in time.” Other benefits to individuals include: High visibility of project results can boost an individual’s recognition. Project management provides growth opportunities for individual project managers. It helps build your reputation and network, and Project Management gives the individual portable skills and experience. The July 1999 issue of Public Relations Tactics, the article “Fire Your Job: Career Survival Tactics for 2000 and Beyond” advises professionals to “Develop your project management skills. If you don’t currently possess project management skills, training in this area is vital. Project managers are tomorrow’s star players.”
One part of PMI’s activity that is rarely visible to members -- but crucial in expanding the scope for their careers – is its advocacy and outreach to organizations. This effort prepares the ground for still wider acceptance of project management in business, government, and non-profit organizations. And that means more opportunities for you as a project manager.
PMI’s commitment to research began with the first issue of the peer-reviewed Project Management Journal in 1970. Over the years, PMI has published hundreds of books and monographs. PMI is the only project management organization with a dedicated research program. Formed in 1997, the program is the acknowledged leader in support of global PM research, knowledge creation and the application of research to practice. It currently supports 15 to 20 research projects per year, drawing on a worldwide virtual community of hundreds of scholars and practitioners. The most prominent recent publication was Researching the Value of Project Management , the result of a three-year, $2.5 million study enlisting 48 researchers around the globe to conduct extensive case studies and interviews at more than 60 corporations, government agencies and other organizations. The project yielded quantifiable proof that project management delivers real value – in better integrated operations, in organizational learning, and in communications. It keeps projects aligned with organizational strategy, and executes that strategy more effectively.
28 respected organizations (among them Bank of America, Boeing, the US Dept. of Energy, Huawei Technologies, Nokia, and Siemens), are members of PMI’s Global Corporate Council, participating in a two-way flow of information and experience. At a recent Forbes conference, editor Rich Karlgaard said of PMI: “If you don’t know PMI, find out what they do. The practice of project management will be the activity that makes or breaks many global companies in this economic environment.” PMI also reaches out to government agencies from Washington, DC to Brussels to Beijing, spreading the message of project management as a strategic competency in achieving public goals. And it targets executives at large and medium-sized corporations on six continents, showing them the value of project management in achieving their organizations’ results.
The scope for that outreach keeps growing. In 2008, Global Insight estimated that roughly $12 trillion is spent annually on “gross fixed capital formation”: building construction, land improvements, plant, machinery, and equipment purchases, and the construction of roads, railways, and the like. Triillions more are spent on IT software and services, on new product development, and on new business processes. Even in the current economic downturn, projects are a fifth of gross global product – and economic stimulus efforts in many countries will generate countless new projects. A recent study by the Anderson Economic Group estimated that in just 11 countries, more than $4.5 trillion is at risk through 2016 because of a shortage of trained project managers. By some estimates, 20 million people manage projects as part or all of their jobs. The overwhelming majority have no formal training or certification of any kind… so there’s plenty of room for trained and credentialed project mangers, today and in the future..