This is to certify that Mr. Rinku Mandal was employed as a Planner and Scheduler (Planning Manager) with our company SYSTRA MVA Consulting (India) Private Limited (SMCIPL) for execution of DFCCIL Project. We certify that he has worked with the us from 06-Aug-2018 to 03-Aug-2021.
During the tenure he was involved in Planning and Execution of construction work like Earthwork, piling work, Bridges construction, Erection and launching of Girders, Residential & Station Buildings, and other associated civil works. In addition, he was also involved in monitoring of the Works Programme, real time monitoring of work progress and support to the Contract department for claims and variation. He was responsible for supervision of work with Quality and HSE requirements.
His contributions to the organization and its success will always be appreciated. We at SYSTRA MVA Consulting (India) Private Limited (SMCIPL) wish you all the best in your future endeavors.
Project Management and Development Economics Project (Slides)Pang Khai Shuen
This document analyzes a proposed development project. It provides details on the project team, project description including land size and development area, strengths and weaknesses of the site location, a benchmark project for comparison, proposed concept design which allocates percentages of development to low cost housing, shops and terrace houses. It also discusses quality management considerations including pre-construction, construction, and post-construction stages. Risk management is analyzed through identification, assessment, response, and monitoring of risks.
This document summarizes the key factors for a successful ERP implementation project based on ATCO's experience in implementing SAP. The top three reasons for ERP project failures are identified as lack of executive support, user involvement, and experienced project management. The document then outlines the 10 quality principles ATCO followed, including anchoring business value, determining clear requirements, stakeholder cooperation, timely delivery tracking, competent staffing, appropriate methodology, joint risk management, using standard software, production readiness, and change management. ATCO attributes its project success to intensive stakeholder communication and responsibility distribution, adherence to proven methodologies, following best practices, clear requirements, and enthusiastic end user participation.
Hatem Hegazi discusses avoiding unrealistic schedules and provides tips for developing realistic schedules that follow best practices. Some key points:
- Unrealistic schedules can be caused by rush pressures, lack of planning, or underestimating the work. Realistic schedules require proper planning, team buy-in, and accounting for changes.
- The AACE recommends following their practices for schedule planning, development, review, management and control to develop realistic schedules. This includes defining activities, logic, durations, and contingencies.
- Realistic schedules also require defining responsibilities, developing the work breakdown structure, and outlining the schedule with appropriate level of detail and constraints.
The document discusses project implementation, including defining it as converting project inputs to outputs. It outlines key phases like project activation and operation. A project implementation plan is described as including a schedule, roles, stakeholder participation, structure, finances, reporting, and sustainability. Methods for implementation planning like Gantt charts are explained. Factors affecting success and challenges are listed. Effective management of implementation is emphasized as setting up systems and offices, recruiting staff, defining responsibilities, and establishing records and financial procedures.
This document provides a minor project report on project monitoring and controlling using Microsoft Project. It includes an introduction discussing project management processes like initiation, planning, execution, monitoring and controlling. It also includes a literature review on the history of project management and critical studies. The objectives are to govern project operations, understand and control schedules and finances, communicate project information, and ensure projects are completed on schedule. The methodology discusses techniques like critical path method, project evaluation and review technique, and Gantt charts.
The document provides an overview of project scheduling management including:
- The importance of scheduling for monitoring progress, resource planning, and payment claims.
- The objectives of scheduling which are to provide a roadmap, track progress, ensure alignment, and identify issues early.
- Planning and scheduling processes where planning selects strategies and scheduling converts plans into a timetable.
- Common scheduling tools like Gantt charts, network diagrams, and critical path method (CPM) for developing, monitoring, and controlling schedules.
This document outlines the key aspects of project management based on the Project Management Body of Knowledge (PMBOK). It discusses the 11 major processes involved in project management: integration management, scope management, time management, cost management, quality management, human resource management, communication management, procurement management, and risk management. For each process, it describes the main activities and tools used to plan, monitor, and control the project according to the project life cycle.
Project Management and Development Economics Project (Slides)Pang Khai Shuen
This document analyzes a proposed development project. It provides details on the project team, project description including land size and development area, strengths and weaknesses of the site location, a benchmark project for comparison, proposed concept design which allocates percentages of development to low cost housing, shops and terrace houses. It also discusses quality management considerations including pre-construction, construction, and post-construction stages. Risk management is analyzed through identification, assessment, response, and monitoring of risks.
This document summarizes the key factors for a successful ERP implementation project based on ATCO's experience in implementing SAP. The top three reasons for ERP project failures are identified as lack of executive support, user involvement, and experienced project management. The document then outlines the 10 quality principles ATCO followed, including anchoring business value, determining clear requirements, stakeholder cooperation, timely delivery tracking, competent staffing, appropriate methodology, joint risk management, using standard software, production readiness, and change management. ATCO attributes its project success to intensive stakeholder communication and responsibility distribution, adherence to proven methodologies, following best practices, clear requirements, and enthusiastic end user participation.
Hatem Hegazi discusses avoiding unrealistic schedules and provides tips for developing realistic schedules that follow best practices. Some key points:
- Unrealistic schedules can be caused by rush pressures, lack of planning, or underestimating the work. Realistic schedules require proper planning, team buy-in, and accounting for changes.
- The AACE recommends following their practices for schedule planning, development, review, management and control to develop realistic schedules. This includes defining activities, logic, durations, and contingencies.
- Realistic schedules also require defining responsibilities, developing the work breakdown structure, and outlining the schedule with appropriate level of detail and constraints.
The document discusses project implementation, including defining it as converting project inputs to outputs. It outlines key phases like project activation and operation. A project implementation plan is described as including a schedule, roles, stakeholder participation, structure, finances, reporting, and sustainability. Methods for implementation planning like Gantt charts are explained. Factors affecting success and challenges are listed. Effective management of implementation is emphasized as setting up systems and offices, recruiting staff, defining responsibilities, and establishing records and financial procedures.
This document provides a minor project report on project monitoring and controlling using Microsoft Project. It includes an introduction discussing project management processes like initiation, planning, execution, monitoring and controlling. It also includes a literature review on the history of project management and critical studies. The objectives are to govern project operations, understand and control schedules and finances, communicate project information, and ensure projects are completed on schedule. The methodology discusses techniques like critical path method, project evaluation and review technique, and Gantt charts.
The document provides an overview of project scheduling management including:
- The importance of scheduling for monitoring progress, resource planning, and payment claims.
- The objectives of scheduling which are to provide a roadmap, track progress, ensure alignment, and identify issues early.
- Planning and scheduling processes where planning selects strategies and scheduling converts plans into a timetable.
- Common scheduling tools like Gantt charts, network diagrams, and critical path method (CPM) for developing, monitoring, and controlling schedules.
This document outlines the key aspects of project management based on the Project Management Body of Knowledge (PMBOK). It discusses the 11 major processes involved in project management: integration management, scope management, time management, cost management, quality management, human resource management, communication management, procurement management, and risk management. For each process, it describes the main activities and tools used to plan, monitor, and control the project according to the project life cycle.
The document is a curriculum vitae for Amol Nanasaheb Gaikwad. It summarizes his objective of seeking a challenging position in industry, and lists his qualifications including a B.E. in Mechanical Engineering and an MBA. It also outlines his 5 years of experience in project execution and management, including working as a Project Management Analyst and managing projects worth over $25 million. His skills include project planning, cost estimation, scheduling, and coordinating project teams.
139
مبادرة
#تواصل_تطوير
المحاضرة ال 139 من المبادرة
مهندس / محمد ماجد
استشاري إدارة المشاريع
بعنوان
إدارة التخطيط والبرامج الزمنية
Project Schedule Management
الاثنين 6 ديسمبر 2021
السابعة مساء توقيت القاهرة
الثامنة مساء توقيت مكة المكرمة
وذلك عبر تطبيق زووم من خلال الرابط
https://us02web.zoom.us/meeting/register/tZ0kfuugqDgvGtAakF_7714_k9VdlIBcEIAc
علما ان هناك بث مباشر للمحاضرة على القنوات الخاصة بجمعية المهندسين المصريين
ونأمل أن نوفق في تقديم ما ينفع المهندس ومهمة الهندسة في عالمنا العربي
والله الموفق
للتواصل مع إدارة المبادرة عبر قناة التليجرام
https://t.me/EEAKSA
ومتابعة المبادرة والبث المباشر عبر نوافذنا المختلفة
رابط اللينكدان والمكتبة الالكترونية
https://www.linkedin.com/company/eeaksa-egyptian-engineers-association/
رابط قناة التويتر
https://twitter.com/eeaksa
رابط قناة الفيسبوك
https://www.facebook.com/EEAKSA
رابط قناة اليوتيوب
https://www.youtube.com/user/EEAchannal
رابط التسجيل العام للمحاضرات
https://forms.gle/vVmw7L187tiATRPw9
ملحوظة : توجد شهادات حضور مجانية لمن يسجل فى رابط التقيم اخر المحاضرة.
The document discusses the role of project management consultants in construction projects. It outlines several key responsibilities of project management consultants, including:
1) Providing cost estimating services such as feasibility studies, budget estimates, and bid estimates.
2) Creating schedules and plans to coordinate the various parties involved in construction projects.
3) Managing the day-to-day activities on construction sites through responsibilities like troubleshooting issues.
The document argues that using project management consultants can help address shortage of specialized staff, ensure faster project completion, and better manage large capital outlays on infrastructure projects.
Impact of RERA in India on Real Estate Project Management Service Rudresh K V
RERA once implemented in India, in a few months from now, will change the entire ecosystem of construction Industry. Project Manager will have significant role and responsibility to comply to guidelines. This presentation will focus on how to gear up on skill sets and focused actions points to be taken by Project Manager
The document provides an introduction to key concepts in IT project management including defining a project, different types of plans, requests for information and proposals, the scope of work, the five stages of the project life cycle, S.M.A.R.T. goals, common project management methodologies like waterfall, agile and kanban, and contact information for any queries or feedback. Key methodologies discussed include waterfall, agile, kanban, DevOps and Six Sigma, as well as hybrid approaches that combine elements of different methodologies. The document serves as an overview of fundamental aspects of managing IT projects.
Rajib Paul has over 11 years of experience as a project manager and business consultant. He has successfully led teams of up to 11 people on projects involving technologies such as Oracle, Java, and Informatica for clients in various industries. Some of his responsibilities include project planning and budgeting, risk management, team leadership, and ensuring projects are completed on time and within budget. He has a Bachelor's degree in Industrial Electronics and is trained in Project Management, ITIL processes, and Strategy Management.
• With 11 years’ experience as effective project Leader more than 5 years’ experience on handling AO and SI projects successfully as Project managing while leading all phase’s delivery with diverse technologies and almost 7 years closely working with Oracle technology level while driving with functional knowledge on Finance- risk and compliance, Resources & Utilities , CMT and Retail. Rigorous working knowledge and trained on PMP, ITIL process & Strategy Management process from IIM-B.
• With 11 years’ experience as effective project Leader more than 5 years’ experience on handling AO and SI projects successfully as Project managing while leading all phase’s delivery with diverse technologies and almost 7 years closely working with Oracle technology level while driving with functional knowledge on Finance- risk and compliance, Resources & Utilities , CMT and Retail. Rigorous working knowledge and trained on PMP, ITIL process & Strategy Management process from IIM-B.
The document summarizes the quality management system (QMS) used by Advantage West Midlands, a regional development agency in the UK. The QMS provided a framework to manage projects through a six-stage lifecycle from registration to closure. It included procedures, forms, and a portfolio management system to track projects. Key roles like project sponsors and managers worked within the lifecycle stages. The agency's project office was responsible for maintaining the QMS documentation and processes, as well as training on the system.
The document is a resume from Tanveer Ahmed Niazi applying for a position as a project manager. It summarizes his over 30 years of experience in project planning, controls, and delay analysis for construction projects in various countries. It also lists his expertise in using scheduling software like Primavera and Microsoft Project to develop project plans and monitor schedule and budget performance.
This document outlines the exam objectives for the CompTIA Project+ certification. The exam aims to certify competency in the core knowledge, roles, and skills needed to manage projects through all phases of the project life cycle. It is intended for candidates with at least 12 months of project management experience. The exam covers five domains: pre-project setup/initiating, project planning, project execution and delivery, change control and communication, and project closure. It contains around 100 multiple choice questions to be completed in 90 minutes.
This document provides an overview of project scheduling concepts and best practices. It discusses the purpose of a project schedule as a management communication tool [SENTENCE 1]. It covers schedule strategy, including building a schedule on paper before entering it into software. The document also discusses scheduling software options, certification in project scheduling through PMI, and tips for preparing for the PMI Scheduling Professional exam [SENTENCE 2]. Project scheduling concepts discussed include work breakdown structures, critical path method, appropriate level of detail in a schedule, and regularly updating the schedule [SENTENCE 3].
إدارة التخطيط والبرامج الزمنية
فيديو المحاضرة: https://www.youtube.com/watch?v=HiGNZeLQ9Po
Content:
1- Planning and scheduling
2- Time schedule development
3- Resource and cost loading
4- Time schedule submittal
5- Review and approval
6- Update and reporting
7- Delay quantification approaches
8- Mitigation and action plans
This document is a resume for Anupam Narayan Phanse summarizing his experience. He has over 17 years of experience in areas like project management, software development, and computer hardware maintenance. He is PMP and ITIL certified with a history of successfully delivering projects on time and within budget across various domains. He has strong skills in areas like Oracle, project planning, resource management, and leading teams. The resume lists his educational qualifications and detailed work experience, achievements, and projects handled.
Balancing Flexibility and Cost Control in Construction ProjectsBrown Smith Wallace
This document provides a summary of key principles for controlling construction costs on projects. It discusses the importance of staying ahead of the cost influence curve through comprehensive planning, defining project delivery methods, and controlling schedules. It also covers implementing safeguards in contract terms, controlling costs during bidding, and administrative/financial controls. Finally, it emphasizes the importance of conducting construction audits to effectively manage costs, hold teams accountable, and avoid/recover improperly billed costs. The overall message is that owners must be educated consumers and not assume contractors have their best interests in mind.
- CV Planning Engr - Clinton Chidi -Jan 2023.docxMbachu Clinton
Clinton Mbachu is a planning engineer with over 10 years of experience in project planning, control, supervision, delay analysis, and risk analysis. He has expert skills in scheduling and reporting software like Primavera P6, MS Project, and Excel. Some of the key projects he has worked on include residential and commercial buildings, infrastructure projects, and oil and gas facilities. He is currently working as a planning engineer on an ADNOC accommodation expansion project in Abu Dhabi.
The document discusses enterprise portfolio management and provides information on several topics:
- It introduces the concepts of enterprise portfolio management and presents a specific business case.
- It shows a network of enterprise portfolio management business partners and discusses project and enterprise environments.
- It also mentions project portfolio management, people, projects, companies, and various applications and reporting and analysis functions.
The document discusses project integration management which involves coordinating all project management processes throughout a project's life cycle. It outlines developing key project documents like the project charter, scope statement, and management plan. It also discusses the typical project life cycle phases of concept, development, implementation, and close-out. Overall, the document provides an overview of integrating the key elements and processes involved in managing a project from start to finish.
This document provides an overview of a Project Management Office's (PMO) methodology for project delivery. It includes sections on PMO roles and responsibilities, phases of project delivery, key performance indicators, tools used by the PMO, and processes for activities like status reporting, risk management, and quality assurance. The goal of the PMO methodology is to ensure successful project delivery in terms of being on time, on budget, and meeting client and employee satisfaction objectives.
Part 2 Deep Dive: Navigating the 2024 Slowdownjeffkluth1
Introduction
The global retail industry has weathered numerous storms, with the financial crisis of 2008 serving as a poignant reminder of the sector's resilience and adaptability. However, as we navigate the complex landscape of 2024, retailers face a unique set of challenges that demand innovative strategies and a fundamental shift in mindset. This white paper contrasts the impact of the 2008 recession on the retail sector with the current headwinds retailers are grappling with, while offering a comprehensive roadmap for success in this new paradigm.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
Weitere ähnliche Inhalte
Ähnlich wie AYESA Presentation - GC East Coast Railway_12th January.pdf
The document is a curriculum vitae for Amol Nanasaheb Gaikwad. It summarizes his objective of seeking a challenging position in industry, and lists his qualifications including a B.E. in Mechanical Engineering and an MBA. It also outlines his 5 years of experience in project execution and management, including working as a Project Management Analyst and managing projects worth over $25 million. His skills include project planning, cost estimation, scheduling, and coordinating project teams.
139
مبادرة
#تواصل_تطوير
المحاضرة ال 139 من المبادرة
مهندس / محمد ماجد
استشاري إدارة المشاريع
بعنوان
إدارة التخطيط والبرامج الزمنية
Project Schedule Management
الاثنين 6 ديسمبر 2021
السابعة مساء توقيت القاهرة
الثامنة مساء توقيت مكة المكرمة
وذلك عبر تطبيق زووم من خلال الرابط
https://us02web.zoom.us/meeting/register/tZ0kfuugqDgvGtAakF_7714_k9VdlIBcEIAc
علما ان هناك بث مباشر للمحاضرة على القنوات الخاصة بجمعية المهندسين المصريين
ونأمل أن نوفق في تقديم ما ينفع المهندس ومهمة الهندسة في عالمنا العربي
والله الموفق
للتواصل مع إدارة المبادرة عبر قناة التليجرام
https://t.me/EEAKSA
ومتابعة المبادرة والبث المباشر عبر نوافذنا المختلفة
رابط اللينكدان والمكتبة الالكترونية
https://www.linkedin.com/company/eeaksa-egyptian-engineers-association/
رابط قناة التويتر
https://twitter.com/eeaksa
رابط قناة الفيسبوك
https://www.facebook.com/EEAKSA
رابط قناة اليوتيوب
https://www.youtube.com/user/EEAchannal
رابط التسجيل العام للمحاضرات
https://forms.gle/vVmw7L187tiATRPw9
ملحوظة : توجد شهادات حضور مجانية لمن يسجل فى رابط التقيم اخر المحاضرة.
The document discusses the role of project management consultants in construction projects. It outlines several key responsibilities of project management consultants, including:
1) Providing cost estimating services such as feasibility studies, budget estimates, and bid estimates.
2) Creating schedules and plans to coordinate the various parties involved in construction projects.
3) Managing the day-to-day activities on construction sites through responsibilities like troubleshooting issues.
The document argues that using project management consultants can help address shortage of specialized staff, ensure faster project completion, and better manage large capital outlays on infrastructure projects.
Impact of RERA in India on Real Estate Project Management Service Rudresh K V
RERA once implemented in India, in a few months from now, will change the entire ecosystem of construction Industry. Project Manager will have significant role and responsibility to comply to guidelines. This presentation will focus on how to gear up on skill sets and focused actions points to be taken by Project Manager
The document provides an introduction to key concepts in IT project management including defining a project, different types of plans, requests for information and proposals, the scope of work, the five stages of the project life cycle, S.M.A.R.T. goals, common project management methodologies like waterfall, agile and kanban, and contact information for any queries or feedback. Key methodologies discussed include waterfall, agile, kanban, DevOps and Six Sigma, as well as hybrid approaches that combine elements of different methodologies. The document serves as an overview of fundamental aspects of managing IT projects.
Rajib Paul has over 11 years of experience as a project manager and business consultant. He has successfully led teams of up to 11 people on projects involving technologies such as Oracle, Java, and Informatica for clients in various industries. Some of his responsibilities include project planning and budgeting, risk management, team leadership, and ensuring projects are completed on time and within budget. He has a Bachelor's degree in Industrial Electronics and is trained in Project Management, ITIL processes, and Strategy Management.
• With 11 years’ experience as effective project Leader more than 5 years’ experience on handling AO and SI projects successfully as Project managing while leading all phase’s delivery with diverse technologies and almost 7 years closely working with Oracle technology level while driving with functional knowledge on Finance- risk and compliance, Resources & Utilities , CMT and Retail. Rigorous working knowledge and trained on PMP, ITIL process & Strategy Management process from IIM-B.
• With 11 years’ experience as effective project Leader more than 5 years’ experience on handling AO and SI projects successfully as Project managing while leading all phase’s delivery with diverse technologies and almost 7 years closely working with Oracle technology level while driving with functional knowledge on Finance- risk and compliance, Resources & Utilities , CMT and Retail. Rigorous working knowledge and trained on PMP, ITIL process & Strategy Management process from IIM-B.
The document summarizes the quality management system (QMS) used by Advantage West Midlands, a regional development agency in the UK. The QMS provided a framework to manage projects through a six-stage lifecycle from registration to closure. It included procedures, forms, and a portfolio management system to track projects. Key roles like project sponsors and managers worked within the lifecycle stages. The agency's project office was responsible for maintaining the QMS documentation and processes, as well as training on the system.
The document is a resume from Tanveer Ahmed Niazi applying for a position as a project manager. It summarizes his over 30 years of experience in project planning, controls, and delay analysis for construction projects in various countries. It also lists his expertise in using scheduling software like Primavera and Microsoft Project to develop project plans and monitor schedule and budget performance.
This document outlines the exam objectives for the CompTIA Project+ certification. The exam aims to certify competency in the core knowledge, roles, and skills needed to manage projects through all phases of the project life cycle. It is intended for candidates with at least 12 months of project management experience. The exam covers five domains: pre-project setup/initiating, project planning, project execution and delivery, change control and communication, and project closure. It contains around 100 multiple choice questions to be completed in 90 minutes.
This document provides an overview of project scheduling concepts and best practices. It discusses the purpose of a project schedule as a management communication tool [SENTENCE 1]. It covers schedule strategy, including building a schedule on paper before entering it into software. The document also discusses scheduling software options, certification in project scheduling through PMI, and tips for preparing for the PMI Scheduling Professional exam [SENTENCE 2]. Project scheduling concepts discussed include work breakdown structures, critical path method, appropriate level of detail in a schedule, and regularly updating the schedule [SENTENCE 3].
إدارة التخطيط والبرامج الزمنية
فيديو المحاضرة: https://www.youtube.com/watch?v=HiGNZeLQ9Po
Content:
1- Planning and scheduling
2- Time schedule development
3- Resource and cost loading
4- Time schedule submittal
5- Review and approval
6- Update and reporting
7- Delay quantification approaches
8- Mitigation and action plans
This document is a resume for Anupam Narayan Phanse summarizing his experience. He has over 17 years of experience in areas like project management, software development, and computer hardware maintenance. He is PMP and ITIL certified with a history of successfully delivering projects on time and within budget across various domains. He has strong skills in areas like Oracle, project planning, resource management, and leading teams. The resume lists his educational qualifications and detailed work experience, achievements, and projects handled.
Balancing Flexibility and Cost Control in Construction ProjectsBrown Smith Wallace
This document provides a summary of key principles for controlling construction costs on projects. It discusses the importance of staying ahead of the cost influence curve through comprehensive planning, defining project delivery methods, and controlling schedules. It also covers implementing safeguards in contract terms, controlling costs during bidding, and administrative/financial controls. Finally, it emphasizes the importance of conducting construction audits to effectively manage costs, hold teams accountable, and avoid/recover improperly billed costs. The overall message is that owners must be educated consumers and not assume contractors have their best interests in mind.
- CV Planning Engr - Clinton Chidi -Jan 2023.docxMbachu Clinton
Clinton Mbachu is a planning engineer with over 10 years of experience in project planning, control, supervision, delay analysis, and risk analysis. He has expert skills in scheduling and reporting software like Primavera P6, MS Project, and Excel. Some of the key projects he has worked on include residential and commercial buildings, infrastructure projects, and oil and gas facilities. He is currently working as a planning engineer on an ADNOC accommodation expansion project in Abu Dhabi.
The document discusses enterprise portfolio management and provides information on several topics:
- It introduces the concepts of enterprise portfolio management and presents a specific business case.
- It shows a network of enterprise portfolio management business partners and discusses project and enterprise environments.
- It also mentions project portfolio management, people, projects, companies, and various applications and reporting and analysis functions.
The document discusses project integration management which involves coordinating all project management processes throughout a project's life cycle. It outlines developing key project documents like the project charter, scope statement, and management plan. It also discusses the typical project life cycle phases of concept, development, implementation, and close-out. Overall, the document provides an overview of integrating the key elements and processes involved in managing a project from start to finish.
This document provides an overview of a Project Management Office's (PMO) methodology for project delivery. It includes sections on PMO roles and responsibilities, phases of project delivery, key performance indicators, tools used by the PMO, and processes for activities like status reporting, risk management, and quality assurance. The goal of the PMO methodology is to ensure successful project delivery in terms of being on time, on budget, and meeting client and employee satisfaction objectives.
Ähnlich wie AYESA Presentation - GC East Coast Railway_12th January.pdf (20)
Part 2 Deep Dive: Navigating the 2024 Slowdownjeffkluth1
Introduction
The global retail industry has weathered numerous storms, with the financial crisis of 2008 serving as a poignant reminder of the sector's resilience and adaptability. However, as we navigate the complex landscape of 2024, retailers face a unique set of challenges that demand innovative strategies and a fundamental shift in mindset. This white paper contrasts the impact of the 2008 recession on the retail sector with the current headwinds retailers are grappling with, while offering a comprehensive roadmap for success in this new paradigm.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
IMPACT Silver is a pure silver zinc producer with over $260 million in revenue since 2008 and a large 100% owned 210km Mexico land package - 2024 catalysts includes new 14% grade zinc Plomosas mine and 20,000m of fully funded exploration drilling.
Understanding User Needs and Satisfying ThemAggregage
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
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AYESA Presentation - GC East Coast Railway_12th January.pdf
1. General Consultancy (GC) Services for Different Field Offices and
Head Quarter Office at Bhubaneswar under CAO/Con/BBS
TECHNICAL PRESENTATION ON
APPROACH, METHODOLOGY AND
WORK PLAN
12th January 2024
2. THE PRESENTERS TODAY
Padman Kumar Padhi
Chief Design & Estimation Expert
Rinku Mandal
Chief Project Scheduler & Data Operator
Sujeet Kumar Swain
Chief Surveyor cum AutoCAD Expert
Mariano Alvarez Arce
Country Manager
Saumya Ranjan Pallaur
Chief Contract Management Expert
Sahadev Singh
Team Leader
3. INDEX
01: Reasons to Choose Us
02: Project Overview
03: Key Personnel’s and Proposed Organisation Chart
04: Approach & Methodology
05: Key Performance Indicators
06: Monitoring Mechanism
07: Work Programme & Flowchart of Activities
5. KEY FIGURES
640 million €
Turnover
No. of Employees
Years of Experience
Metro + Railways
(Km)
Presence in Countries
11,000
40+ Countries
57+ Years
1500+ Km
6. • Leading Engineering firm from Europe with a strong presence in India.
• Working in India for the last 14 years.
• Extensive experienced team of more than 400+ staff in India and globally more than 11,000 technical staff.
• Extensive General Consultancy Works including Design & Supervision Experience with Indian Metro/Railway organizations
across India & SAARC such as RVNL, MRVC, DMRC, NCRTC, UPMRC, CMRL, JMRC and North Frontier Railways (Indian
Railways).
• Proven Track record in Project delivery on time with Quality & Performance.
• Metros – Lucknow Metro, Mumbai Metro Line 7 & 2B, NCRTC-Delhi Meerut RRTS
• Railways – North Frontier Railway, RVNL – South Central Railway – Kadapa Nellore District, A.P., Bangladesh Railways.
• Highways – Purvanchal Expressway, Agra Lucknow Expressway.
• Established and dedicated team of Design & Supervision experts available in Delhi, Mumbai and Kolkata.
REASONS TO CHOOSE US
8. PROJECT OVERVIEW
Ministry of Railways through CAO/Construction in East Coast Railway intends to appoint General
Consultant (GC) pertaining to the construction and execution of following works:
S. No Components
1. Carrying out feasibility study, preparation of Detailed Project Report
2.
Station Redevelopment, Passenger Amenities Works, Traffic Facilities Works, Road Safety and Level Crossing
Works
3. Road under Bridges(RUB) and Road Over Bridges (ROB)
4. Signalling and Telecommunication works such as EI,RRI
5. Lifts & Escalators, Workshops including production unit work
6. Electrification of sidings
7. Coal connectivity to new line projects
10. KEY PERSONNEL AND PROPOSED ORGANISATION CHART
S. No. Key Position Name Key Qualification
1
Team Leader
cum Financial
Expert
Sahadeva
Singh
• M.Tech (Civil), Indian Institution of Technology (IIT), Delhi
• B.E. (Civil), Indian Institution of Technology (IIT), Roorkee
• 40+ years of relevant experience
2
Chief Contract
Management
Expert
Saumya
Ranjan
Pallaur
• B.Tech (Civil), Biju Pattanayak University, Odisha
• 10+ years of relevant experience
3
Chief Design and
Estimation
Expert
Padman
Kumar Padhi
• M.Tech (Structural), Karnataka State Open University
• B.Tech (Civil), Biju Patnaik University of Technology, Orissa
• 15+ years of relevant experience
4
Chief Surveyor
cum AutoCAD
expert
Sujeet Kumar
Swain
• Diploma (Civil), SCTE & VT, Odisha
• 13+ years of relevant experience
5
Chief Project
Scheduler and
Data Operator
Rinku Mandal
• B.Tech (Civil), West Bengal University of Technology
• Post Graduate Programme (Construction Management), NICMAR Pune
• Primavera Project Management from Project Management Institute
• 8+ years of relevant experience
14. • An experienced Team under the leadership of Team leader who will anchor coordination between Client– Project Office/s
– Head Offices.
• A regular coordination with the Client to present the progress on the execution of works and to discuss the challenges
and issues to be solved.
• GC will establish office at CAO/Construction as per the requirements of the project.
• Swift mobilization of personnel according to deployment program is paramount for the success of the project.
• Considering a 15 days commencement period we are in a position to promptly to deploy the personnel.
The likely places of posting and approx. nos. of staff are as indicated below:
Task 1-Team Mobilization & Setting of PMO office
S.No. Place of Posting Approx Nos. of Staff
1 Bhubaneshwar 69
2 Vishakapatnam 15
3 Angul 15
4 Boudh 11
5 Bolangir 08
S.No. Place of Posting Approx Nos. of Staff
6 Jajpur-Keonjhar Road 11
7 Sambalpur 12
8 Koraput 20
9 Jagdalpur 05
10 Rayagada 05
15. Technical Advisory
• Design review team of GC will closely coordinate with
Detail Design Consultants / Lead Proof Checking
Consultant, EPC Contractor/ Non-EPC contractors, etc.
• Checking DBR cluster layouts, construction method
statement, Construction drawings, specifications
including associated works and construction drawing
submitted by the Contractor.
• Design Review Follow-up with lead Detail
Designers/Proof Check consultants.
• Issuance of NOC for Preliminary, Detail Designs and As-
built Drawings.
Financial Advisory
• Overall Billing Management
• Variation and claim Management
• Cash Flow Projections and Management
Contractor/DDC Consultants Submits
Documents
Design Review Team of GC
Review/Approved document
recorded under PMIS
CAO Railway Information and
client approval
Contractor/Consultants
Issuance approval/comments
Design Review Flowchart
Task 2- Design Review of DPR & Coordination, Technical & Financial Advisory
16. 1. Preparation of various schedules.
2. Integrated schedules.
3. Define timelines and Key Dates.
4. Review of detailed schedules
submitted by contractors.
5. Analysis of critical path.
6. Report and mitigation on breach
of critical path.
7. Work programme review and update.
8. Create early warning system and
mitigation options.
9. Resource analysis.
10.Cash flow analysis.
11.Project control.
12.Document control.
Project Schedule
Management
Cost Control Including Budgeting &
Accounting
Approval
Management
1. Baseline program cost, budget and
cash flow.
2. Monitor the baselines with respect
to actual.
3. Cost reporting.
4. Assessment of financial position
and project long-term financial
statement.
5. Assistance to Client to forecast
fund requirements.
6. Cost control procedures for the
payment to contractor.
7. Development and maintenance of
claim register.
1. Planning & procedures.
2. Assistance in approvals &
clearance from statutory and
relevant authorities such as
environmental, safety, EIG, etc.
3. Scheduling of approval requirements.
4. Clarification and support.
5. Contract management and
administration.
6. Dispute negotiation and claims
management.
7. Contract closures and termination
strategy.
8. Contractual correspondences.
Task 3- Programme Monitoring, Contract Management & Performance Management
17. 1. Prompt reporting system on project
development and project
performance.
2. Assessment of project cost, budget
information and reporting.
3. Key Performance Indicators.
4. Evaluation Matrix for various
stakeholder parties like
Independent/Authority
Engineer/Project Management
Consultancy (PMC)/Project
Supervision Services Agency (PSSA).
Performance
Management of various Consultants
Communication
Management
Contract
Management
1. Establishment of procedure for
communication between client,
contractor, supplier and other
stakeholders.
2. Reporting of communications to
relevant stakeholders.
3. Contractual communications.
4. Functional communications.
5. Project schedule status.
1. Baseline program cost, budget and
cash flow.
2. Monitor the baselines with respect
to actual.
3. Cost reporting.
4. Assessment of financial position
and project long-term financial
statement.
5. Cost control procedures for the
payment to contractor.
6. Development and maintenance of
claim register.
7. Development and maintenance of
variation register.
Task 3- Programme Monitoring, Contract Management & Performance Management
18. Task 3- Programme Monitoring, Contract Management & Performance Management -
PMIS
Existing Portal/Tools: - e-DAS – E Drawings approval system | IRPSM – IR Project Sanction and Management | IRWCMS – IR Work Contract Management System
19. 1. Strategy
2. Risk
Identification
3. Risk
Assessment
4. Risk
Mitigation
5. Monitoring
6. Assurance
7. Feedback
and Reporting
• All construction work involves risk, and the consequences
of unforeseen circumstances frequently result in
additional cost and time.
• Risks may be technical, contractual, administrative,
governmental (e.g., tax revisions), or others such as force
majeure. The risk assessment needs to be
correspondingly comprehensive and vigilant.
• A systematic approach is essential to maximize project
understanding, enabling informed decisions to be made
and objectives to be met.
• The approach is team-oriented drawing on the
professional experience of GC’s team to enable threats to
the project to be identified, eliminated, mitigated,
transferred or retained.
• GC will develop the risk management plan at the outset
and implement continuous review and regular updates.
Task 3- Programme Monitoring, Contract Management & Performance Management
20. Task 4- Procurement and Bid Process Management
“Procurement Strategy” will be planned and finalized by GC in consultation
with the client authorities.
Following sub-tasks:
• Identifying Contract packages and finalizing scope, technical
specifications, and contract Conditions.
• Designing and developing the various Contract & Bidding forms to be used.
• Finalizing Pre-Qualification or Post-Qualification procedures and the
Invitation to Bid documents.
• Interfacing requirements, various manuals and Key dates schedule.
• Prepare BOQ, cost estimates and payment schedule.
• Conducting pre-bid meetings, reviewing, and finalizing qualification
criteria.
• Evaluating bids received for responsiveness.
• Assisting the tender committee in identifying the most Responsive and
Responsible Contractor.
• Getting the Contract executed and ensuring compliance with receipt of
submissions of all Guarantees, insurance and regulatory papers as may be
required.
21. Task 5- Support During DLP
• During DLP Period:
• Assist the Authority in arbitration proceedings, the appeal of arbitration or litigation relating to the works (if any).
• Identification of defect, rectification plan and getting it rectified.
• Review of Contractor’s payment and contract closure.
• Reporting to client and other stakeholders.
23. Key Performance Indicators
Stage 1 Stage 2 Stage 3 Stage 4 Stage 5
• Evaluation can be done yearly or half-yearly based on requirement.
• Personnel, Line Manager and HoD are involved in entire evaluation process.
• Transparent and effective tool for the development of personal growth.
• Feedback sessions are very effective for the improvement areas, if any.
• Generate a sense of belonging in the personnel.
• Training modules, short-term courses and performance review sessions are conducted.
December January-February March April May
SELF EVALUATION EVALUATION VALIDATION FEEDBACK REVIEW
26. • The Key aspect to the successful delivery of the project will be effective monitoring of Key Professionals. GC’s approach
towards this will include:
• Initial Mobilisation plan will be submitted at the award stage.
• Rolling mobilisation plan will be discussed with client & stakeholders during the execution stage on quarterly basis.
• Preference to Local Available Talent : For Deployment of other Key & Non-Key Experts quickly, we are effectively
evaluating and identifying existing staff (who are being de-mobilised from our existing project in Mumbai) in case of
award. We would prefer to engage residents of existing staff from locally from Odisha and other neighbouring states.
This will generate jobs in the state as well as reduce demobilisation of candidates.
• Performance Indicators and Retention policy : We have a performance management system & policy in place to
monitor performance of our experts.
• During Project execution stage, GC will implement steps like Retention bonus policy so that existing staff can be
retained for successful implementation of Eastern Coast Railway project and also re-approval & deployment
procedure can be avoided in best possible way. This has been implemented in our existing projects and the attrition of
staff has been reduced drastically.
Key Performance Indicators
32. Claims Management
1. Proactive Monitoring of Contract issues.
2. Deploying a dedicated Contract Supervisory Committee and
peer Group.
3. Innovative Quasi-legal Approach.
4. Establishing a “Contract Partnering” Program.
5. “Claims Management Decision Support and Expert
System”.
INNOVATIVE
MANAGEMENT
PRACTICE
INNOVATIVE
QUASI LEGAL
PRACTICE
Contract
Supervisory
Committee
AI Based
Decision
Support System
for Claims
Proactive
Contract
Monitoring
INNOVATIVE
MANAGEMENT
PRACTICE
Contract
Partnering
INNOVATIVE
TECHNOLOGY
PRACTICE
Giventhe inherently complex natureof Construction andRailwayConstruction project, “claims” arean inevitablefactof most construction projects.
38. Flowchart of Activity/Work Programme
Time is the essence of the contract. Internal target dates/Project Milestones and other days/duration as specified in the EPC/BOQ Agreement/s, will be
strictly adhered to by the GC, using appropriate scheduling software i.e. Primavera/MS Project.