Project management offices (PMOs) evolve through the project, program and portfolio management stages as they mature to meet ever-increasing business needs. A project management office can reduce the risk of project schedule slippage, cost overruns and scope creep by focusing on a standard project management process, basic tools and project manager development. A program management office can improve resource management across business and IT projects and programs by combining related business and IS projects into programs, as well as by implementing governance, communications programs and collaboration tools. A portfolio management office can contribute to business growth by optimizing the mix of project and program investments and focusing on benefits realization and knowledge management. CIOs must ensure that their PMOs master the basics of their current stage before they evolve them to the next stage
Introduction to PMP Brief Presentationjamilireifij
This document provides an overview of project management and the MS Project tool. It discusses key aspects of project management including defining projects as temporary endeavors with unique goals and constraints of scope, cost, and time. The typical project lifecycle is also outlined including initiation, planning, execution, monitoring and control, and closure phases. Tips are provided around thorough planning, stakeholder communication, and documenting lessons learned.
CdeP GESTION ORGANISATIONNELLE DE PROJET : Diagnostic maturité (11 septembre...PMI-Montréal
Lors de cette activité, Benoit Lalonde et Fabienne Polonovski présenteront chacun une facette du diagnostic de la maturité organisationnelle, soit ce en quoi il consiste, ainsi qu'une présentation pratique suite à une évaluation faite en entreprise.
A change management plan defines activities and roles to manage and control change during the execute and control stage of the project. Change is measured against the project baseline, which is a detailed description of the project's scope, budget, schedule, and plans to manage quality, risk, issues, and change.
For similar such templates log into www.ProjectSupportTools.com
In esclusiva un estratto del materiale formativo del corso di project management base.
Per maggiori informazioni o per scaricare il file pdf visita il sito: www.frprojects.com
How to write the full application to the EU_info session on 23 july 2014 in kievISAR Ednannia
The informational session devoted to preparing full application form for the call for proposals " Neighbourhood Civil Society Facility 2013 – Ukraine " (EuropeAid/134433/L/ACT/UA).
The event held on July 23, 2014, from 10.00 to 17.30 in the premises of the Delegation of the European Union to Ukraine (Kyiv, Volodymyrska Street, 101).
The main speakers of the InfoSession are:
- Natasa Gospodjinacki
- Volodymyr Sheyhus
- Andriy Donets
- Natalia Shamray
The Info session is conducted by ISAR "Ednannia" in the framework of the Civil Society. Dialogue for progress Project, funded by EU.
Project management offices (PMOs) evolve through the project, program and portfolio management stages as they mature to meet ever-increasing business needs. A project management office can reduce the risk of project schedule slippage, cost overruns and scope creep by focusing on a standard project management process, basic tools and project manager development. A program management office can improve resource management across business and IT projects and programs by combining related business and IS projects into programs, as well as by implementing governance, communications programs and collaboration tools. A portfolio management office can contribute to business growth by optimizing the mix of project and program investments and focusing on benefits realization and knowledge management. CIOs must ensure that their PMOs master the basics of their current stage before they evolve them to the next stage
Introduction to PMP Brief Presentationjamilireifij
This document provides an overview of project management and the MS Project tool. It discusses key aspects of project management including defining projects as temporary endeavors with unique goals and constraints of scope, cost, and time. The typical project lifecycle is also outlined including initiation, planning, execution, monitoring and control, and closure phases. Tips are provided around thorough planning, stakeholder communication, and documenting lessons learned.
CdeP GESTION ORGANISATIONNELLE DE PROJET : Diagnostic maturité (11 septembre...PMI-Montréal
Lors de cette activité, Benoit Lalonde et Fabienne Polonovski présenteront chacun une facette du diagnostic de la maturité organisationnelle, soit ce en quoi il consiste, ainsi qu'une présentation pratique suite à une évaluation faite en entreprise.
A change management plan defines activities and roles to manage and control change during the execute and control stage of the project. Change is measured against the project baseline, which is a detailed description of the project's scope, budget, schedule, and plans to manage quality, risk, issues, and change.
For similar such templates log into www.ProjectSupportTools.com
In esclusiva un estratto del materiale formativo del corso di project management base.
Per maggiori informazioni o per scaricare il file pdf visita il sito: www.frprojects.com
How to write the full application to the EU_info session on 23 july 2014 in kievISAR Ednannia
The informational session devoted to preparing full application form for the call for proposals " Neighbourhood Civil Society Facility 2013 – Ukraine " (EuropeAid/134433/L/ACT/UA).
The event held on July 23, 2014, from 10.00 to 17.30 in the premises of the Delegation of the European Union to Ukraine (Kyiv, Volodymyrska Street, 101).
The main speakers of the InfoSession are:
- Natasa Gospodjinacki
- Volodymyr Sheyhus
- Andriy Donets
- Natalia Shamray
The Info session is conducted by ISAR "Ednannia" in the framework of the Civil Society. Dialogue for progress Project, funded by EU.
El documento proporciona una guía detallada para establecer una oficina de gestión de proyectos (PMO) en una organización. Explica los beneficios de una PMO, cómo determinar las necesidades de la organización, seleccionar un modelo adecuado, definir procesos y métricas, y establecer objetivos para mejorar la madurez de la gestión de proyectos de manera incremental a través de múltiples ciclos.
PMP Knowledge Areas - PMBOK 6 (PMI) INFOGRAPHICJonathan Donado
PMP Knowledge Areas & Process Group - PMBOK 6.0. knowledge areas
Estudy for the PMP exam by learning and memorizing the 49 process groups in PMBOK
by Jonathan Donado
MBA - IESE
Senior Executive Fellows (SEF) - Harvard University
#PMP #PMI #projectmanagement
Volkswagen is a German automaker founded in 1937 that produces cars, trucks, and buses. It had total revenue of €202 billion in 2014. Some of its major acquisitions include Audi, Bentley, Bugatti, Lamborghini, Porsche, and Scania. The presentation provides an overview of Volkswagen's history, revenue, acquisitions, shares, employees, profit, and compares it to other automakers.
The document provides information about Volkswagen's operations in India. It discusses Volkswagen's introduction and manufacturing team in India. It also covers Volkswagen's environment and factors driving the automotive industry in India. Specifically, it summarizes Volkswagen's marketing mix strategies for its Vento model, including its place, pricing, and promotion approaches. It outlines Volkswagen's supply chain from suppliers to production to dealers. It also notes some failures in pricing, promotion, and products for automakers in India. In conclusion, it states that India is an important growing market for automakers and that easy financing options are available.
The document is a presentation for Volkswagen Lucknow about customer awareness and preferences for Volkswagen cars. It discusses Volkswagen as one of the largest car producers in Europe and aims to understand the effective factors in customer awareness and preferences. It outlines research methodology involving a survey of 100 people in Lucknow on their preferences based on factors like fuel, features, offers and after-sales service. Customers suggested increasing service centers and providing regular information on new cars and maintenance tips.
Volkswagen Group India represents three major brands - Volkswagen, Audi and Skoda in India. It has established production facilities and dealerships across India. As part of its '18plus' strategy, Volkswagen aims to increase sales volumes globally including in high-growth markets like India and China. In India specifically, Volkswagen plans to increase its market share from 1% currently to 10% in the next five years through aggressive pricing, advertising and expanding its product portfolio across brands and segments.
The document provides 6 important lessons for salespeople from selling cars: decide to feel like selling everyday, develop strong relationships, sell what you can see rather than wish to sell, show the full product at all times, do things others won't, and achieve high performance standards. It emphasizes focusing on selling the products available rather than wishing for different ones, and being prepared and willing to do more than others to close sales and succeed. The key is respecting customers by always being prepared to give your best.
The document outlines a presentation on Volkswagen, beginning with a brief history of the company's founding in 1933. It then defines and provides an example of a S.W.O.T. (Strengths, Weaknesses, Opportunities, Threats) analysis, which is used to analyze Volkswagen. The presentation lists Volkswagen's strengths and weaknesses, as well as opportunities and threats. Economic data from 2009 showing a downturn in commercial vehicle sales is presented. In conclusion, the presentation states that Volkswagen is productive but needs to improve weaknesses and maintain market share through better services and customer satisfaction. It ends with references and time for questions.
„Wieso, läuft doch!?“
Wie kann ich meine Kollegen davon überzeugen, dass das die falsche Antwort ist?
Vortrag auf dem ersten Webmontag Braunschweig am 31. Januar 2011
This document provides instructions on how to customize a page in a student portal. It discusses logging in, getting an overview of customization options, and details an available portlet for showing a student's personal details.
Lean Startup und agile Methodiken – Hype oder Fortschritt ?Heico Koch
Seit Jahren sind Themen wie Scrum oder Kanban in vieler Munde und teilweise lange Realität in der Softwareentwicklung. Weiterhin tauchen immer neue agile Konzepte und Methodiken, wie Lean Startup oder Management 3.0 auf. Für viele stellt sich die Frage, ob es hier um sinnvolle neue Ansätze oder um Modeerscheinungen geht. In diesem Termin wollen wir uns mit der Frage beschäftigen, was die Grundlagen für einen sinnvollen Einsatz von agil sind, wie sich Themen wie Scrum und Lean Startup in unsere Business-Welt eingliedern und was die Erfolgsfaktoren sind.
Mein Scrum ist kaputt und das Meeting passt leider nicht und die Rollen sind auch nicht gut verteilt. Wie agile Softwarentwicklung mit Scrum funktionieren kann, zeigt Ulf Mewe von der HEC Gmbh.
El documento proporciona una guía detallada para establecer una oficina de gestión de proyectos (PMO) en una organización. Explica los beneficios de una PMO, cómo determinar las necesidades de la organización, seleccionar un modelo adecuado, definir procesos y métricas, y establecer objetivos para mejorar la madurez de la gestión de proyectos de manera incremental a través de múltiples ciclos.
PMP Knowledge Areas - PMBOK 6 (PMI) INFOGRAPHICJonathan Donado
PMP Knowledge Areas & Process Group - PMBOK 6.0. knowledge areas
Estudy for the PMP exam by learning and memorizing the 49 process groups in PMBOK
by Jonathan Donado
MBA - IESE
Senior Executive Fellows (SEF) - Harvard University
#PMP #PMI #projectmanagement
Volkswagen is a German automaker founded in 1937 that produces cars, trucks, and buses. It had total revenue of €202 billion in 2014. Some of its major acquisitions include Audi, Bentley, Bugatti, Lamborghini, Porsche, and Scania. The presentation provides an overview of Volkswagen's history, revenue, acquisitions, shares, employees, profit, and compares it to other automakers.
The document provides information about Volkswagen's operations in India. It discusses Volkswagen's introduction and manufacturing team in India. It also covers Volkswagen's environment and factors driving the automotive industry in India. Specifically, it summarizes Volkswagen's marketing mix strategies for its Vento model, including its place, pricing, and promotion approaches. It outlines Volkswagen's supply chain from suppliers to production to dealers. It also notes some failures in pricing, promotion, and products for automakers in India. In conclusion, it states that India is an important growing market for automakers and that easy financing options are available.
The document is a presentation for Volkswagen Lucknow about customer awareness and preferences for Volkswagen cars. It discusses Volkswagen as one of the largest car producers in Europe and aims to understand the effective factors in customer awareness and preferences. It outlines research methodology involving a survey of 100 people in Lucknow on their preferences based on factors like fuel, features, offers and after-sales service. Customers suggested increasing service centers and providing regular information on new cars and maintenance tips.
Volkswagen Group India represents three major brands - Volkswagen, Audi and Skoda in India. It has established production facilities and dealerships across India. As part of its '18plus' strategy, Volkswagen aims to increase sales volumes globally including in high-growth markets like India and China. In India specifically, Volkswagen plans to increase its market share from 1% currently to 10% in the next five years through aggressive pricing, advertising and expanding its product portfolio across brands and segments.
The document provides 6 important lessons for salespeople from selling cars: decide to feel like selling everyday, develop strong relationships, sell what you can see rather than wish to sell, show the full product at all times, do things others won't, and achieve high performance standards. It emphasizes focusing on selling the products available rather than wishing for different ones, and being prepared and willing to do more than others to close sales and succeed. The key is respecting customers by always being prepared to give your best.
The document outlines a presentation on Volkswagen, beginning with a brief history of the company's founding in 1933. It then defines and provides an example of a S.W.O.T. (Strengths, Weaknesses, Opportunities, Threats) analysis, which is used to analyze Volkswagen. The presentation lists Volkswagen's strengths and weaknesses, as well as opportunities and threats. Economic data from 2009 showing a downturn in commercial vehicle sales is presented. In conclusion, the presentation states that Volkswagen is productive but needs to improve weaknesses and maintain market share through better services and customer satisfaction. It ends with references and time for questions.
„Wieso, läuft doch!?“
Wie kann ich meine Kollegen davon überzeugen, dass das die falsche Antwort ist?
Vortrag auf dem ersten Webmontag Braunschweig am 31. Januar 2011
This document provides instructions on how to customize a page in a student portal. It discusses logging in, getting an overview of customization options, and details an available portlet for showing a student's personal details.
Lean Startup und agile Methodiken – Hype oder Fortschritt ?Heico Koch
Seit Jahren sind Themen wie Scrum oder Kanban in vieler Munde und teilweise lange Realität in der Softwareentwicklung. Weiterhin tauchen immer neue agile Konzepte und Methodiken, wie Lean Startup oder Management 3.0 auf. Für viele stellt sich die Frage, ob es hier um sinnvolle neue Ansätze oder um Modeerscheinungen geht. In diesem Termin wollen wir uns mit der Frage beschäftigen, was die Grundlagen für einen sinnvollen Einsatz von agil sind, wie sich Themen wie Scrum und Lean Startup in unsere Business-Welt eingliedern und was die Erfolgsfaktoren sind.
Mein Scrum ist kaputt und das Meeting passt leider nicht und die Rollen sind auch nicht gut verteilt. Wie agile Softwarentwicklung mit Scrum funktionieren kann, zeigt Ulf Mewe von der HEC Gmbh.
7. Rechtliche Unternehmensstruktur
VW AG • Konzernleitung durch Vorstand
Muttergesellschaft • Aufsichtsrat wählt, überwacht, berät Vorstand
Beteiligungen
Audi Seat MAN
8. Vorstand der VW AG
Geschäftsbereiche:
Forschung&Entwicklung
Beschaffung
Vertrieb&Marketing
Personal&Organisation
Finanzen&Controlling
China
Produktion
VW Nutzfahrzeuge
Audi AG
Quelle: www.volkswagenag.com /Der Konzern /Organe
9. Aufsichtsrat der VW AG
20 Mitglieder
Aufsichtsrat
10 Mitglieder 10 Mitglieder
Kapitaleignervertreter Arbeitnehmervertreter
Beschäftigte Gewerkschaften
Gewählt durch Gewählt durch
Hauptversammlung Arbeitnehmer
10. Aufsichtsrat der VW AG
Quelle: www.volkswagenag.com /Investor Relations /Corporate Governance /Aufsichtsrat
11. Aufsichtsrat der VW AG
Vorsitzender IG Metal
Vorsitzender des Betriebsrats Werk Braunschweig
Vorsitzender des Gesamtbetriebsrats Audi AG
Quelle: www.volkswagenag.com /Investor Relations /Corporate Governance /Aufsichtsrat
12. Organisatorische Unternehmenstruktur
Vorstand leitet nach Satzungen &
VW AG Geschäftsordnungen vom Aufsichtsrat
Angelegenheiten
Ziele &
konzernweiter
Vorgaben
Bedeutung
• Markenvorstand leitet in eigener
Audi Verantwortung
• Nach Satzungen &
Geschäftsordnungen vom Aufsichtsrat
13. Beschaffung
60% aller Teile von Zulieferern
Quelle: www.vwgroupsupply.com /Geschäftsbereiche /Beschaffung /Allgemeines
14. Organisation der Beschaffung
Dr. Francisco J. Garcia Sanz
Beschaffung
P-Beschaffung RSO A-Beschaffung
Interieur Regionale Struktur- und Betriebsmittel
Exterieur Aspekte
Aggregate- und
Marktgegeben- Komponentenfertigung
Metall heiten
Elektrik Fahrzeugfertigung
Marken
Powertrain Dienstleistungen
Group IT Purchasing