The Apache OFBiz – Project #open #source #erp,open #source #crm,open #source #e-commerce,open #source #ecommerce,open #source #scm,open #source #mrp,open #source #cmms,open #source #eam,web #services,workflow,ebusiness,e-business,ecommerce,e-commerce,automation,enterprise #software,open #source,entity #engine,service #engine,erp,crm,party,accounting,facility,supply,chain,management,catalog,order,project,task,work #effort,financial,ledger,content #management,customer,inventory


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Apache OFBiz

Apache OFBiz offers a great deal of functionality, including:

  • advanced e-commerce
  • catalog management
  • promotion pricing management
  • order management (sales purchase)
  • customer management (part of general party management)
  • warehouse management
  • fulfillment (auto stock moves, batched pick, pack ship)
  • accounting (invoice, payment billing accounts, fixed assets)
  • manufacturing management
  • general work effort management (events, tasks, projects, requests, etc)
  • content management (for product content, web sites, general content, blogging, forums, etc)
  • and much more all in an open source package!

Apache OFBiz is an open source product for the automation of enterprise processes that includes framework components and business applications for ERP (Enterprise Resource Planning), CRM (Customer Relationship Management), E-Business / E-Commerce, SCM (Supply Chain Management), MRP (Manufacturing Resource Planning), MMS/EAM (Maintenance Management System/Enterprise Asset Management).

Apache OFBiz provides a foundation and starting point for reliable, secure and scalable enterprise solutions. Use it out-of-the-box, customize it or use it as a framework to implement your most challenging business needs. With OFBiz, you can get started right away without the huge deployment and maintenance costs of traditional enterprise automation systems. As your business grows, you can extend the functionality to meet your more sophisticated needs.

OFBiz stands for Open For Business.

News

July 3, 2017 “Apache OFBiz 16.11.03” Released

Apache OFBiz 16.11.03 is the third release of the 16.11 series, the latest and greatest OFBiz version that has been stabilized since November 2016. Please refer to the Release Notes for the details.
The releases can be downloaded from the download page.

May 22, 2017 “Apache OFBiz 16.11.02” Released

Apache OFBiz 16.11.02 is the second release of the 16.11 series, the latest and greatest OFBiz version that has been stabilized since November 2016. Please refer to the Release Notes for the details.
The releases can be downloaded from the download page.

March 29, 2017 “Help Support The Apache Software Foundation!”

The Apache Software Foundation announces 18 years of Open Source Leadership.
If you use or depend on Apache OFBiz or any other Apache software then please consider supporting us with a donation. Click on the image for more information.

November 28, 2016 “Apache OFBiz 16.11.01” Released

Apache OFBiz 16.11.01 is the first release of the 16.11 series, the latest and greatest OFBiz version that has been stabilized since November 2016. Please refer to the Release Notes for the details.
The releases can be downloaded from the download page.

Resources Tools

Apache Software Foundation

Copyright 2017 The Apache Software Foundation – Apache OFBiz, OFBiz, Apache, the Apache feather logo, the Apache OFBiz logo are either registered trademarks or trademarks of The Apache Software Foundation.


Software Development Life Cycle #software, #engineering, #tutorials, #conccepts, #simple, #easy, #steps, #overview, #software, #analysis, #requirements, #design, #complexities, #interface,strategies, #development, #life, #cycle, #implementation, #project #management, #testing, #maintenance


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Software Development Life Cycle

Software Development Life Cycle, SDLC for short, is a well-defined, structured sequence of stages in software engineering to develop the intended software product.

SDLC Activities

SDLC provides a series of steps to be followed to design and develop a software product efficiently. SDLC framework includes the following steps:

Communication

This is the first step where the user initiates the request for a desired software product. He contacts the service provider and tries to negotiate the terms. He submits his request to the service providing organization in writing.

Requirement Gathering

This step onwards the software development team works to carry on the project. The team holds discussions with various stakeholders from problem domain and tries to bring out as much information as possible on their requirements. The requirements are contemplated and segregated into user requirements, system requirements and functional requirements. The requirements are collected using a number of practices as given –

  • studying the existing or obsolete system and software,
  • conducting interviews of users and developers,
  • referring to the database or
  • collecting answers from the questionnaires.

Feasibility Study

After requirement gathering, the team comes up with a rough plan of software process. At this step the team analyzes if a software can be made to fulfill all requirements of the user and if there is any possibility of software being no more useful. It is found out, if the project is financially, practically and technologically feasible for the organization to take up. There are many algorithms available, which help the developers to conclude the feasibility of a software project.

System Analysis

At this step the developers decide a roadmap of their plan and try to bring up the best software model suitable for the project. System analysis includes Understanding of software product limitations, learning system related problems or changes to be done in existing systems beforehand, identifying and addressing the impact of project on organization and personnel etc. The project team analyzes the scope of the project and plans the schedule and resources accordingly.

Software Design

Next step is to bring down whole knowledge of requirements and analysis on the desk and design the software product. The inputs from users and information gathered in requirement gathering phase are the inputs of this step. The output of this step comes in the form of two designs; logical design and physical design. Engineers produce meta-data and data dictionaries, logical diagrams, data-flow diagrams and in some cases pseudo codes.

Coding

This step is also known as programming phase. The implementation of software design starts in terms of writing program code in the suitable programming language and developing error-free executable programs efficiently.

Testing

An estimate says that 50% of whole software development process should be tested. Errors may ruin the software from critical level to its own removal. Software testing is done while coding by the developers and thorough testing is conducted by testing experts at various levels of code such as module testing, program testing, product testing, in-house testing and testing the product at user’s end. Early discovery of errors and their remedy is the key to reliable software.

Integration

Software may need to be integrated with the libraries, databases and other program(s). This stage of SDLC is involved in the integration of software with outer world entities.

Implementation

This means installing the software on user machines. At times, software needs post-installation configurations at user end. Software is tested for portability and adaptability and integration related issues are solved during implementation.

Operation and Maintenance

This phase confirms the software operation in terms of more efficiency and less errors. If required, the users are trained on, or aided with the documentation on how to operate the software and how to keep the software operational. The software is maintained timely by updating the code according to the changes taking place in user end environment or technology. This phase may face challenges from hidden bugs and real-world unidentified problems.

Disposition

As time elapses, the software may decline on the performance front. It may go completely obsolete or may need intense upgradation. Hence a pressing need to eliminate a major portion of the system arises. This phase includes archiving data and required software components, closing down the system, planning disposition activity and terminating system at appropriate end-of-system time.

Software Development Paradigm

The software development paradigm helps developer to select a strategy to develop the software. A software development paradigm has its own set of tools, methods and procedures, which are expressed clearly and defines software development life cycle. A few of software development paradigms or process models are defined as follows:

Waterfall Model

Waterfall model is the simplest model of software development paradigm. It says the all the phases of SDLC will function one after another in linear manner. That is, when the first phase is finished then only the second phase will start and so on.

This model assumes that everything is carried out and taken place perfectly as planned in the previous stage and there is no need to think about the past issues that may arise in the next phase. This model does not work smoothly if there are some issues left at the previous step. The sequential nature of model does not allow us go back and undo or redo our actions.

This model is best suited when developers already have designed and developed similar software in the past and are aware of all its domains.

Iterative Model

This model leads the software development process in iterations. It projects the process of development in cyclic manner repeating every step after every cycle of SDLC process.

The software is first developed on very small scale and all the steps are followed which are taken into consideration. Then, on every next iteration, more features and modules are designed, coded, tested and added to the software. Every cycle produces a software, which is complete in itself and has more features and capabilities than that of the previous one.

After each iteration, the management team can do work on risk management and prepare for the next iteration. Because a cycle includes small portion of whole software process, it is easier to manage the development process but it consumes more resources.

Spiral Model

Spiral model is a combination of both, iterative model and one of the SDLC model. It can be seen as if you choose one SDLC model and combine it with cyclic process (iterative model).

This model considers risk, which often goes un-noticed by most other models. The model starts with determining objectives and constraints of the software at the start of one iteration. Next phase is of prototyping the software. This includes risk analysis. Then one standard SDLC model is used to build the software. In the fourth phase of the plan of next iteration is prepared.

V – model

The major drawback of waterfall model is we move to the next stage only when the previous one is finished and there was no chance to go back if something is found wrong in later stages. V-Model provides means of testing of software at each stage in reverse manner.

At every stage, test plans and test cases are created to verify and validate the product according to the requirement of that stage. For example, in requirement gathering stage the test team prepares all the test cases in correspondence to the requirements. Later, when the product is developed and is ready for testing, test cases of this stage verify the software against its validity towards requirements at this stage.

This makes both verification and validation go in parallel. This model is also known as verification and validation model.

Big Bang Model

This model is the simplest model in its form. It requires little planning, lots of programming and lots of funds. This model is conceptualized around the big bang of universe. As scientists say that after big bang lots of galaxies, planets and stars evolved just as an event. Likewise, if we put together lots of programming and funds, you may achieve the best software product.

For this model, very small amount of planning is required. It does not follow any process, or at times the customer is not sure about the requirements and future needs. So the input requirements are arbitrary.

This model is not suitable for large software projects but good one for learning and experimenting.

For an in-depth reading on SDLC and its various models, click here.


CPCO® Certified Project Control Officer® Certification – EVMI® Earned Value Management Institute®, project management certification seattle.#Project #management #certification #seattle


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CPCO® Certified Project Control Officer® Certification

Project management certification seattle

Registration Forms and Payment

Registration, Payment Schedule of Classes

DOWNLOAD CPCO BROCHURE, APPLICATION AND EVMI AFFIDAVIT OF IDENTITY FORMS HERE:

CPCO_Certified_Project_Control_Officer_Application

CPCO_Certified_Project_Control_Officer_Certification_Brochure1

EMAIL YOUR COMPLETED AND SIGNED CPCO CERTIFICATION APPLICATION, SIGNED AND COMPLETED EVMI AFFIDAVIT OF IDENTITY FORM ALONG WITH TWO 2 2 PASSPORT SIZED PICTURES IN .jpeg FORMAT AND YOUR MOST RECENT RESUME AND SEND FOR PROCESSING TO EMAIL ADDRESS: [email protected]

MAKE YOUR PAYMENT OF $4,499 VIA OUR SECURED CREDIT CARD PAYMENT GATEWAY AT:

CPCO ® CALENDAR SCHEDULE OF CLASSES:

OCTOBER 2017

EVMI® 206: CPCO® Certified Project Control Officer® Credential Certification

START TIME: 9.00 AM TO 4.00 PM (TIMES ARE FOR: USA, CANADA (EASTERN STANDARD TIME)

LANGUAGE OF INSTRUCTION: Working Knowledge of English

About

Introduction Objectives

CPCO™ CERTIFIED PROJECT CONTROL OFFICER™ CREDENTIAL CERTIFICATION PROGRAM OBJECTIVES

EVMi® Earned Value Management Institute® s CPCO™ Certified Project Control Officer™ program is a global based credential that recognizes Project Control Officers (PCOs) who require a general understanding about the application, value and benefits derived from the use of project controls, planning and scheduling, risk management and Earned Value Management (EVM) for the effective management and oversight of projects and programs within their organizations. The CPCO™ Certified Project Control Officer™ credential certification is a unique management level and professional development program and course designed for PCOs in both Government and Industry who are eager to achieve total project and program management, execution and delivery successes

The CPCO™ Certified Project Control Officer™ program is aimed at the present and next generation of government and private sector project controls leaders and managers working for dynamic global companies and firms; international organizations and institutions; and government agencies/departments/ministries who need to broaden their horizons in the field and dimensions of project controls, Earned Value Management (EVM), planning and scheduling, risk management, project management and effective program governance; and enhance their prospects of achieving successful project and program delivery. The CPCO™ Certified Project Control Officer™ credential certification training program offers the participant with 4 days of intensive level training in project controls; estimating, planning, scheduling and budgeting; risk management; Earned Value Management and EIA 748-C Earned Value Management (EVM) Industry standards; fraud prevention; managing dispute and claims; and contract management for projects and programs

Requirements

Requirements

CPCO™ CERTIFIED PROJECT CONTROL OFFICER™ CREDENTIAL CERTIFICATION REQUIREMENTS PROCESS:

The prospective CPCO™ Certified Project Control Officer™ applicant shall typically have a Bachelor’s Degree or Master’s Degree with four or more years of work related experience preferably in project controls, program project management; management, financial management, accounting, business management, business, analysis, information technology, engineering (all disciplines), contracts, procurement, acquisitions, or Earned Value Management (EVM).

CPCO™ Certified Project Control Officer™ is a trademark of EVMi® Earned Value Management Institute® in the USA and internationally and fully protected under International Trademark and Copyrights Treaties and Laws among nations

Outline

Outline, Curriculum PDUs

CPCO™ CERTIFIED PROJECT CONTROL OFFICER™ CREDENTIAL CERTIFICATION PROGRAM MODULES COVERED FROM DAY 1 THROUGH DAY 3:

CPCO™ CERTIFIED PROJECT CONTROL OFFICER™ CREDENTIAL CERTIFICATION CURRICULUM:

The CPCO™ Certified Project Control Officer™ curriculum has been designed by a number of internationally recognized professionals from the field of project controls, planning and scheduling, risk management, quality management, project management, earned value management (EVM), risk, economics, business, finance, information technology, contracts and procurement, engineering (all disciplines), and government. With its newly revised program, the CPCO™ Certified Project Control Officer™ formula is challenging, rewarding and exciting for all Project Control Officers (PCOs) and Project Leads regardless of their industry domain or solution delivery.

CPCO™ Certified Project Control Officer™ credential certification consists of TWELVE modules delivered from Day 1 through Day 3, and the modules are namely: (1), My CPCO™ Certified Project Control Officer™ Strategy (2), Organization (3), Planning and Scheduling (4), Estimating, Cost, Budgeting Control Accounts (5), Earned Value Management, Project Control and ANSI EIA 748-C Earned Value Management (EVM) Industry Standards (6), Risk Control (7), Quality Control (8), Fraud Prevention (9), Managing Disputes and Claims (10) Contract Management, Materials Management Procurement (11) Managing People (12) Ethics and Professional Responsibility.

CPCO™ GRADES FOR CERTIFICATION: All participants will complete ten exercises for their My CPCO Strategy Play Book™. A passing grade of 80% on your ten exercises is required to earn CPCO™ Certified Project Control Officer™ credential certification.

**The CPCO™ program is given in the English language only.

CPCO™ CERTIFIED PROJECT CONTROL OFFICER™ PROFESSIONAL DEVELOPMENT UNITS (PDUs):

60 Professional Development Units (PDUs) is awarded upon completion of the CPCO™ Certified Project Control Officer™ program

CPCO™ Certified Project Control Officer™ is a trademark of EVMi® Earned Value Management Institute® in the USA and internationally and fully protected under International Trademark and Copyrights Treaties and Laws among nations

Who Should Apply

Who Should Apply

The CPCO™ Certified Project Control Officer™ credential certification is ideal and widely used by PMPs or Project Management Professionals, Project Control Officers (PCOs), Project Control Professionals (PCPs), Senior Project Managers, Senior Managers, Managers, Senior Program Managers, VPs, EVPs, Presidents, CIOs, CFOs, Head of Finance Department; Chief Project Officer; Chief Procurement Officer; and Program Managers.

CPCO™ Certified Project Control Officer™ is a trademark of EVMi® Earned Value Management Institute® in the USA and internationally and fully protected under International Trademark and Copyrights Treaties and Laws among nations

Participant Mix

Participant Mix

A typical CPCO™ Certified Project Control Officer™ class included PMPs or Project Management Professionals, Project Control Officers (PCOs), Project Control Professionals (PCPs), Senior Project Managers, Senior Managers, Managers, Senior Program Managers, Head of Finance Department; Chief Project Officer; Chief Procurement Officer; and Program Managers who work across industry and government.

CPCO™ Certified Project Control Officer™ is a trademark of EVMi® Earned Value Management Institute® in the USA and internationally and fully protected under International Trademark and Copyrights Treaties and Laws among nations

Testimonials

CPCO™ Certified Project Control Officer™ is a trademark of EVMi® Earned Value Management Institute® in the USA and internationally and fully protected under International Trademark and Copyrights Treaties and Laws among nations

Faculty

Faculty

ALL CPCO™ CERTIFIED PROJECT CONTROL OFFICER™ CREDENTIAL CERTIFICATION INSTRUCTORS:

(1) Have a Master Of Science (MS) Degree in Project Management and A Second Master Of Science (MS) Degree in Engineering (Electrical, Civil, Computer, Mechanical, Aeronautical, Software), Or Computer Science Or Information Technology Or Business Administration; or Phd or DSc in related field

(2) Are CPCO® Certified Project Control Officer® and EVMP® Earned Value Management Professional® Certified from EVMI®;

(3) Have Over Fifteen Years of Earned Value Management (EVM), Project Controls and Project Management Experience in Industry Or Government Or Both;

(4) Have Implemented Several EIA 748-C Compliant and DCMA Compliant Earned Value Management Systems (EVMS) On Very Large, Complex and High Dollar (multimillion/multibillion valued) Programs and Projects;

(5) Have Taught or Teach In Graduate Programs In Accredited Universities and or at Community Colleges in the USA and abroad

CPCO™ Certified Project Control Officer™ is a trademark of EVMi® Earned Value Management Institute® in the USA and internationally and fully protected under International Trademark and Copyrights Treaties and Laws among nations


MSc Project Management – Project Management Degree #project #management #degree, #project #management #course, #masters #in #project #management, #pmi, #apm, #project #management, #project #management #careers, #project #management #institute, #project #management #certification, #project #management #study


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Project Management MSc

Our MSc Project Management degree is fully accredited by the APM and PMI and can be studied full time or online.

Our mission is to deliver a world class Project Management learning experience in conjunction with diverse industry practitioners and professional bodies to develop emerging and career driven individuals seeking to manage a variety of projects.

The Project Management MSc is suitable for those already in the profession or seeking to change direction as well as those at the start of their career. It can be studied either full-time or online and is designed to meet the needs of diverse industry sectors such as oil and gas, engineering, construction, information technology, healthcare, and financial services.

Projects, Professionalism, Potential.

2. What you will study

Final Stage (one of the following)

Award. MSc Project Management

* Elective modules will only run where there are sufficient numbers.

Modules and delivery order may change for operational purposes.

The University regularly reviews its courses. Course content and structure may change over time. See our course disclaimer for more information.

3. How you will learn

Full-time Study
In full time mode, you will learn through a combination of lectures, seminars and workshop sessions. These comprise of a mix of group study, discussion, simulation and presentations of findings by teams and individuals. You will work as an individual and also as part of a team on case studies, team activities, presentations and discussions.

Access to our virtual learning environment, CampusMoodle. is also provided giving you access from home to learning materials (including videos, e-books and journals).

Distance Learning
Our supported distance learning mode of delivery allows you to study online from any location and is designed to fit in around your work commitments. You will be taught and supported by experienced industry professionals who will recreate the same challenging interactive format of the on-campus courses for those studying at a distance.

Our virtual learning environment, CampusMoodle offers students flexibility of where and when they can study, offering full and open access to tutors and other class members. Students have the benefit of being part of a group of learners with the invaluable opportunity to participate in active, group-related learning within a supportive online community setting. The online campus provides students with course materials and depending on the course it also includes:

  • Virtual tutorials
  • Live chat
  • Discussion forums – student and tutor led
  • Up-to-date web technology for delivery methods
  • User friendly material
  • Access to our online library

As online learners, students are part of a ‘virtual cohort’ and the communication and interaction amongst members of the cohort is a significant aspect of the learning process.

4. Entry requirements

  • Applicants normally hold a 2:2 undergraduate honours degree or its equivalent in any subject discipline.
  • Applicants with a lower degree classification and/or relevant work experience will be considered on a case by case basis.

International students who do not meet our direct entry requirements for this course can gain additional entry points through our International College at Robert Gordon University.

English Language

Applicants whose first language is not English should have an IELTS of 6.5 overall, with no component lower than 5.5, or an equivalent.

We accept a variety of in-country and secure English language tests, find out more:

* All entry requirements listed here should be used as a guide and represent the minimum required to be considered for entry. A small number of courses require higher levels, but this will be stated explicitly on your offer letter.

5. Placements and accreditations

Our highly innovative degree was the first in the UK to receive full accreditation by the Association for Project Management. We are one of institutions spanning globally to be accredited by the Project Management Institute (PMI) Global Accreditation Centre for Project Management Education Programs (GAC), and the first UK University to achieve this overall. This stamp of quality ensures high standards of excellence and relevance and so you can be confidence about gaining a recognised qualification which will truly enhance your professional and personal development.

Graduates of GAC accredited programmes are awarded 1,500 hours of project management experience which counts towards those required to achieve the PMI Project Management Professional (PMP) and Program Management Professional (PgMP) credentials. The GAC is a member of the Association of Specialised and Professional Accreditors (ASPA), the unified, national voice supporting professional education.

Aberdeen Business School itself is also recognised by the Project Management Institute (PMI) as a Global Registered Education Provider. Registered Education Providers (R.E.P.) are those organisations who are approved by PMI to offer project management training for Professional Development Units (PDU).

You will have the opportunity to take up membership with the APM and PMI during your studies and this can provide excellent networking and career opportunities.

Upon successful completion of the Professional Body of Knowledge in Project Management module, you will be equipped with the knowledge and expertise to go on and complete the professional exams. Our staff are able to provide information and advice about these exams.

6. Student Funding

Scholarships Funding

Scholarships and funding are available to eligible students at Robert Gordon University, further information via our scholarship pages.

Robert Gordon University is delighted to offer a 20% loyalty discount on course fees for all alumni who have graduated from RGU, further information available via the Alumni page.

7. Course Fees


Penn State Online #master #of #project #management, #penn #state #online #master #s #degree #programs, #penn #state #world #campus


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Master of Project Management

An Increased Demand for Project Managers

Corporations rely on project managers to oversee all aspects of a project so that everything flows seamlessly and the timeline, scope, and budget goals are met. As more organizations use project-based methods to accomplish tasks, experienced project managers are in higher demand. When you earn a master’s degree in project management, you can possess a skill set valued by companies in virtually every industry.

Why Project Management at Penn State

The online Master of Project Management degree offered through Penn State World Campus is an interdisciplinary graduate program that uses problem-based learning to provide a thorough understanding of all aspects of project-management theory and practice. This 30-credit degree program, which you can complete in as little as two years, is a well-respected credential and is AACSB accredited. In addition, Penn State is a Project Management Institute (PMI) ® Registered Education Provider (R.E.P.).

Headed by Dr. Jeffrey K. Pinto, an internationally renowned scholar in the field of project management, this program covers not only the curriculum found in A Guide to the Project Management Body of Knowledge (PMBOK ® Guide)Fifth Edition, Project Management Institute, Inc. (2013 ), but also the European model as well (APM). As a student, you can learn how to better manage your projects with regard to:

  • commercial and procurement law
  • corporate and business strategy in project management
  • cost control, planning, and resource management
  • human relations and project teams
  • organization theory in project management

Because the 12-credit Graduate Certificate in Project Management consists of the first four courses of the master’s program, you are able to add a quality credential to your résumé even before you complete the full degree.

Choose your Project Management Career Track

The master’s degree program allows you to tailor the curriculum to match your personal interests and professional goals. You may choose 6 credits in electives from topical areas such as:

  • enterprise architecture
  • enterprise resource planning (ERP) with SAP software
  • independent study for a creative research project, based on a current project management issue in your organization
  • supply chain management

Who Should Apply?

Whether you are involved in construction management; project execution; or project, program, or portfolio management, this is an ideal program if you are looking for career development opportunities to enhance your knowledge and skill sets in managing large, complex projects.

Career Opportunities for Project Management Graduates

Because project managers are in high demand in a variety of industries, as a graduate of the Master of Project Management degree program you can be prepared for a variety of positions, including:

  • project manager
  • project management analyst
  • quality management project coordinator
  • master scheduler
  • computer and information systems manager
  • industrial production manager
  • sales manager
  • business planning analyst
  • administrative services manager

PMI,PMBOK and the Registered Education Provider Logo are registered marks of Project Management Institute, Inc.

Related Programs


Project Procurement Management: 5 Steps of the Process #project #procurement #management,process,step,purchasing #department,procurement,steps,project #implementation #guide


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Project Procurement Management: 5 Steps of the Process

MyMG Team
March 23, 2011
76,114 views

The process for managing procurements in 5 steps

Managing project procurements and acquisitions requires the project manager to efficiently collaborate with the purchasing department on the process of planning and managing procurements. Project procurement management is a section of the Implementation Plan to determine how the ordered products necessary for producing deliverables can be delivered on time and within the allocated budget . Note that the Procurement Management section of the Implementation Plan will be necessary only for projects that have to deal with substantial buy-in of expertise or capital items. For any other projects where there is no high level of procurement expenditure it is enough to include a procurement item list and a vendors list in the project implementation plan.

Project Procurement Process

a Project Procurement Process [also called Project Procurement Management Process ] is a method for establishing relationships between an organization’s purchasing department and external suppliers to order, receive, review and approve all the procurement items necessary for project execution. The supplier relationships are managed on a contractual basis. The process aims to ensure timely delivery of the purchased items which are selected and acquired according to the specifications and requirements set up by the purchasing department and approved by the project manager.

The procurement process includes five major steps, as follows:

  • Specification. This step involves the purchasing department in communicating with the project manager to develop and approve a list of procurement items necessary for project implementation. The department must specify the approved items to external vendors.
  • Selection. This step of the project procurement process requires the department to find potential suppliers which can procure the necessary items, according to the specifications. For this purpose the department needs to set vendor selection criteria. which may include such measures as Delivery, Service Quality, Cost, and Part Performance.
  • Contracting. The department must communicate with the suppliers on delivery dates and payment conditions in order to ensure on-time delivery of the ordered items within the stated project budget. All the conditions should be listed in a procurement contract. Also a detailed delivery schedule should be negotiated with the procurers and approved by the purchasing department.
  • Control. Success of the procurement management process depends on how the purchasing department controls the delivery and payment processes. Through arranging regular meetings with the vendors, tracking delivery progress, reviewing the ordered items against the approved product specifications, and making necessary changes to the procurement contract, the department can control the process and ensure successful accomplishment.
  • Measurement. The final step of the project procurement management process refers to using a system of performance indicators and measures for assessing the effectiveness and success of the entire process. The project manager needs to set up such a system and the purchasing department needs to use it in measuring the process. Special meetings and workshops can be conducted to view KPIs, intermediate results of staged delivery, performance of procurers, adherence to product specifications, communications with suppliers, and the like. In case any deviations or gaps are revealed the department should notify the project manager and make necessary changes to the procurement plan.

Project Procurement Plan

Planning of project procurements is carried out within the procurement process and results in developing a plan. A procurement plan is a convenient tool for organizing and managing activities and tasks related to the procurement management process. A template of the plan is to be designed by the purchasing department in cooperation with the project manager. A project procurement plan should be reviewed and approved by the project manager before any supplier relationships get started.

A project procurement plan template documents:

  • Deliverables to be procured by proposed agreements/contracts.
  • Effective resource management strategies for negotiating and managing the agreements/contracts.
  • The need for staged delivery and desirability of testing the procured items before introducing them into the implementation process (this item is optional).
  • The chosen procurement method (payments, expressions of interest, request for price/quote, request for tender).
  • Key stages of the process for selecting suppliers and vendors.
  • The model of procurement funding.
  • The sample of procurement contract/agreement.
  • References to quality approvals, quality assurance and risk management.

Joint Meetings Industry Council – Case Study Program #it #project #case #study


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Case Study Program

Here are all the key documents you need to get involved in one of the most exciting initiatives we have undertaken in recent years – the JMIC Event Case Study Program. This program has been developed in order to identify and profile events that demonstrate the kinds of broader output values associated with meetings, conventions or exhibitions thinks like economic, business, professional, academic and community benefits that such events create.

In participating in this program you will not only be helping generate important documentation that will benefit the industry as a whole but getting important profile for both your own organization and those whose events are profiled.

This program is being coordinated by the University of Technology Sydney (UTS), who have considerable experience in quantifying these kinds of values, in consultation with the members of the Academic Panel that has been assembled to support the program. As described in these materials, in order to qualify for inclusion in the study, these values may be of any type but must have been (or about to be) actually measured by the organizer and / or their partners in event delivery.

The documents we have attached here include:

As per the above, the event you nominate may have already taken place or yet to take place; in either case UTS will be able to supply assistance in terms of how outputs can best be measured in ways that will enable the event to qualify for consideration.

The application form is simple and clear, with the idea that any applicant can easily supply the information that will enable UTS to see how they can be of assistance. If there are any questions of detail, these will be answered quickly by UTS based on their own experiences in calculating these kinds of event benefits.

The results of this program will benefit the meetings industry in terms of being able to demonstrate the broader values of what we do as an industry so let s get started and start illustrating the value we bring to both the global economy and our own communities!

You can review the latest progress of the Case Study program and learn about industry success stories on
The Iceberg. our industry partner providing a communications platform for advancement of the industry value proposition.


What Is a Private Cloud Project? Webopedia Definition #private #cloud #project, #private #cloud, #building #a #private #cloud, #creating #a #private #cloud, #define, #webopedia, #glossary, #dictionary, #encyclopedia, #it


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private cloud project

Related Terms

Companies initiate private cloud projects to enable their IT infrastructure to become more capable of quickly adapting to continually evolving business needs and requirements. Private cloud projects can also be connected to public clouds to create hybrid clouds .

Unlike a public cloud, a private cloud project remains within the corporate firewall and under the control on the company s IT department. As a result, a private cloud provides more control over the company s data, and it ensures security — albeit with greater potential risk for data loss due to natural disaster.

Launching a private cloud project involves analyzing the need for a private cloud, formulating a plan for how to create a private cloud, developing cloud policies for access and security, deploying and testing the private cloud infrastructure, and training employees and partners on the cloud computing project.

Private Cloud Project Strategy

To create a private cloud project strategy, a company will first need to identify which of its business practices can be made more efficient than before, as well as which repetitive manual tasks can be automated via the successful launch of a cloud computing project.

By creating a private cloud strategy, the resulting cloud will be able to deliver automatic, scalable server virtualization, providing the benefits of automated provision of resources and the optimal use of hardware within the IT infrastructure.

Building a Private Cloud

With the idea of building a private cloud a daunting proposition for many companies, the best advice for how to build a private cloud is to start small and then continue to grow the cloud computing project over time.

In terms of specifics for how to set up a private cloud, a company needs to:

  • Research the need and benefits for building a private cloud, particularly in respect to selecting a public or hybrid cloud instead of a private cloud
  • Analyze and ensure the proper processes and policies are in place to successfully build a secure private cloud
  • Research and acquire the private cloud infrastructure and cloud-enabling software that will be used, such as OpenStack. CloudStack. Eucalyptus. etc.
  • Ensure the hypervisor (s) that will manage the virtual machines and virtualized storage are available or can be purchased and installed
  • Develop and test the private cloud project in a non mission-critical environment
  • Train IT staff on how to manage the private cloud and employees and partners on how to access and use the cloud

See also “A Cloud Computing Dictionary Resource” in Webopedia’sQuick Referencesection.

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