Saturday, 23 May 2009
Thursday, 21 May 2009
וויקיפדיה הנוצרית
Yarden László Zelivansky Grünwald (Israel) wroteon May 8, 2009 at 5:46pm
בוויקיפדיה יש חוסר נוראי במידע על נצרות בוויקיפדיה העבריתהייתי רוצה לבקש ממכם,כל דוברי העברית,להתרם למאמץ ולערוך את הערכים נאנמנה לאמונהתודה.ירדן.
Post #2
You replied to Yarden's poston May 8, 2009 at 9:27pm
This is a very good subject my brother.I shall pray for you guys on this work.I have not check out the Wikipedia Hebrew articles on Christianity.But I assumed from your information that there are only but a few.Meanwhile there is a strong anti-God, atheist, irreligious and humanist stance on Wikipedia English articles.The sentiment from those opposing the Word of God there is so strong, their wording sounds like the Chinese Revolutionary Youth back in 1949 on the big purge. From my view they have declared war on Christians.Please stay safe there in Terrae Sancta, good Christian Soldier.
Yarden László Zelivansky Grünwald (Israel) wroteon May 8, 2009 at 10:26pm
Thank you so much,Ricardo!There are indeed just a few articles on Christianity in the Hebrew Wikipedia, and most are written in an awefully incorrect manner.Latlely it seems like most non-Christians have indeed declared war on us.It's scary how exetreme they can sound.Indeed like some fundamentel anti-liberty group from way back.I mean-even musolini wanted a Catholic Fascist Italy,and was tolarent to all Religions!
You replied to Yarden's poston May 8, 2009 at 11:57pm
Just go take a a look at definition of God in the English wikipedia.Wow, surprise.. surprise there we see that thrice married, twice divorced Richard Dawkins opinion stated in there. Why? Because their atheist/ irreligious supporter feels good about seeing their opinion written on this information site.Nowadays they would deem anybody objecting to their opinion as either fundamentalist or idiots. Moreover if you discuss the downside of Darwinism.Why can't people write their opinion on the Origin of Species in ENG Wikipedia. Its closely guarded I tell you.I say those people are doing hate crime.
Yarden László Zelivansky Grünwald (Israel) wroteon May 9, 2009 at 12:00am
I'll say!It's horrible.The act that way,with no respect to us,and then expect us to respect them.
בוויקיפדיה יש חוסר נוראי במידע על נצרות בוויקיפדיה העבריתהייתי רוצה לבקש ממכם,כל דוברי העברית,להתרם למאמץ ולערוך את הערכים נאנמנה לאמונהתודה.ירדן.
Post #2
You replied to Yarden's poston May 8, 2009 at 9:27pm
This is a very good subject my brother.I shall pray for you guys on this work.I have not check out the Wikipedia Hebrew articles on Christianity.But I assumed from your information that there are only but a few.Meanwhile there is a strong anti-God, atheist, irreligious and humanist stance on Wikipedia English articles.The sentiment from those opposing the Word of God there is so strong, their wording sounds like the Chinese Revolutionary Youth back in 1949 on the big purge. From my view they have declared war on Christians.Please stay safe there in Terrae Sancta, good Christian Soldier.
Yarden László Zelivansky Grünwald (Israel) wroteon May 8, 2009 at 10:26pm
Thank you so much,Ricardo!There are indeed just a few articles on Christianity in the Hebrew Wikipedia, and most are written in an awefully incorrect manner.Latlely it seems like most non-Christians have indeed declared war on us.It's scary how exetreme they can sound.Indeed like some fundamentel anti-liberty group from way back.I mean-even musolini wanted a Catholic Fascist Italy,and was tolarent to all Religions!
You replied to Yarden's poston May 8, 2009 at 11:57pm
Just go take a a look at definition of God in the English wikipedia.Wow, surprise.. surprise there we see that thrice married, twice divorced Richard Dawkins opinion stated in there. Why? Because their atheist/ irreligious supporter feels good about seeing their opinion written on this information site.Nowadays they would deem anybody objecting to their opinion as either fundamentalist or idiots. Moreover if you discuss the downside of Darwinism.Why can't people write their opinion on the Origin of Species in ENG Wikipedia. Its closely guarded I tell you.I say those people are doing hate crime.
Yarden László Zelivansky Grünwald (Israel) wroteon May 9, 2009 at 12:00am
I'll say!It's horrible.The act that way,with no respect to us,and then expect us to respect them.
An article on Pope Benedict XVI visit to the Holy Land, May 2009
created by Ashraf Abdalla Dabain, 19 Feb 2009
زيارة وتبعات ما قبل الزيارةمع الاعلان الرسمي لزيارة الحبر الروماني للاردن فلسطين واسرائيل في شهر آيار القادم فتحت شهية المقالات والتعليقات على الخبر في المواقع الالكترونية العربية إخبارية كانت ام منتديات او حتى مواقع التعارف والتسليه. ان المطلع على هذه التعليقات او المقالات ليرى تشابهاً فيما بينها شكلاً ومضموناً وكان شخص واحد يكتبها هنا وهناك وبأسماء مختلفه. فالغالبية العظمى من هذه التعليقات تدين الزيارة وتتهم البابا بالعدائية للاسلام والعرب لا بل لقد وتمادى البعض منهم ليفتح مواضيع دينية ونقدية هجومية على المسيحية كدين والتهجم على الرموز المسيحية المقدسة ومن هذه التعليقات نقتطف بعضاً منها :" بإذن الله .. سيستعيد المسلمون فلسطين ... ولن تحلم بأن تطأها أقدامك ... طالما قلت أن فلسطين لليهود والمسيحيين دون المسلمين ؟!!! ستعض أصابعك ندما أنت أو الباباوات الذين من بعدك على ما فعلتموه ... ثم هل كان عيسى عليه السلام يلبس هذه الملابس التي تلبسونها من الحرير و الذهب وما لا عين رأت ؟!!"" الذين روجوا لما سمي بحوار الأديان ، واهمون ، فعلى أي أساس سنتحاور مع اليهود ، الذين يقتلون ويغتصبون وينتهكون الحرمات ، كل هذا باسم دينهم ، فأين هي الأرضية المشتركة بيننا وبين النصارى الذين يستهزئون من نبي الإسلام عليه الصلاة والسلام برسوماتهم وكتابتهم ، ولم نر استنكارا من كنائسهم"" من اين تاتيه العظمة انتم لم تصفوا هذا الوصف للقرضاوي لماذا تصفوه للباباهم او مجرد شي قالها الله سبحانه وتعال "لن ترضي عنك اليهود والنصارى حتى تتبع دينهم"" فهذا الشخص أساء كثيرا للمسلمين والأردن اليوم بلد اسلامي هاشمي يضم نصارى شرفاء وهم أهل ذمة وانا متأكد أن نشامى الأردن من العرب النصارى لا يرضون أبدا بزيارة من أساء للمسلمين"" اريد ان انبه الى خطا شائع الى الذين يقولون حوار الاديان فلا يوجد هناك شىء يسمى اديان باستتناء الدين الاسلامي. والمسيحية واليهودية ليست الا شرائع سماوية استنادا لقول الله جل جلاله (ان الدين عند الله الاسلام) وقوله ايضا (ما كان ابراهيم يهوديا ولا نصرانيا ولكن كان حنيفا مسلما )اما بخصوص هذا البابا الذي هو اعظم شخصية عند المسيح فالله سبحانه وتعالى يقول ( ان كثيرا من الاحبار والرهبان لياكلون اموال الناس بالباطل)"وغيرها الكثيرلا يمكن للقارئ هذه التعليقات وغيرها الكثير الا ان يؤكد انها موجه مجنونه ومسعوره قد بدأت ولا نعلم متى ستتوقف... لقد بدأت كحملة منظمة ضد البابا وزيارته ولكنها في طياتها حملة متحامله على المسيحية ورموزها... التي تطالها الاساءة يومياً في المواقع الالكترونية العربية والاسلامية دون ان تجد من يشير اليها لا من قبل المسيحيين العرب او من الغرب...ودون ان نسمع عن جهة ما تهدد وتعربد وترهب بسبب هذه الاساءات ضد المسيحية ورموزها.ولا يقتصر الموضوع على العرب...فحتى اسرائيل بدأت حملتها ضد البابا بعد الاعلان الرسمي مباشرة:فالقناة العاشرة الاسرائيلية بثت برنامجاً عن قداسة البابا الراحل يوحنا بولس الثاني صورته فيها كشاذ جنسي كما شملت حملتها الكنيسة الكاثوليكية والعقائد المسيحية... وطال النقد والتجريح والاساءة البابا بندكتوس نفسه بصفته معادي للسامية بعد ان اصدر قراراً بسحب الحرمان ضد اربعة اساقفة منهم واحد رفض الاعتراف بمحرقة اليهود ايام النازية ولقراره السير بتكريم البابا بيوس الثاني عشر وثم التراجع عنه تحت ضغط اللوبي الصهيوني.فإذا كانت الهجمة المنظمة من طرفي النقيض العرب واليهود تستقبل خبر زيارة البابا للاراضي المقدسة بشقيها الشرقي والغربي فماذا سيكون ردة الفعل عند زيارته الفعلية؟ما دورنا نحن مسيحيو الشرق رغم انقسامنا الطائفي؟طرف يقول انه على البابا إلغاء زيارته او على الاقل تأجيلها بسبب الكراهية العمياء له شخصياً ولموقعه وللدين الذي ينادي به.وطرف وانا منهم نشجع على الزيارة ونؤيدها لماذا؟لانه لا بد ان نثبت لمن هم حولنا من عرب ويهود اننا نحن كمسيحيين لنا وجود في هذا الشرق منذ عشرين قرناً واننا كمواطنين كاملي المواطنية ويجب ان نكون كاملي الحقوق واننا لسنا اهل ذمة او عبيد او ضيوف في هذا البلد وفي هذا الشرق... شاء من شاء وأبى من أبى.اشرف الضباعين
---
additional info:
Pope to Visit Jordan Mosque During Holy Land TourAMMAN, Jordan (AP) - Pope Benedict XVI will visit Jordan's largest mosque during his first papal tour of the Holy Land in May, a local Roman Catholic priest said Tuesday.The Pope's stop at the Hussein bin Talal Mosque in Amman will be his second visit to a Muslim place of worship since becoming pope in 2005, said Rifat Bader, a Catholic priest in Jordan who is the spokesman for the Jordanian leg of the Pope's Holy Land tour. In 2006, Pope Benedict prayed at Turkey's famous Blue Mosque in Istanbul."He will also meet there with Muslim leaders and religious scholars at the mosque, underlining the coexistence between religions," Bader told The Associated Press.The mosque, built in outskirts of Amman nearly four years ago, is named after the late King Hussein, who died in 1999.Jordan will be the Pope's first stop on the Holy Land tour from May 8-15, Bader said. He will also travel to Israel and the West Bank, making stops in cities including Jerusalem and Bethlehem. Bader said discussions were under way to possibly add Gaza on the Pope's itinerary.During his three-day stay in Jordan, the Pope will also visit Biblical sites including Mount Nebo, where Moses had first seen the promised land, and a spot on the Jordanian River, where Jesus had been baptized, Bader said.The Pope also plans to hold a public Mass in Jordan, where 3 percent of the country's 5.8 million people are Muslims.Pope Benedict will then travel to Israel, where President Shimon Peres is expected to escort him. Bader said the Pope will stop at the recently renovated Yad Vashem Holocaust Museum during his visit to Jerusalem and will meet with Palestinian President Mahmoud Abbas in the West Bank.The late Pope John Paul II came to the Holy Land in a 2000 pilgrimage, visiting Jordan, Israel and the Palestinian territories.The visit to the Mideast comes at a time of strained relations between the Vatican and Israel. The fragile relations worsened last month when the German Pope reinstated an excommunicated bishop who has questioned the extent of the Holocaust. Pope Benedict later condemned the bishop's remarks and spoke out against anti-Semitism.Relations between the Vatican and the Muslim world have also been tense in recent years. In 2006, Pope Benedict made remarks on Islam and holy war during a speech in Germany that angered many Muslims, leading him to backtrack and declare himself "deeply sorry."
---
and then my reply on this is as follows:
Ephesians 4:2-16 (New International Version)2 Be completely humble and gentle; be patient, bearing with one another in love.3 Make every effort to keep the unity of the Spirit through the bond of peace.4 There is one body and one Spirit—just as you were called to one hope when you were called—5 one Lord, one faith, one baptism;6 one God and Father of all, who is over all and through all and in all.7 But to each one of us grace has been given as Christ apportioned it.8 This is why it says:"When he ascended on high,he led captives in his trainand gave gifts to men.9 "What does "he ascended" mean except that he also descended to the lower, earthly regions?10 He who descended is the very one who ascended higher than all the heavens, in order to fill the whole universe.11 It was he who gave some to be apostles, some to be prophets, some to be evangelists, and some to be pastors and teachers,12 to prepare God's people for works of service, so that the body of Christ may be built up13 until we all reach unity in the faith and in the knowledge of the Son of God and become mature, attaining to the whole measure of the fullness of Christ.14 Then we will no longer be infants, tossed back and forth by the waves, and blown here and there by every wind of teaching and by the cunning and craftiness of men in their deceitful scheming.15 Instead, speaking the truth in love, we will in all things grow up into him who is the Head, that is, Christ.16 From him the whole body, joined and held together by every supporting ligament, grows and builds itself up in love, as each part does its work.
---
زيارة وتبعات ما قبل الزيارةمع الاعلان الرسمي لزيارة الحبر الروماني للاردن فلسطين واسرائيل في شهر آيار القادم فتحت شهية المقالات والتعليقات على الخبر في المواقع الالكترونية العربية إخبارية كانت ام منتديات او حتى مواقع التعارف والتسليه. ان المطلع على هذه التعليقات او المقالات ليرى تشابهاً فيما بينها شكلاً ومضموناً وكان شخص واحد يكتبها هنا وهناك وبأسماء مختلفه. فالغالبية العظمى من هذه التعليقات تدين الزيارة وتتهم البابا بالعدائية للاسلام والعرب لا بل لقد وتمادى البعض منهم ليفتح مواضيع دينية ونقدية هجومية على المسيحية كدين والتهجم على الرموز المسيحية المقدسة ومن هذه التعليقات نقتطف بعضاً منها :" بإذن الله .. سيستعيد المسلمون فلسطين ... ولن تحلم بأن تطأها أقدامك ... طالما قلت أن فلسطين لليهود والمسيحيين دون المسلمين ؟!!! ستعض أصابعك ندما أنت أو الباباوات الذين من بعدك على ما فعلتموه ... ثم هل كان عيسى عليه السلام يلبس هذه الملابس التي تلبسونها من الحرير و الذهب وما لا عين رأت ؟!!"" الذين روجوا لما سمي بحوار الأديان ، واهمون ، فعلى أي أساس سنتحاور مع اليهود ، الذين يقتلون ويغتصبون وينتهكون الحرمات ، كل هذا باسم دينهم ، فأين هي الأرضية المشتركة بيننا وبين النصارى الذين يستهزئون من نبي الإسلام عليه الصلاة والسلام برسوماتهم وكتابتهم ، ولم نر استنكارا من كنائسهم"" من اين تاتيه العظمة انتم لم تصفوا هذا الوصف للقرضاوي لماذا تصفوه للباباهم او مجرد شي قالها الله سبحانه وتعال "لن ترضي عنك اليهود والنصارى حتى تتبع دينهم"" فهذا الشخص أساء كثيرا للمسلمين والأردن اليوم بلد اسلامي هاشمي يضم نصارى شرفاء وهم أهل ذمة وانا متأكد أن نشامى الأردن من العرب النصارى لا يرضون أبدا بزيارة من أساء للمسلمين"" اريد ان انبه الى خطا شائع الى الذين يقولون حوار الاديان فلا يوجد هناك شىء يسمى اديان باستتناء الدين الاسلامي. والمسيحية واليهودية ليست الا شرائع سماوية استنادا لقول الله جل جلاله (ان الدين عند الله الاسلام) وقوله ايضا (ما كان ابراهيم يهوديا ولا نصرانيا ولكن كان حنيفا مسلما )اما بخصوص هذا البابا الذي هو اعظم شخصية عند المسيح فالله سبحانه وتعالى يقول ( ان كثيرا من الاحبار والرهبان لياكلون اموال الناس بالباطل)"وغيرها الكثيرلا يمكن للقارئ هذه التعليقات وغيرها الكثير الا ان يؤكد انها موجه مجنونه ومسعوره قد بدأت ولا نعلم متى ستتوقف... لقد بدأت كحملة منظمة ضد البابا وزيارته ولكنها في طياتها حملة متحامله على المسيحية ورموزها... التي تطالها الاساءة يومياً في المواقع الالكترونية العربية والاسلامية دون ان تجد من يشير اليها لا من قبل المسيحيين العرب او من الغرب...ودون ان نسمع عن جهة ما تهدد وتعربد وترهب بسبب هذه الاساءات ضد المسيحية ورموزها.ولا يقتصر الموضوع على العرب...فحتى اسرائيل بدأت حملتها ضد البابا بعد الاعلان الرسمي مباشرة:فالقناة العاشرة الاسرائيلية بثت برنامجاً عن قداسة البابا الراحل يوحنا بولس الثاني صورته فيها كشاذ جنسي كما شملت حملتها الكنيسة الكاثوليكية والعقائد المسيحية... وطال النقد والتجريح والاساءة البابا بندكتوس نفسه بصفته معادي للسامية بعد ان اصدر قراراً بسحب الحرمان ضد اربعة اساقفة منهم واحد رفض الاعتراف بمحرقة اليهود ايام النازية ولقراره السير بتكريم البابا بيوس الثاني عشر وثم التراجع عنه تحت ضغط اللوبي الصهيوني.فإذا كانت الهجمة المنظمة من طرفي النقيض العرب واليهود تستقبل خبر زيارة البابا للاراضي المقدسة بشقيها الشرقي والغربي فماذا سيكون ردة الفعل عند زيارته الفعلية؟ما دورنا نحن مسيحيو الشرق رغم انقسامنا الطائفي؟طرف يقول انه على البابا إلغاء زيارته او على الاقل تأجيلها بسبب الكراهية العمياء له شخصياً ولموقعه وللدين الذي ينادي به.وطرف وانا منهم نشجع على الزيارة ونؤيدها لماذا؟لانه لا بد ان نثبت لمن هم حولنا من عرب ويهود اننا نحن كمسيحيين لنا وجود في هذا الشرق منذ عشرين قرناً واننا كمواطنين كاملي المواطنية ويجب ان نكون كاملي الحقوق واننا لسنا اهل ذمة او عبيد او ضيوف في هذا البلد وفي هذا الشرق... شاء من شاء وأبى من أبى.اشرف الضباعين
---
additional info:
Pope to Visit Jordan Mosque During Holy Land TourAMMAN, Jordan (AP) - Pope Benedict XVI will visit Jordan's largest mosque during his first papal tour of the Holy Land in May, a local Roman Catholic priest said Tuesday.The Pope's stop at the Hussein bin Talal Mosque in Amman will be his second visit to a Muslim place of worship since becoming pope in 2005, said Rifat Bader, a Catholic priest in Jordan who is the spokesman for the Jordanian leg of the Pope's Holy Land tour. In 2006, Pope Benedict prayed at Turkey's famous Blue Mosque in Istanbul."He will also meet there with Muslim leaders and religious scholars at the mosque, underlining the coexistence between religions," Bader told The Associated Press.The mosque, built in outskirts of Amman nearly four years ago, is named after the late King Hussein, who died in 1999.Jordan will be the Pope's first stop on the Holy Land tour from May 8-15, Bader said. He will also travel to Israel and the West Bank, making stops in cities including Jerusalem and Bethlehem. Bader said discussions were under way to possibly add Gaza on the Pope's itinerary.During his three-day stay in Jordan, the Pope will also visit Biblical sites including Mount Nebo, where Moses had first seen the promised land, and a spot on the Jordanian River, where Jesus had been baptized, Bader said.The Pope also plans to hold a public Mass in Jordan, where 3 percent of the country's 5.8 million people are Muslims.Pope Benedict will then travel to Israel, where President Shimon Peres is expected to escort him. Bader said the Pope will stop at the recently renovated Yad Vashem Holocaust Museum during his visit to Jerusalem and will meet with Palestinian President Mahmoud Abbas in the West Bank.The late Pope John Paul II came to the Holy Land in a 2000 pilgrimage, visiting Jordan, Israel and the Palestinian territories.The visit to the Mideast comes at a time of strained relations between the Vatican and Israel. The fragile relations worsened last month when the German Pope reinstated an excommunicated bishop who has questioned the extent of the Holocaust. Pope Benedict later condemned the bishop's remarks and spoke out against anti-Semitism.Relations between the Vatican and the Muslim world have also been tense in recent years. In 2006, Pope Benedict made remarks on Islam and holy war during a speech in Germany that angered many Muslims, leading him to backtrack and declare himself "deeply sorry."
---
and then my reply on this is as follows:
Ephesians 4:2-16 (New International Version)2 Be completely humble and gentle; be patient, bearing with one another in love.3 Make every effort to keep the unity of the Spirit through the bond of peace.4 There is one body and one Spirit—just as you were called to one hope when you were called—5 one Lord, one faith, one baptism;6 one God and Father of all, who is over all and through all and in all.7 But to each one of us grace has been given as Christ apportioned it.8 This is why it says:"When he ascended on high,he led captives in his trainand gave gifts to men.9 "What does "he ascended" mean except that he also descended to the lower, earthly regions?10 He who descended is the very one who ascended higher than all the heavens, in order to fill the whole universe.11 It was he who gave some to be apostles, some to be prophets, some to be evangelists, and some to be pastors and teachers,12 to prepare God's people for works of service, so that the body of Christ may be built up13 until we all reach unity in the faith and in the knowledge of the Son of God and become mature, attaining to the whole measure of the fullness of Christ.14 Then we will no longer be infants, tossed back and forth by the waves, and blown here and there by every wind of teaching and by the cunning and craftiness of men in their deceitful scheming.15 Instead, speaking the truth in love, we will in all things grow up into him who is the Head, that is, Christ.16 From him the whole body, joined and held together by every supporting ligament, grows and builds itself up in love, as each part does its work.
---
Wednesday, 20 May 2009
Monday, 18 May 2009
John 14:6, Ricardo Aritonang
John 14:6 (New International Version)
6Jesus answered, "I am the way and the truth and the life. No one comes to the Father except through me.
John 14:6 (King James Version)
6Jesus saith unto him, I am the way, the truth, and the life: no man cometh unto the Father, but by me.
John 14:6 (Amplified Bible)
6Jesus said to him, I am the Way and the Truth and the Life; no one comes to the Father except by (through) Me.
6Jesus answered, "I am the way and the truth and the life. No one comes to the Father except through me.
John 14:6 (King James Version)
6Jesus saith unto him, I am the way, the truth, and the life: no man cometh unto the Father, but by me.
John 14:6 (Amplified Bible)
6Jesus said to him, I am the Way and the Truth and the Life; no one comes to the Father except by (through) Me.
Sunday, 17 May 2009
1 Timothy 4:16, Ricardo Aritonang
ΠΡΟΣ ΤΙΜΟΘΕΟΝ Α΄ 4:16 (1881 Westcott-Hort New Testament)
16επεχε σεαυτω και τη διδασκαλια επιμενε αυτοις τουτο γαρ ποιων και σεαυτον σωσεις και τους ακουοντας σου
The New Testament in the Original Greek is the name of a Greek language version of the New Testament published in 1881. It is also known as the Westcott and Hort text, after its editors Brooke Foss Westcott (1825–1901) and Fenton John Anthony Hort (1828–1892). It is a critical text, compiled from some of the oldest New Testament fragments and texts that had been discovered at the time.
16επεχε σεαυτω και τη διδασκαλια επιμενε αυτοις τουτο γαρ ποιων και σεαυτον σωσεις και τους ακουοντας σου
The New Testament in the Original Greek is the name of a Greek language version of the New Testament published in 1881. It is also known as the Westcott and Hort text, after its editors Brooke Foss Westcott (1825–1901) and Fenton John Anthony Hort (1828–1892). It is a critical text, compiled from some of the oldest New Testament fragments and texts that had been discovered at the time.
Project Management
Project management
Project management is the discipline of planning, organizing and managing resources to bring about the successful completion of specific project goals and objectives.
A project is a finite endeavor (having specific start and completion dates) undertaken to create a unique product or service which brings about beneficial change or added value. This finite characteristic of projects stands in sharp contrast to processes, or operations, which are permanent or semi-permanent functional work to repetitively produce the same product or service. In practice, the management of these two systems is often found to be quite different, and as such requires the development of distinct technical skills and the adoption of separate management philosophy, which is the subject of this article.
The primary challenge of project management is to achieve all of the project goals and objectives while honoring the project constraints. Typical constraints are scope, time and budget. The secondary—and more ambitious—challenge is to optimize the allocation and integration of inputs necessary to meet pre-defined objectives. A project is a carefully defined set of activities that use resources (money, people, materials, energy, space, provisions, communication, motivation, etc.) to achieve the project goals and objectives.
Project management approaches
There are several approaches that can be taken to managing project activities including agile, interactive, incremental, and phased approaches.
Regardless of the approach employed, careful consideration needs to be given to clarify surrounding project objectives, goals, and importantly, the roles and responsibilities of all participants and stakeholders.
·
2.1 The traditional approach
2.2 Critical Chain Project Management
2.3 Extreme Project Management
2.4 Event chain methodology
2.5 PRINCE2
2.6 Process-based management
2.7 Rational Unified Process
The traditional approach
A traditional phased approach identifies a sequence of steps to be completed. In the "traditional approach", we can distinguish 5 components of a project (4 stages plus control) in the development of a project:
project initiation stage;
project planning or design stage;
project execution or production stage;
project monitoring and controlling systems;
project completion stage.
Not all the projects will visit every stage as projects can be terminated before they reach completion. Some projects probably don't have the planning and/or the monitoring. Some projects will go through steps 2, 3 and 4 multiple times.
Many industries utilize variations on these stages. For example, in bricks and mortar architectural design, projects typically progress through stages like Pre-Planning, Conceptual Design, Schematic Design, Design Development, Construction Drawings (or Contract Documents), and Construction Administration. In software development, this approach is often known as "waterfall development", i.e., one series of tasks after another in linear sequence. In software development many organizations have adapted the Rational Unified Process (RUP) to fit this methodology, although RUP does not require or explicitly recommend this practice. Waterfall development can work for small tightly defined projects, but for larger projects of undefined or unknowable scope, it is less suited. The Cone of Uncertainty explains some of this as the planning made on the initial phase of the project suffers from a high degree of uncertainty. This becomes specially true as software development is often the realization of a new or novel product, this method has been widely accepted as ineffective for software projects where requirements are largely unknowable up front and susceptible to change. While the names may differ from industry to industry, the actual stages typically follow common steps to problem solving — "defining the problem, weighing options, choosing a path, implementation and evaluation."
Critical Chain Project Management
Critical Chain Project Management (CCPM) is a method of planning and managing projects that puts more emphasis on the resources required to execute project tasks. It is an application of the Theory of Constraints (TOC) to projects. The goal is to increase the rate of throughput (or completion rates) of projects in an organization. Applying the first three of the five focusing steps of TOC, the system constraint for all projects is identified as resources. To exploit the constraint, tasks on the critical chain are given priority over all other activities. Finally, projects are planned and managed to ensure that the critical chain tasks are ready to start as soon as the needed resources are available, subordinating all other resources to the critical chain.
For specific projects, the project plan should undergo Resource Leveling, and the longest sequence of resource-constrained tasks is identified as the critical chain. In multi-project environments, resource leveling should be performed across projects. However, it is often enough to identify (or simply select) a single "drum" resource—a resource that acts as a constraint across projects—and stagger projects based on the availability of that single resource.
Extreme Project Management
In critical studies of Project Management, it has been noted that several of these fundamentally PERT-based models are not well suited for the multi-project company environment of today. Most of them are aimed at very large-scale, one-time, non-routine projects, and nowadays all kinds of management are expressed in terms of projects.
Using complex models for "projects" (or rather "tasks") spanning a few weeks has been proven to cause unnecessary costs and low maneuverability in several cases. Instead, project management experts try to identify different "lightweight" models, such as Agile Project Management methods including Extreme Programming for software development and Scrum techniques.
The generalization of Extreme Programming to other kinds of projects is extreme project management, which may be used in combination with the process modeling and management principles of human interaction management.
Event chain methodology
Event chain methodology is the next advance beyond critical path method and critical chain project management.
Event chain methodology is an uncertainty modeling and schedule network analysis technique that is focused on identifying and managing events and event chains that affect project schedules. Event chain methodology helps to mitigate the negative impact of psychological heuristics and biases, as well as to allow for easy modeling of uncertainties in the project schedules. Event chain methodology is based on the following major principles.
Probabilistic moment of risk: An activity (task) in most real life processes is not a continuous uniform process. Tasks are affected by external events, which can occur at some point in the middle of the task.
Event chains: Events can cause other events, which will create event chains. These event chains can significantly affect the course of the project. Quantitative analysis is used to determine a cumulative effect of these event chains on the project schedule.
Critical events or event chains: The single events or the event chains that have the most potential to affect the projects are the “critical events” or “critical chains of events.” They can be determined by the analysis.
Project tracking with events: If a project is partially completed and data about the project duration, cost, and events occurred is available, it is possible to refine information about future potential events and helps to forecast future project performance.
Event chain visualization: Events and event chains can be visualized using event chain diagrams on a Gantt chart.
PRINCE2
PRINCE2 is a structured approach to project management, released in 1996 as a generic project management method. It provides a method for managing projects within a clearly defined framework. PRINCE2 describes procedures to coordinate people and activities in a project, how to design and supervise the project, and what to do if the project has to be adjusted if it doesn’t develop as planned.
In the method each process is specified with its key inputs and outputs and with specific goals and activities to be carried out, which gives an automatic control of any deviations from the plan. Divided into manageable stages, the method enables an efficient control of resources. On the basis of close monitoring the project can be carried out in a controlled and organized way.
PRINCE2 provides a common language for all participants in the project. The various management roles and responsibilities involved in a project are fully described and are adaptable to suit the complexity of the project and skills of the organisation.
Process-based management
Capability Maturity Model, predecessor of the CMMI Model.
Also furthering the concept of project control is the incorporation of process-based management. This area has been driven by the use of Maturity models such as the CMMI (Capability Maturity Model Integration) and ISO/IEC15504 (SPICE - Software Process Improvement and Capability Determination), which have been far more successful.
Agile Project Management approaches based on the principles of human interaction management are founded on a process view of human collaboration. This contrasts sharply with traditional approach. In the agile software development or flexible product development approach, the project is seen as a series of relatively small tasks conceived and executed as the situation demands in an adaptive manner, rather than as a completely pre-planned process.
Rational Unified Process
The Rational Unified Process (RUP) is an iterative software development process framework created by the Rational Software Corporation, a division of IBM since 2003. RUP is not a single concrete prescriptive process, but rather an adaptable process framework, intended to be tailored by the development organizations and software project teams that will select the elements of the process that are appropriate for their needs. The following are phases of RUP, which align to business activities intended to drive successful delivery and deployment of projects. It also provides the taxonomy for blue printing and producing enterprise architecture artifacts across its different domains.
Inception - Identify the initial scope of the project, a potential architecture for the system, and obtain initial project funding and stakeholder acceptance.
Elaboration - Prove the architecture of the system.
Construction - Build working software on a regular, incremental basis which meets the highest-priority needs of project stakeholders.
Transition - Validate and deploy the system into the production environment
The open source version of RUP is OpenUP.
Project development stages
Traditionally, project development includes five elements: control systems, and four stages. Regardless of the methodology used, the project development process will have the same major stages:
initiation,
planning or development,
production or execution,
monitoring and controlling, and
closing.
Project control systems
Project control is that element of a project that keeps it on-track, on-time and within budget. Project control begins early in the project with planning and ends late in the project with post-implementation review, having a thorough involvement of each step in the process. Each project should be assessed for the appropriate level of control needed: too much control is too time consuming, too little control is very risky. If project control is not implemented correctly, the cost to the business should be clarified in terms of errors, fixes, and additional audit fees.
Control systems are needed for cost, risk, quality, communication, time, change, procurement, and human resources. In addition, auditors should consider how important the projects are to the financial statements, how reliant the stakeholders are on controls, and how many controls exist. Auditors should review the development process and procedures for how they are implemented. The process of development and the quality of the final product may also be assessed if needed or requested. A business may want the auditing firm to be involved throughout the process to catch problems earlier on so that they can be fixed more easily. An auditor can serve as a controls consultant as part of the development team or as an independent auditor as part of an audit.
Businesses sometimes use formal systems development processes. These help assure that systems are developed successfully. A formal process is more effective in creating strong controls, and auditors should review this process to confirm that it is well designed and is followed in practice. A good formal systems development plan outlines:
A strategy to align development with the organization’s broader objectives
Standards for new systems
Project management policies for timing and budgeting
Procedures describing the process
Initiation
The initiation stage determines the nature and scope of the development. If this stage is not performed well, it is unlikely that the project will be successful in meeting the business’s needs. The key project controls needed here are an understanding of the business environment and making sure that all necessary controls are incorporated into the project. Any deficiencies should be reported and a recommendation should be made to fix them.
The initiation stage should include a cohesive plan that encompasses the following areas:
Study analyzing the business needs in measurable goals.
Review of the current operations.
Conceptual design of the operation of the final product.
Equipment and contracting requirements including an assessment of 'long-lead' items.
Financial analysis of the costs and benefits including a budget.
Stakeholder analysis, including users, and support personnel for the project.
Project charter including costs, tasks, deliverables, and schedule.
Planning and design
After the initiation stage, the system is designed. Occasionally, a small prototype of the final product is built and tested. Testing is generally performed by a combination of testers and end users, and can occur after the prototype is built or concurrently. Controls should be in place that ensure that the final product will meet the specifications of the project charter. The results of the design stage should include a product design that:
Satisfies the project sponsor, end user, and business requirements.
Functions as it was intended.
Can be produced within quality standards.
Can be produced within time and budget constraints.
Executing
Executing consists of the processes used to complete the work defined in the project management plan to accomplish the project's requirements. Execution process involves coordinating people and resources, as well as integrating and performing the activities of the project in accordance with the project management plan. The deliverables are produced as outputs from the processes performed as defined in the project management plan.
Monitoring and Controlling
Monitoring and Controlling consists of those processes performed to observe project execution so that potential problems can be identified in a timely manner and corrective action can be taken, when necessary, to control the execution of the project. The key benefit is that project performance is observed and measured regularly to identify variances from the project management plan.
Monitoring and Controlling includes:
Measuring the ongoing project activities (where we are);
Monitoring the project variables (cost, effort, ...) against the project management plan and the project performance baseline (where we should be);
Identify corrective actions to properly address issues and risks (How can we get on track again);
Influencing the factors that could circumvent integrated change control so only approved changes are implemented
In multi-phase projects, the Monitoring and Controlling process also provides feedback between project phases, in order to implement corrective or preventive actions to bring the project into compliance with the project management plan.
Project Maintenance is an ongoing process, and it includes:
Continuing support of end users
Correction of errors
Updates of the software over time
In this stage, auditors should pay attention to how effectively and quickly user problems are resolved.
Over the course of any construction project, the work scope changes. Change is a normal and expected part of the construction process. Changes can be the result of necessary design modifications, differing site conditions, material availability, contractor-requested changes, value engineering and impacts from third parties, to name a few. Beyond executing the change in the field, the change normally needs to be documented to show what was actually constructed. This is referred to as Change Management. Hence, the owner usually requires a final record to show all changes or, more specifically, any change that modifies the tangible portions of the finished work. The record is made on the contract documents – usually, but not necessarily limited to, the design drawings. The end product of this effort is what the industry terms as-built drawings, or more simply, “asbuilts.” The requirement for providing them is a norm in construction contracts.
When changes are introduced to the project the viability of the project has to be assessed again. It is important not to lose sight of the initial goals and targets of the projects. When the changes accumulate, the forecasted end result may not justify the proposed investment.
Closing
Closing includes the formal acceptance of the project and the ending thereof. Administrative activities include the archiving of the files and documenting lessons learned. Closing phase consist of two parts:
Close project: to finalize all activities across all of the process groups to formally close the project or a project phase
Contract closure: necessary for completing and settling each contract, including the resolution of any open items, and closing each contract applicable to the project or a project phase.
Project management topics
Project managers
A project manager is a professional in the field of project management. Project managers can have the responsibility of the planning, execution, and closing of any project, typically relating to construction industry, architecture, computer networking, telecommunications or software development. Many other fields in the production, design and service industries also have project managers.
A project manager is the person accountable for accomplishing the stated project objectives. Key project management responsibilities include creating clear and attainable project objectives, building the project requirements, and managing the triple constraint for projects, which is cost, time, and scope.
A project manager is often a client representative and has to determine and implement the exact needs of the client, based on knowledge of the firm they are representing. The ability to adapt to the various internal procedures of the contracting party, and to form close links with the nominated representatives, is essential in ensuring that the key issues of cost, time, quality and above all, client satisfaction, can be realized.
Project Management Triangle
Like any human undertaking, projects need to be performed and delivered under certain constraints. Traditionally, these constraints have been listed as "scope," "time," and "cost".[3] These are also referred to as the "Project Management Triangle," where each side represents a constraint. One side of the triangle cannot be changed without affecting the others. A further refinement of the constraints separates product "quality" or "performance" from scope, and turns quality into a fourth constraint.
The time constraint refers to the amount of time available to complete a project. The cost constraint refers to the budgeted amount available for the project. The scope constraint refers to what must be done to produce the project's end result. These three constraints are often competing constraints: increased scope typically means increased time and increased cost, a tight time constraint could mean increased costs and reduced scope, and a tight budget could mean increased time and reduced scope.
The discipline of Project Management is about providing the tools and techniques that enable the project team (not just the project manager) to organize their work to meet these constraints.
Work Breakdown Structure
The Work Breakdown Structure (WBS) is a tree structure, which shows a subdivision of effort required to achieve an objective; for example a program, project, and contract. The WBS may show hardware, product, service, or process oriented. In a project of contract, the WBS is developed by starting with[4] :
the end objective and
successively subdividing it into manageable components
in terms of size, duration, and responsibility (e.g., systems, subsystems, components, tasks, subtasks, and work packages)
which include all steps necessary to achieve the objective.
The Work Breakdown Structure provides a common framework for the natural development of the overall planning and control of a contract and is the basis for dividing work into definable increments from which the statement of work can be developed and technical, schedule, cost, and labor hour reporting can be established.[4]
Project control variables
Project Management tries to gain control over variables such as risk. Potential points of failure: Most negative risks (or potential failures) can be overcome or resolved, given enough planning capabilities, time, and resources. According to some definitions (including PMBOK Third Edition) risk can also be categorized as "positive--" meaning that there is a potential opportunity, e.g., complete the project faster than expected.
Customers (either internal or external project sponsors) and external organizations (such as government agencies and regulators) can dictate the extent of three variables: time, cost, and scope. The remaining variable (risk) is managed by the project team, ideally based on solid estimation and response planning techniques. Through a negotiation process among project stakeholders, an agreement defines the final objectives, in terms of time, cost, scope, and risk, usually in the form of a charter or contract.
To properly control these variables a good project manager has a depth of knowledge and experience in these four areas (time, cost, scope, and risk), and in six other areas as well: integration, communication, human resources, quality assurance, schedule development, and procurement.
International standards
There have been several attempts to develop Project Management standards, such as:
A Guide to the Project Management Body of Knowledge
HERMES method, Swiss general project management method, selected for use in Luxembourg and international organisations.
The ISO standards ISO 9000, a family of standards for quality management systems, and the ISO 10006:2003, for Quality management systems and guidelines for quality management in projects.
PRINCE2, PRojects IN Controlled Environments.
Capability Maturity Model from the Software Engineering Institute.
Total Cost Management Framework, an AACE International's process for Portfolio, Program and Project Management)
V-Modell, an originally systems developement method.
See also
Lists
Glossary of project management
List of project management topics
List of project management software
Related fields
Architectural engineering
Construction management
Cost engineering
Earned value management
Human factors
Project workforce management
Portfolio management
Software project management
Related subjects
Project+
Project accounting
Project governance
Program management
Project management software
Project Management Institute
Process architecture
Project management is the discipline of planning, organizing and managing resources to bring about the successful completion of specific project goals and objectives.
A project is a finite endeavor (having specific start and completion dates) undertaken to create a unique product or service which brings about beneficial change or added value. This finite characteristic of projects stands in sharp contrast to processes, or operations, which are permanent or semi-permanent functional work to repetitively produce the same product or service. In practice, the management of these two systems is often found to be quite different, and as such requires the development of distinct technical skills and the adoption of separate management philosophy, which is the subject of this article.
The primary challenge of project management is to achieve all of the project goals and objectives while honoring the project constraints. Typical constraints are scope, time and budget. The secondary—and more ambitious—challenge is to optimize the allocation and integration of inputs necessary to meet pre-defined objectives. A project is a carefully defined set of activities that use resources (money, people, materials, energy, space, provisions, communication, motivation, etc.) to achieve the project goals and objectives.
Project management approaches
There are several approaches that can be taken to managing project activities including agile, interactive, incremental, and phased approaches.
Regardless of the approach employed, careful consideration needs to be given to clarify surrounding project objectives, goals, and importantly, the roles and responsibilities of all participants and stakeholders.
·
2.1 The traditional approach
2.2 Critical Chain Project Management
2.3 Extreme Project Management
2.4 Event chain methodology
2.5 PRINCE2
2.6 Process-based management
2.7 Rational Unified Process
The traditional approach
A traditional phased approach identifies a sequence of steps to be completed. In the "traditional approach", we can distinguish 5 components of a project (4 stages plus control) in the development of a project:
project initiation stage;
project planning or design stage;
project execution or production stage;
project monitoring and controlling systems;
project completion stage.
Not all the projects will visit every stage as projects can be terminated before they reach completion. Some projects probably don't have the planning and/or the monitoring. Some projects will go through steps 2, 3 and 4 multiple times.
Many industries utilize variations on these stages. For example, in bricks and mortar architectural design, projects typically progress through stages like Pre-Planning, Conceptual Design, Schematic Design, Design Development, Construction Drawings (or Contract Documents), and Construction Administration. In software development, this approach is often known as "waterfall development", i.e., one series of tasks after another in linear sequence. In software development many organizations have adapted the Rational Unified Process (RUP) to fit this methodology, although RUP does not require or explicitly recommend this practice. Waterfall development can work for small tightly defined projects, but for larger projects of undefined or unknowable scope, it is less suited. The Cone of Uncertainty explains some of this as the planning made on the initial phase of the project suffers from a high degree of uncertainty. This becomes specially true as software development is often the realization of a new or novel product, this method has been widely accepted as ineffective for software projects where requirements are largely unknowable up front and susceptible to change. While the names may differ from industry to industry, the actual stages typically follow common steps to problem solving — "defining the problem, weighing options, choosing a path, implementation and evaluation."
Critical Chain Project Management
Critical Chain Project Management (CCPM) is a method of planning and managing projects that puts more emphasis on the resources required to execute project tasks. It is an application of the Theory of Constraints (TOC) to projects. The goal is to increase the rate of throughput (or completion rates) of projects in an organization. Applying the first three of the five focusing steps of TOC, the system constraint for all projects is identified as resources. To exploit the constraint, tasks on the critical chain are given priority over all other activities. Finally, projects are planned and managed to ensure that the critical chain tasks are ready to start as soon as the needed resources are available, subordinating all other resources to the critical chain.
For specific projects, the project plan should undergo Resource Leveling, and the longest sequence of resource-constrained tasks is identified as the critical chain. In multi-project environments, resource leveling should be performed across projects. However, it is often enough to identify (or simply select) a single "drum" resource—a resource that acts as a constraint across projects—and stagger projects based on the availability of that single resource.
Extreme Project Management
In critical studies of Project Management, it has been noted that several of these fundamentally PERT-based models are not well suited for the multi-project company environment of today. Most of them are aimed at very large-scale, one-time, non-routine projects, and nowadays all kinds of management are expressed in terms of projects.
Using complex models for "projects" (or rather "tasks") spanning a few weeks has been proven to cause unnecessary costs and low maneuverability in several cases. Instead, project management experts try to identify different "lightweight" models, such as Agile Project Management methods including Extreme Programming for software development and Scrum techniques.
The generalization of Extreme Programming to other kinds of projects is extreme project management, which may be used in combination with the process modeling and management principles of human interaction management.
Event chain methodology
Event chain methodology is the next advance beyond critical path method and critical chain project management.
Event chain methodology is an uncertainty modeling and schedule network analysis technique that is focused on identifying and managing events and event chains that affect project schedules. Event chain methodology helps to mitigate the negative impact of psychological heuristics and biases, as well as to allow for easy modeling of uncertainties in the project schedules. Event chain methodology is based on the following major principles.
Probabilistic moment of risk: An activity (task) in most real life processes is not a continuous uniform process. Tasks are affected by external events, which can occur at some point in the middle of the task.
Event chains: Events can cause other events, which will create event chains. These event chains can significantly affect the course of the project. Quantitative analysis is used to determine a cumulative effect of these event chains on the project schedule.
Critical events or event chains: The single events or the event chains that have the most potential to affect the projects are the “critical events” or “critical chains of events.” They can be determined by the analysis.
Project tracking with events: If a project is partially completed and data about the project duration, cost, and events occurred is available, it is possible to refine information about future potential events and helps to forecast future project performance.
Event chain visualization: Events and event chains can be visualized using event chain diagrams on a Gantt chart.
PRINCE2
PRINCE2 is a structured approach to project management, released in 1996 as a generic project management method. It provides a method for managing projects within a clearly defined framework. PRINCE2 describes procedures to coordinate people and activities in a project, how to design and supervise the project, and what to do if the project has to be adjusted if it doesn’t develop as planned.
In the method each process is specified with its key inputs and outputs and with specific goals and activities to be carried out, which gives an automatic control of any deviations from the plan. Divided into manageable stages, the method enables an efficient control of resources. On the basis of close monitoring the project can be carried out in a controlled and organized way.
PRINCE2 provides a common language for all participants in the project. The various management roles and responsibilities involved in a project are fully described and are adaptable to suit the complexity of the project and skills of the organisation.
Process-based management
Capability Maturity Model, predecessor of the CMMI Model.
Also furthering the concept of project control is the incorporation of process-based management. This area has been driven by the use of Maturity models such as the CMMI (Capability Maturity Model Integration) and ISO/IEC15504 (SPICE - Software Process Improvement and Capability Determination), which have been far more successful.
Agile Project Management approaches based on the principles of human interaction management are founded on a process view of human collaboration. This contrasts sharply with traditional approach. In the agile software development or flexible product development approach, the project is seen as a series of relatively small tasks conceived and executed as the situation demands in an adaptive manner, rather than as a completely pre-planned process.
Rational Unified Process
The Rational Unified Process (RUP) is an iterative software development process framework created by the Rational Software Corporation, a division of IBM since 2003. RUP is not a single concrete prescriptive process, but rather an adaptable process framework, intended to be tailored by the development organizations and software project teams that will select the elements of the process that are appropriate for their needs. The following are phases of RUP, which align to business activities intended to drive successful delivery and deployment of projects. It also provides the taxonomy for blue printing and producing enterprise architecture artifacts across its different domains.
Inception - Identify the initial scope of the project, a potential architecture for the system, and obtain initial project funding and stakeholder acceptance.
Elaboration - Prove the architecture of the system.
Construction - Build working software on a regular, incremental basis which meets the highest-priority needs of project stakeholders.
Transition - Validate and deploy the system into the production environment
The open source version of RUP is OpenUP.
Project development stages
Traditionally, project development includes five elements: control systems, and four stages. Regardless of the methodology used, the project development process will have the same major stages:
initiation,
planning or development,
production or execution,
monitoring and controlling, and
closing.
Project control systems
Project control is that element of a project that keeps it on-track, on-time and within budget. Project control begins early in the project with planning and ends late in the project with post-implementation review, having a thorough involvement of each step in the process. Each project should be assessed for the appropriate level of control needed: too much control is too time consuming, too little control is very risky. If project control is not implemented correctly, the cost to the business should be clarified in terms of errors, fixes, and additional audit fees.
Control systems are needed for cost, risk, quality, communication, time, change, procurement, and human resources. In addition, auditors should consider how important the projects are to the financial statements, how reliant the stakeholders are on controls, and how many controls exist. Auditors should review the development process and procedures for how they are implemented. The process of development and the quality of the final product may also be assessed if needed or requested. A business may want the auditing firm to be involved throughout the process to catch problems earlier on so that they can be fixed more easily. An auditor can serve as a controls consultant as part of the development team or as an independent auditor as part of an audit.
Businesses sometimes use formal systems development processes. These help assure that systems are developed successfully. A formal process is more effective in creating strong controls, and auditors should review this process to confirm that it is well designed and is followed in practice. A good formal systems development plan outlines:
A strategy to align development with the organization’s broader objectives
Standards for new systems
Project management policies for timing and budgeting
Procedures describing the process
Initiation
The initiation stage determines the nature and scope of the development. If this stage is not performed well, it is unlikely that the project will be successful in meeting the business’s needs. The key project controls needed here are an understanding of the business environment and making sure that all necessary controls are incorporated into the project. Any deficiencies should be reported and a recommendation should be made to fix them.
The initiation stage should include a cohesive plan that encompasses the following areas:
Study analyzing the business needs in measurable goals.
Review of the current operations.
Conceptual design of the operation of the final product.
Equipment and contracting requirements including an assessment of 'long-lead' items.
Financial analysis of the costs and benefits including a budget.
Stakeholder analysis, including users, and support personnel for the project.
Project charter including costs, tasks, deliverables, and schedule.
Planning and design
After the initiation stage, the system is designed. Occasionally, a small prototype of the final product is built and tested. Testing is generally performed by a combination of testers and end users, and can occur after the prototype is built or concurrently. Controls should be in place that ensure that the final product will meet the specifications of the project charter. The results of the design stage should include a product design that:
Satisfies the project sponsor, end user, and business requirements.
Functions as it was intended.
Can be produced within quality standards.
Can be produced within time and budget constraints.
Executing
Executing consists of the processes used to complete the work defined in the project management plan to accomplish the project's requirements. Execution process involves coordinating people and resources, as well as integrating and performing the activities of the project in accordance with the project management plan. The deliverables are produced as outputs from the processes performed as defined in the project management plan.
Monitoring and Controlling
Monitoring and Controlling consists of those processes performed to observe project execution so that potential problems can be identified in a timely manner and corrective action can be taken, when necessary, to control the execution of the project. The key benefit is that project performance is observed and measured regularly to identify variances from the project management plan.
Monitoring and Controlling includes:
Measuring the ongoing project activities (where we are);
Monitoring the project variables (cost, effort, ...) against the project management plan and the project performance baseline (where we should be);
Identify corrective actions to properly address issues and risks (How can we get on track again);
Influencing the factors that could circumvent integrated change control so only approved changes are implemented
In multi-phase projects, the Monitoring and Controlling process also provides feedback between project phases, in order to implement corrective or preventive actions to bring the project into compliance with the project management plan.
Project Maintenance is an ongoing process, and it includes:
Continuing support of end users
Correction of errors
Updates of the software over time
In this stage, auditors should pay attention to how effectively and quickly user problems are resolved.
Over the course of any construction project, the work scope changes. Change is a normal and expected part of the construction process. Changes can be the result of necessary design modifications, differing site conditions, material availability, contractor-requested changes, value engineering and impacts from third parties, to name a few. Beyond executing the change in the field, the change normally needs to be documented to show what was actually constructed. This is referred to as Change Management. Hence, the owner usually requires a final record to show all changes or, more specifically, any change that modifies the tangible portions of the finished work. The record is made on the contract documents – usually, but not necessarily limited to, the design drawings. The end product of this effort is what the industry terms as-built drawings, or more simply, “asbuilts.” The requirement for providing them is a norm in construction contracts.
When changes are introduced to the project the viability of the project has to be assessed again. It is important not to lose sight of the initial goals and targets of the projects. When the changes accumulate, the forecasted end result may not justify the proposed investment.
Closing
Closing includes the formal acceptance of the project and the ending thereof. Administrative activities include the archiving of the files and documenting lessons learned. Closing phase consist of two parts:
Close project: to finalize all activities across all of the process groups to formally close the project or a project phase
Contract closure: necessary for completing and settling each contract, including the resolution of any open items, and closing each contract applicable to the project or a project phase.
Project management topics
Project managers
A project manager is a professional in the field of project management. Project managers can have the responsibility of the planning, execution, and closing of any project, typically relating to construction industry, architecture, computer networking, telecommunications or software development. Many other fields in the production, design and service industries also have project managers.
A project manager is the person accountable for accomplishing the stated project objectives. Key project management responsibilities include creating clear and attainable project objectives, building the project requirements, and managing the triple constraint for projects, which is cost, time, and scope.
A project manager is often a client representative and has to determine and implement the exact needs of the client, based on knowledge of the firm they are representing. The ability to adapt to the various internal procedures of the contracting party, and to form close links with the nominated representatives, is essential in ensuring that the key issues of cost, time, quality and above all, client satisfaction, can be realized.
Project Management Triangle
Like any human undertaking, projects need to be performed and delivered under certain constraints. Traditionally, these constraints have been listed as "scope," "time," and "cost".[3] These are also referred to as the "Project Management Triangle," where each side represents a constraint. One side of the triangle cannot be changed without affecting the others. A further refinement of the constraints separates product "quality" or "performance" from scope, and turns quality into a fourth constraint.
The time constraint refers to the amount of time available to complete a project. The cost constraint refers to the budgeted amount available for the project. The scope constraint refers to what must be done to produce the project's end result. These three constraints are often competing constraints: increased scope typically means increased time and increased cost, a tight time constraint could mean increased costs and reduced scope, and a tight budget could mean increased time and reduced scope.
The discipline of Project Management is about providing the tools and techniques that enable the project team (not just the project manager) to organize their work to meet these constraints.
Work Breakdown Structure
The Work Breakdown Structure (WBS) is a tree structure, which shows a subdivision of effort required to achieve an objective; for example a program, project, and contract. The WBS may show hardware, product, service, or process oriented. In a project of contract, the WBS is developed by starting with[4] :
the end objective and
successively subdividing it into manageable components
in terms of size, duration, and responsibility (e.g., systems, subsystems, components, tasks, subtasks, and work packages)
which include all steps necessary to achieve the objective.
The Work Breakdown Structure provides a common framework for the natural development of the overall planning and control of a contract and is the basis for dividing work into definable increments from which the statement of work can be developed and technical, schedule, cost, and labor hour reporting can be established.[4]
Project control variables
Project Management tries to gain control over variables such as risk. Potential points of failure: Most negative risks (or potential failures) can be overcome or resolved, given enough planning capabilities, time, and resources. According to some definitions (including PMBOK Third Edition) risk can also be categorized as "positive--" meaning that there is a potential opportunity, e.g., complete the project faster than expected.
Customers (either internal or external project sponsors) and external organizations (such as government agencies and regulators) can dictate the extent of three variables: time, cost, and scope. The remaining variable (risk) is managed by the project team, ideally based on solid estimation and response planning techniques. Through a negotiation process among project stakeholders, an agreement defines the final objectives, in terms of time, cost, scope, and risk, usually in the form of a charter or contract.
To properly control these variables a good project manager has a depth of knowledge and experience in these four areas (time, cost, scope, and risk), and in six other areas as well: integration, communication, human resources, quality assurance, schedule development, and procurement.
International standards
There have been several attempts to develop Project Management standards, such as:
A Guide to the Project Management Body of Knowledge
HERMES method, Swiss general project management method, selected for use in Luxembourg and international organisations.
The ISO standards ISO 9000, a family of standards for quality management systems, and the ISO 10006:2003, for Quality management systems and guidelines for quality management in projects.
PRINCE2, PRojects IN Controlled Environments.
Capability Maturity Model from the Software Engineering Institute.
Total Cost Management Framework, an AACE International's process for Portfolio, Program and Project Management)
V-Modell, an originally systems developement method.
See also
Lists
Glossary of project management
List of project management topics
List of project management software
Related fields
Architectural engineering
Construction management
Cost engineering
Earned value management
Human factors
Project workforce management
Portfolio management
Software project management
Related subjects
Project+
Project accounting
Project governance
Program management
Project management software
Project Management Institute
Process architecture
Pemilihan presiden, wapres Indonesia - Juni 2009
Ah rupanya sampai juga kita ke acara pemilihan presiden
Ada 3 pasangan calon presiden loh.
(1) Susilo Bambang Yudoyono & Boediono
(2) Megawati Sukarno Putri & Prabowo Subianto
(3) Jusuf Kalla & Wiranto
Kira-kira mau pilih pasangan mana ya?
Jawaban: ya pasangan yang menang
dan selanjutnya menjadi presiden/ wapres 2009-2014 lah
Gitu aja kok repot
Ada 3 pasangan calon presiden loh.
(1) Susilo Bambang Yudoyono & Boediono
(2) Megawati Sukarno Putri & Prabowo Subianto
(3) Jusuf Kalla & Wiranto
Kira-kira mau pilih pasangan mana ya?
Jawaban: ya pasangan yang menang
dan selanjutnya menjadi presiden/ wapres 2009-2014 lah
Gitu aja kok repot
Saturday, 16 May 2009
Immanuel Aritonang, my firstborn, my handsome son
At long last I have a son.
My beautiful wife Lola gave birth to my firstborn on the night of April 13th, 2009 in St Elisabeth.
I have waited for a son for God knows how long. At this moment, time after time I can only smile at their lovely faces and wonder what have I done so right to deserve such a blessings.
Blessings do come in floods of happiness -that is what the Holy Bible tells us.
Now and forever, nobody can say any less than Abba Immanu'el to address myself, while Mama Immanuel to address my wife Lola.
Immanuel was born 4.2kg and with length of 52 centimeters.
Yes, Lola delivered him on caesarean section in St Elisabeth. Nobody can deliver such a big baby normally under the circumstances.
Little that we know about Immanuel problem arriving in this world. For we always check with dr. Zuherdy but found no problem prior to the last check.
Initially we were scheduled to have the birth on 23 February 2009 but after 2 weeks of induced birth nothing happens. Immanuel was not going anywhere, still playing and moving around but no sign of prenatal activities.
So when the time comes for our "2nd overdue obgyn check" the doctor gave 2 choices for us.
1. to go to operating room immediately and undergo Caesarean Section
2. to go to delivery room and induce birth by way of drug injection
Either way Immanuel's placenta has already turn white because of the increase in calcium.
But the clinch here: Immanuel for sure was tangled in his own abdominal cord. If Lola and I chose to induce his birth by drug injection, Immanuel would have been strangled to death on the delivery room.
But Lola my beautiful and daring wife, cried her heart out for 2 minutes and then bravely choose the Caesarean Section. Sitting beside her I was dumbfounded and tears welled up in my eyes.
We are not mentally prepared for this, absolutely not. People take 1 whole week to mentally prepare for any operation and on the last night before any operation people always 'fast' in order to remove gastric effect post operation.
But no, Lola bravely went back to the reception desk to check in for immediate operation and walked with me to the Emergency room in order to have the IV inserted into her vein.
Wincing from the pain, she was wheeled into the delivery room to prepare her for the Caesarean. Clothes bundled into her bags and all forms filled up, she was then given initial sedation there.
I said our prayers with Lola and Immanuel and then ask our Lord and Saviour Jesus Christ to have His will in this instance of our lives. Ending with the Lord's prayer I said let's get it on to Lola on the wheeled bed. It was 2100 hours Monday night on 13 April.
21.15 hours, dr. Zuherdy walked by and smiled to our stressed faces, sitting on the floor of that hospital. With me was my brother Edward and both my mother Ria and my mother in law Risma. All silenced and feel daunted. All our hearts in our mouth. Nobody in their right mind was up to this, we were coming in for check up and instead prolonged into the night waiting outside the operating room.
Come 21.45 an empty baby box was wheeled into the operating room. Sure enough, we run up and find a beautiful and big baby boy was there sleeping. "This is Mrs. Lola's baby" said the nurse. "You got that right, sister - that is my baby boy there". Ehehehe, Immanuel was fast asleep, exhausted after the operation. Cleaned up afterwards we could not believe how handsome he is, there in the baby room. Big boy, 4.2 kilos and 52 cm, shouting at the top of his lungs ordering the nurse to bring him his milk on the double.
Meanwhile Lola was in the operating room for another 2 hours and it was 23oo hours when we received her outside the operating room, still heavily under anaesthetics and thus accompany her regaining consciousness in the ward. Not long, by 0200 she drowsily was asking me where Immanuel is sleeping to which I answered there in the next room but he shall be with us in the morning. Ah, she hold my hands, smiled her beautiful smile and said "I am so happy, we have a success and Immanuel is here with us, I am not going to sleep my husbang because I am so happy"
Now, 15 May 2009 Immanuel has passed his 1 month and he is learning to adjust his vision and enhance his hearing ability. Lola and I are so proud of our Immanuel. Such a handsome boy, such a genius, such a strong leader.
Hallelujah to the Lamb of God. Jesus Christ has answered our humble prayers.
Amen, amen and amen
My beautiful wife Lola gave birth to my firstborn on the night of April 13th, 2009 in St Elisabeth.
I have waited for a son for God knows how long. At this moment, time after time I can only smile at their lovely faces and wonder what have I done so right to deserve such a blessings.
Blessings do come in floods of happiness -that is what the Holy Bible tells us.
Now and forever, nobody can say any less than Abba Immanu'el to address myself, while Mama Immanuel to address my wife Lola.
Immanuel was born 4.2kg and with length of 52 centimeters.
Yes, Lola delivered him on caesarean section in St Elisabeth. Nobody can deliver such a big baby normally under the circumstances.
Little that we know about Immanuel problem arriving in this world. For we always check with dr. Zuherdy but found no problem prior to the last check.
Initially we were scheduled to have the birth on 23 February 2009 but after 2 weeks of induced birth nothing happens. Immanuel was not going anywhere, still playing and moving around but no sign of prenatal activities.
So when the time comes for our "2nd overdue obgyn check" the doctor gave 2 choices for us.
1. to go to operating room immediately and undergo Caesarean Section
2. to go to delivery room and induce birth by way of drug injection
Either way Immanuel's placenta has already turn white because of the increase in calcium.
But the clinch here: Immanuel for sure was tangled in his own abdominal cord. If Lola and I chose to induce his birth by drug injection, Immanuel would have been strangled to death on the delivery room.
But Lola my beautiful and daring wife, cried her heart out for 2 minutes and then bravely choose the Caesarean Section. Sitting beside her I was dumbfounded and tears welled up in my eyes.
We are not mentally prepared for this, absolutely not. People take 1 whole week to mentally prepare for any operation and on the last night before any operation people always 'fast' in order to remove gastric effect post operation.
But no, Lola bravely went back to the reception desk to check in for immediate operation and walked with me to the Emergency room in order to have the IV inserted into her vein.
Wincing from the pain, she was wheeled into the delivery room to prepare her for the Caesarean. Clothes bundled into her bags and all forms filled up, she was then given initial sedation there.
I said our prayers with Lola and Immanuel and then ask our Lord and Saviour Jesus Christ to have His will in this instance of our lives. Ending with the Lord's prayer I said let's get it on to Lola on the wheeled bed. It was 2100 hours Monday night on 13 April.
21.15 hours, dr. Zuherdy walked by and smiled to our stressed faces, sitting on the floor of that hospital. With me was my brother Edward and both my mother Ria and my mother in law Risma. All silenced and feel daunted. All our hearts in our mouth. Nobody in their right mind was up to this, we were coming in for check up and instead prolonged into the night waiting outside the operating room.
Come 21.45 an empty baby box was wheeled into the operating room. Sure enough, we run up and find a beautiful and big baby boy was there sleeping. "This is Mrs. Lola's baby" said the nurse. "You got that right, sister - that is my baby boy there". Ehehehe, Immanuel was fast asleep, exhausted after the operation. Cleaned up afterwards we could not believe how handsome he is, there in the baby room. Big boy, 4.2 kilos and 52 cm, shouting at the top of his lungs ordering the nurse to bring him his milk on the double.
Meanwhile Lola was in the operating room for another 2 hours and it was 23oo hours when we received her outside the operating room, still heavily under anaesthetics and thus accompany her regaining consciousness in the ward. Not long, by 0200 she drowsily was asking me where Immanuel is sleeping to which I answered there in the next room but he shall be with us in the morning. Ah, she hold my hands, smiled her beautiful smile and said "I am so happy, we have a success and Immanuel is here with us, I am not going to sleep my husbang because I am so happy"
Now, 15 May 2009 Immanuel has passed his 1 month and he is learning to adjust his vision and enhance his hearing ability. Lola and I are so proud of our Immanuel. Such a handsome boy, such a genius, such a strong leader.
Hallelujah to the Lamb of God. Jesus Christ has answered our humble prayers.
Amen, amen and amen
Subscribe to:
Posts (Atom)