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.
Showing posts with label ricardo aritonang. Show all posts
Showing posts with label ricardo aritonang. Show all posts
Monday, 18 May 2009
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
Monday, 30 March 2009
Immanuel Aritonang, ref Matthew 1:23
هذا هو تماما الرائعة. وأنا في انتظار ولادة أول بلدي. اسمه عمانوئيل اريتونانج وأنا مسرور تماما. ليس هناك شيء آخر هو حدث في حياتي التي تجاوزت هذه. الثناء على الرب ، Yehova ، فإن أكثر المقدسة واحدة من اسرائيل. لحبه هو دائم ودائم من أي وقت مضى. ربما الروح القدس يسوع المسيح دائما تألق عليكم ولكم السلام والازدهار. آمين ، آمين ، وآمين.
Saturday, 13 December 2008
Gospel of St. Matthew 28:18-20
“Then Jesus came to them and said, “ All authority in heaven and on earth has been given to me. Therefore go and make disciples of all nations, baptizing them in the name of the Father and of the Son and of the Holy Spirit, and teaching them to obey everything I have commanded you. And surely I am with you always, to the very end of age”
Thursday, 14 February 2008
Near Miss and Accident on Bekasi - Purwakarta
Ricardo Aritonang
14 February 2008
Shalom Aleyhem
Driving alone on Cikampek toll road has its ups and downs. Danger is always lurking when you are not driving carefully. I am writing about my high speed puncture and running over a motorcyclist during a couple of those trips not long ago.
High Speed Puncture
I work in Purwakarta and every Monday morning travels from my home in Kemang Pratama Bekasi to my office at Purwakarta. My wife has repeatedly told me not to use the left emergency lane to pass. But that morning I was going around 155 kph on that left lane and was traveling at Karawang Barat.
The time was around 0615 when I heard a loud thud from the back of my car. I struggled to control the car and was lucky enough to evade traffic and safely made a stop.
It took me about 15 minutes to change the tire and by the time I arrived at the office the time was 0715. In fact I was not late at all.
Deep down inside I whined about the broken tire, about its going to cost me dearly.
For my speed was so high, the tire was ripped and cannot be used anymore. That is two tires along with the one I ripped on high speed at Halim Perdanakusumah tool road heading into Jakarta on a Sunday morning in November.
Two days later I ask for permission to go to Raj Motor at Purwakarta to change my tire. The cost of a new tire for the car is Rp492.000 and I whined all along. Little that I know the Holy Spirit has saved me from a catastrophe that morning. If the Holy Spirit did nothing, it’s not hard to imagine the car swerving out of control and rolling around.
But no, I kept whining about the whole thing and worst thing came along after that puncture.
Accident
Two days after my puncture, I was driving back to Purwakarta on a Wednesday evening. I was speeding again and for sure no car overtook me on that toll road.
Thinking that on work days, by quitting time the Bekasi Barat exit toll booth shall be jammed packed, I took an early exit at Bekasi Timur.
Even after the tool booth, I was still overtaking other cars and was driving along Jl Chairil Anwar near the Kali Malang river. Seeing that the Cut Meutia intersection was packed with traffic I took an early left turn at the river bridge near DPRD house to get to Cut Meutia through Unisma canal road.
Alas, when taking the right turn after the bridge to the canal road, I forgot to turn my sign and ran over motorcyclist. I was so annoyed with myself and tried to run away.
The motorcyclist chased me and mobbed me in the middle of the canal road, not far away from where the accident took place. They blocked my car from running away.
They shout around saying lets kill this bastard for trying to kill one of our friend and then run away. Shouts to burn the car were also heard.
At least I was fast to apologize to the Javanese guy. He was hurt from the impact and when trying to evade my car his motorcycle became entangled under the car and was eventually run over.
He demanded Rp700.000 for damages to his motorcycle which was bent at the steer and for his foot injuries. I said that I did not have any money with me at that moment and invited for him to go with me to the nearest clinic.
He refused and demanded that I pay him the Rp700.000 instead. Then after some negotiation I left him my ID card and he tailed me to Kemang Pratama to finish our negotiation.
Seeing that ID are easy to come by for maybe Rp15.000, when we were traveling to Kemang Pratama I tried to loose the guy at Cut Meutia, Rawa Panjang. And when that failed took the Kemang Pratama 3 entrance where the security always ask for credentials and gave us security card.
Unfortunately the guy was a local ojek and therefore the stupid security guys did not even bat an eyelid when he tailed me into Kemang Pratama 3.
There and then, I phoned Dedek my wife telling her about the whole incident so that she would be ready to back me up upon arriving at the house.
Sure enough, she was at the front gate and opened the gate with suspicious eyes at the Javanese motorcyclist who followed me home all the way.
After a short negotiation Dedek gave the guy an extra Rp100.000 before he left us alone.
During dinnertime I did not say very much. Still wondering and whining about the Rp492.000 to buy a new tire and the Rp150.000 to take care of the broken motorcycle and its injured rider.
Dedek gave her thoughts and I remembered clearly that she said Rp492.000 and Rp150.00 are nothing compared to Abang’s safety.
We should say our Thanks to the Great Lord and Redeemer Jesus Christ that Abang is still safe and the car has no damage whatsoever. Considering the danger in high speed puncture and running over a motorcycle we should have express our gratitude to God and rejoice because of the protection God gave use then.
I agree. Furthermore, I also forgot to put my Bible and Buku Ende inside the car for good luck. Dedek ask me about the relevancy of the Bible and Buku Ende for the car’s safety.
Last, I replied –wherever the word of God is written such as my favorite passage in John 1:1
“In the beginning was the Word, and the Word was with God, and the Word was God.”
‘then we are safe and the Holy Spirit shall accompany us wherever we go.
Barukh attah Adonai eloheinu melekh ha-olam,
hagomel l’chayavim tovot, shegamalani kol tov.
14 February 2008
Shalom Aleyhem
Driving alone on Cikampek toll road has its ups and downs. Danger is always lurking when you are not driving carefully. I am writing about my high speed puncture and running over a motorcyclist during a couple of those trips not long ago.
High Speed Puncture
I work in Purwakarta and every Monday morning travels from my home in Kemang Pratama Bekasi to my office at Purwakarta. My wife has repeatedly told me not to use the left emergency lane to pass. But that morning I was going around 155 kph on that left lane and was traveling at Karawang Barat.
The time was around 0615 when I heard a loud thud from the back of my car. I struggled to control the car and was lucky enough to evade traffic and safely made a stop.
It took me about 15 minutes to change the tire and by the time I arrived at the office the time was 0715. In fact I was not late at all.
Deep down inside I whined about the broken tire, about its going to cost me dearly.
For my speed was so high, the tire was ripped and cannot be used anymore. That is two tires along with the one I ripped on high speed at Halim Perdanakusumah tool road heading into Jakarta on a Sunday morning in November.
Two days later I ask for permission to go to Raj Motor at Purwakarta to change my tire. The cost of a new tire for the car is Rp492.000 and I whined all along. Little that I know the Holy Spirit has saved me from a catastrophe that morning. If the Holy Spirit did nothing, it’s not hard to imagine the car swerving out of control and rolling around.
But no, I kept whining about the whole thing and worst thing came along after that puncture.
Accident
Two days after my puncture, I was driving back to Purwakarta on a Wednesday evening. I was speeding again and for sure no car overtook me on that toll road.
Thinking that on work days, by quitting time the Bekasi Barat exit toll booth shall be jammed packed, I took an early exit at Bekasi Timur.
Even after the tool booth, I was still overtaking other cars and was driving along Jl Chairil Anwar near the Kali Malang river. Seeing that the Cut Meutia intersection was packed with traffic I took an early left turn at the river bridge near DPRD house to get to Cut Meutia through Unisma canal road.
Alas, when taking the right turn after the bridge to the canal road, I forgot to turn my sign and ran over motorcyclist. I was so annoyed with myself and tried to run away.
The motorcyclist chased me and mobbed me in the middle of the canal road, not far away from where the accident took place. They blocked my car from running away.
They shout around saying lets kill this bastard for trying to kill one of our friend and then run away. Shouts to burn the car were also heard.
At least I was fast to apologize to the Javanese guy. He was hurt from the impact and when trying to evade my car his motorcycle became entangled under the car and was eventually run over.
He demanded Rp700.000 for damages to his motorcycle which was bent at the steer and for his foot injuries. I said that I did not have any money with me at that moment and invited for him to go with me to the nearest clinic.
He refused and demanded that I pay him the Rp700.000 instead. Then after some negotiation I left him my ID card and he tailed me to Kemang Pratama to finish our negotiation.
Seeing that ID are easy to come by for maybe Rp15.000, when we were traveling to Kemang Pratama I tried to loose the guy at Cut Meutia, Rawa Panjang. And when that failed took the Kemang Pratama 3 entrance where the security always ask for credentials and gave us security card.
Unfortunately the guy was a local ojek and therefore the stupid security guys did not even bat an eyelid when he tailed me into Kemang Pratama 3.
There and then, I phoned Dedek my wife telling her about the whole incident so that she would be ready to back me up upon arriving at the house.
Sure enough, she was at the front gate and opened the gate with suspicious eyes at the Javanese motorcyclist who followed me home all the way.
After a short negotiation Dedek gave the guy an extra Rp100.000 before he left us alone.
During dinnertime I did not say very much. Still wondering and whining about the Rp492.000 to buy a new tire and the Rp150.000 to take care of the broken motorcycle and its injured rider.
Dedek gave her thoughts and I remembered clearly that she said Rp492.000 and Rp150.00 are nothing compared to Abang’s safety.
We should say our Thanks to the Great Lord and Redeemer Jesus Christ that Abang is still safe and the car has no damage whatsoever. Considering the danger in high speed puncture and running over a motorcycle we should have express our gratitude to God and rejoice because of the protection God gave use then.
I agree. Furthermore, I also forgot to put my Bible and Buku Ende inside the car for good luck. Dedek ask me about the relevancy of the Bible and Buku Ende for the car’s safety.
Last, I replied –wherever the word of God is written such as my favorite passage in John 1:1
“In the beginning was the Word, and the Word was with God, and the Word was God.”
‘then we are safe and the Holy Spirit shall accompany us wherever we go.
Barukh attah Adonai eloheinu melekh ha-olam,
hagomel l’chayavim tovot, shegamalani kol tov.
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