Category Archives: About Project Management

I am a bio major, but I am also interested in project management.?

Posted by on May 5, 2012 1 comment

Question by : I am a bio major, but I am also interested in project management.?
I was thinking about some sort of medical management. What should I be doing in college to help with the PM, or should I be finding classes to take once I am out of college?

Best answer:

Answer by Nancy Liu
For Biology major project management is good option. You can search on Google “Biology Project Management”. There are many options in development work for the biology major. These include regulatory, quality control, production, project management, and clinical trial monitoring.

The complete article is here: http://www.thelabrat.com/jobs/BiologyMajorAdvice.shtml
search Industrial drug, biologics, and diagnostics development in this article and you will find.

These links may be useful to you:

http://mcdb.colorado.edu/mcdb-project-management

http://www.shangpharma.com/index.php?id=405&items=122

and may more you can get, search Google.

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Project Management Collaboration

Posted by on May 2, 2012 No comments

Find out more about Box Hill Institute of TAFE, Melbourne www.bhtafe.edu.au
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What does “re-baseline” mean in Project Management?

Posted by on April 28, 2012 No comments
about project management
by Spinstah

Question by Atlas: What does “re-baseline” mean in Project Management?
I often hear people talk about “re-baselining” projects. What exactly does that mean (any proj managers out there?) Thanks!

Best answer:

Answer by Frank Spillman
When you are managing a project, you establish “baseline” cost estimates and schedules based on beginning assumptions. The thing is, at the very beginning of a project there is a lot of uncertainty, so it’s really only a ballpark estimate at that point. As things develop, you start to remove some of the uncertainty. Also, situations change – the concept for the project might change, resource availability might change, costs might go up, etc.

“Re-basline” means that the information has either matured or changed enough to warrant updating your assumptions and doing exactly what it says – issueing a new revised baseline estimate and schedule.

This might be done on a reactive basis just because things have changed and you realize that you are so far out of whack that you must update.

On the other hand, for long projects with a high level of uncertainty, you might agree up front that you will rebaseline at certain critical points – when key decisions are made, or when you get within a certain time of activities. It’s good to have that kind of discussion with your management up front – that way you all understand the uncertainties and how you will be managing them.

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Streamline Project Management With Dragon Dictate

Posted by on April 26, 2012 No comments

www.outsourcinglive.com Inside this video, I’m going to share with you quick trick that I’ve implemented in my business recently. I have used a voice recognition software called Dragon Dictate which now made everything easy and fast without me typing in when creating projects for my virtual staff. For more videos and resources like this, visit www.freevideoset.com

Top 10 Project Management Trends for 2011

Posted by on April 24, 2012 No comments

esi-intl.com Top 10 Project Management Trends for 2011 part 5
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Why Am IA Project Manager?

Posted by on April 22, 2012 1 comment

pmstudent.com – Tribute to project managers and those who want to be project managers. One morning I woke up asking myself ‘what do I want to be when I grow up’. I had been laid off from my job as an operations manager the day before. Rather than drown in self-pity, I decided this could be a great opportunity. I asked myself a question. A very important question. ‘What have I really enjoyed doing? What am I passionate about?’ And then it hit me. I love leading teams, but even more than that I love leading teams toward a common goal; an accomplishment we can all be proud of that makes the world a better place. So I took that aspect of my career and decided to focus on it. Project Management So, why am I a project manager? I’m a project manager because I want to make a difference in the world. My teams and I take a vision, and we make it reality. I’m a project manager because when I do it right, I make my team’s working life more fulfilling and enjoyable. I help them see the dramatic impact they are making every day. If I do it right, the obstacles and missing pieces that cause confusion will be eliminated and avoided, so my teams can get the important work done. I’m a project manager to guide the construction of homes for families to live and thrive in, and professionals to work in so that THEY can help to make the world a better place. I’m a project manager to make sure medical professionals have the tools they need to heal the sick, and extend life and happiness for our …

IT Project Management

Posted by on April 16, 2012 No comments

Author Joseph Phillips discusses his book IT Project Management: On Track From Start to Finish.

Project Management – www.ProjectManager.com Learn how to motivate your team by following these tips and hints. These motivational tips will really help.

Which company that ever implement project management before?

Posted by on April 13, 2012 No comments
about project management
by paintchipdiaries

Question by Knock: Which company that ever implement project management before?
Hi, I am writing a research paper about project management. I have to choose two companies that ever implemented the project management successfully and unsuccessfully. The problem is I do not know which company to research. Any idea which website that allow me to know how they handle the process of project management? Thanks a lot!

Best answer:

Answer by Tom T
For examples of project management failures, check out: http://www.it-cortex.com/Stat_Failure_Cause.htm, especially: http://www.washingtonpost.com/wp-dyn/content/article/2006/12/21/AR2006122101739.html

For succesful examples: http://www.export.gov/iraq/pdf/fluoramec.pdf,

http://www.bechtel.com/PDF/brief0802.pdf

Also read articles from the links below to get more background on project management.

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The Project Manager Strikes Back

Posted by on April 2, 2012 No comments

The project manager returns as he, yet again, harasses Dave about a ridiculous tranche of work that allegedly needs to be completed within a ludicrous timescale. Can Dave cope with the insanity? Probably not… For more info, click here: poursomegravyonme.co.uk

please i need to understand what cocomo is in project management?

Posted by on March 31, 2012 No comments

Question by zuccharobaby26: please i need to understand what cocomo is in project management?
and how to estimate,cost driver,effort,person month just how to go about it and the rules and calculations in a very very easy and simple way for me to understand because it takes me time to understand i will need examples too thanks.

Best answer:

Answer by slamn5
Basic COCOMO is a static, single-valued model that computes software development effort (and cost) as a function of program size expressed in estimated lines of code. COCOMO applies to three classes of software projects:

Organic projects – are relatively small, simple software projects in which small teams with good application experience work to a set of less than rigid requirements.
Semi-detached projects – are intermediate (in size and complexity) software projects in which teams with mixed experience levels must meet a mix of rigid and less than rigid requirements.
Embedded projects – are software projects that must be developed within a set of tight hardware, software, and operational constraints.
The basic COCOMO equations take the form

E=ab(KLOC)bb
D=cb(E)db
P=E/D
where E is the effort applied in person-months, D is the development time in chronological months, KLOC is the estimated number of delivered lines of code for the project (expressed in thousands), and P is the number of people required. The coefficients ab, bb, cb and db are given in the following table.

Software project ab bb cb db

Organic 2.4 1.05 2.5 0.38
Semi-detached 3.0 1.12 2.5 0.35
Embedded 3.6 1.20 2.5 0.32

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