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Project Management Process
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Apr 06, 2009
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Transcript of "Project Management Process"
1. Project Management Process Project Management Process Description ....................................................................................................................................................................................... 1 STAGE/STEP/TASK SUMMARY LIST...................................................................................................................................... 2 Project Initiation 2 Project Control 4 Project Closure 5 Project Initiation.............................................................................................................................................................................. 7 Step 01: Project Kick Off 10 Step 02: Project Objective & Scope 13 Step 03: Project Schedule and Budgeting 15 Step 04: Stage Schedule and Budgeting 20 Step 05: Project Organization 26 Step 06: Project Control Procedures 32 Step 07: Business Case 35 Step 08: Project Initiation Stage Assessment 38 Project Control ..............................................................................................................................................................................43 Step 01: Stage Kick Off 44 Step 02: Project Board Meetings 48 Step 03: Quality Control 55 Step 04: Progress Control 60 Step 05: Change Control 64 Step 06: Issues Management 67 Step 07: Exception Situation 69 Step 08: Stage End Assessment 73 Project Closure..............................................................................................................................................................................81 Step 01: Final Product Evaluation 81 Step 02: Project Completion 83 Step 03: Process Improvement 85 Description Overview Project Management provides an integrated framework for project organization, planning and control which is designed to: - ensure the timely and cost-effective production of all the end-products, - maintain acceptable standards of quality, - achieve for the enterprise the benefit for which the investment in the project has been made. Project Management Process 1 of 86
Project Management Process STAGE/STEP/TASK SUMMARY LIST Project Initiation PI Step 01: Project Kick Off .010 Recruit Project Sponsor .020 Recruit Project Initiation Stage Manager .030 Review Related Studies .040 Prepare Project Initiation Kick Off Plan .050 Brief The Team .060 Initiate Stage Control Procedures .070 Review Project Kick Off .080 Kick Off Project Initiation PI Step 02: Project Objective & Scope .010 Establish Project Objective .020 Establish Scope of Investigation .030 Identify Initial Requirements .040 Identify Outline Solution .050 Identify Training Requirement .060 Review Project Scope PI Step 03: Project Schedule and Budgeting .010 Determine Project Approach .020 Determine Project Stages and Steps .030 Determine Stage and Step Product Workflow .040 Estimate Duration .050 Establish Resource Requirements .060 Prepare Project Schedule .070 Prepare Project Budget .080 Create Project Schedule Products .090 Document Project Process Success Criteria .100 Review Project Schedule PI Step 04: Stage Schedule and Budgeting .010 Determine Next Stage Activities .020 Determine Product Workflow .030 Estimate Effort .040 Allocate Resources .050 Prepare Stage Schedule .060 Prepare Stage Budget .070 Baseline Stage Schedule .080 Create Stage Schedule Products Project Management Process 2 of 86
Project Management Process .090 Review Stage Schedule Products PI Step 05: Project Organization .010 Identify Key Personnel .020 Recruit Project Board .030 Recruit Stage Manager .040 Recruit Project Coordinators .050 Recruit Key Stakeholders .060 Recruit Stage Teams .070 Recruit Key Resources .080 Determine Training Requirements .090 Create Project Organization Chart .0100 Review Project Organization PI Step 06: Project Control Procedures .010 Set Up Project Administration .020 Establish Quality Control Procedure .030 Establish Progress Control Procedures .040 Establish Project Control Factors .050 Establish Change Control Procedures .060 Establish Issue Resolution Procedure .070 Review Project Control Procedures PI Step 07: Business Case .010 Determine the Project Costs .020 Quantify Benefits .030 Determine Breakeven Point .040 Analyze Risk .050 Review Business Case PI Step 08: Project Initiation Stage Assessment .010 Compile Project Initiation Report .020 Prepare Project Initation Stage Assessment .030 Conduct Project Initiation Stage Assessment .040 Follow-Up Project Initiation Stage Assessment .050 Compile Small Project Initiation Checklist .060 Prepare Small Project Assessment .070 Review Small Project Assessment .080 Follow-Up Small Project Assessment Project Management Process 3 of 86
Project Management Process Project Control PC Step 01: Stage Kick Off .010 Setup Stage Administration .020 Establish Checkpoint Cycle .030 Initiate Stage Version Control .040 Acquire Stage Resources .050 Brief The Team .060 Initiate Stage Control Procedures PC Step 02: Project Board Meetings .010 Determine Frequency of Project Board Meetings .020 Schedule Project Board Meetings .030 Brief Project Board .040 Prepare for Project Board Meeting .050 Conduct Project Board Meeting .060 Follow-up Project Board Meeting .070 Project Initiation Stage Project Board Meeting .080 End of Stage Project Board Meeting .090 Intra-Stage Project Board Meeting .0100 Project Closure Project Board Meeting PC Step 03: Quality Control .010 Schedule Quality Review .020 Prepare for Quality Review .030 Conduct Quality Review .040 Follow-up Quality Review .050 Review Quality Control Procedures PC Step 04: Progress Control .010 Capture Performance .020 Update Schedule .030 Update Costs .040 Replan Stage Schedule .050 Conduct Team Status Review .060 Create Status Report .070 Update Stage Schedule .080 Create Flash Report PC Step 05: Change Control .010 Request Change .020 Identify Alternative Solutions .030 Decide Change Actions Project Management Process 4 of 86
Project Management Process .040 Implement Change PC Step 06: Issues Management .010 Identify Project Issue .020 Assess Impact of Issue .030 Resolve Issue PC Step 07: Exception Situation .010 Analyze Cause of Exception Situation .020 Create Exception Plan .030 Prepare for Exception Assessment .040 Conduct Exception Assessment .050 Follow-up Exception Assessment PC Step 08: Stage End Assessment .010 Close Stage Administration .020 Determine Next Stage Activities .030 Determine Activity Dependencies .040 Estimate Effort .050 Allocate Resources .060 Prepare Next Stage Schedule .070 Prepare Next Stage Budget .080 Baseline Next Stage Schedule .090 Update Project Schedule .0100 Review Project Budget .0110 Review Business Case .0120 Review Project Organization .0130 Review Project Scope .0140 Compile Stage End Assessment Report .0150 Prepare Stage End Assessment .0160 Conduct Stage End Assessment .0170 Follow-up Stage End Assessment Project Closure PCL Step 01: Final Product Evaluation .010 Prepare Product Evaluation .020 Conduct Product Evaluation .030 Initiate Maintenance Process PCL Step 02: Project Completion .010 Close Outstanding Project Work .020 Prepare for Project Closure Meeting Project Management Process 5 of 86
Project Management Process .030 Conduct Project Closure Meeting .040 Follow Up Project Closure Meeting PCL Step 03: Process Improvement .010 Prepare End of Project Review .020 Conduct End of Project Review .030 Update Process Metrics .040 Implement Process Improvement Project Management Process 6 of 86
Project Management Process Project Initiation Objective To - take the ideas and intentions of a group of people who see the need for a project in their organization and convert them into a formal, planned, resourced and funded project, in a way that - clearly and explicitly defines the objectives and scope of the project, - develops an overall schedule of activities and resources (project plan) required to carry out the whole project, - develops a detailed schedule of activities and resources (stage plan) required to carry out the next stage of the project, - defines a project organization structure which can be used to effectively manage and carry out the necessary work, - establishes a convincing business case for the project, - gains commitment and approval to the project from the appropriate level of senior management, so that - the project is firmly set up for success, and - the probability of producing a high quality product on budget and on schedule is maximized. Overview At the start of any project, there will be a variety of ideas and opinions about the purpose and scope of the project, what the final product of the project will be, and how the project will be carried out. The Project Initiation Stage is concerned with taking these ideas and intentions and developing them into a formal, planned, resourced and funded project. In order to define a project in this way, it is first necessary to clearly and explicitly define what the project is intended to achieve and what its scope of interest will be. By defining this first, a benchmark is created for assessing the quality of what is actually produced at the end of the project. It is also necessary to develop a process by which the project objectives can be achieved. This process will typically involve carrying out a number of tasks and Project Management Process 7 of 86
Project Management Process producing a number of products during the course of the project. The tasks produce the products. For clarity of purpose and for control reasons it is useful to arrange these tasks in a top down structure, which progressively specify the required work in more detail. This is called a work breakdown structure. LBMS provides a series of standard work breakdown structures for strategic planning and applications development. However, it is important to look for opportunities to customize this for the particular circumstances of the project and its objectives. The work breakdown structure will provide a benchmark by which the quality of the project process can be assessed. The Project Initiation Stage must also define what resources and associated time commitment are required to carry out the project. The work breakdown structure provides a basis from which this estimation can be carried out. The resource and time commitment can be used to calculate an end date for the project and an estimate of its cost. This information is key input into the establishment of a business case for the intended project. The overall project schedule is not at a sufficient level of detail to enable the allocation of actual resources to tasks, or to control progress. It is necessary to produce a more detailed plan for these purposes. This detailed plan is only produced for the next stage of the project, usually covering an elapsed time of two to four months. The way the project is managed and executed is the key to its success. The involvement of the right people for data capture and decision making is also crucial. It is necessary to identify and recruit these people at the start of the project and to define the project organization structure. It is also necessary to establish the procedures that will be used by the people in the Project Organization Structure to carry out and control the project work. Finally, in order to establish a resourced and funded project, it is necessary to establish a clear and convincing business case for the project. This business case should be reviewed, and hopefully accepted by management. The business case will identify the projected benefits of meeting the objectives of the project, and balance these against the costs and risks associated with realizing these benefits. The business case can also be used as a benchmark to compare against actual results, costs and benefits in order to assess the ultimate success of the project. The Project Initiation stage is described here as a sequence of steps. In reality, once the objective and scope have been defined, many of these steps occur in parallel, and the step products are developed iteratively, since there are many dependencies between the steps. It is necessary to plan the Project Initiation stage, albeit in an informal manner. Therefore it is important to create a Project Initiation Kick Off Plan scheduling the activities and resources. At the start of the project it will be necessary to classify the project by size: - Small (3 to 20 elapsed days) - Medium (1 to 3 elapsed months) - Large (4 to 9 months). Project Management Process 8 of 86
Project Management Process Projects of greater than 9 months should be organized as a program containing multiple, but discrete, medium and large projects. Regardless of size, all projects will need to address the factors described above. What will vary is how long it takes to execute, and the detail of the product. Project Initiation should be conducted in a relatively short timeframe when compared to the rest of the project. Small projects should take one or two days, whereas medium to large may take two to four elapsed weeks. Small projects will produce a Project Initiation Checklist. Medium and large projects will produce a Project Initiation Report. The Project Initiation Report is an overall plan for carrying out the whole project, and a more detailed plan for the next stage of the project. It consists of: - clearly defined objective, - clearly defined dimensions of scope, - overall schedule of activities for the project (project plan), - project organization, - clearly defined project control procedures to check and confirm quality, usage of resources, costs and time, manage change and track issues, - clearly stated business justification for the project, - project budget. In addition to the above, the plan for the next stage consists of: - detailed schedule of activities for the stage (stage plan), - quality review standards for products to be produced, - identified resources and associated costs , - control tolerances. By completing the Project Initiation Stage, the chances of a successful conclusion to the project will significantly increase. Upon completion of the Project Initiation stage the Project Board will make one of two decisions: - Go / No Go for the whole project. - Go / No Go for the next stage. The quot;go / no goquot; decision for the whole project generally applies to small and medium projects, where the detailed stage plan will be for the whole project. The quot;go / no goquot; decision for the next stage generally applies to large projects. The next stage will usually be a detailed analysis of requirements. At the conclusion of this stage the project plan will be updated and a detailed stage plan for the next Project Management Process 9 of 86
Project Management Process stage created. A recommendation to proceed will then be taken to the Capital Aquisition Committee (CAC) for funding the entire project. Step 01: Project Kick Off Description Objective To - produce a plan which defines how to perform the Project Initiation Stage itself, in a way that - ensures the involvement and commitment of the key people who see the need for the project and also of those who will fund it, - takes account of the background to the project and of previous and related initiatives, - establishes a team to carry out the Project Initiation Stage, so that - a clear and explicit plan is available for setting up the project. Overview As the Project Initiation Stage is concerned primarily with producing a plan for the overall project, so the Project Kick Off Step is concerned with producing a plan for the Project Initiation Stage. Project Kick Off is therefore concerned with producing a plan of the work required to produce a plan for the whole project. The Project Kick Off step is concerned with carrying out a high level review of the background to the project and of related initiatives, recruiting the involvement of those senior people who will be the ultimate customers and sponsors of the project, reviewing and customizing the standard work breakdown structure for the Project Initiation Stage and setting up a small team to carry out the Project Initiation Stage. The manager for the Project Initiation stage may be different to the manager of subsequent stages. When scheduling the Project Initiation activities, understand that there is great deal of interdependency between the steps. Project Kick Off should be carried out quickly. If Project Initiation Stage takes four weeks, Project Kick Off should take one day. In order to expedite this stage avoid producing a detailed plan based upon estimates for each task. Review the outline of the Project Initiation Report and determine the number and sequence of interviews, workshops and investigations that are required to create the it. Project Management Process 10 of 86
Project Management Process The end result of the this step will be a Project Initiation Kick Off Plan listing deliverables, techniques, committed resources and timescales for the Project Initiation Stage. A Project Initiation Kick Off Report is not required for small projects. Task .010 Recruit Project Sponsor Recruit a Project Sponsor responsible for the commitment of all resources required to successfully conduct the Project Initiation Stage and to facilitate compliance and commitment to all major project decisions. This Project Sponsor will chair the Project Board which also includes both Technical and Client representatives. Document the responsibilities to be performed by the Project Sponsor. It may only be possible to identify the Project Sponsor at this time, with other Project Board members being identified later in Project Initiation when the Project Scope is better understood. Lack of a Project Sponsor of sufficient seniority is a major risk to the project. It is recommended that no work continues until this is achieved. Task .020 Recruit Project Initiation Stage Manager Recruit a Stage Manager for the Project Initiation Stage who has experience in the development approach and/or the business area under study and possesses the level of experience and skill to manage the successful completion of the Stage. It is likely that the Stage Manager will also fulfill the roles of the Project Co- ordinators until later in Project Initiation. Document the responsibilities to be performed by the Stage Manager. Task .030 Review Related Studies Review any previous studies addressing the area of interest. Ensure their content reflects the current situation. Examples include Terms of Reference, strategic level plans (Information Technology and/or Business), and on-going project documentation where there is a possibility of scope overlap. Task .040 Prepare Project Initiation Kick Off Plan There is a great deal of interdependency between the Project Initiation steps and tasks. However it is important to define the project objective and scope first before attempting the remaining steps. Attempts to create a detailed Project Initiation plan with estimates for each and every task will take far too long. The WBS should be considered more of a checklist. It is important to apply JAD to gather high quality information in a reduced time frame. Review the activities in the Project Initiation stage and the outline of the Project Initiation Report. The steps equate to the sections of the report. It is recommended that the work be organized around producing the sections of the report. Determine Project Management Process 11 of 86
Project Management Process what information is needed and assess the best means of gathering it. This may be in the form of research, interviews and workshops. Identify the number of workshops. For each one, specify the objective, deliverables and participants. Identify and recruit additional resources to perform the Project Initiation stage. Business Analysts will be involved in defining objective and scope, determining organization, requirements, approach and costs, coordinating other resources, preparing the recommendation and ensuring the successful completion of the Project Initiation stage. Clients will be primarily involved in determining requirements and preparing the business justification. Systems Analysts may be involved in determining the project approach and selecting the appropriate template. Identify resources who will be required to review and approve the Project Initiation Report. Estimate the effort and elapsed time for the remaining activities. Create the Project Initiation Kick Off Plan listing deliverables, technique, committed resources, start and end dates. Ensure that each team member knows their project commitments. Document any assumptions made while producing the Kick Off Plan. Task .050 Brief The Team Brief the project team on all aspects of the Kick Off Plan. Publish a summary for absent team members and staff who will be assigned later in the stage. Task .060 Initiate Stage Control Procedures Initiate the control procedures that will be used during the stage and ensure that all members of the Project Organization understand the procedures and know their individual responsibilities. Initiate logs for: - quality reviews and follow-up, - change control, - issues. Create any files that are needed for the stage. These may be in paper or electronic form. Task .070 Review Project Kick Off Review the Project Initiation Kick Off with the Project Sponsor and gain agreement to execute the Project Initiation stage. Task .080 Kick Off Project Initiation Project Management Process 12 of 86
Project Management Process Arrange a formal Kick Off meeting with all the resources participating in the Project Initiation. It is important that the project in formally kicked off by the Project Sponsor in order to foster a team spirit. It will also raise the profile of the project in the organization. Step 02: Project Objective & Scope Description Objective To - clearly define the project boundaries, in a way that - identifies the types of boundary (scope dimensions) relevant to the project, - takes account of the background to the project, - explores the variety of objectives and scope that the project could cover, - clearly and explicitly defines what the project will cover, - clearly and explicitly defines what the project will not cover, so that - a clear and commonly understood target and benchmark is available to project members and other interested parties by which they can steer the direction of the project and assess the quality of the final product. Overview It is important to establish at the outset of a project, a precise definition of the purpose and scope of the project to ensure that both Business Partners and Technical personnel are clear about the field of reference. Any project carried out by an organization should be addressing one or more of the Business Objectives of the organization. If it does not, why is the project being carried out? Therefore to establish the objectives and scope of the project, it is first necessary to identify the overall reason for the project by relating it to one or more objectives of the organization. This will put the project into context for the organization as a whole. It is vital that the project objective be clearly stated and agreed before proceeding with the rest of Project Initiation. If this is not possible, then do not continue. The project objective can then be further defined in terms of scope. There are two aspects to project scope, the scope of the investigation, and the scope of the solution. At the start of the project it is unlikely that the problems and Project Management Process 13 of 86
Project Management Process requirements will be fully understood. However, in order to avoid wasting time by analyzing irrelevant areas, the scope of investigation will help focus on those areas thought most likely to be impacted by the project. Therefore the scope of investigation may well expand as a better understanding of the problems is achieved. The problems and requirements must be fully understood before a range of cost justified solutions can be proposed. This will avoid the risk of focusing on preconceived solutions, which may well be constrained by current practices, and facilitate creative solutions. The clients will choose a solution based upon cost justification criteria which may exclude some of the original requirements. This scope of solution will be more closely defined and will determine the design and build stages of the project. Scope can be expressed in terms of dimensions. These include business organization, business functions, data, geography, systems, operating environments, etc. Identify the dimensions appropriate to the project and determine those components in scope and those out of scope. Scope will be further defined in terms of problems and requirements. In effect the move from objective to requirements is a continuum illustrating the progressive expansion of the project definition. Task .010 Establish Project Objective Conduct workshops and/or interviews with clients to identify the project objective. This must be clearly stated and agreed. The project objective must also relate back to a business objective, to ensure that the project is aligned with the business direction of the organization. Techniques: Objectives Formatting Task .020 Establish Scope of Investigation Determine which dimensions of scope to apply to defining the project. Diagrammatically represent each dimension of scope, explicitly stating as narrative bullet points what is in scope and what is out of scope. Identify the constraints, specific limitations or exclusions within which the project must operate. Record any assumptions made in defining the scope of the investigation. Techniques: Scoping Diagram Data Modelling Data Flow Diagrams Task .030 Identify Initial Requirements Identify the initial requirements. Validate them against the project objective. The requirements will be fully investigated and described during the next stage. Requirements express what the application must achieve (a solution is how it will be achieved). Project Management Process 14 of 86
Project Management Process Conversely, problems express the limitations of the current business and system. Identify the criteria for assessing the success of both the final project product and the process used to create it (e.g., quality objectives, quantitative requirements, expected benefits). Techniques: Critical Requirements Analysis Task .040 Identify Outline Solution Where possible, prepare an outline solution to illustrate the feasibility of achieving the defined business requirements for the project. Outline the likely nature of the solution, and provide sufficient information for the preparation of a business case. Techniques: Data Flow Diagrams Data Modelling Task .050 Identify Training Requirement Determine the probable client training and technical writing requirement. This will give the TDC advanced warning of their involvement in the project. Task .060 Review Project Scope Conduct a product review of the Objective statement (To, in a way that, so that... construct) and Scope definition documents to ensure the scope meets the business needs and all standards are met. Step 03: Project Schedule and Budgeting Description Objective To - develop an overall time schedule for the project, in a way that - defines the overall development approach for the project, - selects the appropriate template, - produces a customized work breakdown structure (task list) specific to the project, - creates a range estimate for the target completion date, and the associated total cost of the project, - identifies the major Project Board control points, - identifies the Client, development and operations resources required to carry out the project, Project Management Process 15 of 86
Project Management Process - identifies hardware, software, contractor and training resources required to carry out the project, so that - a schedule is available to guide the project and to use as a benchmark by which progress on the project can be monitored and controlled. Overview Once the objective and scope are decided, it is necessary to determine what activities are required to be carried out to meet the objective. The dependencies between these activities can then be determined, which in turn allows resources and timescales to be estimated. This needs to be done for the whole project (project plan), and then in more detail for the next stage of the project (stage plan). This step is concerned with the overall project. The project schedule is not intended to direct resources to specific activities on certain dates. The ideal situation is to have a proven process on which to base the tasks for the project. This may be a standard IT process or an outside process. It may be necessary to build a process from a series of kernels (common steps). Once a process is chosen, this should then be customized to the particular needs of the project. If a proven process is not available, it will be necessary to develop a process for use on the project which conforms to the stage, step, task construct. Once this has been done, it is necessary to estimate the resources, both client and technical, required for the project. This should be expressed by resource type or role (e.g., Client Accounts Clerk, Systems Analyst, Analyst Programmer) rather than by individual. It should cover all personnel resources required, both full and part time. The requirements for other types of resource, such as office space and equipment, should also be determined. A time line and cost estimate for the project can then be developed. The development of the project schedule is an iterative activity during Project Initiation. The other steps carried out in Project Initiation will affect the schedule. The project plan applies to large, multi-stage projects. For medium sized, single stage projects it is not necessary to create a project plan. The detailed stage plan will define the whole project from beginning to end. Task .010 Determine Project Approach The purpose of the project schedule is to provide an overall structure to the project. The top-down stage and step estimates will be validated and revised as and when each stage schedule is produced with detailed bottom-up estimates. Project Management Process 16 of 86
Project Management Process Review the Selecting and Adapting Guidelines within the Template section of the LBMS Process HyperGuide to assist in determining the appropriate template. Additionally, review the Concepts section for a specific template. Either; - Select a process template from the Process Library whose selection criteria most closely match the project characteristics and risk profile,or - Select the quot;Basic Work Breakdown Structurequot; in the Process Library and expand by including predefined kernels and creating customized steps and tasks. Software Guidelines Task .020 Determine Project Stages and Steps Review the stages and steps from the chosen process template. Based upon the project objective, scope, constraints and assumptions, tune the project work breakdown structure to: - Add new stages and/or steps, - Remove unnecessary stages and/or steps, - Merge stages and/or steps, Removing stages and steps will probably increase project risk. Document the risks and identify proposed countermeasures. Review, and revise as appropriate, the predefined stage and step objective and overview statements. Create objective statements, using the quot;To, in a way that, so that...quot; construct, for each custom built stage and step. Create stage and step overviews. The stage overview should include a brief rationale for the proposed stage and step selection and sequencing. Record all assumptions and issues identified. Review and revise the products to be produced by each stage. Start at the end of the project with the final deliverable, and work forwards to the beginning. Describe the objective, outline and content of each product. Validate the final product against the project objective. For each stage product, break it down in to interim or step level products. Again, describe the objective, outline and content of the step products. This exercise will confirm that the primary project deliverables are clearly defined and understood. Software Guidelines Task .030 Determine Stage and Step Product Workflow Chart the sequence of stages and steps to reflect the intrinsic and architectural dependencies inherent in the project. Project Management Process 17 of 86
Project Management Process An output of one step will be the input to another. Some inputs may be sourced from outside the project. These External Inputs (e.g., Standards, Project Initiation report of another project, etc.) must be identified. The project products and external inputs will primarily determine the step dependencies. Define the dependencies, and dependency type, between the steps. Steps within a stage are not necessarily finish-start, but may be in parallel or phased. Stages may also run in parallel with one another. Do not specify dependencies at the stage level. Ensure that all dependencies with other projects are identified. Examine other Project Initiation Reports to assess inter-project dependencies. Record all assumptions and issues identified. Software Guidelines Task .040 Estimate Duration Project schedule estimates will be determined as duration or elapsed time. Determine the duration for each step. It is recommended that you estimate in units of a day. Step level estimates are unlikely to be less than one day. When estimating duration, include expected non-productive and non-effective time. Alternatively, produce an initial top-down estimate for the each stage and apportion to the component steps. It may be desirable to express the stage and step estimates as ranges, namely best case and worst case. In this case create a single estimate as above and then extrapolate the best and worst cases. Document with supporting assumptions. Software Guidelines Task .050 Establish Resource Requirements When estimating duration, define an initial requirement for resources. For the project schedule, it is sufficient to estimate the number of each type of resource required, rather than specific people, e.g., 2 Programmers. Concentrate on identifying the resource types who will either be part of the project team or who will have a significant impact on the project. Document the initial resource requirements, since if these assumptions are invalid (e.g., Step 020, duration 30 days, resource requirement 2 Programmers) then the step estimates will need to be revised. Documenting assumptions also facilitates recreation of the estimates, and quot;what if analysisquot;. Convert the number of resource types in to a chargeable resource equivalent. This is a function of the number of chargeable resource types and their assigned time (including overheads of non-productive and non-effective time). Differentiate between Internal Staff Resource Equivalent and External Staff Resource Equivalent. For example, a step requiring 1 programmer assigned 50%, 2 contract programmers assigned 100%, and a DBA assigned for 25% of the time will have an Internal Resource Equivalent of 0.5+0.25 or 0.75, and an External Project Management Process 18 of 86
Project Management Process Resource Equivalent of 1.0+1.0, or 2.0. This resource equivalent will be used to calculate initial project costs. Also identify other resources required for the project e.g. equipment, accommodation etc. The estimating and initial resourcing tasks as interdependent and will be done interactively. Software Guidelines Task .060 Prepare Project Schedule Develop an initial schedule of project activities. Determine the proposed project start date and use the scheduler to calculate the stage and step start and end dates. Validate these dates against the project constraints. Adjust scope, dependency and resources until a satisfactory balance is achieved. Revise any assumptions that have been modified. Software Guidelines Task .070 Prepare Project Budget Estimate the internal and external staff costs by step. Staff costs are a function of step duration, resource equivalent and chargeable rate. Estimate non-staff costs by step: - Hardware - Software - Project Training,for the project team to develop the application - Installation Training, for clients, operations, etc. to use the application - Miscellaneous, includes supplies, copying and printing, accommodation, subsistence, travel, or other costs which cannot be classified above. Aggregate the costs by stage. Software Guidelines Task .080 Create Project Schedule Products Produce and collate the project schedule documents at stage and step level: - WBS Description Report, - Products Report, - Project Costs Report, Project Management Process 19 of 86
Project Management Process - Gantt chart, - PERT chart. Software Guidelines Task .090 Document Project Process Success Criteria Determine how the success of the project process will be measured and record as a series of success criteria. These will be used to measure the success of the process used on the project. Task .100 Review Project Schedule Conduct a product review of the Project Schedule and Budget to ensure that the scope meets the business needs and that all technical standards are met. Step 04: Stage Schedule and Budgeting Description Objective To - develop a time schedule and budget for the next stage of the project, In a way that - defines the tasks necessary to carry out the next stage of the project, - determines the best approach to completing each activity, - identifies the tools for performing the project work, - identifies actual resource requirements, - determines task and resource dependencies, - creates an estimate for the cost of the stage, - creates an estimated completion date for the stage, So that - a schedule is available to guide the next stage and to use as a benchmark by which progress on the project can be monitored and controlled. Overview Project Management Process 20 of 86
Project Management Process An overall project schedule is required to determine complete project timescale, resource requirements and costs. A more detailed schedule is required to manage and control the project. This more detailed schedule is developed progressively through the project by producing a schedule for the next stage during Project Initiation and towards the end of subsequent project stages. The overall project schedule provides a overview of the activities in the stage. These activities need to be further defined to the point where all necessary tasks have been identified. This should use the same approach as for developing the overall project schedule. That is, using a proven process, or developing the process if one does not exist. Once this has been done it is necessary to estimate the resources required for the stage. This should cover all personnel resources required, both full and part time, and other types of resource such as office space and equipment. A time line and cost estimate for the stage can then be developed. The development of the stage schedule is an iterative activity during Project Initiation. The other steps carried out in Project Initiation will affect the schedule. For single stage projects, the stage plan is both the project and stage plan. Task .010 Determine Next Stage Activities Based upon the project and stage objective, scope, constraints and assumptions, tune the stage work breakdown structure to: - Add new steps and/or tasks, - Remove unnecessary steps and/or tasks, - Merge steps and/or tasks, The project plan identified the probable steps within the stage. Now is the opportunity to reassess the steps and their associated objectives and products. Removing steps and tasks may increase project risk. Document these risks and identify proposed countermeasures, which may include additional quality assurance tasks. Determine the products to be produced by each step. Start at the end of the stage with the final deliverable, and work forwards to the beginning. Describe the objective, outline and content of each product. Validate the final product against the project and stage objective. Within each step, identify the tasks or activities required to produce the step products. A task will have the following characteristics: - Reference - Name - Description - Input Project Management Process 21 of 86
Project Management Process - Output or product - Technique (optional) - Tool (optional) - Role / responsibility assignment - Resource / responsibility assignment - Effort estimate In this task define the Task Reference, Name, Description, Product, Techniques and Tools. Record all assumptions and issues identified. Software Guidelines Task .020 Determine Product Workflow Chart the sequence of stages and steps to reflect the intrinsic and architectural dependencies inherent in the project. An output or product of one task will usually be the input to another, and this will be the primary driver in determining the task dependencies and workflow. Determine whether the successor task references (throughput) or updates (entry requirement) the input product. Some inputs may be sourced from outside the project. Identify these External Inputs (e.g., Long Range System Plan, Standards, Project Initiation report of another project, etc.). Review the dependencies determined by the task inputs and outputs. Review the dependency types between the tasks. Tasks are not necessarily finish-start, but may be in parallel or phased. Where appropriate, define lags (both positive and negative) between tasks. Remove any step dependencies. It is recommended that the dependencies be kept simple and reduced to a minimum, otherwise the schedule will be very difficult to execute and will probably be abandoned. Ensure that all dependencies with other projects are identified. Examine other Project Initiation Reports to assess interproject dependencies. Record all assumptions and issues identified. Software Guidelines Task .030 Estimate Effort Stage schedule estimates will be determined as effort time (or work). Determine the total effort per task. Remember to include peer review and revision time if such activities are not identified as specific tasks. It is recommended that you estimate Project Management Process 22 of 86
Project Management Process in units of an hour. Avoid estimating tasks to less than one hour. It is advisable to estimate in units of 4 hours. No task should be longer than 80 hours. By combining small tasks and including a detailed description of the task it will be possible to simplify the schedule merely by reducing the number of tasks in the Gantt. The task effort estimates will be apportioned to individual roles and resources in the next task. Record all assumptions supporting the estimate in the task description. This is very important because it will enable you to recreate and substantiate the estimate. It will also ensure that you have thoroughly thoughout what is to be done, and that it is communicated clearly to the Team. Estimating takes time, but it will validate the tasks, products, techniques and assumptions. Aggregate the task estimates and compare against the original top-down step and stage estimates. If the detailed estimate is substantially different from the original top-down estimate it may be necessary to refer to the Project Board and consider revising both the project and stage plans. Software Guidelines Task .040 Allocate Resources Assign roles and their associated responsibility to each task. In order to avoid overwhelming the plan with complexity focus on the quot;producequot;, quot;consultquot; and quot;reviewquot; responsibilities. The quot;approvequot; responsibility will generally apply only to the Project Board. The responsibilities are defined as follows: - Produce: to create the product of the task. Usually applies to Project Team Members like Business Analysts, Systems Analysts and Programmers. The schedule will be simpler to balance if only a single role is assigned per task. - Consult: provide information required to produce the task. Usually applies Coordinators and Key Resources. - Review: review the product for correctness, accuracy and completeness. Usually applies Coordinators and Key Resources. - Approve: official signoff. Usually applies to the Project Board. Assign resources to the roles and responsibilities. Apportion the total task effort estimate to the resources. As a tip, the schedule will be much easier to balance if the task effort estimate is apportioned entirely to the a single quot;producequot; resource. Therefore this estimate should include time for the other quot;consultquot; and quot;reviewquot; resources, e.g., Client review, DBA review. Although this is a simplification, it is still applicable if the non-project team costs are excluded from the plan, since the estimates are primarily for the Project Team. The quot;consultquot;, quot;reviewquot; and quot;approvequot; resources still need to be assigned to tasks, albeit at zero work, in order for them to be included in the schedule. Project Management Process 23 of 86
Project Management Process Define by task the resources availability (unit). The scheduler will calculate task duration as effort / unit. Software Guidelines Task .050 Prepare Stage Schedule Develop an initial schedule of project activities. Determine the proposed stage start date and use the scheduler to calculate the step and task start and end dates. Validate these dates against the project constraints. Review the project objective, constraints and control factors before attempting to balance the plan. Deadline, resource utilization and costs can be adjusted as follows: - Modify dependencies, - Modify dependency type (finish-start, lag, etc.), - Modify tasks and therefore the effort estimate (avoid arbitarily reducing estimates), - Assign more resources (task duration will theoretically be reduced if more resources are applied to the task), - Reassign more proficient resources, - Provide productivity enhancing tools, - Train and coach team members, - Motivate team members, - Increase resource availability. Modify task descriptions and assumptions to record all the adjustments to the plan. Failure to do this will result in a mismatch between the original plan and the current schedule, and reduce the probability of project success. Software Guidelines Task .060 Prepare Stage Budget Determine staff costs at the task level. This is a function of the resource work and chargeable rate. The Process Manager will supply standard hourly rates for both Internal Staff and External Contractors. Determine non-staff costs for the stage by category. The categories are: - Hardware & Network - Software Project Management Process 24 of 86
Project Management Process - Project Training, training the project team to execute the project - Installation Training, training the clients, operations, etc. to use the application - Miscellaneous, includes supplies, copying of training materials, accommodation, subsistence, travel, or other costs which cannot be classified above. Software Guidelines Task .070 Baseline Stage Schedule Once a satisfactory balanced stage schedule and budget has been achieved, baseline it. This will retain a record of the original start and end dates, work and duration estimates, and staffing costs Actual progress will be monitored against this baseline. Software Guidelines Task .080 Create Stage Schedule Products Produce and collate the project schedule documents at the step and task level: - WBS Description Report, - Products Report, - Resource Report, - Baseline Stage Estimates, - Baseline Resource Work - Cost Workbook, - Gantt chart, - PERT chart, - Resource Usage - Project Summary Report Software Guidelines. Task .090 Review Stage Schedule Products Conduct a product review of the Stage Schedule Products with the Process Management Group to ensure that the scope meets the business needs and that all technical standards are met. Project Management Process 25 of 86
Project Management Process Communicate the plan to the Project Board since it is a quot;contractquot; stating what is to be done, how, when and by whom. If the Project Board accepts the plan, then they are committed to supply the resources, both client and technical. The Project Board will assign a project or stage start date for the schedule when they authorize the project to proceed. This may require some minor adjustments to the schedule. Communicate the plan to the Project Team since it defines exactly what is to be done. Hopefully they will have been heavily involved in producing the plan so there should be no surprises and they will have already bought in to it. Step 05: Project Organization Description Objective To - select and prepare the people whose involvement will be necessary for the project to succeed, In a way that - clearly identifies roles and responsibilities, - ensures that the best individuals to fulfill roles and responsibilities are selected, - identifies training required to enable individuals to fulfill their roles and responsibilities on the project, - gains the appropriate allocation of resource time to the project, - ensures that all major interest groups are appropriately represented, - updates the project and stage schedules in line with available resources, so that - the project benefits from having a group of people who can operate in an integrated fashion and who understand exactly the roles they must play in contributing to the success of the project. Overview Once the objectives of the project have been identified and a work breakdown structure developed for how to meet these objectives, it is necessary to plan for the people involvement on the project. An important step in this planning is to identify the required roles and responsibilities. This methodology provides a standard set of roles and Project Management Process 26 of 86
Project Management Process responsibilities for a project and it is necessary to review this list and customize it for the particular project. The Project Board is the most senior level of Project Organization and has the responsibility of ensuring the continued integrity of the project from all points of view. The structure of the Project Board reflects the tripartite responsibility that exists in any project, namely the Business, Customer, and Technical interests. The Board should be prepared to recommend termination of the project if necessary. The Stage Manager is recruited by the Project Board to ensure the successful completion of the stage products, on time, within budget and to the specified quality standards within an agreed tolerance. The Stage Manager may be recruited from any area concerned with the project, or may be from outside the immediate organization. The Stage Manager may need help with the business, customer, or technical aspects of the project. This help is provided by appointing a co-ordinator for each of these areas. This ensures that the main interests being served by the project are properly represented at the working level, e.g. through participation in quality reviews. This also provides continuity in the day to day coordination of the project especially where there are to be changes of Stage Manager. There are likely to be a number of key individuals within the organization that have an interest in, and can facilitate the project. They will receive regular progress reports on the project, and will be invited to attend Project Board meetings. The time commitment required for the project will vary for each role and responsibility identified. It is important that the individuals selected to carry out the various roles can devote the time that the project requires. Once the roles, responsibilities, and time requirements for each activity are defined, it is possible to assign individuals to perform the activities. It will often be necessary to assign individuals to the project who do not have all the skills required to perform their roles. Therefore, it is necessary to identify what additional training these individuals require. Individuals then need to be made available for their involvement on the project. Task .010 Identify Key Personnel Review the project Scoping Diagram. Identify those business areas that are within scope or directly interface with the scope boundary and list them in the quot;Business Areaquot; column of the Project Assignment Worksheet. Project Organization members will be selected from these groups. Do not forget to include development and operations. - Which areas will be directly impacted by the project? - Which areas are not impacted today but may be impacted in the future? - Which areas will the project team have to depend on for information about the way things are done today? Project Management Process 27 of 86
Project Management Process - Upon which groups will the project depend for success? Identify the key personnel for each area and list them in the quot;Personquot; column of the Project Assignment Worksheet. Do not allocate roles in this task, just list any personnel you think should be involved in the project. Task .020 Recruit Project Board Assemble a senior management team which will direct and be accountable for the project and gain management commitment. Ensure that those senior Managers with a significant interest in the successful outcome of the project are properly represented. Generally identify the lowest level person for each Project Board role. Work up the organization chart until a person is found who can make the decisions quot;stickquot;. Project Sponsor: - Which client executive will champion the project and sell it to the rest of the company? - Who is responsible for funding? - Who will be the link between the project and the company strategy team? - Who is ultimately responsible for the success or failure of the project? There may be several candidates, but there is only one Project Sponsor! Client Representative: - Who will represent the clients most affected by the delivered project? - Who will ensure that the project is aligned to the client business need? - Who will provide client resources for the project? - Who will remove any barriers present in the client area? Ideally there should be only one client representative, but there may need to be more than one because no single person has authority over all the client areas within project scope. However, the more Project Board members, the more difficult it is to schedule them and obtain decisions. Technical Representative: - Who will provide technical resources for the project? - Who is ultimately responsible for the technical quality of the project products? - Who will remove any barriers in the development and operations area? Project Management Process 28 of 86
Project Management Process Ensure that the Project Board members understand their responsibilities and the time commitment that they are making to the project. Document the responsibilities to be performed by the Project Board. Task .030 Recruit Stage Manager Identify a suitable manager for the next project stage, bearing in mind the nature and importance of the activities involved. - Who will manage the project on a day-to-day basis for this stage? The person selected must be made available for the time required by the project. It is suggested that it takes up to 15% of a Stage Manager's time to plan, control, review, coach, etc. each team member. A project team of 6 people is almost a full time job. There must be a recognition by the Stage Manager and the Project Board that project management takes time, that it is an investment in project success, and not a cost. The Stage Manager is not necessarily from development. Sometimes the best person to manage the Project Initiation and Installation stages of the project is a client. Document the responsibilities to be performed by the Stage Manager. Task .040 Recruit Project Coordinators Identify the need for coordination and control activities throughout the project. These are supporting roles to the Stage Manager. They may be filled by the Stage Manager if the project is relatively small. They may also be filled by Key resources. Planning Co-ordinator: - Who will help the stage manager create the plans, capture actual work and costs, update plans, etc. - Who is experienced with using the project scheduling tools? - Who has strong administrative skills? - Who has a detailed knowledge of the development project management standards? Client Co-ordinator: - Who will assist in obtaining detailed information about how a client area works? - Who knows how the client area is organized? - Who can assist in identifying the best Key Resource from a particular client area? Technical Co-ordinator: - Who can facilitate the identification of project tasks required to produce the required products? Project Management Process 29 of 86
Project Management Process - Who is skilled in the techniques used to create products? - Who can ensure the technical quality of products? - Who can assist in identifying the best Key Resource for a particular technical issue? Clearly define these co-ordination and control activities and identify and brief suitable personnel to carry them out. Document the responsibilities to be performed by the Coordinators. Estimate the time required to perform these roles, and ensure that the individuals selected have the necessary time available. Task .050 Recruit Key Stakeholders Identify other people who are critical to the success of the project. They are management level personnel who will be affected by the project, but are not the primary decision makers. Clearly define who these people are and what their responsibilities are to the project. - Who could slow down the project if they opposed the approach or project? - Who might informally assist the Project Board in evaluating objective, scope, solution and financial viability? - Who is not on the Project Board, but leads a client area included on the Project Assignment Worksheet? - Who has people in their area whose jobs may be impacted by the implemented project? - From whom is political buy-in required? Document the responsibilities to be performed by the Stakeholders. Estimate the time required to perform these roles, and ensure that the individuals selected have the necessary time available. Task .060 Recruit Stage Teams If there is confidence that the Project Initiation will result in an immediate authorization to proceed to the next stage then perform this task now. If not, then it will be performed after the Project Board authorizes the project to proceed as part of the next stage planning. There are two types of team members, client and technical. People assigned to team member roles will usually fulfill the quot;producequot; responsibility for tasks. Team members may change from stage to stage as different skill sets are required. Identify appropriate personnel required for the stage, define the team structure and, if necessary appoint Team Leaders. Project Management Process 30 of 86
Project Management Process Ensure that the time commitments required for the project are defined and understood by team members and their management, if appropriate. Document the responsibilities to be performed by the Team members. The appointment of the Team Leaders and Stage Teams completes the process of delegating responsibility for the work down through the now established Project Organization structure. Task .070 Recruit Key Resources If there is confidence that the Project Initiation will result in an immediate authorization to proceed to the next stage then perform this task now. If not, then it will be performed after the Project Board authorizes the project to proceed as part of the next stage planning. Identify any additional technical or business specialists required to support the project. These roles contribute to the creation of products by providing information about the business and reviewing the products. They generally fulfill the quot;consultquot; and quot;approvequot; responsibilities. They will include both client and technical personnel. Individuals assigned to a Key Resource role may also have project co- ordinator responsibilities, but will not be team members. Key Resources may change during the project depending on the skills required by the WBS. Business Key Resources: - Who will use the application? - Who will provide the client information to create the products? - Who can ensure that the business requirements are correctly understood? - Who can ensure that all the business requirements are captured? - Who will assist in establishing and confirming the business case? - Who has specialist skills required at this stage (legal, audit, Health & Safety, etc.)? Technical Key Resources: - Who can ensure that technical products meet the technical standards? - Who has specialist skills required at this stage (DBA, Communications, Networks, Back-ups, Security, etc.)? Clearly define the responsibilities of these resources and estimate the time required by these Key Resources over the duration of the project. Document the responsibilities to be performed by the Key Resources. Task .080 Determine Training Requirements Assess the capabilities and skills of all those identified as part of the Project Organization. Project Management Process 31 of 86
Project Management Process Based upon this assessment establish a training plan to acquaint the project team members with the methodologies, technologies, and business areas under study. It may the first time that some clients have been involved in a development project so it is important that they are adequately briefed as to the project management and development process, and especially their roles and responsibilities. The Project Organization step is intended to ensure that the clients, development and operations are working as a single team on the project, and that artificial organizational barriers are removed. Update the project schedule to incorporate scheduled training activities. Task .090 Create Project Organization Chart Using the Project Assignment Worksheet, allocate the identified personnel to one or more roles. Ensure all key individuals are assigned an appropriate role, but don't overwhelm the project with too many people. Produce a Project Organization Chart defining reporting and communication lines between all parties involved in the project. Task .0100 Review Project Organization Conduct a product review of the Project Organization to ensure that the proposed organization reflects all participants needed to achieve the project objective. Step 06: Project Control Procedures Description Objective To - ensure that all procedures required to carry out and control project work are established, In a way that - identifies all necessary procedures, - defines appropriate standards, - defines necessary performance levels and tolerances, So that - all project work is carried out as effectively as possible. Overview Project Management Process 32 of 86
Project Management Process There should be clearly established control procedures for any piece of work. A Project is not an exception to this rule, but due to the nature of projects, these procedures are often not readily available. It is therefore necessary to identify what procedures are required and to define these procedures. Any established project control procedures that an organization has in place should be incorporated into the project plan. Procedures to consider are: - Quality Control - Progress Control - Change Control - Version Control - Issue Resolution Any existing procedures should be modified if necessary for the project. Additional procedures may be required, depending on the nature of the project. The project and stage schedules need to incorporate project control tasks, and may need to be updated as a result of defining the control procedures. Step 06: Project Control Procedures Task .010 Set Up Project Administration Create an electronic file structure to consistently maintain the administration of plans, progress, status reports, change control and issue management. Task .020 Establish Quality Control Procedure Determine the mechanisms to be used to ensure the quality of products produced during the project. Task products may be subject to informal peer review. These task products should be small and the peer reviews frequent, since defects can be quickly identified and corrected with minimal rework. Step products will be subject to formal review, with defects being recorded and assigned for correction. Specify for each product the Co-ordinators and Key Resources who will perform the quality reviews. See the quot;Quality Controlquot; process for more details. Task .030 Establish Progress Control Procedures Set up the infrastructure to facilitate: - capture of actual effort and re-estimated effort to complete, Project Management Process 33 of 86


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Carl Casperson provided me with great service, a very competitive rate and has been a great professional resource for me and my clients. As a real estate agent, I work with many lenders and few provide the quality of service and attention that Carl and American Federal provide. Thus far, I have personally worked with Carl on one purchase loan and two refinances for my home and investment property. I trust him to work for me and I have referred many clients to him who have been thrilled working with him. I have confidence in Carl and AF, and only refer clients to vendors that I know will offer excellent service and constant professionalism.
Jeremy Gulish
Zillow Local Expert in:
- 07960
The Local Expert badge is awarded to those who have made valuable contributions in a specific city or neighborhood on Zillow. Local Experts are active Zillow users who share their real estate knowledge and help others by contributing high-quality content at a local level. The more and better the contributions a user makes that relate to that city or neighborhood, the more likely an award will be granted. Users' contributions can be seen in their profiles.Learn more
41 Recent Sales (last 12 months)
Real Estate Agent (10 years experience)
- Specialties:
- Buyer's Agent,
- Listing Agent,
- Relocation,
- Consulting
Reviews Written
Closed refinance loan. Morristown, NJ


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Apple's $137B Question: What to Do With Cash Pile?
Feb. 8 (Bloomberg) -- Bloomberg's Dominic Chu reports that Apple will evaluate Greenlight Capital President David Einhorn's proposal to return cash to shareholders, among other possibilities for its cash holdings. He speaks on Bloomberg Television's "In The Loop."
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Does Apple TV Need a Revamp?
32:30 - Homebrew VC Partner Hunter Walk, Technalysis Founder Bob O'Donnell and IDC Chief Research Officer Crawford Del Prete discuss Apple to unveil a new TV box this fall and the future of Apple's streaming service. They speak with Bloomberg's Emily Chang on "Bloomberg West." (Source: Bloomberg)


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Gideon Cross
Gideon Cross
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the way your fingers touch me when moving messy hair off my face
Kiss, Good Mornings, Good Night, Couple Hands, Fingers, Posts, Wake Up, Sweet Love, Passion Gif
couple hand heart | Tumblr
Will was still asleep when Cole stood to leave. He gently stroked his fingers across her face and into her hair. "Come back to life, Will." The love was apparent in his words. Bending down he kissed her hair, straightened and left.
Good morning my sweet love! Oh how sweet you held me when the stars shone down on us, envious of all the kisses you gave me...
good night, pretty! so happy i saw you today <8
I hear the door of the lounge squeak open and quiet footsteps enter the room. It's too heavy for Adam, and the rhythm isn't right for Soren. I keep my eyes closed and my breathing even. The footsteps come closer and I smell Sergio's cologne. A hand gently brushes the hair away from my face and I fight the urge to jump up and shove him away. I'll let him. He gently brushes my neck with his fingertips for a moment, and then I feel his breath on my cheek. He kisses my forehead gently. Somehow, this calms me. He gently slips his arms beneath my back and my knees and carries me to my room and I wake up in my own bed the next morning. My brother, Sergio. I can't love him. I can't. But he loves me. Maybe that makes things better somehow, but it makes me feel worse. Minah. #theExile
Favourite quotes from Bared to You #GideonCross #Crossfire
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ian somerhalder as gideon Cross | Evas gift (Gideons ring) Via @Sylvia Barnowski Barnowski Day #Crossfire
Showcases three round-cut black diamond centered within a brushed finish band. Crafted of tungsten carbide.
Partial inspiration for Eva's ring
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#davidyurman.com #ring #David #Yurman #David #Yurman #Rings #Women #DavidYurman.com #Double #Crossover #Ring David Yurman | David Yurman Rings for Women | DavidYurman.com | Double X Crossover Ring http://www.seapai.com/product.aspx?PID=209775
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Feel like I'm cheating in christian grey lol
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New favorite book :)
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Fortune Cookie, Bookish Betty
Bared to You - Cary's fortune cookie.
via Sam Stettner
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via Sam Stettner
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via Sam Stettner
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or Prof. Gabriel Emerson!!! ~<3
HAHA! YES!!! Christian Grey or Gideon Cross? Decisions, decisions...❤
HA HA! YES!!! Christian Gray or Gideon Cross? Decisions, decisions...❤
"I loved the way he kissed me, as if he had to, as if he'd go crazy if he didn't."
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via @preicious
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via @EllieR256
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Loved this series...can't wait for the third book!
sylvia Dee, THE CROSS SERIES
My next book series!
AWESOME! If you loved reading 50 shades, then you will love this series. The story plot is well thought out, it flows without too much repetition. Can't wait for the 3rd book of the Crossfire series to come out in early 2013!
"I'm still thinking about you. - Gideon"
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Move over Christian Grey. There is a new man in town. Gideon Cross!


text:
ISTE 2015: Takeaway Tips for a Library Maker Space | ISTE 2015 | School Library Journal - 1 views
shared by John Evans on 05 Jul 15 - No Cached
John Evans on 05 Jul 15"The maker movement was front and center at the 2015 ISTE conference-and that's a good thing for me. After following maker initiatives with great interest for some time now, I have the opportunity to design a maker space this year for 6th-12th grade students at my school, Worcester (MA) Academy.
A search of this year's program at ISTE, held June 28 to July 1 in Philadelphia, using the term "constructivist learning/maker movement" resulted in 67 related sessions. The ISTE Librarians Network hosted a maker station at their Digital Age Playground and convened a panel on library maker spaces, featuring elementary and middle school librarians, a school administrator, and the coordinator of a public library maker initiative. Vendors and exhibitors demonstrated tools, lessons, and ideas for maker spaces. Meanwhile, a four-hour Maker Playground Wednesday morning drew a huge crowd of attendees.
One of my goals at the conference was to gather ideas and tips to help me create my library's maker space. Here are some highlights of what I discovered at ISTE."
Free Technology for Teachers: The Open Library - Borrow and Read Thousands of Ebooks - 2 views
shared by John Evans on 26 Jun 15 - No Cached
John Evans on 26 Jun 15"If you're looking for some new books to read this summer, take a look at the Open Library which is a part of the Internet Archive. The Open Library is a collection of more than one million free ebook titles. The collection is cataloged by a community of volunteer online librarians. The ebooks in the Open Library can be read online, downloaded to your computer, read on Kindle and other ereader devices, and embedded into other sites. Some of the ebooks, like Treasure Island, can also be listened to through the Open Library."
[3084] 10 Ways Your School Library Is Changing Teaching and Learning | BAM! Radio Network - 0 views
shared by John Evans on 26 Jun 15 - No Cached
John Evans on 26 Jun 15"Your father's school library and school librarian are rapidly disappearing. In this segment we talk about the many ways that the school library is changing teaching and learning."
A Week of Making: What Making is Really About | YALSAblog - 0 views
shared by John Evans on 24 Jun 15 - No Cached
John Evans on 24 Jun 15"In some instances I think it's hard for some library staff to articulate the gains that teens make as a result of the making programs we provide. And, as a result it ends up that we talk about the actual printing activity and the printer and not the skills learned and/or improved on. It certainly can be difficult to speak to the learning instead of the "coolness" of the making. But it can be done. For example, think about:"
Where the Magic Happens: library maker programs | The Maker Issue | School Library Journal - 0 views
shared by John Evans on 24 Jun 15 - No Cached
Reading Rainbow eBook Library for Early Readers | Class Tech Tips - 1 views
shared by John Evans on 03 Jun 15 - No Cached
John Evans on 03 Jun 15"Reading Rainbow has inspired young readers long before an iPad entered any classroom. This powerful iPad app gives students access to hundreds books in a variety of genres. Within the app are over 100 educational video field trips hosted by Reading Rainbow favorite LeVar Burton. Students can listen to books read aloud to them or read independently as they turn the page. Each book has animations that are sure to grab your students' attentions."
Makerspaces in the Media Center | Edudemic - 2 views
shared by John Evans on 02 Jun 15 - No Cached
John Evans on 02 Jun 15"For most people when they hear the words location, location, location they think real estate. I think of school library media centers. In almost all schools the media center occupies the largest amount of real estate on the campus. And just like a piece of real estate, there should be flexibility in the staging, products, services, and use of the space. This place, above all others, should be a dynamic space that allows for self expression, exploration, discovery, curiosity, creativity, inquiry, critical thinking, and problem solving."
The Maker Issue | SLJ 2015 | School Library Journal - Linkis.com - 0 views
shared by John Evans on 30 May 15 - No Cached
Getting Started - 0 views
shared by John Evans on 18 May 15 - No Cached
John Evans on 18 May 15""Getting Started" includes a set of curated, introductory resources are for those new to making or interested in learning more about what making is and its potential impact in education. It also provides practical, concrete ways for integrating making into educational settings."
How Librarians Are Rockin' the Makerspace Movement | graphite Blog - 1 views
shared by John Evans on 09 May 15 - No Cached
World Library of Science- A Very Good Resource for Science Teachers ~ Educational Techn... - 0 views
shared by Phil Taylor on 08 May 15 - No Cached
Where the Magic Happens: library maker programs | The Maker Issue | School Library Journal - 2 views
shared by John Evans on 03 May 15 - No Cached
John Evans on 03 May 15"The maker zeitgeist has evolved far beyond the day when an educator might set objects-say, a box of robotic LEGOs-in a library corner and call it a "maker lab." Educators are now focusing on how the maker movement can be truly meaningful: it's not about where making is happening, but about how creating, experimenting, and collaborating impact education. In addition, some high schoolers tinkering their free periods away can discover a passion-sometimes leading to a future educational focus or even scholarship money.
"The maker movement…encourages a growth mind-set, which tolerates risk and failure and maybe even encourages it," says Laura Fleming, library media specialist with the New Milford (NJ) High School. "It has been the great equalizer within, and in some ways against, our modern education system by allowing opportunities for creativity and innovation to take place through informal learning.""
#31- What Can You Do With The Maker Space at the Cincinnati Library? | The Juice Cast - 2 views
shared by John Evans on 20 Apr 15 - No Cached
John Evans on 20 Apr 15"What can you do with The Maker Space at the Cincinnati Library?
The Maker Space is an incredibly useful resource for local makers and creatives of all kinds in the Cincinnati area. It is located at the main branch of the Cincinnati Library in downtown Cincinnati. In this podcast episode, we ask Ella Mulford (Maker Space Queen) about all the equipment available for use, what kind of preparations we need to make before using it and, what kind of cool stuff we can make there."
About the Forest® - 0 views
shared by John Evans on 20 Mar 15 - No Cached
John Evans on 20 Mar 15"The Forest of Reading® is Canada's largest recreational reading program! This initiative of the Ontario Library Association (OLA) offers eight reading programs to encourage a love of reading in people of all ages. The Forest® helps celebrate Canadian books, publishers, authors and illustrators. More than 250,000 readers participate annually from their School and/or Public Library. All Ontarians/Canadians are invited to participate via their local public library, school library, or individually."
A Virtual Peek Into My Classroom Library | Scholastic.com - 1 views
shared by Memorese Walter on 16 Mar 15 - No Cached
Turn Your Public Library Into a Kid Coding Community | EdSurge News - 2 views
shared by Phil Taylor on 12 Mar 15 - No Cached
The Library Voice: If There Is One Thing You Do Today....Check Out All Of The AMAZING T... - 0 views
shared by John Evans on 26 Feb 15 - No Cached
John Evans on 26 Feb 15"We all love finding a great new resource to use with our students and school community.
Well, I got one for you to check out today! It is called Flocabulary and it is one of the most engaging, creative, and fun websites out there.
And most of all....
It gets our young people excited about learning through music and movement! They love it! "
The Learning Commons Mindset | - 0 views
shared by John Evans on 18 Feb 15 - No Cached
John Evans on 18 Feb 15" I walk into almost all of our schools in West Vancouver and very often the first thing people want to show me or talk to me about is the changes happening around the library. Or more specifically, schools are taking great pride in their learning commons spaces that are developing. While the physical spaces are exciting, the changes to our mindsets are far more powerful. We are not destined for new schools in West Vancouver anytime soon but the rethink of the library has been both a symbolic and concrete shift in how we think about space and how we think about learning. The school library - a centre piece in schools - is now the modern hub for learning."
Winter Holiday Songs Around the World | Forman Elementary Library - 0 views
shared by John Evans on 08 Dec 14 - No Cached


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ASRock Z77 Extreme6 (Intel Z77 with Ivy Bridge) Motherboard ReviewWe check out the brand new ASRock Z77 Extreme6 with our Intel Core i7 3770k Ivy Bridge CPU in our first full Z77 motherboard review.
Since February we've been looking at new Intel Z77 Express based motherboards and as the weeks have gone on the pile of Z77 based motherboards has grown larger and larger. It's time to finally start digging into the pile and see just what exactly is going on with them.
While we've looked at the GIGABYTE Z77X-UD5H in some detail when we checked out the Intel Core i7 3570k Ivy Bridge processor, it was not the focus of the article, unlike today where the motherboard is the focus and our benchmark line up will focus on our typical motherboard line up verse the CPU benchmark line up.
The current issue I have with Z77 testing is that it seems so pointless to test on the current crop of Sandy Bridge processors. Z77 boards are designed for the most potent experience with new Ivy Bridge processors. So, we figured that we'd just continue to use our 3770k that we picked up from China last month. When we finally receive our Intel Press Kit with CPUs from Intel we'll be under NDA and we won't be able to make use of our Ivy Bridge processors again till the chips officially launch later this month, but for now we can still run with it.
The first Z77 board we're testing comes from ASRock and is the Z77 Extreme6. It's the first of not only many ASRock Z77 boards we've got to test, but just many Z77 boards period. The first thing we'll do is check out the package to see what exactly ASRock is offering us before moving onto the board itself.
Once we've looked at the board we'll get into the BIOS to see what's going on there before moving onto the overclocking side of things. Once we've done that it's all about the performance we're able to get out of the board.
The latest box design from ASRock looks great and you can see they're highlighting the new 555 XFast technology. As for inside we've got the normal driver CD and paperwork along with a few extra pieces explaining the 555 XFast technology and Lucid Virtu MVP.
Lucid Virtu MVP is a technology that is really being pushed by both Lucid and motherboard companies with the launch of the new Ivy Bridge platform. It hasn't got off to the best start in our eyes, though, and if you're interested in learning a bit more about it, I'd highly recommend you check out our Lucid Virtu MVP (HyperFormance) Tested with ASRock Z77 and Intel Ivy Bridge article.
Outside of those bits and pieces we've got four SATA cables, SLI bridge, I/O backplate and a USB 3.0 front panel connector with two USB 3.0 ports on it. This can be also installed in the back of the case via the included bracket in the bundle.
PRICING: You can find products similar to this one for sale below.
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