Project Management Software

Organizations are striving hard to increase their market share in the global market, and as part of this process, they are leaving no stone unturned to increase their client base and retaining their existing customers. To achieve this objective, companies are hiring best manpower available in the industry and are also taking advantage of information technology solutions. When organizations grow in size the complexity levels also increase, and to address these complexities organizations make use of project management softwares that are available in the global market. These softwares are available with various features and powerful functionalities such as resource management, risk analysis, automating workflow process, budget allocations and forecasting features. Project management software plays an important role in the success of a project and also helps in achieving organizational goals and objectives. These softwares help organizations to manage their project right from their initiation stage to its delivery to the client.
The core objective to design and develop a project management software is to help the organizations who are willing to make improvements in their overall production and management process. Project management software can be used by all types of firms, it is not concerned with the size of the organization. Any organization who wants to improve on the above-mentioned areas can take the advantage of project management software. Project management software is designed for the smooth flow of business operations. In this article, we will be focusing on different types of project management softwares that are available in the market and how they are designed to cater today’s organization's needs.
Types of Project Management Software
There are different types of project management softwares available in the market. Organizations can select project management softwares that are best suited for their environment. There are various versions organizations can choose from. They are as follows :
Desktop Version
Organizations can opt for the desktop version that offers a quick response and graphical interface. The desktop version stores the data within a file and few desktop version software also have the traits to collaborate with other users or store the data in the central database. This version also facilitates file sharing to multiple users, but it permits only one user at a time to access the database.
Client-Server
Project management software based on client-server architecture are also available in the market. Organizations can choose these project management softwares if it suits their business style. The client-server based project management software allows multiple users to access the database that is located in a centralized location. This type of software is suitable for the organizations, who have their production teams placed at different geographical locations.
Web-based
Some vendors offer web based project management softwares that can be used by the end user as a web application. This software can be accessed by the team members through intranet or extranet, or the internet itself, using a web browser.
One of the key benefits of web-based project management application is that they can be accessed by the team members from any geographical location, and without installing any software on their local computer device. The organizations doesn't have to spend additionally on the maintenance and of the software, as it is done or taken care by the service providers. But as there are two facets to every coin, the web-based software applications have few, they can be only accessed if the user has an internet connection and it is much slower in comparison to the desktop project management software application.
Integration
This system integrates project management with other organization activities. This system links to the project management software with various day to day activities within the organization such as bug tracking issues, customer relationship management, and several other activities.
Conclusion
Every organization has their own set of requirements and needs. It is very important that organization identifies a right project management software application that is suitable to their organization and helps them in achieving their goals and objectives. Before finalizing a project management software, it is advisable that organization take the assistance of technical experts or explain product vendors about their organization requirements, and make appropriate changes to the project management software that will serve their purpose.

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Pack de 34 livres d'organisation et Management - Edition AFNOR en français

Source:  www.4share.ga

Sujet : Collection de 34 livres  -  Edition AFNOR & Eyrolles en français
TéléchargeZ la collection entière :  ICI !!

Owner : http://c-l-c-p.blogspot.com/  - Mr. Mohamed ALAOUI MDAGHRI 
Par : Abdellatif HAOUARI
Notre page sur Facebook:  https://www.facebook.com/bemanagers/
Notre Site Web: http://www.the-manager.ga/

Titre	Description + Téléchargement
6 clés pour linnovation	6 clés pour linnovation
10 clés pour réussir sa certification QSE	10 clés pour réussir sa certification QSE
AMDEC Guide pratique	AMDEC Guide pratique
Améliorer votre efficacité	Améliorer votre efficacité
Elaborer des objectifs et un tableau de bord de suivis	Elaborer des objectifs et un TB
Attirer et fidéliser les bonnes compétences	Attirer et fidéliser les bonnes compétences
Booster la performance de son entreprise	Booster la performance de son entreprise
Dictionnaire de management de projet	Dictionnaire de management de projet
Evaluer avec  CMMI  Etape par étape	Evaluer avec CMMI Etape par étape
Evident non ! – E.Goldratt	Evident non !
ISO26000 Responsabilité sociétale AFNOR	ISO26000 Responsabilité sociétale AFNOR
Guide des processus Passons à la pratique	Guide des processus Passons à la pratique
Indicateurs du Développement Durable  dans la construction	Indicateurs du DD dans la construction
Le grand livre de la qualité	Le grand livre de la qualité
Le coaching gagnant!	Le coaching gagnant!
L'accueil client 100 questions	L'accueil client 100 questions
Pratiquer l’audit à valeur ajoutée	Pratiquer l’audit à valeur ajoutée LIVRE AFNOR
Manager l’innovation 100 questions	Manager linnovation 100 questions Livre AFNOR
Manuel de gestion de projet	Manuel de gestion de projet Livre AFNOR
Le guide de la sécurité au travail	Le guide de la sécurité au travail Livre AFNOR
Le management agile : construire et accompagner le changement	Le management agile construire et accompagner le changement
Le management de la santé et de la sécurité au travail	Le management de la santé et de la sécurité au travail
Le self management L’art de survivre au travail	Le self management L’art de survivre au travail
Management de la maintenance selon lISO 9001 2008	Management de la maintenance selon lISO 9001 2008
Nouvelles pratiques de laudit de management QSEDD	Nouvelles pratiques de laudit de management QSEDD
Optimiser le pilotage de vos processus avec la méthode SOCLE	Optimiser le pilotage de vos processus avec la méthode SOCLE
P-Lean 32 heures c'est possible!	P-Lean 32 heures c'est possible!
Pour une certification qualité gagnante	Pour une certification qualité gagnante
Pilotez vos performances 2e édition	Pilotez vos performances 2e édition
Premiers pas dans le management des risques	Premiers pas dans le management des risques
Réconcilier la qualité et le contrôle de gestion	Réconcilier la qualité et le contrôle de gestion
RFID Les enjeux pour l'entreprise	RFID Les enjeux pour l'entreprise
Un nouveau souffle pour la qualité Optimisiez Votre SMQ	Un nouveau souffle pour la qualité Optimisiez Votre SMQ

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PMP PROJECT MANAGEMENT CERTIFICATION

The ultimate package for preparing you to take the PMP exam

Link  (.rar)
to download this content you must be connected to Gmail 

Project management is one of the most desired skills in today′s IT marketplace and the Project Management Professional (PMP) exam reflects your level of proficiency and preparedness as a project manager. This comprehensive study guide features the Sybex test engine with two practice PMP exams, electronic flashcards, two hours of audio review, as well as two bonus Certified Associate in Project Management (CAPM) exams. The book covers a wide–range of project management and exam topics, concepts, and key terms. Not only does this must–have resource reflect the very latest version of the exam, it is written by popular project management expert Kim Heldman, who is the author of the six previous editions of this top–selling book.

• Prepares you to take the Project Management Professional (PMP) exam as well as the Certified Associate in Project Management (CAPM) exam, both offered by the Project Management Institute (PMI)
• Covers all exam topic areas plus a wide range of project management processes, concepts, and key terms
• Uses real–world scenarios and How This Applies to Your Current Project sidebars to fully illustrate concepts
• Readers get access to invaluable study tools with testing software, practice exams, electronic flashcards, and over two hours of audio review

PMP: Project Management Professional Exam Study Guide, Seventh Edition helps you prepare for the PMP exam and also serves as an essential resource for becoming a more astute project manager.

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Different Phases Of Project Management

Project management is a discipline that follows a set of methods for achieving goals and objectives set by the organization. Organizations use projects for various purposes, some use it for designing and developing a new product, some use it for addressing existing issues within the production process, and few organizations use projects to change the existing process. Organizations divide a project into different phases so that it is easier for them to control and monitor project progress and ensure that the project team is heading into the right direction. A project may be of different sizes, some projects can be small and some may be huge, complex and time-consuming, so it is important that organizations devise a structured and well-defined approach for successful project completion.
Different management schools teach different phases in project management, some institutions claim that there are three approaches and few schools claim that there are five phases in project management. But the bottom line is that all institutions and schools teach about the phases and methods that are useful for successful project completion. Some well-known project management institutions defined project management as a set of techniques, skills, knowledge and a collection of activities using various tools for achieving goals and objectives of the project as well as the organization.
In many organizations, project managers and their team members work on a project in five phases to accomplish project goals. In this article, we will be focusing on five different phases of project management employed by the organizations for the successful completion of the project.
Phase 1: Initiation
This phase focuses on activities that are necessary for starting a project. The initiation phase starts by assigning a project to the project manager and closes with the selection of members who will be part of the project team. The initiation phase also ensures that the team members have sufficient information, and also the project delivery dates, so that they can prepare a schedule to meet the deadline. The other activities, initiation phase covers are kickoff meeting, designing and development of project plan, and obtaining required project management infrastructure such as space and desktops. In this phase, project sponsors and stakeholders participate actively.
Phase 2: Planning
In the planning phase, the emphasis is laid on designing and developing detailed project schedules and budget. This phase also concentrates on other issues such as control plans, staffing, and procurement methods. In general, planning completely focuses on how the project will be executed and what are the requirements of the project for a smooth execution. Most of the planning is done during this phase, but project managers and top tier officials often make changes to the project plan during the production process, as there are situations where new demands or challenges crop up. This phase also covers other factors such as risk management planning, that includes risk identification, analysis, and risk mitigation process.
Phase 3: Execution
In this phase, organizations focus on carrying out important activities that are necessary for the accomplishment of project work. The project managers ensure that team members are following the guidelines developed during the planning phase.
Phase 4: Monitoring and Control
In this phase, project managers employ project monitoring and control mechanisms to have a better understanding of the project. Project managers also conduct status meetings with their team members to get an update on the latest developments about the project and also the performance of their team members.
Phase 5: Closure
This is the final phase of the project. In this phase, project team members are transferred from the project, all the required documents are archived. After completing all the formalities, the project client takes over the product that has been built by the project development team.
Conclusion:
Listed above are the five phases of project management, employed by most of the organizations across the globe for a successful project completion. By implementing these phases, the organizations get a complete understanding about the budget and resources spent in each phase. This informative report will be useful for the organization for their future projects. The resources and budget may change according to the requirements and complexities involved in the project. These analysis reports will help the organizations to plan in an optimum manner and ensure that their goal and objectives are achieved.

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What Is Total Quality Management ?

Total Quality Management principle concentrates on the quality of product or service delivered by the organization using various systems, tools, and processes. One of the core principles of TQM is to involve all the members of the organization for producing best quality products and cement their position in the global market. TQM focuses on meeting stakeholder expectations in an efficient manner. TQM always ensures that products and services are delivered to the customer correctly in the very first instance. TQM principles can be applied to all the levels of an organization. If we look at an ISO initiative, it only focuses on the processes used for delivering the final product. TQM also focuses on the other aspects such as culture, ethics and attitude which ISO does not cover.
History of Total Quality Management
If we look at the history of quality management, it was designed and developed way back in 1920’s, but it was implemented by few organizations in 1940. The Japanese firms wanted to improve their quality of their products and increase their exports to gain economic stability, which was severely affected during the second world war. For this the Japanese invited an American statistician W. Edwards Deming, who designed and developed Statistical Quality Control (SQC) to Japan and spoke to their engineers and scientists for producing better quality goods.
The American statistician explained to Japanese engineers and scientists about his fourteen-point philosophy of management. After learning about Deming’s fourteen-point philosophy of management, the Japanese understood that for producing a quality product it is important that people from all levels of an organization have to participate in the production process and share a collective responsibility which would result in producing high-quality products. This philosophy was implemented by many Japanese firms.
Though, Deming’s philosophy was fruitful to Japanese firms, they wanted to increase their market share, and, for this reason, they invited Joseph Juran to explain about quality concepts that Juran mentioned in his Quality Control Handbook which were published in the year 1951. According to the historians, Juran’s visit to Japan was considered as the next phase in the quality management history. Though there’s been a lot of similarity between Deming’s and Juran’s views, but Juran also believed that the quality has to be embedded into every aspect of the business in order to nurture and develop the culture of quality within the organization. Juran also gave an explanation to the Japanese entrepreneurs that the quality comes at a cost which can affect their business which can be either positive or negative.
The American businesses also suffered financial jolts during 1970’s, and after studying the Japanese methodologies, the American also started implementing the principles of Total Quality Management. These principles were followed by some big companies such as Motorola and General Electric. These American giants regained their market share in the global market after implementing TQM principles.
TQM Principles
Today, Total Quality Management principles are practiced by many companies across the globe, and some organizations have made some minor alterations to the principles so that it can be easily adapted by the organization. The primary philosophy which is based on the continuous improvement model remains the same that is to provide top quality service and products to the end customer or client. The companies can achieve this through the following methodology:

• Allowing employees to involve in every level of the production process and work towards improving the quality of the product.
  
• Every alteration or change in the production process must be made in order to enhance the quality of the product and also customer satisfaction.
  
• If there are any defects in the products they must be thoroughly investigated and ensured that they are not repeated.
  
• The employees must be trained on regularly and which will enhance their understanding about the process and quality principles.
  

Benefits of TQM

• Total Quality Management principles stress on the decentralized structure, which encourages creativity and leadership traits within an organization.
  
• One of the major advantages of introducing TQM is that it brings in a change in the behavior of the employee, which is useful for the organization as the employees feel more responsible and deliver better goods and service.
  
• According to a survey, most of the successful companies across the globe have more functional integration and fewer layers of hierarchy.
  

Conclusion
When a company implements Total Quality Management principles within their organization, they will gain a competitive edge over their business as rivals. These principles give rise to a new culture within the organization that will help in organizational growth and longevity. TQM helps in creating a work environment, that encourages in building partnerships and co-operation.


source: greycampus.com

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Pack Management : collection de 16 Livres en Management

Ce dossier contient les livres suivants :
- Evaluation de la mise en oeuvre des mesures du marché du travail
- Le management par percée
- Guide de rédaction scientifique
- Introduction au management
- L'entreprise marocaine face au changement organisationnel
- L'innovation
- Le management aujourd'hui
- Maitrise du processus de changement
- Management de la continuité dActivité
- Le management HOSHIN, une technique simple de développement de la stratégie.
- Le guide pratique du manager : 100 fiches de conseils d'experts
- Management Synthèse, mise en oeuvre et perspectives
- Management des risques, Inclus secteurs Banque et Assurance
- Manager son équipe au quotodien
- S´eparation de sources

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Document d'auto-évaluation sur le management de projet selon ISO 21500:2012

Résumé

L'ISO 21500:2012 fournit des recommandations en matière de management de projet et peut être utilisée par tout type d'organisation, qu'elle soit publique, privée ou sous forme associative, ainsi que pour tout type de projet, quelle que soit sa complexité, sa taille ou sa durée.

L'ISO 21500:2012 donne une description de niveau macroscopique des concepts et processus qui sont considérés comme constituant de bonnes pratiques en matière de management de projet. L'ISO 21500:2012 place les projets dans le contexte global de programmes et de portefeuilles de projets; cependant elle ne donne pas de recommandations détaillées pour le management de programmes ou de portefeuilles de projets. Les questions ayant trait aux disciplines de gestion à caractère général sont uniquement abordées si elles sont liées au management de projet.

Pour Qui ?          Chef de projet, équipe de projet, les parties prenantes

Pour Quoi ?       Évaluer la performance en management de projet selon 3 axes: efficacité, efficience, qualité perçue

Comment ?        

1. Utilisez cet outil d’autodiagnostic simple et rapide en lisant d'abord le "Mode d'emploi PDCA" (inclu dans la grille)  

2. Visualisez la situation avec les onglets "Cartographies", identifiez les améliorations à faire, progressez dans vos pratiques

TÉLÉCHARGEMENT: ICI !!

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Dossier ISO 50001 - Efficacité énergétique (Norme + Livre)

ISO 50001 se fonde sur l'amélioration continue – un modèle de système de management que l'on retrouve dans d'autres normes bien connues, dont ISO 9001 et ISO 14001. Ainsi, il est plus facile pour un organisme, d'intégrer le management de l'énergie à l'ensemble des efforts qu'il met en œuvre pour améliorer son management de la qualité et son management environnemental.

ISO 50001:2011 définit un cadre d’exigences pour que les organismes puissent :

• Élaborer une politique pour une utilisation plus efficace de l’énergie
• Fixer des cibles et des objectifs pour mettre en oeuvre la politique
• S’appuyer sur des données pour mieux cerner l’usage et la consommation énergétiques et prendre des décisions y relatives
• Mesurer les résultats
• Examiner l’efficacité de la politique
• Améliorer en continu le management de l’énergie.

Ce dossier contient : 

1- Norme iso 50001: Systèmes de management de l'énergie -Exigences et recommandations de mise en œuvre 

2- Livre "Efficacité énergétique :un gisement d’économies ; un objectif prioritaire"

Télécharger le dossier :cliquez ici !

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Norme ISO 19011: Lignes directrices pour l’audit des systèmes de management

L'ISO 19011:2011 fournit des lignes directrices sur l'audit de systèmes de management, comprenant les principes de l'audit, le management d'un programme d'audit et la réalisation d'audits de systèmes de management. Elle donne également des lignes directrices sur l'évaluation de la compétence des personnes impliquées dans le processus d'audit, y compris le ou la responsable du management du programme d'audit, les auditeurs et les équipes d'audit. L'ISO 19011:2011 est applicable à tous les organismes qui doivent réaliser des audits internes ou externes de systèmes de management ou manager un programme d'audit. L'ISO 19011:2011 peut, en principe, s'appliquer à d'autres types d'audits, à condition toutefois d'accorder une attention toute particulière aux compétences spécifiques requises.

lien de téléchargement

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Norme ISO 50001 Efficacité énergitique

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ISO 50001 se fonde sur l'amélioration continue – un modèle de système de management que l'on retrouve dans d'autres normes bien connues, dont ISO 9001 et ISO 14001. Ainsi, il est plus facile pour un organisme, d'intégrer le management de l'énergie à l'ensemble des efforts qu'il met en œuvre pour améliorer son management de la qualité et son management environnemental.

ISO 50001:2011 définit un cadre d’exigences pour que les organismes puissent :

Élaborer une politique pour une utilisation plus efficace de l’énergie
Fixer des cibles et des objectifs pour mettre en oeuvre la politique
S’appuyer sur des données pour mieux cerner l’usage et la consommation énergétiques et prendre des décisions y relatives
Mesurer les résultats
Examiner l’efficacité de la politique
Améliorer en continu le management de l’énergie
Dans ce dossier vous trouverez :
- ISO 50001:2011
- Livre sur le thème : Efficacité énergétique : un gisement d’économies ; un objectif prioritaire

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Collection de 8 livres en Reverse Logistics en Anglais

Source:  www.logistics.ga
Sujet : Collection de 8 livres en « Reverse Logistics » en Anglais

Titre	Liens de téléchargement	Date de publication
Dynamic Inventory Management in Reverse Logistics (Lecture Notes in Economics and Mathematical Systems) Rainer Kleber	Click here	2006
Going Backwards: Reverse Logistics Trends and Practices Dale S. Rogers, Ronald S. Tibben-Lembke	Click here	2008
Introduction to Management of Reverse Logistics and Closed Loop Supply Chain Processes Donald F. Blumberg	Click here	2004
Quantitative Models for Reverse Logistics Dr. Moritz Fleischmann (auth.)	Click here	2001
Reverse Logistics: Quantitative Models for Closed-Loop Supply Chains Marisa P. de Brito, Rommert Dekker (auth.), Professor Dr. Rommert Dekker, Dr. Moritz Fleischmann,Professor Dr. Karl Inderfurth, Professor Dr. Luk N. Van Wassenhove (eds.)	Click here	2004
Dynamic Inventory Management in Reverse Logistics Dr. Rainer Kleber (auth.)	Click here	2006
Quality Management in Reverse Logistics: A Broad Look on Quality Issues and Their Interaction with Closed-Loop Supply Chains Yiannis Nikolaidis (auth.), Yiannis Nikolaidis (eds.)	Click here	2013
Supply Chain Management and Reverse Logistics Professor Dr. Harald Dyckhoff, Professor Dr. Richard Lackes (auth.), Professor Dr. Harald Dyckhoff, Professor Dr. Richard Lackes, Professor Dr. Joachim Reese (eds.)	Click here	2004

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