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PA179 by Mind Map: PA179
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PA179

lectures

L1

co je projekt, definice, schema, projekt je realizace zmeny (je to unikatni proces), jasne definovany cil, vystup a prinos, trvani, ridici a implementacni aktivity, objective, benefit, prinos je zisk pramenici z uzivani cile, cil je stav, produkt, sluzba..., projekt ma eatapy, jeho rizeni stejne tak

co je PPPM, program, projekt s podprojekty, resp. nezavisle projekty se spolecnym cilem, portfolio, management projektu bez spolevneho cile

co je sluzba, sluzba je projekt jehoz vysledkem je primy prinos, direct benefit, "Service is provided by a Provider for a benefit of the Client by transforming or operating on a T arget."

servisni systemy, co to je, "Serv. system je slozeni agentu, prostredi, technologie, a dalsich servisnich systemu, fungujici v urcitem prostoru a case.", lze na nej nahlizet z vice uhlu pohledu, tzv. kontextu, alespon jeden kontext vymezuje poskytovatele, klienta a cil, ktery ma byt transformovan, vztah PPPM a serv. systemu, sluzba muze byt vytvorena jako projekt, servisni system muze byt vytvoren jako program, serv. system muze byt pouzivan jakozto program nebo portfolio, +, Agent operating on Target, Needs Technical competences, Agent dealing with Environment, Needs Contextual competences, Agent dealing with humans, Needs Behavioral competences, +, kooperujici, sdileni nebo zapouzdreni agenti davaji prostor pro mnoho kontextu, ucebni cyklus serv. systemu, viz obrazek, mention-use

L2

standardy k PM, PMI, popis, vyhody a nevyhody, IPMA, popis, vyhody a nevyhody, IPMA Competence Baseline, aplikace na serv. system (L1, str. 33), stupne certifikaci

ukol 1, mind mapa IPMA Competence Baseline, mind model PPPM

L3-4

zivotni cyklus projektu, iniciace, kratce: proc se zacne, co, duvody k zapoceti, je nutne dohodnout se na problemu, nikoliv prinosy, cile, rizika, aktualni stav..., trojimperativ, co vsechno / do kdy / za kolik, jedna osa je urcujici, jak, preliminary project charter, dokument, obsahujici vyse zminene, tj. problem + trojimperativ + prinos, take, dale se rozvine v Project charter, prvni defince rozsahu prace, strategie, strucne: jak na to pujdeme, co, strategie je kdyz..., zname cile a vysledny prinos projektu, vime, co implementovat, zname prostredi, rizika a omezeni, zname "rozhodci" a metriky uspechu, jak, vytvoreni organizacni struktury projektu, steering commitee, client + provider, PM team, provider, implementation team, provider, support team, client, logical framework matrix, http://www.lgausa.com/logframdoc.htm, http://nzaidtools.nzaid.govt.nz/logical-framework-approach/developing-logical-framework-matrix, risk analysis, planovani, strucne: rozepsani ukolu, co a jak, zamenovani HOW a WHAT, plany sjednocuji vizi, davaji prehled o rozsahu prace, popisuji ho, zahrnuji trojimperativ = WHAT, WHEN, FOR HOW MUCH, plany, WHAT, Work Breakdown Structure, hierarchicky analyza vystupu, formou diagramu, popisuje co se bude delat, HOW, co to je, rozdil oproti WHAT, popisuje poradi, v jakem budou vystupy realizovany, rozpracovanim WBS ziskame aktivity vedouci k vystupum, sitovy graf, WITH WHOM, jake zdroje jsou potreba, ktere z nich budou lide, WHEN, pocatecni a koncova data aktivit, Ganttuv graf, FOR HOW MUCH, material, naklady na lidi, outsourcing, rozpocet projektu, implementace, strucne: provedeni rozepsaneho, co, what is managed, scope (WHAT), process (HOW), quality, risks, changes of all of these, diagram rizeni implementace, jak, jak zacit, introductory meetings, best practises, 1-2 tydny, cyklicke zmeny, meeting goals, high quaity management, multitasking, two-level management structure

L5

project DELLIISS, co to je, outcomes, skvela definice serv. systemu na str. 16

SROD, Diamond of Focusing Attention, Diamond of Cognitive Elements, Diamond of organization, Diamond of Predictive Behavior

give-take matrix

L6

Value Proposition, co to je, dokument (dohoda) mezi Clientem a Providerem, ktera rika co/jak/kdy/kde/s kym/proc se bude delat, je jasny napric celou realizaci sluzby, jasne vymezuje prinos pro klienta, mnoho povyku pro nic?, kazdy mame jine vnimani = kazdy muze videt prinos v necem jinem, existuje mnoho uhlu pohledu, jak se na vec divat, proto aby byla zmena (resp. zajisteni sluzby) uspesne, je nutne dat na stul zrejma fakta, navic: mame dva druhy zmeny (viz slajdy), obsah, struktura, stakeholders, summary, brief story, C-P-T definice, benefits for C, deliverables, enablers and bussines change, bussines model

Service System Boundaries, Prime Service System, there is only one context involved in which the roles of Client, Provider, and Target are spread on Agents, all the time the Service System is alive the role assignment does not change, boundaries, two legs principle, mention-use iterace

Co-operative Service Systems, co to je, existuje jeden servisni system, ktery ma ve dvou kontextech:, klienti a provideri jsou navzajem stejny, benefity klientuna sobe navzajem nejak zavisi, doplnit priklad

Dual Service Systems, co to je, existuje jeden servisni system, ktery ma ve dvou kontextech:, klienti a provideri jsou navzajem stejny, cil je uplne stejny, doplnit priklad

Breakdown Structures, co to je, dulezite k porozumeni tvorby nove sluzby z vice mensich, musime umet posat granularitu, rozpad na mensi dily, temata, plans, cyclical paradigm, WHAT plan, The Fundamental Hierarchy, (?) WBS

L9

Diamond of Predictive Behavior, popsano v clanku od Stanicka a Winklera

Understanding services in real life, Benefit creation, • This, what directly is or can be useful, i.e. which directly brings or can bring benefits, is a SERVICE • ... not a PRODUCT ... not a PROVIDER ... not a PRODUCER, Product based “game”, krabicove reseni, Service based “game”, zakazkove reseni

Curving of the Cost Line, Product Economy, Service Economy

L12

Service System Life Cycle, Service Dominant Logic, fundamental principles within current economy development, the 10, ( from the manuscript), Diamond of Diamonds (5th), A possible pattern of S-R-O-D scheme utilization, How to monitor progress and performance, “Earned” Value Management, technika k objetivnimu mereni postupu v projektu, EVM promises to improve the definition of project scope, prevent scope creep, communicate objective progress to stakeholders, and keep the project team focused on achieving progress., velmi dobre popsano na wikipedii http://en.wikipedia.org/wiki/Earned_value_management, Diamond of Business Development, bezny postup: produkt a bussines plan nejsou rovnocenne, vyvijeji se postupne = vyvineme neco, co nejde prodat atd., je nutne je vyvijet soubezne

zdroje

slajdy

SSME* manuscript (jakasi skripta od Stanicka)

diskuze 2008

http://www.fi.muni.cz/~stanicek/P098/RizImpl_2_Projekt.v3.ppt

http://www.fi.muni.cz/~stanicek/P098/RizImpl_3_Soustava.v3.ppt

diskuze 2009

diskuze 2010

TOC, lehky a stravitelny uvod do TOC http://www.goldratt.com/toctpwhitepaper.pdf, Nejake nazory a pohled na TOC (cesky) http://www.contros.cz/publikace/ITS-TOC.htm

Service Systems Through The Prism of Conceptual Modeling http://www.sersci.com/ServiceScience//upload/12543384870.pdf stravitelne vysvetleni SRODu

vlastni vypracovane ukoly 1 a 2

behavioral https://www.mindmeister.com/maps/show/66014308

contextual https://www.mindmeister.com/maps/show/66451166

technical https://www.mindmeister.com/maps/show/66450955

vlastni materialy z prednasky o PM z predmetu PV055 (jaro 2009)

ostatni

TOC

o cem to je

proces, co zmenit?, v co to zmenit?, jak to provest?

5 steps of TOC

viable service systems