PPT-Project management in a fully matrixed organisation

matrixed organisation Fabio Biancat Marchet ESO The Management of Instrumentation Projects 1921 May 2014 Garching SCOPE Projects at ESO Aspects of the matrix structure Implementation at ESO. Albert Kuruvila . Lecturer & PhD Candidate. University of Waikato . New Zealand. albert@waikato.ac.nz. Better Board Conference-July 28,2012. Significant Issues challenging the Non profit sector. Financial management-funding, fundraising, balancing income & expenditure. The Importance of Organisational Portfolio Management. Agenda:. In this session we will be discussing and reviewing . The importance of aligning Project and Programme Portfolios to key business goals. Iain . Pritchard - Adapta Consulting . and. Ian Williamson - UNICEF . UK. The agenda for this . session. Welcome. Project management in the voluntary sector. (statistics, case studies and analysis). Some . Purpose Management Ethics part I and II. An overview of management, identifying challenges, and possible ethical problems. Ethical problems can be related to individuals or organisation. More specific, within organisation:. 24/9/15. Project . … is a . planned. undertaking . that has a beginning and an end and that produces a desired result or product . Organized activities . Defined (expected) outcome. Timeline, schedule . IFQ. Short. . content. . We have participated in this project as a partner organisation with the emphasis on the implementation of the outputs of the project. The organisation has currently been preparing for the accreditation process on Ministry of Education with adaptation of the course to Slovak conditions. Within the organisation 6 people have participated in the project. We gained some skills and abilities in area of implementation of the project on international level. Within the region itself we asked to participate in about 20 participants from restaurants. We organised 4 meetings for the staff from the area of food industry and catering (restaurants). Within dissemination we had had some articles published in local and regional press. As to the outputs of the project we have all agreed that this course is perfect for sort of “beginners“ in work in food industry and restaurant service or the staff. From point of view of financing, the activities were postponed till the financial support was provided. Co-financing was not a problem. Workers of our organisation participated on all of the planned events. Our priorities of our organisation were mainly gaining some experience in terms of international cooperation and accreditation of the course adapted to Slovak conditions. . See how Project Audits can expose hundreds of millions of dollars of enterprise risk that is currently ignored by Executive Management, Board Audit and Risk Committees, and Internal Audit, Risk & Governance…. S. No. Reference No. Particulars. Slide. From-To. 1. Chapter 1. Evolution of Management. . 4-31. 2. Chapter 2. Nature of. . Management. . 32-55. 3. Chapter 3. Corporate Culture . 56-79. 4. Chapter 4. CHAPTER-7. (1. st. half). Done by – . Yuvraj.M. 9B & . Kushagra. . A. What is . Organisation. Structure ?. How . activities such as task allocation, coordination and supervision are directed towards the achievement of . Per Dahlström Managing Authority. 20th October 2015 – Copenhagen, Denmark. Eligibility rules. The following expenditure categories are allowed in the NPA 2014-2020: . Staff costs . Office and administrative expenditure. Peter HÄRTWICH. DG RTD. Principles. Participant Portal as single gateway for all exchanges. Single sign-on. : One user name and password (. ECAS. EU Login) gives access to all functions. Personalised web space . Definintions Book v2 10/2/06 402 pm Page CAPM Body of Knowledgeto the discipline of managing projects This information directly assists all those interested in project management in their work stud A group of people working towards a defined set of goals and objectives.. ‘An organisation is the rational co-ordination of the activities of a number of people for the achievement of some common explicit purpose or goal, through the division of . Figure 3.1. . Managing the tension between the need for creativity and efficiency. The dilemma of innovation management . Pearson’s uncertainty map (1991) provides a framework for . analysing. and understanding uncertainty and the innovation process..