(4 votes, average: 8.25 out of 10)
Loading ...Week 3. Team Status Report to NetHope
Team members continue to progress on sub-team organization as they work on their sub-team assignments and as the Project Management Plan has become a focus. The key task currently is working through the Work Breakdown Structure (WBS) and activity assignments. While last week saw the introduction of the four sub-teams, we were aware at that time that there were some tasks that would not fit neatly into one team (eg: Final Report and Final Presentation). The WBS activity is forcing us to address the above issue proactively, and is anticipated to be corrected early this coming week. The WBS work achieves this as it clearly identifies work packages and associates them with deliverables. Once done, a WBS dictionary ensures work is clearly defined and assigns team-members against these work packages.
A project charter has almost been completed, which is largely pulling together information from various areas, including initial posts on the blog. While this was not required to progress on the project, it was felt to be helpful for team members to review scope and project requirements, and also to become familiar with and understand a key Project Management document.
Another key task that was accomplished was having all sub-teams prepare weekly status reports for their areas. This greatly helps in preparing the weekly status reports for the blog, but also helps sub-teams to communicate their work activities. To provide a quick method of identifying potential or developing problems, a color code has been used for the status indicator (Green = Good, Yellow = Caution, Red = Critical). The areas of caution this week are largely the small delay with the NetHope Member Organization survey, and as mentioned with the Project Management Plan’s WBS. These are not seen as significant, but as areas that need and will receive extra attention to best prevent critical issues from occurring giving the projects tight timelines. The survey in particular is hoped to be ready for the NetHope Member Organizations during the next week.
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(6 votes, average: 8.67 out of 10) Loading ...Draft Survey Questions For NetHope Review
DRAFT Survey Questions
The purpose of this survey is to collect IT project management practices of all NetHope members and compare them with industry standards. The outcome of this survey will be a set of recommendations on the best practices currently used by NetHope members that can be applied across the membership.
The participation on this survey is voluntary and anonymous, and the information collected will be kept confidential. However, if you would like to self-identify for better analysis on this project, the individual or organization identification will not be disclosed unless approval for such is received.
The survey will take approximately 10 minutes and you may skip/omit any question on your discretion. The deadline for the survey is (7 days after survey is posted).
If you require further information or have any questions about this survey, please contact Rodolfo Siles at _____________.
Survey
Identification of Responder
Name (optional): ____________________
Organization (optional): ____________________
1. What is your job role?
a. Executive Management (CIO / CTO / CEO / President)
b. Director / Vice-President
c. Manager
d. Other_______________
2. If you have been involved in information technology project/s in your organization please indicate the role/s that you have undertaken. Select all that apply.
a. Initiating Process Group (e.g. defines and authorize the project)
b. Planning Process Group (e.g. defines/refines objective, plans the course of action)
c. Executing (e.g. integrates resources)
d. Monitoring and Controlling process (e.g. measures and monitor progress)
e. Closing (e.g. formalizes acceptance of the product/service/result)
f. Other______________
Identification of Organization
3. Which NetHope organization do you work for?
a. ActionAid
b. CARE
c. Christian Children’s Fund
d. Children International
e. Catholic Relief Services
f. Concern Worldwide
g. Family Health International
h. Heifer International
i. International Rescue Committee
j. International Federation of Red Cross and Red Crescent Societies
k. Mercy Corps
l. Nature Conservancy
m. Opportunity International
n. Oxfam
o. Plan International
p. Relief International
q. Save the Children
r. Wildlife Conservation Society
s. Winrock International
t. World Vision
Structure of IT Department
4. How much does your organization outsource its IT projects?
(scale 1 = never, 2 = seldom, 3 = sometimes, 4 = often, 5 = always)
IT Project Governance
Definition: IT Project Governance is defined as processes that need to exist for a successful IT project.
5. What percentage of IT projects is completed on time in your organization?
a. Less than 25%
b. 25-50%
c. 50-75%
d. more than 75%
e. Do NOT know
6. What percentage of IT projects is completed within the allocated budget in your organization?
a. Less than 25%
b. 25-50%
c. 50-75%
d. more than 75%
e. Do NOT know
7. What is the percentage of failed/terminated IT projects in your organization?
a. Less than 25%
b. 25-50%
c. 50-75%
d. more than 75%
e. Do NOT know
8. To what extent do the following exist in IT projects undertaken in your organization?
(scale 1 = never, 2 = seldom, 3 = sometimes, 4 = often, 5 = most of the time)
a. There is a lack of general agreement on a well-articulated set of project goals and objectives
b. There is a weak project team
c. The project team does not work well together
d. There is weak project management
e. There is a poor system to measure project progress
f. There is poor leadership when critical decisions are needed
g. The project team lacks the technical capability required for the project
h. The project lacked sufficient senior management support and involvement
9. What IT Project Governance methodology/standard is currently followed in your organization?
a. SOX 404
b. COSO Framework
c. PMBOK/PMI Guide
d. PRINCE2
e. Other____________
f. None
10. To what extent do the following affect your IT projects?
(scale 1 = never, 2 = seldom, 3 = sometimes, 4 = often, 5 = most of the time)
a. IT Project governance not integrated well with overall corporate governance.
b. IT Strategy not aligned well with business strategies.
c. Project Manager Office/Project Management not integrated well with IT project teams.
11. Is there an IT Project Management Office in place to oversee and provide direction to IT activities?
a. No
b. To some extent, but it is informal
c. Yes, however they don’t report to the board
d. Yes, they report to the board
Stakeholder Involvement
12. How well does your organization involve the following stakeholders in its IT projects?
(scale 1 = very poorly, 2 = poorly, 3 = fairly, 4 = good, 5 = excellently involved)
a. Project sponsors
b. End Users
c. Service beneficiaries
d. External organizations
Project Management Maturity Model
13. What is the maturity level of your organization as it relates to IT project management?
a. Initial stage - no formal planning process exists or is followed; organization operates without a structured IT plan
b. Repeatable stage - IT department can perform similar work on a repeated basis due to key staff members and their expertise
c. Defined stage - IT processes are constant and well defined with quantifiable value of the process attributable to cost and schedule estimates
d. Managed stage - IT department can predict trends and establish quantitative boundaries for quality control; the conduct of comparative analysis is common
e. Optimizing stage - IT plans and processes are optimized through incremental improvements; innovation differentiates the organization from others
f. Do NOT know
Project Management Methodology
14. How would you rate the project management processes of your organization? (scale 1 = Excellent 2 = Good 3 = Average 4 = Fair 5 = Poor
a.Risk Management (includes Risk Management Planning, Risk Identification, Qualitative Risk Analysis, Risk Response Planning, Risk Monitoring & Control)
b. Integration Management (includes Develop Project Charter, Develop Preliminary Project Scope Statement, Develop Project Management Plan, Monitor and Control Project Work, Integrated Change Control, Close Project)
c. Time Management (includes Activity Definition, Activity Sequencing, Activity Resource Estimating, Activity Duration Estimating, Schedule Development, Schedule Control)
d. Scope Management (includes Scope Planning, Scope Definition, Create WBS, Scope Verification, Scope Control)
e. Cost Management (includes Cost Estimating, Cost Budgeting, Cost Control)
f. Human Resources Management (includes Human Resource Planning, Acquire Project Team, Develop Project Team, Manage Project Team)
g. Communication Management (includes Communication Planning, Information Distribution, Performance Reporting, Managing Stakeholders)
h. Quality Management (includes Quality Planning, Performance Quality Assurance, Performance Quality Control)
15. Who is usually the liaison between the project team and project stakeholders in your organization? (choose one)
a. Member of the executive team
b. Functional Manager
c. Project Manager
d. A project team member
e. Others ____________
16. How often do project managers provide status and progress reports to the stakeholders during the project life cycle? (choose one)
a. Frequently (i.e. after every major milestone)
b. Somewhat frequently (i.e. after each phase of a multi-phase project)
c. Only when one of the stakeholders request for this information
d. No communication until project completion
e. Other______________
17. Do project managers in your organization record the lessons learned and other important information in organizations’ PM knowledge base so that they could be transferred to other projects?
a. Always
b. Sometimes
c. Never
18. What do you think are the most important areas that could be improved in how your organization manages projects? (write in answer)
19. What project management practices do you feel are good practices within your organization? (write in answer)
20. We would like to contact some of the people who complete the survey to better understand the survey results. If you are willing to do this, please provide your email address here: (write in answer)
Thank you for taking the time to complete our survey!
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(5 votes, average: 8.8 out of 10) Loading ...Week 2 Status Report
Team members have made significant progress towards organizing themselves into four main sub-teams. These four teams are: 1) Project Management, 2) Information Gathering (Internal or NetHope Member Organization Focus), 3) Information Gathering (External Good/Best Practices Focus), and 4) Governance & Administration. These teams are in various stages of working out there main work activities and deliverables, which will be a focus over the next two weeks as we focus on developing our Project Management Plan for delivering the “NetHope Project”. In addition, a rough schedule has been prepared for the next few weeks, but will require further iterative changes over the next several weeks as the project progresses.
Our main deliverable this week was the preparation of DRAFT Survey Questions, which is an art in itself. The timeframe was a challenge, but we believe we have some good draft questions prepared. The team also feels that a follow up interview likely will be necessary to pose future questions which may not be evident at this stage of the project, and/or to target the questions to select IT staff within the NetHope member organizations. It is being assumed that the respondents will be a wide variety of staff from within each NetHope Member organizations IT departments, presumably ones that have had some involvement with IT projects. The survey can be anonymous, though it is hoped that members will self-identify. In either case, individual survey responses will not be made public in such a way as to reveal the identity of the member organization, unless approval for such is received.
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(8 votes, average: 8.5 out of 10) Loading ...NetHope Response To Week 1 Questions
Here are the responses to the Week 1. student group questions from Rodolfo Siles at NetHope:
University of Waterloo Processes
1. We understand we are to do some interviews with your member organizations; do you have any guidelines or suggestions for us? For example (but not limited to): the online survey method preferred, how long to give member organizations to respond to the survey?
R. Most NetHope members prefer online surveys, but keep them simple and to the point. NetHope uses online surveys as a method to gather feedback from its many members, a typical survey usually take no more than 10 minutes to fill, we usually give people seven days to compete. If the questions you have in mind are longer than that I would recommend to break them into separate surveys. A favorite tool used is surveymonkey.com
2. What are NetHope’s expectations in terms of the minimum and possible wish list deliverables?
R. A basic understanding of the current state of project management methodologies within NetHope member organizations. Not specific to each member but as a general overview, perhaps compared using a project maturity level model. This will include:
How the different agencies are using PM and how mature are their processes?
How well understood are the concepts and ideas behind PM (from a PMI perspective approach)?
What are the challenges these agencies face in their IT projects, this may include issues with governance, methodologies, and practices.
Once we have this current state we need to measure the gap with an ideal state as described by the PMI, this will include the current challenges that can be solved by the correct application of a robust PM methodology for example:
Reduce project risks by establishing a risk management process
Increase user’s ownership by including stakeholder feedback during the project life cycle
Reduce uncertainty by incorporating and adaptive (Agile) approach to project management
The NetHope Organization
3. Is there an organization chart available depicting the structure and roles within NetHope and its member organizations? Is there a description of scope and accountability of these roles?
R. NetHope is by design a small organization, an Executive Director who reports to the Board. Two assistants and two full time project managers, most of NetHope work is done via the NetHope committees
4. Who are generally considered key internal and external stakeholders?
R. Internal stakeholders are the NetHope members, external stakeholders are vendors, donors and partners from the IT industry
5. What is NetHope’s vision of the Special Interest Group (SIG), in relation to its formation, deployment and function?
R. The idea of an SIG on IT project managements is that it can take the deliverables from this project and work on the actions we need to improve our IT project management practices, by developing a place were practitioners meet and discuss on how to improve skills and share best practices.
6. Has NetHope encountered corporate or other cultural factors during past projects that affected project performance with its member organisations? If so, what are the primary issues and how have they been managed?
R. This is a good question that we can ask to the NetHope organizations as part of the survey.
7. NetHope operates internationally bounded by differing norms and laws. Does NetHope provide any overseeing guidance for those involved in member organization projects to prepare for this? If so, what are the main processes involved?
R. NetHope doesn’t operate at that level, NetHope as an entity is designed to be a facilitator, coordinator and a catalyst for initiatives that the INGOs have identified as critical. CARE, for example, does operate internationally and each country office needs to adapt the central policies and procedures to reflect the local laws and norms, especially in the areas regarding financial resources.
8. How many member organization projects are initiated each year and of these, what is the average project success rate per year?
R. In 2006 the project committee reviewed about 35 project ideas, out of which 8 became a reality. 4 were lead by members and 4 were lead by NetHope. We don’t have a definitive criteria for projects success.
9. Are there any project management processes at NetHope and its member organizations that should be key focus areas?
R. This could be something that we can discover as part of this research project; by looking at the different processes members use for managing IT projects we can identify what areas are in need of more discipline or maturity. For example, given the nature of our work (non-profit) the focus is less on timely delivery of projects and more on business benefits and user ownership.
Administration
10. Does NetHope provide any capital assistance towards IT infrastructure projects?
R. What NetHope does is to channel Donor resources to the members, for example the Microsoft software donation, hardware discounts and other vendor license discounts. Each NetHope member organization has its own infrastructure projects funded by their own budgets and uses the resources made available by NetHope to help offset some of their costs.
11. Who initiates project ideas? NetHope, its member organizations, or a combination of both?
R. A combination of both, but largely the ideas and proposals come from the members who try to address their needs and use NetHope as a way to get support from other members either by collaborating or sharing resources.
12. What role does NetHope have on projects implemented by member organizations?
R. None, but member organizations have a large role in the projects implemented by NetHope
Documentation
13. Would it be possible to obtain copies of NetHope’s Strategic Business Plan, Charter, and any PM guidelines currently in use?
R. All the information about NetHope should be available on the web site (www.nethope.org). NetHope does not have an IT project Management guideline, what we have are some basic project management proposal guidelines and a simple process to rank proposals, all made by the project committee ( I will send the documents on a separate attachment)
14. Does NetHope have any other documentation that would support this project’s efforts? For example (but not limited to): Statement of Work (SOW), Formal Deliverables List, Project Success Critieria, Limitations List.
R. The NetHope Project Committee has developed some initial documents to help in the ranking and selection of proposals. (See above comment), there is a need to increase our documentation to help NetHope project managers do their work.
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(6 votes, average: 9 out of 10) Loading ...Week 1. Project Team Questions To NetHope
University of Waterloo Processes
1. We understand we are to do some interviews with your member organizations; do you have any guidelines or suggestions for us? For example (but not limited to): the online survey method preferred, how long to give member organizations to respond to the survey?
2. What are NetHope’s expectations in terms of the minimum and possible wish list deliverables?
The NetHope Organization
3. Is there an organization chart available depicting the structure and roles within NetHope and its member organizations? Is there a description of scope and accountability of these roles?
4. Who are generally considered key internal and external stakeholders?
5. What is NetHope’s vision of the Special Interest Group (SIG), in relation to its formation, deployment and function?
6. Has NetHope encountered corporate or other cultural factors during past projects that affected project performance with its member organisations? If so, what are the primary issues and how have they been managed?
7. NetHope operates internationally bounded by differing norms and laws. Does NetHope provide any overseeing guidance for those involved in member organization projects to prepare for this? If so, what are the main processes involved?
8. How many member organization projects are initiated each year and of these, what is the average project success rate per year?
9. Are there any project management processes at NetHope and its member organizations that should be key focus areas?
Administration
10. Does NetHope provide any capital assistance towards IT infrastructure projects?
11. Who initiates project ideas? NetHope, its member organizations, or a combination of both?
12. What role does NetHope have on projects implemented by member organizations?
Documentation
13. Would it be possible to obtain copies of NetHope’s Strategic Business Plan, Charter, and any PM guidelines currently in use?
14. Does NetHope have any other documentation that would support this project’s efforts? For example (but not limited to): Statement of Work (SOW), Formal Deliverables List, Project Success Critieria, Limitations List.
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(6 votes, average: 6.83 out of 10) Loading ...The University of Waterloo Student Project Team
Castillo, Galo
Galo Castillo has a Commercial Engineering Degree (Business + Applied Math). He has mostly worked for IT companies. His last job was at ATI Technologies (now AMD). He is currently working as a Logistics Coordinator in a new staffing company called Diamond Global Recruitment Group.
Choudhry, Talal
Talal Choudhry is a Professional Engineer with a degree in Software Engineering and a post graduate diploma in Applied Information Technology. He has over nine years of experience in system architecture, development and deployment. He is currently working as an IT leader for an environmental company whose focus is on water purification and reuse. Currently he is working on Remote Monitoring and Data Acquisition Systems deployment and maintenance. His other expertise includes Computerized Maintenance Management Systems (CMMS) and database systems.
He has also volunteered for humanitarian goodwill projects in Vietnam and Pakistan. The focus of these projects was primarily in the areas of environmental conservation and protection, environmental education and health through providing safe water supplies.
Josefchak, Patricia
Patricia Josefchak has more than 25 years experience in IT (Texas Instruments, Nortel, Bell) and private-sector Defence industries. Most of her last 15 years have been with Lockheed Martin Canada as Company Proposal Manager and also on rotation as Ethics Officer for all Canadian employees. In her current posting, she is Business Development Analysis Manager, reporting to Lockheed Martin Information Systems and Government Services (IS&GS), Maryland, USA. Her expertise is in the areas of procurement/proposal and project management, requirements and process analysis, and technical communication. Patricia has a B.Math from the University of Waterloo (1979). She is a member of the technical committee on Integrity in Public Procurement at the Organization for Economic Cooperation and Development, (OECD), Paris, France.
McDorman, Adam
Adam McDorman is a Professional Engineer with 8 years of pharmaceutical project management experience scaling-up drug product programs from clinical trial to commercial supply.
Adam’s multi-disciplinary project experience spans various roles within Planning, R&D, Validation and Manufacturing execution and oversight, all with a focus on quick time to market. His core competencies include risk management, technology transfer and aggressive schedule execution. His diverse background highlights his ability to manage complexity and exploit transferable skills.
Adam originates from the Canadian Atlantic Provinces and holds a Bachelors Degree in Naval Architecture and Ocean Engineering. He currently resides in Dublin, Ireland where he serves as Operations Manager for Wyeth Pharmaceuticals in support of the launch of a new vaccines syringe filling facility at the world’s largest integrated pharmaceutical campus.
Patel, Reena
Reena Patel works as a Programmer-Analyst at one of the Regional Municipalities in Ontario. She analyzes the information needs of client departments to identify requirements for new or enhanced Internet/Intranet systems and applications; designs, develops, and supports Regional Internet and intranet websites; and ensures that Region’s web presence is professional and timely.
Reena holds a Bachelor of Technology degree from National Institute of Technology, India. She started her professional career by working as a Systems Analyst for a leading IT company in India. After three years, Reena immigrated to Canada and continued her software career.
Reena continues to progress her software career by managing IT projects at the Regional Municipality. She is actively involved in improving the project management framework used by the ITS department at the Region.
Pourkafi, Faranak
Faranak holds a bachelor degree in software engineering from University of Tehran, Iran; and has over 15 years of experience in IT industry in design, development, and implementation of large business information systems such as banking, telecom billing systems and more recently mutual fund applications.
Faranak immigrated to Canada 10 years ago. Faranak’s IT experience is compromised of Systems Analysis, Business Analysis, and project leadership in software development in Iran, Canada and the US.
In the past two and half years she has been working as a technical project lead leading a team of developers to redesign and rewrite the legacy mutual fund application systems of the Citi Investment banking Inc. on a new platform utilizing a new technology. Currently, she is working as a Software Architect in the Emerging Technologies team at the IT department of Citi Inc. Canada, Toronto.
Faranak trusts that her graduate studies in management sciences at University of Waterloo will help improve her organizational and management skills as a technology manager.
Song, Rui
Rachel Song has a bachelor degree in the Electrical & Electronic Engineering field. From 1998 to 2004, she worked as a Telecommunication Engineer in a well-known Telecommunication company. When moved to Canada in 2004, Rachel Song faced the challenges of language barrier and environment difference. She adapted quickly through hard work and applying herself to her studies. Her recent working experience includes Configuration and Documentation management, VP assistant and project analysis. From March 2007, she started a small security system company with her husband. She has many roles in this company from salesperson, technical support, customer service, accounting, purchasing to “CEO”. She is improving her skills in the business and management areas by taking the master education of Management Science in the University of Waterloo.
Swanson, Eric
Eric Swanson is an IT manager with over 15 years experience within the Government of Canada (GOC), managing a large network environment for a public program with strong security and high availability requirements. In addition to managing and coordinating local IT staff, including managing a data center and structured cabling plant facilities, Eric is an experienced team lead of a national work team with membership distributed across Canada. Project work has included various large IT projects, performing the role of project manager, team member and stakeholder as appropriate. Eric’s formal education consists of a BSc in Computer Science and a BA, both from the University of Manitoba.
At work, Eric is known for his inclusive, team building and client service focus. Outside of work, Eric is known for his love of animals, especially the two cats that share their small apartment with him and his wife, and his travel stories.
Wang, Hongwei
Hongwei Wang works as IT Consultant with more than ten years of experience of design and implementation of IT applications, and has been involved in the development of IT projects in different banks such as BMO, CIBC, and ScotiaBank.
He is currently employed as application architect by Deloitte working on TD Bank project.
Hongwei graduated from Peking University in China, and had worked as a project manager in China State Construction Engineering Group. In 1997, he changed to work in the IT industry, and immigrated to Toronto in 2000.
Yip, Raymond
This is Raymond Yip’s 3rd semester in the MSci program at UW. He holds a BSc in Computer Science and Economics from the University of British Columbia as well as a Graduate Diploma in Business Administration from Simon Fraser University. Raymond has numerous certifications from CompTIA and is PMP certified.
Raymond works for McKesson Corp. as a Manager, Technical Services in its Production & Installation Department. Part of his responsibilities is to manage large scale IT implementation and deployment of McKesson’s medical imaging systems in hospitals throughout North America. McKesson follows the PMI methodologies very closely but tailors certain project management processes to fit our requirements. Prior to this current role, Raymond was a traveling integrator. As a traveling integrator, he had very little exposure to the planning and project management tasks but was very involved in carrying out the project plans and ensuring deliverables where completed by the assigned due dates.
On a more personal note, Raymond was born in Thailand, raised in Maple Ridge (a small town 2 hours outside of Vancouver) and currently resides in Vancouver, BC (home of the 2010 Olympics). On his spare time, he likes to play sports, workout, and catch up on some good reading.
Zambrano, Enid
Enid Zambrano has a bachelor degree in Electrical Engineer with over 10 years of experience in the Telecommunications and IT area. She has worked for technology and financial organizations providing voice and data services. Her experience has a vast contrast among technical services, project management and team lead, providing and leading steady state support and special projects.
Currently, she is working for a financial organization in Toronto as a team lead of the systems department. Her main responsibilities are related to ensure the proper technology is in place, analysis of new potential technologies and lead technical projects for the business area.
In addition, she is taking the Master of Management of Technology in the University of Waterloo, to improve her skills in leadership and management and pursue new opportunities in the management area.
There is one further team member would did not wish to be publicly identified.
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(7 votes, average: 6.86 out of 10) Loading ...Project 1. September 17th - December 1st 2007
The Project
Title: IT Project Management, Best Practices Research
Project Lead: CARE, Rodolfo Siles I.T. Director
Objective: Improve the IT project management practices of NetHope member organizations and so improve probability of success of their IT projects. IT project management is a new competency that is not only required but demanded in IT. NetHope members have different experiences and have used different approaches to implement an IT project management methodology in their IT departments.
The goal of the project is to collect and share, via documents and interviews, the best IT project management practices of all NetHope members and compared with industry standards. (PMI and PRINCE2).
Outcomes: A set of recommendations on the best practices currently used by NH members that can be applied across the membership, including IT Governance, PMOs and Methodologies, including the development of a Project Management Maturity Model (PMMM) for NGOs, and new methodologies including Agile PM.
One of the outcomes of this work will lead to the creation of a Special Interested Group (SIG) in NetHope dedicated to foster IT project management among the members and make it a space to share lessons, best practices, provide support and build skills.
Additionally this research will open the opportunities to increase the skills of our IT staff in project management by linking to external organizations such as LINGOS and PMI
Finally the opportunity to improve the utilization and management of resources in IT projects to increase chances of success.
Approach: A Project Charter with a detailed scope of activities will guide the work of the students. Students will interview by telephone, online surveys and email the NGO IT staff in charge of IT project management practices, PMOs, IT Project Managers and others. The interviews will focus on gathering the best practices, lessons learned, and methodologies used by the different NGOS. Students will also research IT industry best practices and map them against NetHope to identify gaps, and opportunities for improvement. It is of special interest the use of a project management maturity model that can be modified for the NGO environment. The work will only focus on IT project management at NetHope member’s headquarters locations.
Students will develop a document that outlines the findings of the research and highlights the current best practices and opportunities, gap analysis and recommendations to improve IT project management among the membership.
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(6 votes, average: 8.67 out of 10) Loading ...Introduction
Welcome to the NetHope blog. NetHope and the MMSc Online, supported by ITWORLD Canada signed a Memorandum of Understanding in May 2007 to create an online elective in the MMSc programme in International Project Management and Development. The elective will first be offered in September 2007 and students will work online with international aid organizations on projects that will support the application of information technology to third world development.
To watch video statements of the announcements click the links below:
Ed Granger-Happ (NetHope Chairman) http://mscimedia1.uwaterloo.ca/p78184834/
Peter Carr (MMSc Director) http://mscimedia1.uwaterloo.ca/p26868702/
This blog is intended to allow NetHope member organisations to follow the progress of each project and provide comments and ask questions of the student project team. Each week the project team will post a weekly report on their progress. The first report will appear on Monday September 17th 2007.
A video of a sample NetHope project
To learn more about NetHope goto www.nethope.org
To learn more about the MMSc from the University of Waterloo go to http://mscionline.uwaterloo.ca
