Drawing Result UEFA Champions League group stage 2011 / 2012 in Monaco 25 August 2011
Group A
FC Bayern München (GER)
Villarreal CF (ESP)
Manchester City FC (ENG)
SSC Napoli (ITA)
Group B
FC Internazionale Milano (ITA)
PFC CSKA Moskva (RUS)
LOSC Lille Métropole (FRA)
Trabzonspor (TUR)
Group C
Manchester United FC (ENG)
SL Benfica (POR)
FC Basel 1893 (SUI)
FC Otelul Galati (ROU)
Group D
Real Madrid CF (ESP)
Olympique Lyonnais (FRA)
AFC Ajax (NED)
GNK Dinamo Zagreb (CRO)
Group E
Chelsea FC (ENG)
Valencia CF (ESP)
Bayer 04 Leverkusen (GER)
KRC Genk (BEL)
Group F
Arsenal FC (ENG)
Olympique de Marseille (FRA)
Olympiacos FC (GRE)
Borussia Dortmund (GER)
Group G
FC Porto (POR)
FC Shakhtar Donetsk (UKR)
FC Zenit St Petersburg (RUS)
APOEL FC (CYP)
Group H
FC Barcelona (ESP)
AC Milan (ITA)
FC BATE Borisov (BLR)
FC Viktoria Plze (CZE)
Drawing Result UEFA Champions League group stage 2011 / 2012
Messi wins UEFA Best Player in Europe Award 2011 / 2012
Messi wins UEFA Best Player in Europe Award 2011 / 2012. Messi wins UEFA Best Player in Europe Award in Monaco this night.. The FC Barcelona forward finished ahead of club-mate Xavi Hernández and Real Madrid CF’s Cristiano Ronaldo in a poll of sports journalists representing each of the UEFA member associations.
The votes :
1 Lionel Messi (ARG) – FC Barcelona (38 votes)
2 Xavi Hernández (ESP) – FC Barcelona (11 votes)
3 Cristiano Ronaldo (POR) – Real Madrid CF (3 votes)
Messi said " I'd like to thank all the people that voted for me, and all my team-mates." . "I keep all these awards at home and I still have some space for more. It's an honour to be so successful and to come up with the goods at the right time; thanks to my team-mates for helping me achieve this. My motivation comes from being at a club that's so successful and having a structure that allows us to be so successful; that was taught to me when I moved over and I've tried my best to keep it up."
Champions League Qualification Result 23 and 24 August 2011
European Cups - Champions League Qualification Result 24 August 2011
August 23
FT APOEL Nicosia 3 :- 1 Wisla Krakow
FT Malmo FF 2 : 0 Dinamo Zagreb
FT Racing Genk * 2 :1 Maccabi Haifa (*Penalty shoot out 4 : 1 )
FT Villarreal 3 - 0 OB Odense
FT Zurich 0 - 1 Bayern Munich
What is Project Scope Management?
What is Project Scope Management?
Scope refers to all the work involved in creating the products of the project and the processes used to create them. It defines what is or is not to be done. Deliverables are products produced as part of a project, such
as hardware or software, planning documents, or meeting minutes.
The project team and stakeholders must have the same understanding of what products will be produced as a result of a project and how they’ll be produced.
Project Scope Management Processes (five processes) defined in PMBOK
1. Project scope initiation
2. Scope Planning
3. Scope definition
4. Scope verification
5. Scope change control
Project Scope Management Processes
1. Initiation: beginning a project or continuing to the next phase
2. Scope planning: developing documents to provide the basis for future project decisions
3. Scope definition: subdividing the major project deliverables into smaller, more manageable components
4. Scope verification: formalizing acceptance of the project scope
5. Scope change control: controlling changes to project scope
Project Initiation
- The first step in initiating projects is to look atthe big picture or strategic plan of an organization
- Strategic planning involves determining long-termbusiness objectives
Scope Verification and Scope Change Control
• It is very difficult to create a good scope statement and WBS for a project
• It is even more difficult to verify project scope and minimize scope changes
• Many software projects suffer from scope creep and poor scope verification
Project Scope
• Describe the difference between product scope (i.e., the features and functions that must support the solution) and project scope (i.e., the deliverables and activities that support project methodology).
• Apply several tools and techniques for defining and managing the project’s scope.
Germany Bundesliga Schedule 20 and 21 August 2011
Germany Bundesliga Schedule 20 and 21 August 2011
19 August 2011
20:30 Monchengladbach v Wolfsburg
20 August 2011
15:30 Augsburg v Hoffenheim
15:30 Bayern Munich v Hamburger SV
15:30 Borussia Dortmund v Nurnberg
15:30 Stuttgart v Bayer Leverkusen
15:30 Werder Bremen v Freiburg
18:30 1. FC Cologne v Kaiserslautern
21 August 2011
15:30 Mainz v Schalke
17:30 Hannover v Hertha BSC
Barclays Premier League Schedule 20 and 21 August 2012
England Premier League Schedule 2011 / Barclays Premier League Schedule 2011
20 August 2011
12:00 Sunderland v Newcastle United.
12:45 Arsenal v Liverpool
15:00 Aston Villa v Blackburn R.
15:00 Everton v Queens Park R.
15:00 Swansea City v Wigan Athletic
17:30 Chelsea v West Bromwich A.
21 August 2011
13:30 Norwich City v Stoke City
14:00 Wolverhampton W. v Fulham
16:00 Bolton W. v Manchester City
22 August 2011
20:00 Manchester United v Tottenham H.
Football Result : Barclays Premier League 13 August 2011
Football Result : Barclays Premier League 13 August 2011 (England - Premier League)
August 13
Blackburn R. 1 - 2 Wolverhampton W.
Fulham 0 - 0 Aston Villa
Liverpool 1 - 1 Sunderland
Queens Park R. 0 - 4 Bolton W.
Wigan Athletic 1 - 1 Norwich C.
Newcastle U. 0 - 0 Arsenal
Project Evaluation and Selection of Project Management
Project Evaluation and Selection of Project Management
Project Evaluation and Selection Includes
- Deciding whether or not to go ahead with a Project
• Strategic assessment (program goals)
• Portfolio Management
• Technical assessment
• Cost-benefit analysis
• Cash flow forecasting
• Risk evaluation
Poor Decisions
• Scarce Resources wasted
• Profitability suffers
• Organisation’s survival
- Senior Management performs Evaluation and Selection
Evaluation and Selection tasks include
• Evaluate a single project (D go/no go)
• Select one project from a set of projects
• Select a portfolio of projects from a set of projects
Evaluation and Selection for
• Internal Projects - Evaluate/Select for initiation
• External Projects - Evaluate/Select for bidding
The Project Team of Project Management
The Project Team of Project Management
Projects require various resources; people are most valuable resource and has the greatest influence on the project’s outcome.
The selection of team occurs early in the life cycle of a project.
A team personality is complete with spoken and unspoken rules and constantly shifting relationships. As new members join the team and existing ones depart, the character of the team changes. It may also change as the project moves through the phases of its life cycle.
Characteristics of effective team members
- Technology skills
Programmers, system analysis, network specialists, etc.
- Interpersonal skills
ability to communicate with other team members and other stakeholders
- Strong goal orientation
Not confined to 9-to-5 view of work. Commitment to final result.
- High self-esteem
Members must be self-confident, able to acknowledge their own errors and point out problems caused by errors of others.
Team Selection and Acquisition
The size or scope of the project will determine the size of the team.
Project managers must work with other people in the organization to assign particular people to projects or to acquire additional human resources needed to staff the project.
Project managers with strong influencing and negotiating skills are often good at getting internal people to work on their projects.
Organizations must ensure that people are assigned to the projects that best fit their skills and meet the needs of the organization.
Team Building
A legendary sports manager once said
“It’s easy to get the players. Gettin’em play together, that’s the hard part”
Team building - developing a group of individuals to accomplish the project’s objectives - is an ongoing process.
Team building helps to create an atmosphere of openness and trust. Members feel a sense of unity and a strong commitment to accomplishing the project objective.
Team Development
To ensure that people work together as a team to achieve project goals.
A few of the important tools and techniques for team development include:
- Training: specific courses to improve individual and team development (eg training in dealing with difficult people, training in interpersonal skills)
- Team Building Activities: using physical challenges and psychological preference indicator tools (eg extrovert/introvert, sensation/intuition, thinking/feeling, judgment/perception)
Reward and Recognition Systems: Project managers can recognize and reward people who willingly work overtime to meet an aggressive schedule or go out of their way to help a teammate.
Stages in Team Development
Forming
Members find out what they will be doing, the style of acceptable leadership, and possible interpersonal and task relationships.
Characterized by courtesy, confusion, caution, and commonality
Storming
Members begin resisting the influence of the group. There is conflict over competing approaches to reaching the group’s goals.
(Like teenage years, usually tough for everyone, but you have to go through it.)
Characterized by tension, criticism, and confrontation
Norming
Resistance is overcome as the group: establishes its rules and standards, develops intragroup cohesiveness, and delineates task standards and expectations.
Characterized by cooperation, collaboration, cohesion, and commitment
Performing
The group is highly committed and ready to focus attention on task accomplishment. Issues of interpersonal relations, member status, and division of tasks is settled.
Characterized by challenge, creativity, consciousness, and consideration of members
Adjourning
The group has fulfilled its purpose.
Characterized by compromise, communication, consensus, and closure
Organizational Structures of Project Management
Organizational Structures of Project Management
1. Formal Organisations
The structure that tells us the formal groupings and Specializations of activities. The groupings or activities are documented in an organisational chart to clarify the lines of authority, communication, reporting relationships, and responsibility of individuals or groups.
2. Informal Organisations
Defines the official line of authority, responsibility and reporting relationships.
Stakeholders may be individuals, groups or even organisations that have a stake or a claim, in the project’s outcome.
3. Functional Organisation
This structure is based on organising resources to perform specialised tasks or activities in order to attain the goals of the organisation.
# Hierarchical organization with vertical functional structure
# Staff are grouped and located by Speciality into Functional Departments each headed by a Functional Manager
# Each member of staff has ONE clear boss
Advantages of Functional Organization
# Use of Home Unit
Required technical expertise often belong to “Home” Unit and are therefore easily appropriated
Promotes administrative continuity within and between projects
# Keeps staff located in their unit
Allows staff to discuss project problems with Fellow Experts and thereby access and enrich an unit’s pool of technical knowledge
Prevents staff from being exclusively appropriated by another project. Instead a floating pool of experts can service many projects.
Promotes technical continuity within & between projects
Less duplication of resources and activities
Disadvantages of Functional Organization
# Authority and responsibility
A project manager from the technical area may have knowledge and expertise of technology, but may lack critical knowledge about the business.
# Poor response time
Projects may take longer if important decisions have to pass through several layers of management and across several functional areas.
# Client is NOT the focus
Individuals in a functional area may act in their own best interest instead of taking a holistic view of the project.
# Duplication
Functional units may attempt to become self-sufficient by acquiring knowledge, expertise and technology outside of its normal area of specialisation. This may increase duplication.
# Process orientation
Getting it done within discipline approach rather than getting it done the best way it works
# Tendency to sub-optimise
Maximise use of what you know and minimise what you don’t
# Low staff motivation towards project
Functional areas may compete for resources and this may blur lines of responsibility.
4. Project Organizations
# Hierarchical organizations with vertical Project structure
# Staff are Grouped and located by project into project teams headed by a Project Manager (There is some inherent duplication in such a division)
For example - Each Project must support accounting staff, facilities and resources
# Each member of staff has one clear boss
Advantages of Project Organizations
# Clear authority and responsibility
The project manager here is fully in-charge and has the responsibility to provide progress report to someone who has authority over all projects.
# Improved Communication
A clear line of authority results in more effective and efficient communication
# No functional organization interfaces to manage
No FMs to negotiate with, no function boundary protocols
# No command ambiguity
One Boss, the Project Manager
# Project teams have high morale, commitment and task orientation
# Potential to maintain permanent specialist project team
Disadvantages of Project Organizations
# Duplication of effort
Various projects may require resources that are duplicated on other projects.
# Project isolation
Each project may be thought of as a self-contained unit, so the project may become isolated from other projects in the organisation
PMs stockpile and hang on to resources “Just in Case”
# Projectitis
Occurs when the project manager and project teams develop a strong attachment to the project and each other. These individuals may have difficult time letting it go, and the project begins to take on a life of its own with no real end in sight
# Technical experts have no professional home
Where they can improve their skills and tap into a wider repository of knowledge and experience
5. Matrix Organization
# Hierarchical functional organization overlaid with horizontal project structure
# Staff are grouped and located by speciality into functional units headed by a Functional Manager
# Each member of staff may have TWO or more Bosses
Advantages of Matrix Organization
# High level of integration
Cross-functional structure allows for the access and sharing of skilled people and resources from across the organisation. Less duplication.
# Improved communication
Due to high level of integration, communication is more efficient and effective.
# Increased project focus
Because of the above two, high level of integration and improved communication, he project team can focus on the activities of the project. This should increase the likelihood of projects being completed in time.
# Facilitates organization wide co-ordination of projects
Discourages sub-optimisation at the project level
Disadvantages of Matrix Organization
# Power and Politics
Confusion of authority and responsibility among project managers and functional managers.
Project team members have more than ONE boss
# Poorer response time
Because of confusion in command, communication can become bogged down. The project may stall and project team may begin to experience low morale, and little motivation.
6. Hybrid Matrix Organizations
Balanced Matrix - project manager focuses on defining all of the activities of the project, while functional manager
determines how those activities will be carried out.
Functional Matrix (weak matrix) - project manager focuses on coordinating the project activities of the project, while
functional managers are responsible for completing those activities that are related to their particular area.
Project Matrix (strong matrix) - project manager has most of the authority and responsibility of defining and completing
the project activities, while functional manager provide guidance and resources, as needed.
Advantages and Disadvantages of Project Management
Advantages of Project Management
• Responsiveness to Clients and the Environment
• Ability to make Timely Trade-off decisions
• Insures overall Project Optimality
• Better control, better customer relations, shorter development time, lower costs, higher quality and reliability, higher profit margins, sharper orientation towards results, better co-ordination, higher morale
• Bosses, customers, and other stakeholders do not like surprises. Good project management provides assurance
and reduces risk
• Project management provides the tools and environment to plan, to monitor, to track, and to manage schedules, resources, costs, and quality
• Project management provides a history or metrics base for future planning as well as good documentation
• Project members learn and grow by working in a crossfunctional team environment
Disadvantages of Project Management
• Greater organisational complexity
• More violations of company policy
• Lower personnel utilization
• More managerial conflicts
AC Milan Glorie vs Indonesian All Star Legends 4 September 2011
AC Milan Glorie vs Indonesian All Star Legends 4 September 2011 - Main Stadium, Gelora Bung Karno, Senayan (Jakarta). Ticket Price Rp 50.000 - Rp 1.250.000.
AC Milan Glorie confirmed players:
Nelson Dida, Massimo Taibi, Franco Baresi, Alessandro Costacurta, Christian Panucci, Pietro Vierchwood, Roberto Mussi, Giuseppe Favalli, Giuseppe Pancaro, Stefano Eranio, Gigi Lentini, Diego Fuser, Angelo Carbone, Mario Bortolazzi, Roberto Lorenzini, Marcos Cafu, Serginho, Daniele Massaro, Maurizio Ganz, Jean Pierre Papin, George Weah
Sami Yusuf Live in Concert Indonesia 28 September 2011
Sami Yusuf Live in Concert Indonesia - 28 September 2011 (20.00 Wib). Kartika Expo Center - Balai Kartini (Jakarta).
Ticket Rp 440.000 - Rp 825.000.
Sami Yusuf is a British singer-songwriter, composer, producer and multi-instrumentalist musician of Azerbaijan origin. In 2003 Yusuf released his debut album Al-Mu`allim. My Ummah in 2005. Wherever You Are in 2010
Westlife "Gravity" World Tour 2011
Every Time I Die and The Acacia Strain – Live Concert in Jakarta
Ticket Price Rp 150.000 - Rp 250.000
Suicide Silence Live Concert in Jakarta
Suicide Silence Live Concert in Jakarta 18 September 2011. Venue Tennis Indoor Senayan Jakarta. Time 17.00.