realisation phase in project management?
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"Realisation phase" is not a standard project management term.  Are you referring to a concept, or perhaps, requirements phase ? Or even the realization of project results in the execution phase ?
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The process industries, including the petroleum, petrochemical, and pharmaceutical businesses, have benchmarked best management practices to understand capital project system performance. They have identified Value Improving Practices (VIP) that deliver results. These include the practices of Value Engineering, Process Simplification, Project Value Objectives, Constructibility Reviews, and others. \n\nLZA is a leader in applying VIPs to process designs. Phillips Petroleum adopted LZA's Project Value Objectives technique as one of its own VIPs. Through Project Value Objectives, the stakeholders of a project (engineering, production, marketing, the finance/business manager, and the user) define the project's objectives for such critical factors as cost, schedule, cycle time, quality, and safety. Developing the project definition and goals in a team approach ensures that the required functions are stated and the needs of each participant are clearly communicated. This is typically the earliest and best technique to define a program.\n\nMany owners apply two or three Value Improving Practices to a project over its planning/design life cycle, thereby ensuring that not only the project but also the total capital program are conceived and managed for optimum performance. \n\nLZA has assisted many process owners with Value Engineering, Process Simplification, Project Value Objectives, and Constructibility Review services. Click here to read more about LZA's Process
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Depending on the size of the company, the Project Manager is usually multitasking by overseeing several projects at once:\na) Are they are schedule?\nb) Are they on budget?\nc) Personnel conflicts getting in the way?\nd) Do they need a material/information?\ne) Does marketing need a voice in the design/function?\nf) Will this impact others - competitors/neighbors/retailers in a way that needs thinking through.\ng) Are there licenses or other governmental inputs required.\nh) What/where will this be sited?\ni) Is there a completion date for public relations?\nj) What kind of reporting does my supervisor want/need? How soon/serious does a problem become before I report it?\nk) Am I using my assistant/assistance effectively?\nl) Am I leaving an adequate paper trail.\nShould start you off.
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I've included a link to a detail description of the position of project manager.\n\nThe position of office manage is completely different, and is normally the person who takes care of office administration activities - particularly in smaller companies.
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I'm not aware of any formal definition of the term in project management, but generally I would interrupt it to mean the high-level project scope and assumptions.\n\neg. To build a widget in less than six months with five people for less than $100,000, that will work underwater for five hours within having to be recharged.  It must also be made from plastic, and be black in color.
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hmmm...sounds like an essay question that YOU are supposed to be working on.  Consult your intro level management book.
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The preliminary investigation, or feasibility study, is a brief study of the problem area.The purpose of this investigation is to define and evaluate the problem at hand quickly, to see if it is worthy of further study, and to suggest some possible courses of action. \nThe main output of this step is the feasibility report.\n\nThe steps involved in Preliminary Investigation:\n  \na) Understand the problems: Analyze the problem statement, Identify affected groups, understand the current system and its interaction with other systems, develop the business profile of the company\n\nb) Project Scope and constraints Identify System Boundaries, and constraints. Identify what is a part of our system and what is to be excluded.\n\nc) Determine Feasibility: The three types of feasibility (Operational Feasibility,Technical Feasibility,Economic Feasibility) must be done. The one that will be done now, is that; the former is done by the SRC, and the later by the System Analyst\n\nd) Estimate time and cost to continue development: This activity involves a complete Project cost and time estimate. Here the analyst will use SW Engineering techniques like FPA, line of code based estimation techniques and others, to give a precise estimate. \n\ne) Present Results and recommendations to Management: This will be in form of a formal document called Preliminary Investigation Report. It will have the following sections: \n\nIntroduction \nSystem Request Summary: This section will include SRF, and a brief discussion on the reasons for a system request \nFindings : This will include the outcome of the fact finding phase. \nRecommendations: This will include System Analyst's recommendations. Each recommendation should be followed by its justification. \nTime and Cost estimates: This will include a detailed calculation of the Time and Project size estimates, and the methodologies used for estimates. \nExpected benefits to the company: This section is the most important section. A non-technical manager may only read this section. In this section the System Analyst must be very convincing. This Manager of the company will probably decided the system's fate based on this section. \nAppendix: Appendix will contain all the supporting documents (e.g. questionnaire, forms etc. ), and definition of all the related terms.
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The stages of project risk management are as follows :\n\nRisk Identification\nRisk Analysis\nRisk Response Planning\nRisk Monitoring and Control\n\nYou can find a good example of how this is done at the link below.
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Project Management Certification Program
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Correctly identify them\nInvolve them in the planning process\nAssign them work\nUse them as experts/consultants\nInvolve them in project buy-offs and approvals\nIntegrate them into the team and/or team meetings\nInclude them in the communication plan\nInvolve them in the change management plan\nConsult with them about project risks\nIntegrate them into the lessons learned process
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The loose guidelines are:\n-Inception (This is when you get the idea for the software)\n-Design and Development (this is when you build your software and do your initial testing and quality assurance)\n-Integration (more robust testing, usually specific to the site or location that will be using the software)\n-Deployment/Rollout\n-Maintenance (production use, day to day administration and support, and minor updates)\n-Retirement (when you release a new product to replace it)\n\nNot all of these phases have real hard boundaries so your project may not line up exactly. For example, you may have a more structured, separate testing phase or you may not have a  retirement phase.
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That is dependant on a lot of factors.  Including standard practice of the organization you're working with, type of project and scope of project.  Below are some links to explore.
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Answer the following three questions as briefly and to the point as possible. 1) What the project is, expressed as an end result, 2) Why the project is important to the organization, ie, does is make money, save money, or provide tools for the organization to be more effective, 3) How will you know when the project is complete? (have you ever known a project that NEVER ends?!!!)
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Depends on what the project is, but generally a project manager is in charge of the job (database roll out for example).  They make sure that the timelines and deliverables are met.  They schedule and chair meetings.  They plan and possibly do the budgets.
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You may be having bright career if you persue SAP PS, well project systems are part of FI earlier, because of growing complexity in that they made it seperate from FI. Since you do have good profile and basic knowledge, i suggest you to take the course as a functional consultant. About the domain knowledge... well in real time it may take min of 4yrs to get good knowledge in that domain... as a learner just know the basic and the document flow.
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the project management team has a fair idea that whatever be the task at hand, it can be broken down into predictable milestones. \nAnalysis and design are two such milestone. SO the plan just lays them out as to-do's. \nOver time as each milestone is reached the plan is reviewed to account for things that the last milestone reveals about \nthe overall needs/progress.\njainnys\nhttp://www.mindexp.com
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The referenced form below is for project team members rather than the project manager, but it might get you started.\n\nIn general you have to be very careful about evaluating a project manager's performance.  If a project is successfull, is that because the PM did a great job, or because the project team really worked hard in spite of the PM.  Did the project that ran smoothly not have any problems - it was an easy project - or was the project manager able to do a good job, plan ahead and avoid many issues