ENTRADA FINAL DEL BLOG : REFLEXION

El aprendizaje que he obtenido en este curso ha sido importante para mejorar mis destrezas y habilidades en la comprensión del inglés por medio de herramientas utilizadas en estas cuatro unidades. Utilizamos el blog como cuaderno digital , el cual estará disponible en internet y  servirá de apoyo para aquellas personas que sigan este blog.

Gracias a mis compañeros de clase especialmente Angelic Reyes e Isgleydys Amaya por su soporte tecnico.

Este blog lo seguiré desarrollando según la expectativas de mis seguidores para tenerlos informados sobre los temas de gerencia de proyectos.

Agradezco a mi teacher Doris Molero por compartir sus conocimientos ..Excellent !!

Sugiero que para próximos cursos, tener a disposición los enlaces más usados para la gerencia de proyectos..  BYE..........THANK YOU

TALLER UNIDADES 3 Y 4

Unidad 3 :Técnicas de lectura: predicción, scanning y skimming
Seleccione un texto que tenga una imagen.
Observe la imagen y conteste las siguientes preguntas.
De acuerdo al título y la imagen: ¿cuál cree usted que es el tópico que está a punto de leer?
¿Cuál es la idea general del texto?
¿Que palabras se repiten?
¿Que palabras se parecen al español?
¿Cuales son las palabras en negrita, el titulo, subtitulo o gráficos que te ayudan a entender el texto?
¿De qué trata el texto? Lee el primer párrafo y el último o la ultimas ideas del último párrafo.

The Project Control Cycle

The Deming Cycle (or PDCA cycle) was introduced by Dr. W. Edwards Deming W. during the 1950s as a universal improvement methodology. The concept, which is founded on statistical quality control, is simple: continual [1] improvement. Whilst this method has its root in manufacturing and quality control it follows basic cybernetic theory. That is, a closed signal loop where there is a circular causal feedback mechanism.

Similarly, in project management the project manager needs to create an environment where any change to the project plan is fed back as information. Typically, this is depicted as the project control cycle. The application of the project control cycle cannot and should not be understated; it is the raison d’être for the project manager.

During each stage of the project it is essential that the project manager continually forecasts and re-forecasts the three areas of project benefit viability: time, cost, and scope. And to do this effectively, the project manager needs to plan. That is, know what you are going to do next and know how risk may disrupt your plans.

 Observe la imagen y conteste las siguientes preguntas.
De acuerdo al título y la imagen: ¿cuál cree usted que es el tópico que está a punto de leer?
Es acerca del ciclo de control del proyecto.
  ¿Cuál es la idea general del texto?

El ciclo Deming (o ciclo  PDCA ) fué presentado por el Dr. Edward Deming en los años 50 como una metodología de mejora universal  el cual se basa en el control estadistico  de calidad  que no debe ser subestimado por el gerente del proyecto.

¿Que palabras se repiten?
project manager, plan, control .
¿Que palabras se parecen al español?
project, control, plan ,method , cycle, universal, areas, cost, information,methodology, concept. ¿Cuales son las palabras en negrita, el titulo, subtitulo o gráficos que te ayudan a entender el texto?
The project control cycle y gráfico.
¿De qué trata el texto? Lee el primer párrafo y el último o la ultimas ideas del último párrafo.

El ciclo Deming fué presentado por  Dr. W. Edwards Deming en los años 1950 como una metódología  de mejora universal.Este metodo el cual esta basado en la calidad de control estadistico es simple : continua mejora.

Durante cada etapa del proyecto, es esencial que el director del proyecto pronostique y repronostique  las tres áreas de la viabilidad de beneficios del proyecto : tiempo, costo y alcance. Y para hacerlo con eficacia, el director del proyecto tiene que planificar. Es decir, saber qué va a hacer y saber cómo el riesgo puede alterar sus planes.

Unidad 4.Patrones de Organización de un Párrafo.

A. Seleccione un texto relacionado con su área de experticia. Lea el texto y extraiga:
Las definiciones
y los marcadores de definición.

 Planning Function of Management

Planning means looking ahead and chalking out future courses of action to be followed. It is a preparatory step. It is a systematic activity which determines when, how and who is going to perform a specific job. Planning is a detailed programme regarding future courses of action. It is rightly said “Well plan is half done”. Therefore planning takes into consideration available & prospective human and physical resources of the organization so as to get effective co-ordination, contribution & perfect adjustment. It is the basic management function which includes formulation of one or more detailed plans to achieve optimum balance of needs or demands with the available resources.

According to Urwick, “Planning is a mental predisposition to do things in orderly way, to think before acting and to act in the light of facts rather than guesses”. Planning is deciding best alternative among others to perform different managerial functions in order to achieve predetermined goals.

 
Definiciones:

Planificar significa mirar hacia adelante y marcar con tiza a los futuros cursos de acción a seguir. 

La planificación es un programa detallado sobre los futuros cursos de acción.
La planificación es una mental predisposición para hacer las cosas en una manera ordenada, a pensar antes  de actuar y actuar a la luz de los hechos antes que de conjeturas.
 

y los marcadores de definición:
is, means.

B. Seleccione otro texto relacionado con su área de experticia y extraiga las palabras de secuencia u ordenamiento del tiempo.

• Marcadores de Tiempo
• Idea general del párrafo 

The history of strategic planning

Taylor and Fayol are examples of industrialists that started to research and write about such issues. For instance in 1911, Taylor’s ‘Principles of Scientific management’ (Urwick, 1956) examined ways to make workers more productive and efficient by separating specific management functions, whilst in 1916 Fayol (ibid) attempted to formalise the way in which corporations deal with the future. Other early exponents of scientific management and the detailed analysis of organisational functions include Adamiecki, Hellmich, and Ford (ibid.)

However, it was not until the late 1950s, during periods of sustained economic growth in the West, and the greater spread of wealth, that the first ‘real’ strategy writings were published. Writers such as Ansoff (1965, 1969) began to develop corporate strategy concepts that would continue into the 1970s. These concepts would later form one of the two main approaches to corporate strategy: prescriptive corporate strategy (that is, the ‘design’ school.)

•  Marcadores de tiempo:

   in 1911, in 1916 , early , until the late 1950s, during, first, into the 1970s, later.

• Idea general del párrafo:

Taylor y Fayol fueron los primeros en escribir e investigar acerca de la planificación estrategica.Por ejemplo  Taylor en 1911 con sus principios de la administración científica y Fayol en 1916.

Sin embargo hasta finales de los 1950s  se comenzaron a publicar los escritos de la estrategia.Escritores como Ansoff (1965, 1969) comenzó a desarrollar conceptos de estrategia corporativa que continuaría en la década de 1970. 

UNIDAD 4 : PATRONES DE ORGANIZACION DE UN PARRAFO

A. Seleccione un texto relacionado con su área de experticia. Lea el texto y extraiga:

• Las definiciones
• y los marcadores de definición.

          PROJECT MANAGEMENT

Project management is the discipline of planning, organizing, securing and managing resources to bring about the successful completion of specific project goals and objectives. It is sometimes conflated with program management, however technically that is actually a higher level construction: a group of related and somehow interdependent engineering projects.

A project is a temporary endeavor, having a defined beginning and end (usually constrained by date, but can be by funding or deliverables),[1] undertaken to meet unique goals and objectives,[2] usually to bring about beneficial change or added value. The temporary nature of projects stands in contrast to business as usual (or operations),[3] which are repetitive, permanent or semi-permanent functional work to produce products or services. In practice, the management of these two systems is often found to be quite different, and as such requires the development of distinct technical skills and the adoption of separate management.

The primary challenge of project management is to achieve all of the project goals[4] and objectives while honoring the preconceived project constraints.[5] Typical constraints are scope, time, and budget.[1] The secondary—and more ambitious—challenge is to optimize the allocation and integration of inputs necessary to meet pre-defined objectives.

Ejercicio:

La definición:

La gerencia de proyecto es la  disciplina de planificar, organizar, asegurar y gerenciar los recursos para  llegar al éxito en la completación de los objetivos y metas especificas del proyecto.

         y los marcadores de definición:

        is,are,

B. Seleccione otro texto relacionado con su área de experticia y extraiga las palabras  de secuencia u ordenamiento del tiempo.
    * Marcadores de Tiempo
    * Idea general del párrafo

History

Roman Soldiers Building a Fortress, Trajan's Column 113 ADProject management has been practiced since early civilization. Until 1900 civil engineering projects were generally managed by creative architects and engineers themselves, among those for example Vitruvius (1st century BC), Christopher Wren (1632–1723) , Thomas Telford (1757–1834) and Isambard Kingdom Brunel (1806–1859).[6] It was in the 1950s that organizations started to systematically apply project management tools and techniques to complex engineering projects.[7]

Henry Gantt (1861-1919), the father of planning and control techniques.As a discipline, Project Management developed from several fields of application including civil construction, engineering, and heavy defense activity.[8] Two forefathers of project management are Henry Gantt, called the father of planning and control techniques,[9] who is famous for his use of the Gantt chart as a project management tool; and Henri Fayol for his creation of the 5 management functions which form the foundation of the body of knowledge associated with project and program management.[10] Both Gantt and Fayol were students of Frederick Winslow Taylor's theories of scientific management. His work is the forerunner to modern project management tools including work breakdown structure (WBS) and resource allocation.

Maracadores de tiempo
since early
Until 1900
in the 1950s  

Idea general :

Hasta 1900 los proyectos de ingeniería civil fueron gestionados generalmente por arquitectos e ingenieros creativos propios. Fue en la década de 1950 que las organizaciones comenzaron a aplicar sistemáticamente las herramientas de gestión de proyectos y técnicas para proyectos de ingeniería complejos. Henry Gantt es el padre de la planificación y tecnicas de control quien es famoso por su tabla Gantt y Fayol por sus cinco funciones de gerencia.

UNIDAD 3. APROXIMACIÓN AL TEXTO.

1. Utilizando la técnica del  SCANNING

PROJECT MANAGEMENT

Project Management, Tools, Process, Plans and Project Planning Tips

Here are rules, processes and tools for project planning and project management.

While project management skills are obviously important for project managers, interestingly the methods and tools that project managers use can be helpful for everyone.

A 'task' does not necessarily have to be called a 'project' in order for project management methods to be very useful in its planning and implementation. Even the smallest task can benefit from the use of a well-chosen project management technique or tool, especially in the planning stage.

Any task that requires some preparation to achieve a successful outcome, will probably be done better by using a few project management methods somewhere in the process. Project management methods can help in the planning and managing of all sorts of tasks, especially complex activities.

Project management is chiefly associated with planning and managing change in an organization, but a project can also be something unrelated to business - even a domestic situation, such as moving house, or planning a wedding.

Project management methods and tools can therefore be useful far more widely than people assume.

Project management techniques and project planning tools are useful for any tasks in which different outcomes are possible - where risks of problems and failures exist - and so require planning and assessing options, and organizing activities and resources to deliver a successful result.

Projects can be various shapes and sizes, from the small and straightforward to extremely large and highly complex.

In organizations and businesses, project management can be concerned with anything, particularly introducing or changing things, in any area or function, for example:

    * people, staffing and management

    * products and services

    * materials, manufacturing and production

    * IT and communications

    * plant, vehicles, equipment

    * storage, distribution, logistics

    * buildings and premises

    * finance, administration, acquisition and divestment

    * purchasing

    * sales, selling, marketing

    * human resources development and training

    * customer service and relations

    * quality, health and safety,

    * legal and professional

    * technical, scientific, research and development

    * new business development

    * and anything else which needs planning and managing within organizations.

Successful project management, for projects large or small, tends to follow the process outlined below.

The same principles, used selectively and appropriately, also apply to smaller tasks.

Project management techniques are not just for project managers - they are available for anyone to use.

EJERCICIO:

1. Para quiénes pueden ser útiles los métodos y  herramientas de gerencia de proyectos?

    Para todos los que quieran usarlas.

2. Para que sirven los metodos de gerencia de proyectos?

 Para la planificación y gerencia de todo tipo de tareas especialmente las complejas.

3. Qué es gerencia de proyectos y que és proyecto?

  Gerencia de proyectos está asociado a la planificación y gerencia de cambios en la organización. Y proyecto puede ser algo no  relacionado con el negocio.

4.Una tarea puede ser llamada proyecto?

No necesariamente , pero puede ser útil para su planificación.

1. Utilizando la técnica de (Predicción, Deducción y Skimming).

Fishbone Diagrams

Fishbone diagrams are chiefly used in quality management fault-detection, and in business process improvement, especially in manufacturing and production, but the model is also very useful in project management planning and task management generally.

Within project management fishbone diagrams are useful for early planning, notably when gathering and organising factors, for example during brainstorming.

Fishbone diagrams are very good for identifying hidden factors which can be significant in enabling larger activities, resources areas, or parts of a process.

Fishbone diagrams are not good for scheduling or showing interdependent time-critical factors.

Fishbone diagrams are also called 'cause and effect diagrams' and Ishikawa diagrams, after Kaoru Ishikawa (1915-89), a Japanese professor specialising in industrial quality management and engineering who devised the technique in the 1960s.

Ishikawa's diagram became known as a fishbone diagram, obviously, because it looks like a fishbone.

De acuerdo al título y la imagen,

1.- ¿Cuál cree usted que es el tópico que está a punto de leer?

    El texto es acerca del diagrama de pescado.

2.- ¿Cuál es la idea general del texto?

   El diagrama de pescado es una herramienta para identificar fallas en un proceso y mejoras.

3.- •¿Que palabras se repiten?
   diagrams, process, useful, planning, project, management.

•4.- ¿Que palabras se parecen al español?
    diagrams, process, project, significant,activities, areas,  parts.

•5.- ¿Cuales son las palabras en negrita, el titulo, subtitulo o gráficos que te ayudan a entender el texto?
   Fishbone Diagrams  y gráfico

•6.- ¿De qué trata el texto? Lee el primer párrafo y el último o la ultimas ideas del último párrafo.

     El diagrama de pescado es usado principalmente por la gerencia de calidad y detección de fallas y en negocios de mejora de procesos principalmente en la manufactura y producción pero también es útil generalmente en la gerencia de tareas y  de planificación de gerencia de proyectos.También es llamado diagrama causa -efecto y diagrama de  Ishikawa mejor conocido como diagrama de pescado obviamente  por el parecido al pescado.

TALLER UNIDADES 1 Y 2

PARTE A:

1. Selecciona un texto relacionado con tu area de interes. Identifica 3 palabras que no conoces.. agrega las abreviaciones.


Why Choose a PMI Certification?
You may have seen other project management certifications. What makes PMI’s special?

Our credentials:
Are flexible. PMI certifications are not based on one specific methodology, so they’re flexible and adaptable. You can easily transfer them between industries, market segments and geographic locations.


Keep you up-to-date. PMI continually conducts in-depth studies to ensure that our credentials actually reflect the current skills, knowledge and best practices you need to succeed.


Encourage professional growth. You never have to worry about a PMI certification becoming obsolete. Our certification maintenance program requires you to earn professional development units (PDUs), which encourages you to continually develop your skills and stay current as the profession changes.


Help you get ahead. PMI certification offers financial benefits — the Project Management Professional (PMP)® credential increases your salary by up to 10%, according to the PMI Salary Survey — Sixth Edition, 2009—and helps you stand out and better market yourself to prospective employers.


Are renowned throughout the world. Part of that marketability comes from the prestige of PMI certifications. PMI has provided project management certifications for over 25 years, and our PMP® credential was the first one designed specifically for project managers.


Learn more by downloading our “What Sets PMI Certifications Apart” brochure. Choose the location closest to you: North America | Brazil | United Kingdom | Germany | China | India


There’s no doubt that a PMI certification opens doors to success. Decide which PMI certification is right for you.


PALABRAS DESCONOCIDAS


renowned: adj. de renombre, conocido.
brochure : s. folleto.
throughout: prep. en todo,por todo.


2. Idea principal del texto (en español)


Dar a conocer la importancia del por qué de la certificación del PMI.


3.Categorias lexicales: (2 ejemplos por categoria)


Palabras de contenido: methodology,certification.
Palabras de Función: of,for.
Verbos: may have seen,makes,are.
Adverbio: continually,specifically.
Adjetivo: flexible, adaptable.
Artículo: the.
Preposiciones:between, on.
Conjunción: and
Cognados verdaderos: prestige,certification, credential.
cognados Falsos: conducts.
Sufijo:
Prefijos:


B. Estructura de la oracion: (2 ejemplos)


1.PMI certifications are not based on one specific methodology, so they’re flexible and adaptable.


Frase nominal: PMI certifications.
Nucleo de la frase nominal: certifications.
pre modificadores: PMI
post modificadores:


Frase verbal: are not based on one specific methodology, so they’re flexible and adaptable.
Nucleo de la frase verbal: are not based.
Tiempo verbal:  voz pasiva.
2.You never have to worry about a PMI certification becoming obsolete.


Frase nominal: You never.
Nucleo de la frase nominal: You.
pre modificadores:
post modificadores: never.


Frase verbal:have to worry about a PMI certification becoming obsolete.
Nucleo de la frase verbal: have to worry.
Tiempo verbal: presente simple.

UNIDAD 2 : Estructura de la Oración

Management Planning and Control Systems

 

Step 1: Setting Performance Standards

Performance standards may be set by staff or managers, by managers and staff, or by managers with input from employees whose performance is being measured. The last method is the best because employees believe that line and staff do not have enough information about the conditions of various jobs to set realistic standards.

Managers should see that objectives and standards are measurable and that individuals are held accountable for their accomplishment. The level of difficulty should be challenging but within the capabilities of the employee. Standards set too low are usually accomplished but not exceeded, while standards set too high usually do not motivate the employee to expend much effort to reach the goal.

1.Escribe cúal es la idea principal y escribe con tus propias palabras el texto en español.

La idea principal:  El mejor método para el  establecimiento de estandares de desempeño  son las que son fijadas por los administradores con aporte de los empleados, los cuales estan siendo medidos su desempeño, porque  la linea staff no tienen la suficiente información sobre las diferentes condiciones de trabajo para fijar estandares de desempeño.

Gerencia de Planificación y Sistema de Control

Paso 1: Establecimiento de Estandares de desempeño

El establecimiento de estandares de desempeño pueden ser fijadas por los directores, gerentes o  por los administradores con aporte de los empleados , los cuales estan siendo medido su desempeño. El  último método es el mejor porque los empleados creen que la linea staff no tienen la suficiente información para los diferentes condiciones de trabajo y asi establecer estandares realistas.

Los gerentes deben ver que los objetivos y las normas medibles  y que los individuos son responsables de su realización. El nivel de dificultad debe ser un reto, pero dentro de las capacidades del empleado. Normas demasiado bajo son por lo general realizadas, pero no superadas, mientras que las normas demasiado altas por lo general no motivan a los empleados a dedicar mucho esfuerzo para llegar a la meta.

2.-  Selecciona tres oraciones e indica:-  Frase nominal, pre y post modificadores y núcleo
-  Frase verbal, núcleo.
-  Tiempo verbal de la oración.

a. Performance standards may be set by staff or managers, by managers and staff, or by managers with input from employees whose performance is being measured.

frase nominal: Performance standars.

núcleo: standards.

pre-modificador: performance

post-modificador:

Frase verbal:  may be set by staff or managers, by managers and staff, or by managers with input from employees whose performance is being measured.

núcleo: may be set

tiempo verbal: voz pasiva

b.The last method is the best because employees believe that line and staff do not have enough information about the conditions of various jobs to set realistic standards.

frase nominal: The last method

núcleo: method

pre-modificador : The last

post-modificador:

Frase verbal:  is the best because employees believe that line and staff do not have enough information about the conditions of various jobs to set realistic standards.

núcleo: is

tiempo verbal: presente simple.

 
c.Managers should see that objectives and standards are measurable and that individuals are held accountable for their accomplishment.

frase nominal: Managers

núcleo: Managers

pre-modificador : 

post-modificador:

Frase verbal: should see that objectives and standards are measurable and that individuals are held accountable for their accomplishment.

núcleo:should see

tiempo verbal:  modal .

UNIDAD I . Uso del Dictionary

1. En el siguiente texto  buscar cinco palabras que no conozcamos y colocar el significado del diccionario .Usar abreviaturas.

The Management Planning Process

Few managers realize that a company plan must provide the framework for the company control system. If missions, goals, strategies, objectives, and plans change, then controls should change. Unfortunately, they seldom do. Although this error occurs at the top, repercussions are felt at all levels.

Often, too, the standards of the control systems are derived from previous years budgets rather than from current objectives of company plans The result is that employees at lower levels are simply given "numbers to make" based on factors of which they have little knowledge and over which they have practically no influence.

The above schematic shows the important interrelationships between planning and control. As you can see, the control process does not begin after the entire planning process ends, as most managers believe.

After objectives are set in the first step of the planning process, appropriate standards should be developed for them. Standards are units of measurement established to serve as a reference base and are useful in determining time lines, sequences of activities, scheduling, and allocation of resources.

Palabras nuevas:

framework  n.estructura básica de un proyecto.( de contenido)

seldom adv. rara vez.(de contenido)

budgets s. presupuestos.(de contenido)

schematic adj diagrama, esquema.(de contenido)

developed vb desarrollada.(de contenido)

sustantivos:managers, control system,controls,plans,employees, control process,standards.

 verbos: realize,provide,change,are felt, are derived, have, show ,see, believe,be developed.

adjetivos: current.

adjetivos demostrativos : this, that.

adverbios: few,often, too.

conjunciones:and, Although.

artículos: the, a

preposiciones: at, over, after,from, between.

sufijo:

prefijos:

cognados verdaderos: company,control, activities,objectives,important,systems, process,error.

cognados falsos: