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Identify team roles and responsibilitie Review detailed schedul Discuss cost estimate Emphasize your authorit
Ahead of schedule Behind schedule On schedule Having not enough information provided
The project is over budget, but on schedules. The project is under budget, but behind schedules. The project is under budget, and ahead of schedules. The project is on budget and on schedules.
Review all project forecasts Detail all the activities of project team members involved in executing administrative closure for the project Review the project management plan and work performance information for your project Manage project risks
Floa Resource Cos Schedul
Report your evaluation to the upper managemen Have a team meeting to find the alternatives to meet the project schedul Meet the previous project manager and turn the project bac Execute the project as planned by the previous manage
High-level project description or product requirement Summary milestone schedul Stakeholder influence Assign project manager and type of project organizatio
Mathematical analysis like CPM, GERT and PERT indicate the dates in which the activity can be scheduled given resource limits and other constraint Duration compression techniques including fast tracking and crashing can help in decreasing the project schedul WBS classification allows for useful activity ordering and sortin The duration of the project is the sum of durations for all the tasks in the projec
Can be used to keep selected resource usage at a constant level during specific time period Often results in a projected duration for the project that is longer than the preliminary project schedul Is sometimes called the resource-based metho Is used to develop a meaningful WB
Project B is performing better because it has a higher earned valu Project A has schedule slippage and project B is ahead of schedul Crashing project A is a good optio Crashing project B is a good optio
inappropriate risk management because it is having a direct impact on your project scope risk avoidance risk mitigation risk transfer
ahead of schedule behind schedule on schedule having not enough information provided
ahead of schedule behind schedule on schedule having not enough information provided
Obtain approval from the customer to slip the project Report findings to management Evaluate the alternatives with the team Evaluate the alternatives with the customer
crashing the schedule performing resource leveling conducting reverse resource allocation scheduling utilizing the critical chair resources
ahead of schedule behind schedule on schedule having not enough information provided
inappropriate risk management because it is having a direct impact on your project scope risk avoidance risk mitigation risk transfer
mention to your sponsor that since you are an expert in risk management， there is no need to do qualitative risk management and the team can directly go to quantitative risk management phase．This will also save time since your project is behind schedule agree with your sponsor that not doing qualitative risk analysis may mean some risks will remain unidentified and increase the probability of failure in your project mention to the sponsor that usually in your past experience，qualitative risk analysis was a waste of time and not recommended for this project mention to the sponsor that this is a type of project where qualitative risk analysis is not required．Specific categories of projects do not need qualitative risk analysis
It generally shows that the project has insufficient resources to be completed oil schedul It is a tool of the staffing management pla It illustrates the number of hours that a person, department, or entire project team will needed each week or month over the course of the projec It can include a horizontal line that represents the maximum number of hours available from a particular resourc Bars that extend beyond the maximum available hours identify the need for a resource leveling strateg
mention to your sponsor that since you are an expert in risk management， there is no need to do qualitative risk management and the team can directly go to quantitative risk management phasThis will also save time since your project is behind schedule agree with your sponsor that not doing qualitative risk analysis may mean some risks will remain unidentified and increase the probability of failure in your project mention to the sponsor that usually in your past experience，qualitative risk analysis was a waste of time and not recommended for this project mention to the sponsor that this is a type of project where qualitative risk analysis is not requireSpecific categories of projects do not need qualitative risk analysis
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