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estimating reviewing auditing expecting
reviewing estimating auditing expecting
Integration Scope Configuration Requirement
Using diagramming techniques like GERT and systems dynamic Calculating theoretical early and late start and finish dates for all project activitie Using standardized networks to expedite preparation of project network diagram Subdividing project work packages into smaller more manageable components for better management contro
The project manager did not get buy-in from the manager for the resources on the project. The project manager did not create an adequate reward system for team members to improve their cooperation. The project manager should have had a meeting with the team member's boss the first time the team member caused trouble. The project manager does not have work packages.
Integration Scope Configuration Requirement
It is the collection of all subsidiary project document The project charter is the necessary basis for all work packages to be performe It formally authorizes the projec It tracks the progress of the projec
the practice of keeping up with the latest fashions in project management (newest software packages, terms, concepts, etc) recording and evaluating the trends regarding schedule accomplishment, resource expenditures, and forecasting the impacts of the trends on the future work and ultimate completion of the project generally impractical and not very useful on larger projects when the project manager determines the degree to which the schedule is meeting expectations
The project manager did not get buy-in from the manager for the resources on the projec The project manager did not create an adequate reward system for team members to improve their cooperatio The project manager should have had a meeting with the team member’s boss the first time the team member caused troubl The project manager does not have work package
It is the collection of all subsidiary project documents. The project charter is the necessary basis for all work packages to be performed. It formally authorizes the project. It tracks the progress of the project.
developing an approximation of the costs of the resources needed to complete each schedule activity aggregating the estimated costs of individual schedule activities or work packages to establish a total cost baseline for project performance searching the cause of positive and negative variances as part of integrated change control process assuring that potential cost overruns do not exceed the authorized funding periodically and in total for the project
It is a deliverable or project work component at the lowest level of each branch of the work breakdown structure It is a summary task at the top level of the WBS It includes the schedule activities required for completion of the deliverable or project work component It includes the schedule milestones required for completion of the deliverable or project work component
reviewing estimating auditing expecting
the cost savings for work completed the project is ahead of its planned schedule the cost overrun for work completed less work was completed than was planned
adding activities to the project expanding the scope of the project developing a responsibility matrix for work assignments delineating project work effort into discrete and logical sub-elements
tracking project performance against cost and schedule creating a network diagram, with task dependencies creating a project schedule assigning resources to work on different work elements
It is a deliverable or project work component at the lowest level of each branch of the work breakdown structur It is a summary task at the top level of the WB It includes the schedule activities required for completion of the deliverable or project work componen It includes the schedule milestones required for completion of the deliverable or project work componen
reviewing estimating auditing expecting
Integration Scope Configuration Requirement
Project statement of work. Configuration management requirement. Project scope statement. Work breakdown structure.
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