Summary of Chapter 2 - PMBoK: Projects and project management are broader than managing day-to-day activities of the project. The second chapter of the PMBoK covers the key elements of project management‚ including the following: 12345- Project phases and project life cycle Project stakeholders Organizational influences Key general management skills Social-economical-environmental influences 1. Project phases and project life cycle Because projects involve uncertainty‚ organizations
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The 42 Project Management Processes You’ll need to be familiar with the 42 project management processes and what each process accomplishes in the project. Here’s a quick rundown of each process group and its processes. Initiating the Project There are just two processes to know for project initiation: * Create the project charter. * Identify the project stakeholder. Planning the Project There are 20 processes to know for project planning: * Create the project management plan
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A Project Management Office (PMO) is a group or department within a business‚ agency or enterprise that defines and maintains standards for project management within the organization. The PMO strives to standardize and introduce economies of repetition in the execution of projects. The PMO is the source of documentation‚ guidance and metrics on the practice of project management and execution. In some organisations this is known as the Program Management Office (sometimes abbreviated to PgMO to differentiate);
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Project management principles Project management principles are typically learnt from experience and are generally valid for all projects and the project manager has to know when and how to apply them to a project (Harold‚ 2009). In the library building project these principles could have helped reduce problems during and after renovations of the library. Tailor to suit the environment: whatever project management methodology or framework a manger favours‚ it must be tailored to suit the needs
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CLICK TO DOWNLOAD INF 410 Project Management Week 1 Discussion Question: Project Life Cycle. The four main elements of the project life cycle are defining‚ planning‚ executing and closing. Give an example of a task you performed on a project‚ either as a leader or team member‚ and identify what stage of the life cycle it was in and why. Describe if you felt the task was strategically important to the project and also the company. Respond to at least two of your classmates’ postings. Discussion
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Project Risk Management Plan PM/584 July 14‚ 2014 Project Risk Management Plan The purpose of the risk management plan is to identify any event or condition that may occur which could have a positive or negative affect on the project. Risks management is the process of identifying‚ assessing‚ responding to‚ monitoring‚ and reporting risks. The Risks Management Plan will define how risks associated with the Baderman Island Casino Hotel project will be identified‚ analyzed‚ and managed
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Airbus A330 Investigation Investigating an engine oil system can be a daunting task. According to Anderson‚ considerable variations exist between failure progressions in this system (2009). These variations must be considered by all investigators‚ and the pursuit of non-typical causations should be considered. “The engine oil system has a relatively large number of indicated parameters by regulations (pressure‚ temperature‚ quantity‚ filter clogging)” (Anderson‚ 2009‚ p. 9.58). Although these
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Question1 The Project Scope Management Plan manages all of the following EXCEPT: | Resource requirement updates | | | Process of Verify Scope | | | Process to develop Work Breakdown Structure | | Question2 According to PMBOK®‚ which of the following is an important output of the Define Scope Process? | Project Scope Statement | | Question3 The Project Scope will be broadly described early in the project‚ and made more explicit and detailed as the project team develops
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International Journal of Project Management 26 (2008) 80–86 www.elsevier.com/locate/ijproman Project management of unexpected events Anders So¨derholm * Umea° School of Business‚ Umea° University‚ SE-901 87 Umea° ‚ Sweden Abstract Unexpected events and environmental impact not planned for are common during project implementation. This article explores how unexpected events are dealt with in projects using qualitative case study data from four di erent cases. Results show four di erent approaches
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Guilherme Schoenberger Project Management Harvard Extension School ASSIGNMENT 2 SCOPE CREEP IN PROJECT MANAGEMENT 1 1. INTRODUCTION 2 The concept of project scope may be one of the most ample in project management. It involves objectives‚ limits and intentions. Every requirement in a project as well as its characteristics must be dealt with when planning the scope. Even though it ’s reasonable to say that every project is unique‚ the causes for which it fails are generally the
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