However‚ in Scrum‚ there is a group which works on the project to achieve its aim. It works in full coordination with each other and comprises of professionals including software developers‚ product owners and experts from various fields. The basic difference between Project Management Professional (PMP) and Scrum is that the former tries to plan everything direct and straight‚ the later can bring about changes in the project during the process of development. This is rather a complex procedure and
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CORPORATE ACCOUNTING | DIFFERENCES BETWEEN 4TH AND 5TH SCHEDULE | | INTRODUCTION The Companies Ordinance 1984 is a broad piece of Pakistani legislation that‚ according to its own preamble‚ is “An Ordinance to consolidate and amend the law relating to companies and certain other associations”. It includes all legal rules and regulations for businesses registered with Security and Exchange Commission of Pakistan (SECP) and are enforced by that agency. The Ordinance also provides legal protection
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SPE-152022-PPSPE-152022-PP on Sour Gas Development Project Case Study Copyright 2012‚ Society of Petroleum Engineers This paper was prepared for presentation at the SPE International Production and Operations Conference and Exhibition held in Doha Qatar‚ 14–16 May 2012. This paper was selected for presentation by an SPE program committee following review of information contained in an abstract submitted by the author(s). Contents of the paper have not been reviewed by the Society of Petroleum
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Organizational Slack Large firms are often complex institutions with several departments (sales‚ production‚ design‚ purchasing‚ personnel‚ finance‚ etc.). Each department is likely to have its own specific set of aims and objectives‚ which may come into conflict with those of other departments. These aims in turn will be constrained by the interests of shareholders‚ workers‚ customers and creditors (collectively known as stakeholders)‚ who will need to be kept sufficiently happy. In many firms
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What are some of the advantages and disadvantages of shortening project schedules? In some situations project manager will have to get the project schedule shortened. One method for accomplishing this is by shortening the durations of the activities in the critical path. This can be done by allocating more resources to perform the activities or by making changes in the scope. Project Crashing and Fast Tracking are two methods useful for shortening the project schedule. Crashing
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Ransom Slack By: Veda A The Civil War was gruesome and tough and many people died. The Civil War was a big part of society‚ without the Civil War there could still be slavery or the states could still be not united. With the loss of a lot of young men made it difficult for everyone. Ransom A. Slack enlisted in the Army when he was 20 years old‚ he was a soldier in the Civil War. Almost everyone had at least one family member go to war. Boys as young as thirteen joined the war to be a drummer
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30‚ 2012 EMPLOYING LAG RELATIONSHIPS Lag Relationships are put in place to help more properly setup forward steps within projects. This concept is introduced early on into any project as deliverables are being handed out for completion. This concept creates an environment more appropriate for creating the project timeline so project objectives are started and finished in the correct sequence. 1. Finish to Start a. The most common type of logical sequencing between tasks is referred to
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DIFFERENCE BETWEEN A FUNCTIONAL MANAGER AND A PROJECT MANAGER FUNCTIONAL MANAGER 1. He is in-charge of a firm’s functional depts. Such as marketing‚ engg.‚ or finance. 2. They are more skilled at analysis. Such heads are specialists in certain areas only. 3. They are analytical in approach (breaking the system into smaller and smaller elements) and they know something abt. the operation for which they are responsible. 4. In case of any difficulty‚ they know how to analyze
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socio-economic context. Over the years the complexity of the projects evolved from housing to more complex market demands‚
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for a one-year project (see p. 285 for complete text of this exercise): PV= $23‚000 EV=$20‚000 AC= $25‚000 BAC=$120‚000 * What is the cost variance‚ schedule variance‚ cost performance index (CPI)‚ and schedule performance index (SPI) for the project? Cost Variance: Earned Value (EV) – Actual Cost (AC) $20‚000 - $25‚000 = ($5‚000) Schedule Variance: EV – Planned Value (PV) $20‚000 - $23‚000 – ($3000) Cost Performance Index: EV / AC $20‚000 / $25‚000 = 0.8 Schedule Performance Index:
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