Question  |
Answer |
|
start learning
|
|
the application of knowledge, skills, tools, and techniques to project activities to meet the project requirements.
|
|
|
project management process start learning
|
|
Initiating, Planning, Executing, Monitoring and Controlling, Closing
|
|
|
|
start learning
|
|
temporary effort to create an unique product or service; critical to the business strategy
|
|
|
Characteristic of a project (every project is) start learning
|
|
|
|
|
Project is temporary because start learning
|
|
different from other ongoing operations in an organization, because unlike operations, projects have a definite beginning and an end
|
|
|
|
start learning
|
|
involve one or more elements that have not been done in the past, and are therefore unique
|
|
|
|
Balancing the competing project constraints to: start learning
|
|
scope, budget, schedule, quality, resources, risks
|
|
|
Project management office (PMO) start learning
|
|
defines and maintains standards for project management within the organization, PMO is the source of documentation, guidance and metrics
|
|
|
|
start learning
|
|
Supportive & consultative role (documentation, providers), Human resources (acquiring employees, development, training), Controlling (risk, monitoring, changes), Portfolio management (standardisation, methodology)
|
|
|
Work Breakdown Structure (WBS) start learning
|
|
Hierarchical decomposition of the total scope of work to be carried out by the project team to accomplish the project objectives and create the required deliverables.
|
|
|
Work Breakdown Structure - function start learning
|
|
Organizes and defines the total scope of the project, and represents the work specified in the current approved project scope statement
|
|
|
Work Breakdown Structure - process start learning
|
|
Proces: subdividing project deliverables and project work into smaller, more manageable components
|
|
|
Work Breakdown Structure - Key benefit start learning
|
|
it provides a structured vision of what has to be delivered
|
|
|
|
WBS DEPENDENCIES start learning
|
|
activity is an activity that logically comes before a dependent activity in a schedule
|
|
|
|
WBS DEPENDENCIES start learning
|
|
activity is a dependent activity that logically comes after another activity in a schedule
|
|
|
|
WBS DEPENDENCIES Examples start learning
|
|
A logical relationship in which a successor activity cannot start until a predecessor activity has finished. Example: The awards ceremony (successor) cannot start until the race (predecessor) has finished.
|
|
|
|
WBS DEPENDENCIES Examples start learning
|
|
A logical relationship in which a successor activity cannot finish until a predecessor activity has finished. Example: Writing a document (predecessor) is required to finish before editing the document (successor) can finish.
|
|
|
|
WBS DEPENDENCIES Examples start learning
|
|
A logical relationship in which a successor activity cannot start until a predecessor activity has started. Example: Level concrete (successor) cannot begin until pour foundation (predecessor) begins.
|
|
|
|
WBS DEPENDENCIES Examples start learning
|
|
A logical relationship in which a successor activity cannot finish until a predecessor activity has started. Example: The first security guard shift (successor) cannot finish until the second security guard shift (predecessor) starts.
|
|
|
|
start learning
|
|
a day off, language course, a hand shake with boss
|
|
|
|
start learning
|
|
|
|
|
|
start learning
|
|
|
|
|
delegating best practices start learning
|
|
Delegate resources as well as work. Develop good relationships with your staff. Delegate work to employees who have the ability to do it well. Don't abandon the work. Summary.
|
|
|
|
start learning
|
|
is a management style whereby a manager closely observes and/or controls and/or reminds the work of his/her subordinates or employees
|
|
|
