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81 2019-03-26 1.06 MB Mạch Điện Tử Chapter 7.pdf
82 2019-03-26 1.06 MB Mạch Điện Tử Chapter 5.pdf
83 2019-03-26 746.82 KB Mạch Điện Tử Chapter 4.pdf
84 2019-03-26 295.62 KB Mạch Điện Tử Chapter 3.pdf
85 2019-03-26 394.16 KB Mạch Điện Tử Chapter 2.pdf
86 2019-03-26 1.05 MB Mạch Điện Tử Chapter 1.pdf
87 2019-03-26 515.00 KB CHAPTER 6 ACCOUNTING FOR LIABILITIES.ppt
88 2019-03-26 604.00 KB Chapter 5 Long Term Assets.ppt
89 2019-03-26 179.81 KB Project Management Professional Chapter 21.pdf
GLOSSARY AC. Actual Cost. See Actual cost. Accountability matrix. A structure that relates the project organization structure to the work breakdown structure to help ensure that each element of the project’s scope of work is assigned to a responsible
90 2019-03-26 79.06 KB Project Management Professional Chapter 20.pdf
APPENDIX: PROBABILITY DISTRIBUTIONS In the discussion so far, I have tried to sound less like a statistician and more like a project management practitioner. The material I have covered here is mainly practical. But there are a few more things we should
91 2019-03-26 135.07 KB Project Management Professional Chapter 10.pdf
Chapter 10: What Is the PMP Exam Like? The Project Management Institute (PMI) has constantly improved the PMP examination since it was first given and will continue to improve the exam as time goes on. April 2002 was significant because of the culmination
92 2019-03-26 185.70 KB Project Management Professional Chapter 1.pdf
Chapter 1: Scope Management. Without a doubt, the most common reason that projects fail is because of poor scope definition. By that I mean that the expectations of the stakeholders, and especially the client or sponsor, are different than the expectations
93 2019-03-26 107.30 KB Project Management Professional Chapter 9.pdf
Chapter 9: Professional Responsibility. The Project Management Institute engaged the Columbia Assessment Service (CAS) to study the PMP examination process. This resulted in changes to the PMP examination. In fact, the exam was revised considerably as
94 2019-03-26 144.03 KB Project Management Professional Chapter 7.pdf
Chapter 7: Contract and Procurement Management. Many times it is the project manager that is on the buying end of the project. Most of the time we think of projects as work that we are doing to produce a set of deliverables that will be delivered to some
95 2019-03-26 192.73 KB Project Management Professional Chapter 2.pdf
Chapter 2: Time Management. The Guide to the Project Management Body of Knowledge describes project time management as the process used to ensure the timely completion of the project. The guide goes on to say that there are five major processes that are
96 2019-03-26 142.52 KB Project Management Professional Chapter 6.pdf
Chapter 6: Quality Management. One of the goals of project management is to meet the expectations of the stakeholders of the project. Managing the quality of the project is the function that will allow this to happen. Quality management will include all
97 2019-03-26 153.80 KB Project Management Professional Chapter 8.pdf
Chapter 8: Communications Management. Probably the single most important thing in project management is communications. It is said that if good communications exist in a project, the team will be motivated and the project will succeed in spite of problems
98 2019-03-26 184.32 KB Chapter 3 Project management professional.pdf
Chapter 3: Cost Management. Cost management is the completion of the project management triple constraint of cost, schedule, and scope. Each of these must be completed in order to complete the project on time and on budget and to meet all of the customer’s
99 2019-03-26 201.12 KB Project Management Professional Chapter 5.pdf
Chapter 5: Risk Management. Risk management is one of the most important areas of project management that must be considered. Companies that want to compete with one another have adopted project management as a method of managing their companies. They
100 2019-03-26 170.87 KB Project Management Professional Chapter 4.pdf
Chapter 4: Human Resources Management. H uman resources management is required to make the most efficient use of the project human resources. This includes all of the people involved in the project—the stakeholders, sponsors, customers, other departments,

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