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2019-03-26 |
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THE PORTABLE MBA IN PROJECT MANAGEMENT.pdf
THE PORTABLE MBA IN PROJECT MANAGEMENT
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402 |
2019-03-26 |
7.83 MB |
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Giáo trình thương mại điện tử.pdf
Internet là m ng toàn c u c a các m ng k t n i các t ch c chính ph , các trư ng, các vi n và các t ch c kinh doanh. ( Internet is the international computer network of networks that connects
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403 |
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918.31 KB |
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Chapter 8 Project management process improvement.pdf
Chapter 8: Closing Thoughts Companies are beginning to realize that they have to get a better return on their project management investment. Many have spent hundreds of thousands of dollars and thousands of hours of employee time building a project management
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404 |
2019-03-26 |
161.56 KB |
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Chapter 6 Project management process improvement.pdf
Chapter 6: Commissioning Improvement Initiatives At this point we have assembled all of the tools we will need to implement a continuous project management process improvement program. Our next task is to put all of this together into a coherent program
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405 |
2019-03-26 |
1.60 MB |
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Quantitative Methods for Business chapter 18.pdf
C H A P T E R 18 Going off-road – managing quantitative research for projects and dissertations Chapter objectives This chapter will help you to: ■ ■ ■ ■ ■ plan quantitative research work identify data requirements for a project gather and use secondary
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406 |
2019-03-26 |
224.50 KB |
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Chapter 3 Project management process improvement.pdf
Chapter 3: Assessing and Reporting Maturity Level. At this point we have a good grasp of the CMM as applied to project management. We have described maturity at all five levels for each of the 39 processes that makes up the nine knowledge areas of the
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407 |
2019-03-26 |
1.55 MB |
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Money 4 Life.pdf
Truly great and rewarding projects do not happen without the vision, motivation, and support of talented people. Such has been the case with Money for Life. I am grateful for the assistance and support of many people without whom this project would not
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408 |
2019-03-26 |
329.00 KB |
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Chapter 2 Project management process improvement.pdf
Chapter 2: Overview of the Project Management Maturity Model. 2.1 The Software Engineering Institute Capability Maturity Model Beginning as early as 1986 the Software Engineering Institute (SEI), which is affiliated with Carnegie Mellon University, began
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409 |
2019-03-26 |
251.58 KB |
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measuring customer satisfaction in the context.pdf
Up-to-date information about customer satisfaction is important for successful management of complex projects. The importance of customer satisfaction is emphasized in the case of project- based organizations, where a customer often plays an integral
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410 |
2019-03-26 |
185.71 KB |
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Chapter 1 Project management process improvement.pdf
Chapter 1: Introduction to the Process Improvement Life Cycle. Designing, documenting, and implementing a project management methodology is a major undertaking. It is met with several obstacles, including: • Cultural and organizational barriers to
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411 |
2019-03-26 |
394.07 KB |
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Chapter 9 Project management process improvement.pdf
Chapter 9: Appendix: Maturity Assessment Questionnaire The Maturity Assessment Questionnaire consists of more than 800 questions divided into 39 project management processes grouped by knowledge area. Each process consists of a number of questions at
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412 |
2019-03-26 |
440.91 KB |
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Session 1 Introduction to project management.pdf
Sự thay đổi nhanh chóng và áp lực mạnh mẽ từ các cuộc cạnh tranh khắc nghiệt đã khiến ngày càng nhiều hoạt động của tổ chức trở thành công việc của dự án. Sự thay đổi
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413 |
2019-03-26 |
179.81 KB |
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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
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414 |
2019-03-26 |
79.06 KB |
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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
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415 |
2019-03-26 |
104.05 KB |
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Project Management Professional Chapter 12b (Answer key).pdf
Chapter 12b: Answer key about TIME MANAGEMENT Answers to the following questions can be found in chapter 2, ‘‘Time Management,’’ unless otherwise noted. 1. Answer: b Note that activities in a calendar schedule start on the beginning
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416 |
2019-03-26 |
106.50 KB |
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Project Management Professional Chapter 11b (Answer key).pdf
Chapter 11b: Answer key about SCOPE MANAGEMENT 1. Answer: b Scope definition is defined by PMI as ‘‘decomposing the major deliverables into smaller, more manageable components to provide better control.’’ 2. Answer: a The chart
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417 |
2019-03-26 |
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Project Management Professional Chapter 15b (Answer key).pdf
Chapter 15b: Answer key about RISK MANAGEMENT 1. Answer: c In a fixed price contract the supplier is obligated to deliver the contracted-for item at a fixed price. The supplier is aware of the risk and will put an allowance for the risk in the contracted
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418 |
2019-03-26 |
87.74 KB |
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Project Management Professional Chapter 18b (Answer key).pdf
Chapter 18b: Answer key about COMMUNICATIONS MANAGEMENT 1. Answer: d A communicator can use all three media to communicate. 2. Answer: c The project manager has three main reasons for or interests in having good document control: effective communications,
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419 |
2019-03-26 |
276.25 KB |
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Managing Employee Performance.pdf
This module is one of six developed as part of a project involving the production of human resources management tools for use in the cultural sector. A second project involved the production of a report on Best Practices in human resources management
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2019-03-26 |
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Project Management Professional Chapter 13b (Answer key).pdf
Chapter 13b: Answer key about COST MANAGEMENT 1. Answer: c Both the cost and accuracy of parametric models vary widely. They are most likely to be reliable when the historical information used to develop the model was accurate, the parameters used in
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2019-03-26 |
104.75 KB |
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Project Management Professional Chapter 12a (Question).pdf
Chapter 12a: Question about TIME MANAGEMENT. The following information and questions 1 through 10 refer to figure 1. A schedule was developed for a project to install windows in an apartment building. The project is a rush job, and the contractor has agreed
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2019-03-26 |
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Project Management Professional Chapter 16b (Answer key).pdf
Chapter 16b: Answer key about QUALITY MANAGEMENT 1. Answer: d Project quality management includes the processes required to ensure that the project will satisfy the needs for which it was undertaken. It includes ‘‘all activities of the overall
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Project Management Professional Chapter 14b (Answer key).pdf
Chapter 14b: Answer key about HUMAN RESOURCES 1. Answer: b The major advantage of the functional organization over those listed is that the organization is quite stable. Project organizations are created and disbanded as the need for them arises. Functional
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Project Management Professional Chapter 18a (Question).pdf
Chapter 18a: Question about COMMUNICATIONS MANAGEMENT 1. Which of the following media can a communicator use to present information? a. b. c. d. Visual Audio and visual Tactile Visual, audio, and tactile 2. The three principal interests in maintaining
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2019-03-26 |
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Project Management Professional Chapter 17b (Answer key).pdf
Chapter 17b: Answer key about CONTRACTS AND PROCUREMENT 1. Answer: b A statement of work is the description of what the project is about and what will be delivered. The project plan is complete and contains the detailed work that the project will do,
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Project Management Professional Chapter 17a (Question).pdf
Chapter 17a: Question about CONTRACTS AND PROCUREMENT 1. A project manager must make a narrative description of the project. This narrative description covers the items that will be supplied under the contract with the client. It is called: a. b. c. d.
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2019-03-26 |
36.70 KB |
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Project Management Professional Chapter 19b (Answer key).pdf
Chapter 19b: Answer key about PROFESSIONAL RESPONSIBILITY 1. Answer: c There should be a change procedure in the project to handle changes that might be initiated by customers. The change procedure should include the cost for managing the change and the
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Project Management Professional Chapter 13a (Question).pdf
Chapter 13a: Question about COST MANAGEMENT 1. A project manager wants to make a trip to California by car. The project manager knows how many miles it will be to drive to California, the current price of gasoline, and how many miles the car will go on
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Project Management Professional Chapter 19a (Question).pdf
Chapter 19a: Question about PROFESSIONAL RESPONSIBILITY 1. You are a project manager working on a project to market a new product. The deliverables of the project have been established, and the project work has begun. A contract to deliver the deliverables
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2019-03-26 |
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Project Management Professional Chapter 11a (Question).pdf
Chapter 11a: Question about SCOPE MANAGEMENT. 1. Decomposing the major deliverables into smaller, more manageable components to provide better control is called: a. b. c. d. Scope planning. Scope definition. Scope base lining. Scope verification. 2. Any
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2019-03-26 |
105.57 KB |
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Project Management Professional Chapter 15a (Question).pdf
Chapter 15a: Question about RISK MANAGEMENT 1. A project manager discovers that there is a part of the project that contains some risk. His strategy with this risk is to subcontract the work to an outside supplier by using a firm fixed price contract. Which
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2019-03-26 |
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Project Management Professional Chapter 14a (Question).pdf
Chapter 14a: Question about HUMAN RESOURCES 1. What are the major advantages of the functional type of organization? a. b. c. d. Single point of contact for the customer Stable organizational structure Project orientation Multifunctional teams are easy
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Project Management Professional Chapter 16a (Question).pdf
Chapter 16a: Question about QUALITY MANAGEMENT 1. The processes required to ensure that the project will satisfy the needs for which it was undertaken include all activities of the overall management function that determines the quality policy, objectives,
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2019-03-26 |
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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
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2019-03-26 |
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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
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2019-03-26 |
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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
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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
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2019-03-26 |
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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
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2019-03-26 |
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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
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2019-03-26 |
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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
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2019-03-26 |
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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
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2019-03-26 |
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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
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2019-03-26 |
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Project Management Professional Chương mở đầu.pdf
This book has been written to help those preparing for the Project Management Professional Examination. It is intended to cover all of the material that the Project Management Institute (PMI) considers important enough to be included in the exam. This
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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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2019-03-26 |
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Your Successful Project Management Career.pdf
Project management is a hot topic. It is a hot topic because projects are the nerve center of a company. It is where new products come from and it’s where profits are made or lost. In simplest terms, companies live or die based on the success of
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446 |
2019-03-26 |
9.89 MB |
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Android Application Development FOR DUMmIES.pdf
Android Application Development FOR DUMmIES rất hữu ích cho những ai muốn trở thành Android Developer, từ cách xây dựng ý tưởng, đến khâu chuẩn bị, quản trị Project và cuối cùng là pulishing
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447 |
2019-03-26 |
452.00 KB |
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Giới thiệu Android SDK.ppt
Giới thiệu chung cho các bạn về Android SDK từ việc download SDK, IDE cho đến tạo project mới, Build và debug chương trình
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448 |
2019-03-26 |
1.66 MB |
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CUSTOMER RELATION MANAGERMENT Software Architecture and Detailed Design.doc
Purpose of this document is to provide an architectural overview of CUSTOMER RELATION MANAGERMENT system. Through this document, project team and IT Department can have an overview and understand the whole system. They can know how CUSTOMER RELATION MANAGERMENT
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2019-03-26 |
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Hướng đến thành công với E Business.doc
eo kết quả nghiên cứu do tổ chức Pew Internet and American Life Project (Mỹ) tiến hành, có 2/3 trong tổng số 83 triệu người trên toàn cầu sử dụng Internet hiện nay là khách hàng của dịch vụ mua sắm
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2019-03-26 |
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Hướng đến thành công với E Business.pdf
Theo kết quả nghiên cứu do tổ chức Pew Internet and American Life Project (Mỹ) tiến hành, có 2/3 trong tổng số 83 triệu người trên toàn cầu sử dụng Internet Theo kết quả nghiên cứu do tổ chức Pew Internet and American
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