PROJECT MANAGEMENT FOR TELECOMMUNICATIONS MANAGERS CHAPTER 7 pps

... Most projects have a clearly viii Project Management for Telecommunications Managers Chapter 9 The People 17 3 Chapter 10 Quality 2 01 Chapter 11 Ethics 215 Chapter 12 Earned Value 219 ... Members 225 Chapter 13 Sales & Marketing 227 Chapter 14 Senior Management 2 31 Chapter 15 Project Management 237 Chapter 16 Engineering 245 Chapter...

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... Objectives for projects, although even in these companies, this habit does not always extend to all project areas. In good project management, Quality Objectives are set for the project, and for the ... the $2. 3 million might be a constraint. Chapter 2 PROJECT SCOPE Project scope is the description of what the project will produce. Starting at the beginning with pr...

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... Risk Planning categories, say 70% for high, 40% for medium, 10% for low. The PM can then discuss this reasoning with the stakeholders for any specific risks for which the probabilities appear ... 7,200 100% $ 73, 500 c) 58.8% x $125,000 -$ 30 0 d) 1.2% x -$25,000 $155,000 $ 60,760 e) 39 .2% x $25,000 $ 200 f) 0.8% x $ 134 ,160 100% Once the numbers have be...

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... Choose a beverage 4. 2 Cook Breakfast 4. 3 Eat Breakfast 4. 4 Tidy up Kitchen 4. 4.1 Fill sink with hot soapy water 4. 4.2 place dishes in sink 4. 4.3 Wipe firmly with cloth 4. 4 .4 Place dishes ... on 4. 0 Breakfast 4. 1 Decide what to consume 4. 1.1 Consult calendar for appointments, etc. to nutritionally balance the day 4. 1.2 Choose something from each of the 4 f...

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... of information, project details such as resource assignment are needed for each activity. Therefore, it often takes considerable time to obtain this information, and sometimes, full information ... early stages of a project, considering either major milestones, maybe drawing parallels with previous similar projects, to estimate reasonable timeframes for a project before the full...

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... proceeds. It is better for the seller to ask for additional information, and for the buyer to provide this before the work advances too far, to prevent any wasted time and effort. The PM must know ... actually report to the PM for the duration of the project, or may continue to work within the home department, contributing to the project from there. The project manager and pr...

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... estimates. Early in the project management will generally allow costs to be forecasted within a window, but as the project moves forward, this window will shrink. By the time the project has completed, ... budgeted amount for the full project. EAC is the estimated cost for the full project, at some point during the project. Estimate at completion is the current estimate of...

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... implementation is required for meetings, for the same reasons. In this Chapter we have discussed some of the forms of communication used by project teams, and some methods for managing the communications ... RUNNING A PROJECT 161 Communications cost management plan, information about the team and team management, the communications plan and the procurement plan. This ca...

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... ongoing projects. Another approach for providing project managers is more appropriate for smaller companies. In this case, a functional organization that has a vested interest in mounting a project ... purely project- driven organization all activities are projects, and all people are on project teams headed by a Project Manager, with all team members reporting to the pro...

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... 213 project. Using one of these techniques for a project only, rather than corporately would probably create too much overhead for a project. But some technique should be used on every project ... in project management to benefit from any mistakes that have already been made. When people take risk, there is a potential for mistakes. In projects there is a need to take ris...

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... ethics. For example the codes for the Institute of Electrical and Electronics Engineers (IEEE) and for the Project Management Institute (PMI) are shown. Project Managers are responsible for determining ... MEMBER CODE OF ETHICS The Project Management Institute (PMI) is a professional organization dedicated to the development and promotion of the field of project ma...

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... the project status. Chapter 12 EARNED VALUE Earned Value is a tool which enables project managers to determine where the project stands in relation to the budget and the schedule, even on projects ... been introduced in Chapter 8. But, given that the main value is as a tool for project management, this project management chapter seems to be the best place to cove...

Ngày tải lên: 01/07/2014, 23:20

... responsible for every single activity. In the early stages, it will probably not be possible to go beyond who is responsible for the major milestones or deliverables. Who is responsible for Project Management? ... PM, or to do the Project Management? Or can they approach a specific department such as engineering, or the Project Management Office, to request a PM. If market...

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... a need for someone within the company who has access to the right information, who can speak for the project and who can assist with resource or conflict issues. Chapter 14 SENIOR MANAGEMENT ... problems. Senior management is involved in all projects, by necessity, because, if nothing else, senior management is responsible for the allocation of the funding. In project...

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... cover himself. The technical project management skills include such areas as time management, cost management, scope management, project integration, 239 Project Management communications occur ... to secure agreement on the project scope, and to ensure that all project 241 Project Management quality management, and risk management. Techniques and processes for...

Ngày tải lên: 01/07/2014, 23:20