quot chapter 09 collaboration project quot folder

... demands a project or set of projects will make on a firm’s resources © 2006 John Wiley Chapter 9-9 Resource Loading • An excellent guide for early, rough project planning • Because the project ... John Wiley Chapter 9-20 Multiproject Scheduling and Resource Allocation • The most common approach to scheduling and allocating resources to multiple projects is to treat the several projects as ... additional resources © 2006 John Wiley Chapter 9-2 Critical Path Method - Crashing a Project • Careful planning is critical when attempting to expedite (crash) a project • Expediting tends to create...

Ngày tải lên: 10/01/2018, 15:33

... Joint Probability 0 .097 5 0 .097 5 0.1625 0.1625 0.0650 0.0650 0.2100 0.1400 NPV* ($) 2,924.52 2,856.90 2,293.44 2,225.82 1,820.13 1,752.51 (1,296.72) (1,299 .09) 9-12 Copyright © 2 009 McGraw-Hill Ryerson ... zero NPV c MACRS makes the project more attractive The PV of the tax shield is higher, so the NPV of the project at any given level of sales is higher 9-6 Copyright © 2 009 McGraw-Hill Ryerson Limited ... Sales – 1000 9-4 Copyright © 2 009 McGraw-Hill Ryerson Limited 9-5 Copyright © 2 009 McGraw-Hill Ryerson Limited The 10%, 5-year annuity factor is 3.7908 Therefore, if project NPV equals zero: PV(cash...

Ngày tải lên: 24/02/2018, 08:34

Ngày tải lên: 02/11/2012, 17:25

... Chapter Managing the Structure and Design of Organizations McGraw-Hill © 2004 The McGraw-Hill Companies, Inc All rights reserved Learning Objectives After reading this chapter, you ... Flexibility that allows new projects to start quickly Development of crossfunctional skills by employees Increased employee involvement in management decisions affecting project or product assignments ... Designs Mechanistic Organic Boundaryless Rigid hierarchical relationships Collaboration (both vertical and horizontal) Collaboration (vertical, horizontal, customers, suppliers, competitors) High...

Ngày tải lên: 18/10/2013, 11:15

... Project ID Project Stakeholders Project Description MOV Project Scope Project Schedule (summary) Project Budget (summary) Quality issues/standards/requirements Resources Assumptions & Risks Project ... the project manager? Who is the project sponsor? Who is on the project team? What role does everyone associated with the project play? What is the scope of the project? How much will the project ... Control Project Im at nt e m le p Close Project SDLC Deliverable Evaluate Project Final Project Report & Presentation n io g in nn Develop Project Plan & Charter la P Conceptualize & Initialize Project...

Ngày tải lên: 25/10/2013, 13:15

... stake/claim in project s outcome Stakeholder Analysis ◦ Develop list of stakeholders with an interest in the project ◦ Identify their interest in project ◦ Gauge their influence over project ◦ Define ... The Project Organization The Matrix Organization  Forms ◦ Balanced matrix ◦ Functional matrix ◦ Project matrix  Advantages ◦ High level of integration ◦ Improved communication ◦ Increased project ... of formal organizational structures: functional, pure project and matrix Discuss the advantages and disadvantages of the functional, pure project and matrix organizational structures Describe...

Ngày tải lên: 25/10/2013, 13:15

... Document As defined in project methodology Project Sponsor Business Case team & OA tools Project charter & project plan Document As defined in project methodology Project Sponsor Project manager, sponsor, ... part of the project team’s work and what is not ◦ This also sets expectations for all of the project s stakeholders Provides a link between the project s MOV and the project plan Project Planning ... the project team will and will not provide throughout the project A first step that provides a high-level abstraction of the project s scope that will be defined in greater detail as the project...

Ngày tải lên: 29/10/2013, 20:15

... 1981 Project types ◦ Organic  Routine projects where the work is expected to go smoothly with few problems ◦ Embedded  Challenging projects that may be new ground for the organization or project ... based on similarity between current projects and others ◦ Use information from previous, similar projects as a basis for estimation  Parametric Modeling ◦ Use project characteristics (parameters) ... Deliverable-Oriented The WBS Should Support the Project' s MOV ◦ Ensure WBS allows for the delivery of all the project s deliverables as defined in project scope ◦ 100 percent rule    The Level...

Ngày tải lên: 29/10/2013, 20:15

... dissemination of project information to the various project stakeholders  Administrative Closure ◦ verifying and documenting the project s progress  Regardless of how well a project is planned, ... monitoring a project s scope, schedule, and budget Describe how information may be distributed to the project stakeholders and the role information technology plays to support the project communications ... describe the processes associated with the Project Management Body of Knowledge (PMBOK®) area called project communications management, which includes project communications planning, information...

Ngày tải lên: 09/11/2013, 05:15

... should be kept internal The project team is responsible for all project processes & delivery of the project s scope Figure 12.1 All of the project processes & delivery of the project s scope is the ... experiences with outsourced projects and that a number of these companies are starting to bring projects back in-house  Outsourcing is itself a project so following a project management approach ... issued by authorized project team members Project Procurement Management also includes administering any contract issued by an outside organization (the buyer) that is acquiring the project from the...

Ngày tải lên: 17/12/2013, 14:15

... b) v2 r  ( 0.831 m s ) a tan r 50.0 m s 0.200 rad s π 30 rev  12.710 3 m   0.831 m s  109 m s (12.7 10 3 m ) 9.30: a) α   m  10.200 ms   50.0 rad s b) At t  3.00 s, v  50.0 ... 7.5 rev     2π rad  2.00 cm s  R        60 s   rev  R  2.55 cm b) D  R  5 .09 cm aT  Rα α aT 0.400 m s   15.7 rad s R 0.0255 m vr 5.00 m s   15.15 rad s r 0.330 m The ... solving for the moment of inertia I in terms of the power P, (5  1031 W )(0.0331 s)3 1s ΡΤ  Ι  1 .09  1038 kg  m 13 4π dΤ dt 4π 4.22  10 s b) R  c) d) 5Ι  2Μ 5(1.08  1038 kg  m )  9.9...

Ngày tải lên: 21/12/2013, 03:15

... string I will come back to forms later in this chapter to show you how to submit a form without a Submit button and how client-side form validation works Chapter Forms and Form Elements Text Objects ... Chapter Forms and Form Elements There is much more to the select object, including the ability to change the contents of a list in newer browsers Chapter 24 covers the object ... TYPE="text" NAME="converter" VALUE="sample" onChange="upperMe()"> Later in this chapter, I will show you how to reduce even further the need for explicit references in functions...

Ngày tải lên: 24/01/2014, 10:20

Ngày tải lên: 18/05/2014, 09:28

... business for the Project Manager (PM) is to ascertain and track the project s health This chapter discusses indicators and processes of assessing project health 11.2 Process Description Project health, ... Chapter 11: Assessing Project Health Condensed GSAM Handbook This page intentionally left blank 11-2 February 2003 Chapter 11 Assessing Project Health “I see dead people… ... toward the end of a project or development cycle and indicates quality and error content February 2003 11-3 Chapter 11: Assessing Project Health Condensed GSAM Handbook Wise project management...

Ngày tải lên: 07/07/2014, 16:20

... Close Project Phase 5: Evaluate Project Success ◦ Post mortem by project manager and team of entire project ◦ Evaluation of team members by project manager ◦ Outside evaluation of project, project ... 2: Develop the Project Charter and Detailed Project Plan defined in terms of project s: ◦ scope ◦ schedule ◦ budget ◦ quality objectives    Phase 3: Execute and Control the Project using approach ... project stakeholders  Project manager and team can only guide the process Summarize the MOV in a clear, concise statement or table This project will be successful if _ MOV: The B2C project...

Ngày tải lên: 11/07/2014, 13:57

... Objectives “This chapter introduces you to probably the most exciting feature added to C# 2.0 and the CLR Those familiar...

Ngày tải lên: 02/08/2014, 09:20

Ngày tải lên: 18/10/2014, 15:30

Ngày tải lên: 07/06/2015, 03:53

Ngày tải lên: 01/07/2015, 21:08