Project Management and Bottom-up Budgeting
Abstract
The final chapter focuses on what it means to be managing at the frontier by describing the uncertainty surrounding decision making. The case was made that managers can use the decision guides developed in chapter 1 as well as current and future stakeholders to serve as guidelines to help manage at the frontier. The management principles from this chapter were designed to help managers when usual management approaches seem inadequate or inapplicable to a situation. The understanding of related risks and uncertainties surrounding new frontiers due to globalization or mass commercialization were a focus of this chapter. Privacy and ownership guidelines were developed in this chapter as a matter of foundational concepts.
http://www.softwareresearch.net/fileadmin/src/docs/teaching/SS05/PM/PMBOK9.PDF
1.
How is critical path determined? Should the critical path activities be managed differently from noncritical path activities and if so, why? To determine the critical path of a project three major factors are required:
A full list of activities required to complete the project.
The duration of each work item.
Work item dependencies.
The critical path is then determined by calculating the longest path of planned activities to the end of the project, meaning, the earliest and latest that each activity can start and finish without lengthening the project.
A project can have several, parallel, near critical paths. An additional parallel path through the network with the total durations shorter than the critical path is called a sub-critical or non-critical path. The non-critical path(s) are a series of activities (paths) that can be slipped to a certain degree without threatening the completion date of the overall project. In other words, they have slack, whereas the critical path doesn 't.
Yes, critical path activities should managed differently as they are directly effects project schedule and its success. The Critical Path requires specific
The final chapter focuses on what it means to be managing at the frontier by describing the uncertainty surrounding decision making. The case was made that managers can use the decision guides developed in chapter 1 as well as current and future stakeholders to serve as guidelines to help manage at the frontier. The management principles from this chapter were designed to help managers when usual management approaches seem inadequate or inapplicable to a situation. The understanding of related risks and uncertainties surrounding new frontiers due to globalization or mass commercialization were a focus of this chapter. Privacy and ownership guidelines were developed in this chapter as a matter of foundational concepts.
http://www.softwareresearch.net/fileadmin/src/docs/teaching/SS05/PM/PMBOK9.PDF
1.
How is critical path determined? Should the critical path activities be managed differently from noncritical path activities and if so, why? To determine the critical path of a project three major factors are required:
A full list of activities required to complete the project.
The duration of each work item.
Work item dependencies.
The critical path is then determined by calculating the longest path of planned activities to the end of the project, meaning, the earliest and latest that each activity can start and finish without lengthening the project.
A project can have several, parallel, near critical paths. An additional parallel path through the network with the total durations shorter than the critical path is called a sub-critical or non-critical path. The non-critical path(s) are a series of activities (paths) that can be slipped to a certain degree without threatening the completion date of the overall project. In other words, they have slack, whereas the critical path doesn 't.
Yes, critical path activities should managed differently as they are directly effects project schedule and its success. The Critical Path requires specific