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    marketing

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    3. Explain how you determined the project duration and the critical path. According to Gray & Larson (2006)‚ they think that the earliest finish time of the final activity of project in the forward pass is identified as the project duration through beginning at the first activity and then adding the activity duration. In the network diagram drawn‚ the project duration is 88 days. In the work of Turner (1999)‚ the critical path

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    Project Amnagement

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    Kathmandu University school of management | Final Project- Stardom Management Project | * Project Management | | Submitted By: Group C (Arpana Thakur‚ Manaswi Shrestha‚ Pashupati Thapa‚ Saurav Pokhrel) | 5/15/2012 | | Submitted To: Mr. Jayakar Vaidya‚ Faculty‚ Kathmandu University School of Management Introduction of the company and current offers: Stardom group is an event management company. The company organizes events for its clients. The events usually involve promotional

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    1. Performance Standards F.W. Taylor found out that there were no scientific performance standards. Taylor introduced Time and Motion Studies to fix performance standards. He fixed performance standards for time‚ cost‚ and quality of work‚ which lead to uniformity of work. 2. Differential Piece Rate System Under differential piece rate system‚ a standard output was first fixed. Then two wage rates were fixed as follows :- Low wage rate was fixed for those workers who did not produce the standard

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    R.C. Coleman Case Study

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    capability to achieve that goal. Laid out below are the networks drawn out and then the critical path is laid out below it for the optimistic outlook on completion time‚ the most likely outlook and then the pessimistic outlook for the project to be completed. As seen‚ the best estimated finish time is 28 weeks‚ most likely is 42 weeks‚ and the pessimistic is 66 weeks for the project to be complete. With the critical paths shown for these three possibilities‚ I will address the company’s desire to finish

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    ejercicios pert cpm

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    Homework Problems 3.28 The following represent activities in Marc Massoud’s Construction Company project. a) Draw the network to represent this situation. b) Which activities are on the critical path? c) What is the length of the critical path? Activity Immediate Predecessor(s) Time (weeks) Activity Immediate Predecessor(s) Time (weeks) A — 1 E B 2 B — 4 F C‚ E 7 C A 1 G D 2 D B 5 H F‚ G 3 3.29 A small software development project at Krishna Dhir’s firm

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    Blue Zuma Part 2

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    (President). We are confident we can now complete the project by January 27. By allocating the additional and available resources‚ we were able to reduce the amount of critical paths to one. In doing so‚ we increase the slack in non-critical activities‚ thus reducing or decreasing the sensitivity of the network. One critical path is now identified in

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    Management Information

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    were designed for individuals to communicate with each other. What uses do businesses have for these tools? Give specific examples. Textbook Page Reference:240-241 7. Also‚ what is the significance of the critical path? Why is it useful to know the critical path? What is the critical path of the PERT/CPM diagram below? [pic] Reference: Page 429; Class 8 Slides – Project Management; 8. Using the Data below‚ calculate a 3 month moving average forecast. |PERIOD |MONTH

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    QMDS400-002 Project and Quality Management Term Project Due Date: 29th November‚ 2012 Group Member: LIN ZHEN BANG‚ BA904092 HUANG YU YAO‚ BA902212 BEI ER‚ BA702713 Project Requirements 1. Establish the project objective‚ and make a list of your assumptions about the project. Project objectives The project aims to transform the previous annual report done by the research center into a more eye-catching‚ organized report that can used to effectively promote the ‘not-for-profit’

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    QAT1 Task 4

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    “PERT CHART” 3. Determine each of the following: Task Earliest Start Latest Start Earliest Finish Latest Finish Slack A 0 6.5 3 9.5 6.5 B 0 0 7 7 0 CRITICAL C 3 9.5 7.5 14 6.5 D 7 7.5 18.5 19 0.5 E 7.5 14 12.5 19 6.5 F 7 7 17 17 0 CRITICAL G 17 17 23.5 23.5 0 CRITICAL H 18.5 19 29.5 30 0.5 I 23.5 23.5 30 30 0 CRITICAL J 30 30 33.5 33.5 0 CRITICAL a. Duration of project: 33.5 weeks b. Slack for task A: 6.5 weeks c. Slack for task H: 0.5 weeks d. Task F scheduled start: week 7 e. Task I

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    CHAPTER 5 Review Questions 2 – Organization culture can significantly influence the estimates. How the difference of culture appears on human beings can also be seen in an organization. In some organizations‚ padding estimates is normal and even encouraged in some cases. On the other hand‚ another organization which is sensitive on estimates can put much more effort to increase the accuracy of the project estimates. It is all about their approach to the project management. Some believe that it

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