........................................... 2 1.2.3. What Is Project Management? .......................................................... 2 1.2.4. What Is A Project Management Life Cycle? ...................................... 3 1.2.5. Deliverables Typically Produced for Each PMBOK Knowledge Areas4 1.2.6. Project Management Life Cycle and Knowledge Areas ..................... 5 1.2.7. Elements of Successful Project Management ................................. 15 1.3. Project Approach
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shoe size will be between 8 and 12 inches. What do you think? In your deliverables‚ write a few lines about what you think of the manager’s claim and what would you advise him to do. (1 point) * How would you modify the manager’s claim if the distribution of shoe size was not normal? (1 point). * What is (are) size(s) of shoe for which the probability of occurrence is less than or equal to 5%? In your deliverables‚ report the size. Explain in a few lines how you came to your conclusion
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PROJECT SCOPE DEFINITION & WORK BREAKDOWN STRUCTURE 1.1 Project Scope: Project scope is defined as "The bounded set of verifiable end products‚ deliverables‚ or outputs that the project team undertakes to provide to the stakeholders of the project" Success of a project is highly dependant on achieving the right results i.e. scope objective. Meeting the scope objective is also the primary test of effective performance by project management. It may be noted that unless the project is completed as
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different stages in Software Test Life Cycle - Each of these stages have a definite Entry and Exit criteria ‚ Activities & Deliverables associated with it. In an Ideal world you will not enter the next stage until the exit criteria for the previous stage is met. But practically this is not always possible. So for this tutorial ‚ we will focus of activities and deliverables for the different stages in STLC. Lets look into them in detail. Requirement Analysis During this phase‚ test team studies
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Problem/Opportunity Statement: Problem/Opportunity Table from the Project Charter. PM-COP Artifact ID: P02.00 3 Project Constraints • Inclusions: Indicate key deliverables‚ requirements and/or functionality that the project is committed to delivering. Information should come from Project Charter. • Exclusions: Indicate key deliverables‚ requirements and/or functionality that is explicitly excluded from the project’s scope. Information should come from Project Charter. • Key Assumptions:
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ITM533 IT Project‚ Logistics‚ and Contract Management Summer 07 Module 1 Case Assignment Dr. Kathleen Hargiss Project management is definitely more art than science. Project teams consist of people and no two people‚ personalities‚ or skill sets are the same. This is the project manager’s blessing and curse. Given the 14 Key Principles for Project Management Success (Greer 1999)‚ no two project managers will interpret these principles the same‚ nor will they execute their duties with equal
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Common Lab Tasks In each lab‚ you will follow a series of step-by-step instructions designed to help you explore the environment and gather the information you need to successfully complete the deliverables. In each lab‚ you will perform identical steps‚ such as opening the virtual lab‚ logging in to another server‚ taking screen captures‚ and transferring files to your local computer. To avoid repeating steps in the lab itself‚ those common steps have been collected in this file. You may refer to
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project manager will be able to keep a handle on the progress of the project while keeping the team members on track‚ content‚ productive‚ and working in sync. One methodology that aids in the management of project teams is the concept of deliverables. Deliverables are useful in many ways‚ such as the measurement of progress on the part of the project team‚ as well as a tool for
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structure (WBS) is important because it is the foundation upon which a project manager builds such a plan. A WBS is a deliverable-oriented document formatted with a family-tree-like hierarchy that breaks the project down into smaller‚ more easily manageable sub-projects. No deliverable in the project is left out of the WBS. Likewise‚ the project team does not produce any deliverable not itemized in the WBS. The WBS contributes to the project success by serving as a single‚ comprehensive point of reference
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report to the next with just the date being updated. • Deliverables: a section describing the project deliverables is key to a project status report. This section should list the deliverables and give their current status in a word or two. For example‚ a product launch project sheet might have such deliverables as print advertising‚ vendor launch party‚ trade show booth display and price sheet creations. Next to each deliverable‚ the project manager should write such things as ‘complete’ or
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