The metrics that best work to measure Xemba Translations performance on this project is project diagnostic metrics. While not all risks of a project can be mitigated‚ using this objective data based on these metrics will make a huge difference to mitigate risk. Using diagnostic project metrics is like using a thermometer to assess the projects current status. This can help eliminate or mitigate the issue before it becomes unmanageable at the close of the project. This can help avoid the‚ should have
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Chapter 13 Test Notes CONTROL CYCLES-A GENERAL MODEL A general model of organizational control includes four components that can operate in a continuous cycle and can be represented as a wheel. These elements are: 1. Setting a goal. Project goal setting goes beyond overall scope development to include setting the project baseline plan. The project baseline is predicated on an accurate. Work Breakdown Structure (WBS) process. Remember that WBS establishes all the deliverables and work packages
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you need to apply ‘Earned Value’ and develop an objective analysis. IMPORTANT: Use 2 decimal places when calculating % complete‚ that is .XX. And be sure to round properly. 1. What are the PV‚ EV‚ and AC for the project at the end of month 4? PV=BCWS= | 101‚000 | | AC= | 79‚800 | | EV=BCWP= | (6/7)*101‚000= | 86‚860 | 2. What are the SV‚ CV‚ SPI‚ and CPI for the project? Provide CPI and SPI to 2 decimal places rounding properly. SV=BCWP-BCWS= | 86860-101000= | (14140
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and write in the Total Values of each from your Earned Value Report (Make sure your current date is properly set to 11/14/2011). PV: this is the amount of budget planned to be spent during a given period of time = $22‚919.23 EV: this is a value indicating how much of a budgeted cost should have been spent given the amount of work actually completed = $7‚120.19 AC: this is the amount of money actually spent on the completed work = $6‚783.85 SV: this variance is used to calculate how much
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Project Management Lecture April 26‚ 2012 1 Overview Project planning V + Execution • Repetition • Monitoring • Control • Summary 2 Overview of the Project and Organization Structures Board of Management Department A Department B Department C • Pure project organization Projekt A Projekt B PM A PM B Board of Management • Influence project organization PM Staff Department A Department B Department C • Matrix project organization Project 1 Executive
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Where will we end up? Match the following measures with the appropriate question‚ using the two-column table below and put the value you calculate next to the measure. i. Budget at Completion (BAC) ii. Planned Value (PV) iii. Earned Value (EV) iv. Actual Cost (AC) v. Schedule Variance (SV) vi. Schedule Variance % (SV %) vii. Schedule Performance Index (SPI) viii. Cost Variance (CV) ix. Cost Variance Percent (CV %) x. Cost Performance Index (CPI) xi. Estimate To Completion (ETC)
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Project Cost Management Review pages 273‚ 274‚ and 275!!! EV PV AC EVM RP CV SV CPI SPI The Importance of Project Cost Management IT projects have a poor track record for meeting budget goals. The CHAOS studies found the average cost overrun (the additional percentage or dollar amount by which actual costs exceed estimates) ranged from 180 percent in 1994 to 56 percent in 2004; other studies found overruns to be 33-34 percent. What is Cost and Project Cost
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13/5/10 www.sec.gov/Archives/edgar/data/1042825/000110465913031359/a13-10532_2defa14a.htm Safe-harbor statement April 23‚ 2013 This presentation includes forward-looking information relating to the acquisition of Power-One by ABB. Such forward-looking statements are based on current expectations but are subject to risks and uncertainties‚ many of which are difficult to predict and are beyond the control of ABB‚ which could cause actual outcomes and results to differ materially from current
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out the timelines of the project between one year or less. Each project task is then given a projected timeline that is used during the study. Earned Value Earned value is defined as‚“the value of work completed at the same date as used for PV. Earned Value is not synonymous with actual cost‚ nor does the term refer to business value. Earned Value refers to technical performance (work) "earned" against the baseline or work planned. In Scrum terminology: it is the sum of the estimated story
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CAPM certification and I wish to make it available to those studying for other PMI related courses. I used resources from all over the web‚ Project Management Body of Knowledge – PMBOK and other various sources. Also note‚ I have done my best not to plagiarize any work without first mentioning the person or organizations name and that I have tried to only use information that has been made freely available. If I have inadvertently used information found in another’s document‚ publication‚ etc
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