Comments: 4. Question : (TCO A) a) If the project scope is increased‚ what are the likely steps that the project manager would take with regards to the other triple constraints? Why? (15 points) b) If the project schedule is relaxed or lengthened‚ what is the impact on quality? (15 points) Student Answer: A) The triple constraint of project management describes the interdependency between the three cornerstones of a project: 1. Scope - all the work we have to do in order to create the clearly
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MGT 437 – PROJECT MANAGMENT – Complete Class Includes All DQs‚ Individual and Team Assignments – UOP Latest Purchase this tutorial here: https://www.homework.services/shop/mgt-437-project-managment-complete-class-includes-all-dqs-individual-and-team-assignments-uop-latest/ MGT 437 Project Management Week 1: Individual Assignment: Project Management Paper • Prepare a 1‚050- to 1‚400-word paper that addresses the following questions: o What is a project?o What are the basic phases of the
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Morrison for the Toronto Sun Caribana Parade Project. Morrison organizes the Toronto Sun’s (newspaper) involvement in the Toronto Sun Caribana Parade by making a proper timeline and task schedule. Also‚ she is a person who deals with the following triple constraints to make
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cost and controls | 4. (TCO A) a) If the project scope is increased‚ what are the likely steps that the project manager would take with regards to the other triple constraints? Why? (15 points) b) If the project schedule is relaxed or lengthened‚ what is the impact on quality? (15 points) (Points : 30)According to the triple constraints: "Scope‚ Time‚ Cost". All three of these impact the quality depending on which trade off is affecteda) The longer a project takes to complete‚ the more it will
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followed throughout the project: The Aurora Waters project exemplified the true project management principles from the start to the end of the project. The Project Management team was dedicated to it’s true goal to complete the project within the triple constraints of budget‚ time‚ and scope. According to PMBOK‚ project management best practice strives to “balance the competing demands of scope‚ time‚ cost‚ quality‚ resources and risk to produce the specified product‚ service or result.” (Project Management
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Areas or Core Functions Scope Management‚ Time Management‚ Cost Management‚ Quality Management‚ Human Resource Management‚ Risk Management‚ Procurement Management. 8. 10. Project managers Project managers strive to meet the triple constraint by balancing project scope‚ time‚ and cost goals Project Stakeholders Stakeholders are the people involved in or affected by project activities Stakeholders include: The project sponsor The project manager The project team Support
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Introduction This paper will walk through the simulation project experience‚ discuss lessons learned and key take ways from the project. The project simulation was designed to challenge project managers in a life like simulation of project management. It challenges a Project Manager to take over and manage an existing project within a global company. The simulation ran the project manager through the full life cycle of a project. It began with identifying all project stakeholders and project
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IT projects and how crucial and essential these projects are to a business. We learned the importance of these projects and project management. A key point discussed in week four material is project planning and the triple constraints of project management. The triple constraints of project managements include the time‚ scope‚ and cost of a project. Every project also should be assessed using five steps or stages: * Project Initiation * Project Planning * Project Execution * Project
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processes are part of the 5 process groups i.e. 1.Initiating 2. Planning 3. Executing 4.Monitoring and controlling 5. Closing Managing a project is not limited to the process groups; there are also constraints that are to be taken into account. The most common constraints called the Triple Constraints talk about Time‚ Scope and Budget. These are broad terms that encompass but are not limited to the following – ~Quality ~Schedule ~Resources ~Risk Further‚ apart from the 5 process groups
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reports has grown up from 50% in 2005 to 80% in 2008. Porter and Kramer (2006: 80) declare that CSR is more likely to be advantages such as ‘opportunity‚ innovation‚ and competitive advantage’ for a company rather than disadvantages such as ‘cost‚ constraint or charitable deed’. This essay aims to explain and evaluate the extent to which this statement implies‚ and the benefits and drawbacks of CSR in terms of the short run and long run development in corporations. The complicated connotation of
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