...Kendall had to pay close attention to the required specifications. This may have taken additional research beyond learning the specs and delving deeper into equipment that may be unfamiliar. Conversely, the possibility exists that GenRay already possessed the correct hardware but the terminology of the HRIS specification guide was unclear or different and thus create confusion. However, all these obstacles would be Kendalls to overcome and gain a sufficient understand so he could use his knowledge for the next phase of the project. With a firm knowledge of the hardware specifications of the new HRIS system, Kendalls next task was to provide an assessment report to Drew. The assessment would include a detailed list of the hardware which needed to be acquired to meet the requirements of the HRIS system. This would take into account the existing IT infrastructure and the new hardware items would be used to fill any deficiency. Drew would then accomplish his task, which consists of the actual ordering of the new equipment and seeing that order completed in a timely manner. Once obtained, Drew and Kendall would team up to integrate the hardware into the existing GenRay hardware, and ensure it had the connectivity needed for the upcoming HRIS software installation. Which leads to the last part...
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...MGT2 - IT Project Management Course of Study This course supports the assessments for MGT2. The course covers 8 competencies and represents 3 competency units. Introduction Overview Project management is a systematic approach to solving a problem, taking advantage of an opportunity, improving a process, or otherwise creating something. A project goes through several phases, with a distinct beginning and end. A successful project includes effectively carrying out tasks related to initiating, planning, executing, monitoring/controlling, and closing. Unsuccessful projects often skip some of these steps, perhaps not fully planning everything that needs to be done or forgetting to monitor the team to ensure they are sticking to the plan. An effective project manager foresees problems, makes appropriate trade-offs that ensure successful project completion, and, above all, facilitates communication among all project stakeholders, who are likely each looking for something different from the project. This course provides an overview of the Project Management Institute’s project management methodology. As you learn about the various process groups and knowledge areas, you will apply your knowledge in case studies for planning a project that has not started yet and monitoring/controlling a project that is already underway. You will solve problems, gather information, and make decisions using your expert judgment. The techniques you practice in this course will be beneficial...
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...It Management Mgt2 Task 3 | MGT2 Task 3-B | | Xemba Translations Jade Lewis May 7, 2014 Task 3- A The following are risks that are determined after a new risk assessment was conducted. Coming into the project after it started led to more risk assessment then a complete metrics review. Risks identified for Xemba Translations Telecommuters project Risk 1 Time Time is a risk for this project on several levels. 173 employees this will be affected as well as their customers. The company has agreed that this is a good move, however, if the process of setting up the equipment, managing the security and providing training goes on too long, then it will start to negatively affect the company over-all. Currently there is concern if the technology will be delivered due to an unforeseen fire, this set back will be costly in time and work. Also, a second part of time being a risk is managing faulty or dying equipment. Home offices will take longer to assess and fix in the long run. IT staff will either have travel to employee’s homes, or employees will be held up having to come into the home office for repairs. The impact is serious due to the fact it would reduce the amount of work completed, uses valuable resources that are required on-site, or lead to cost of hiring a separate support staff for the telecommuters. Initial action...
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...MGT2 Task C. A Brief Project Closure Report Discussion When all the deliverables, customer requirements and\or goals have been met in a project, in other words, at the closing of a project the Project Manager is responsible for compiling and delivering a Final Project Report, known as a Project Closure Report. A good project closure report will summarize the entire project from the beginning project plan and scope information to the lessons learned from the project. It should also include other information such as the changes to the project scope if there were any, the final project budget reconciliation, and “a recap of the performance metrics taken during the project; the budget and schedule reconciliations will provide the final project metrics”, (Mastering-project-management.com, 2009). The information for the report can be written in document format or compiled in a presentation using some type of software such as Microsoft PowerPoint. It is a good idea to have the written document even if the Project Sponsor has requested a presentation. The Project Closure Report should be submitted or presented to the Project Sponsor for final approval. Another document that would be useful when closing a project would be a Project Closing Review with fewer details of items such as budget information, used to inform the other key stakeholders of the project results and closing. The review should also provide management and the project team with insights gained as...
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...with ESS GenRays Keith Ross, Project Manager (November 5, 2015) Matrix Template – GenRays – HRIS with ESS 2 Table of Contents Project Integration Management .................................................................................................... 3 Project Scope Management ............................................................................................................ 3 Project Time Management .............................................................................................................. 3 Project Cost Management ............................................................................................................... 4 Project Quality Management Overview .......................................................................................... 4 Project Human Resources Management ......................................................................................... 4 Project Communications Management ........................................................................................... 5 Project Risk Management ............................................................................................................... . 5 Project Procurement Management ................................................................................................. 5 Project Stakeholder Management ...................................................
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...INFORMS Multiple Criteria Decision Making, Multiattribute Utility Theory: Recent Accomplishments and What Lies Ahead Author(s): Jyrki Wallenius, Peter C. Fishburn, Stanley Zionts, James S. Dyer, Ralph E. Steuer and Kalyanmoy Deb Source: Management Science, Vol. 54, No. 7 (Jul., 2008), pp. 1336-1349 Published by: INFORMS Stable URL: http://www.jstor.org/stable/20122479 Accessed: 15-10-2015 13:28 UTC Your use of the JSTOR archive indicates your acceptance of the Terms & Conditions of Use, available at http://www.jstor.org/page/ info/about/policies/terms.jsp JSTOR is a not-for-profit service that helps scholars, researchers, and students discover, use, and build upon a wide range of content in a trusted digital archive. We use information technology and tools to increase productivity and facilitate new forms of scholarship. For more information about JSTOR, please contact support@jstor.org. INFORMS is collaborating with JSTOR to digitize, preserve and extend access to Management Science. http://www.jstor.org This content downloaded from 130.243.57.230 on Thu, 15 Oct 2015 13:28:04 UTC All use subject to JSTOR Terms and Conditions SCIENCE MANAGEMENT WjEE. Vol. 54, No. 7, July 2008, 1336-1349 pp. DOI io.l287/nmsc.l070.0838 ISSN 0025-19091EISSN1526-55011081540711336@2008 INFORMS Criteria Decision Making, Multiattribute Multiple Utility Theory: Recent Accomplishments and What Lies Ahead School Helsinki Jyrki Wallenius of...
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