destinations only, but the introduction of Star Alliance meant that international passengers would now also be using the terminal. This work was required to facilitate the move by a number of Star Alliance airlines who were moving their operations from Terminals 2 and 3 to Terminal 1. The successful completion of this project was the enabler for the complete transformation of Heathrow Airport that is used by more than 90 airlines, which fly to more than 180 destinations worldwide. As well as a commitment
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people across a number of organisations, the project would have been doomed from the start and Australia’s proud submarine force would have dwindled into extinction. Discussion The CCSM Project highlights a number of important lessons which typify the principles of Project Management Body of Knowledge (PMBOK). The project history and documented publications available suggest a loose adherence to the principles of PMBOK, however, the overall appearance of the project is one of the Department of
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According to the PMBOK guide, “An organization’s culture and style affect how it conducts projects. Cultures and styles are group phenomena known as cultural norms, which develop over time. The norms include established approaches to initiating and planning projects, the means considered acceptable for getting the work done, and recognized authorities who make or influence decisions.” Kerzner states, “Achieving project management excellence, or maturity, is more likely with a repetitive process that
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the project progresses, manufacturing a lot of correct and complete plans that result from the sequential iterations of the design method. Progressive elaboration is delineate by the Project Management Institute (PMI), in their guide to the Project Management Body of data (PMBOK® Guide), as a best observe. Progressive elaboration is analogous to alternative best practice components. It’s explained within the PMBOK® Guide and its use is usually recommended in many instances. The precise way to use
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A Guide to the Project Management Body of Knowledge (PMBOK® Guide) m START m CHAPTER 7 m CONTENTS m CHAPTER 8 m LIST OF FIGURES m CHAPTER 9 m PREFACE m CHAPTER 10 m CHAPTER 1 m CHAPTER 11 m CHAPTER 2 m CHAPTER 12 m CHAPTER 3 m APPENDICES m CHAPTER 4 m GLOSSARY m CHAPTER 5 m INDEX m CHAPTER 6 EXIT A Guide to the Project A Guide to the Management A Guide to the Project
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HISTORICAL PROJECT 2570 bc The Great pyramid of giza completed The Pharaohs built the pyramids and today archaeologists still argue about how they achieved this feat. Ancient records show there were managers for each of the four faces of the Great Pyramid, responsible for overseeing their completion. We know there was some degree of planning, execution and control involved in managing this project. 208 BC Construction of the Great Wall of China Later still, another of the Seven Wonders
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part from beginning to end. The type of method is particularly necessary and is a needed tool that helps assist the project team, the stakeholders and the executive team. “The choices of communication methods that are used for a project may need to be discussed and agreed upon by the project stakeholders based on communication requirements; cost and time constraints; and familiarity and availability of the required tools and resources that may be applicable to the communications process” (PMBOK Guide
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general terms, Pareto coined the 80/20 rule whereby 20% of the issues cause 80% of your problems. So the idea is to identify and focus your resources on the issues which are causing most of your problems. The Pareto bar chart will visually display from left to right a rank-order of which factors are most critical to be addressed. (Heldman, 2013, p.502) More specifically, a Pareto diagram displays “the magnitude of the change on the vertical axis and the root causes along the horizontal axis” (Kendrick
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these techniques can be applied to the Panama Canal case study. To be specific, this paper discusses the use of Brainstorming as a scheduling risk estimation technique and the Pareto diagram as a scheduling risk estimation tool. Brainstorming The PMBOK describes Brainstorming as a group creativity
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continuity of day-to-day operations and often present much more complex problems of coordination. Shtub, Bard and Globerson (2005, 457) identify that resources scheduling is the process by which the project manager decides which resources to obtain, from which sources, when to obtain them, how to use them and when and how to release them.Given the finite nature of resource availability, a project plan may have to be modified so that it is practical. This is the major thrust of resource planning and
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