Introduction 3 “Make” or “Buy” Analysis 4 Conclusion 7 References 9 Assignment #1: Make or Buy Methods Introduction According to the PMBOK (2008, p. 321), “a make-or-buy” analysis is a general management technique used to determine whether particular work can best be accomplished by the project team or must be purchased from outside sources.” A number of factors could affect the make-or-buy decisions such as budget, scope, or time constraints; therefore, when making a decision
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Project management-For this project, you may Click Link Below To Buy: http://hwcampus.com/shop/project-management-for-this-project-you-may/ Project management-For this project, you may For this project, you may choose one that is of interest to you, or you may choose to begin planning for your senior project. When selecting a project, avoid picking one that is either too big or too small. For example, do not decide to build a new stadium for your local sports team (too big) or
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Module 1: Project Management Integration Murali Dhulipala ASPEN MGT647 Project Management Integration Framework Dr. Adam Marks April 28, 2012 Contents 1. List the skills that will enable the project manager to most effectively manage change. 1 2. What are the key components of the project plan? 2 3. What role does configuration management play in the project? How do change control and configuration management interrelate? 4 4. Identify and define the inputs and outputs to integrated
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Cost Management Plan The risk management tool that I would like to discuss is the cost management plan. The definition according to PMBOK is “a document that sets out the format and establishes the activities and criteria for planning, structuring, and controlling the project costs”. The cost management plan is often packaged inside of a larger project management plan which will demonstrate how to effectively control and execute the overall strategy. The cost management plan may be formal or
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PMBOK has 9 knowledge areas and 5 basic process groups typical of almost all projects. These knowledge areas are Project Integration Management, Project Scope Management, Project Time Management, Project Cost Management, Project Quality Management, Project Human Resource Management, Project Communications Management, Project Risk Management, and Project Procurement Management. The 5 basic process groups are initiating, planning, executing, monitoring & controlling, and closing. This knowledge area
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• The PMBOK phases of Project Procurement Management: Procurement Planning, Solicitation Planning, Solicitation, Source Selection, Contract Administration, and Contract Close-Out • Be familiar with Input, Tools and Techniques, and Output for each phase) • VERY IMPORTANT: Understand the viewpoint of the PMBOK. Project Procurement Management is discussed from the perspective of the buyer in the buyer-seller relationship. The buyer is the organization seeking the service or product. The seller is
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Good Process Equals a Good Project Consider this. I am working for a large toy manufacturing company that runs its operations worldwide. The company recently received a request for manufacturing a new customized toy for a large French company. My company already has a large portfolio of toys that it can modify slightly to meet the customer’s needs. The director of International Sales at my company engages the research and development (R&D) department for making the prototype
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In search of the competent project manager Crawford, L Project Management Program, University of Technology, Sydney, PO Box 123 Broadway NSW Australia 2007 As project management matures as a profession there is increasing international interest in the concept of project management competence. Demand for added value and the impact of the information age on work practices has meant that we are constantly required to deliver more for less with increasing emphasis on the competence to deliver
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Nathan Worling Z5057106 ZEIT8303 PROJECT MANAGEMENT BODY OF KNOWLEDGE Federation Square Project Designed by Donald Bates and Peter Davidson – LAB Architecture Studio Opened 26th of October 2002 Estimated cost - $473 million NATHAN WORLING -‐ Z5057106 TABLE OF CONTENTS 1 EXECUTIVE SUMMARY .................................................................................. 3 2 INTRODUCTION ...................
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project management tools in group assignments Alichan Bogaterov Dave De Clercq Koen Depauw Gertjan De Vogelaere Zhou-Heng Yang Table of contents Table of contents 2 Introduction 3 Group assignments 4 Characteristics 5 ISO 10006: 5 PMBOK: 5 Our findings: 6 Remarks 6 Complexity & Uncertainty 7 Example case 8 AON-network 9 List of Criteria 9 Test Results 11 SMARTSHEET 11 PROJECTPLACE 13 ZOHO PROJECTS 15 Critical note 18 Conclusion 19 Appendix 20 Sources
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