PROJECT CHARTER Afternet Systems Warehouse Move Document Revision #: 01 Date of Issue: January 30/200X Project Manager: Table of Contents Business Case.............................................................................................................2 Project Objectives ......................................................................................................2 Project Scope .....................................................................................
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Project Management Methodology Guidelines Project Management Methodology & Step-by-Step Guide to Managing Successful Projects Project Management Methodology Guidebook Table of Contents Table of Contents 1. Project Management Overview ............................................................................1 1.1. Background ..................................................................................................1 1.2. An Overview of the Project Management Philosophy and Mission
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document comprises of deliverables of the Wedding Project Assignment, undertaken by the Wedding project team. The document consists of checklists, costs, charter, scope statement, Gantt chart, impact matrix, summaries and other project deliverables. The contents of the document will be displayed by each week’s deliverables. Intended Audience Audience: - David Green (Project Integration Teacher) - The Wedding Project Team Members . Table of Contents Document
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for the participating organisation to implement “Green IT Project”. Gap Analysis: Objectives: Implement Green IT project Findings: the weaknesses and opportunities Weakness: Energy usage still not efficient enough, Printers (Paper Usage still HIGH), When employee away from their desk the computer still ON * Paperless Project Going paperless is one of the most obvious changes every companies can make All status reports, project plan updates, status meeting notes, issues/risks lists, etc
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|[pic] |Instructor Policies | | |BCOM 275 | | |BSAM196W42 | |Campus/Learning Center: Online
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cmgt 410 PROJECT PLANNING & IMPLEMENTATION [pic] CONTRIBUTORS THE UNIVERSITY GRATEFULLY ACKNOWLEDGES THE CONTRIBUTION OF THE FOLLOWING PROFESSIONALS TO THE COMPLETION OF THIS COURSE. 1. Stephen Northam, MA, Faculty Member, University of Phoenix. 2. Kenneth Sardoni, MCIS, Faculty Member, University of Phoenix. 3. Blair Smith, MBA, Associate Dean, College of Information Systems and Technology. 4. Claudia Avila, BSBA, Curriculum Development Manager, College of Information Systems and
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Answers: 1. Answer: C It’s not enough that the Project Manager approves of the Project Management Plan; it needs to be approved by all of the stakeholders in the project. Everyone on the team should feel comfortable with the processes that are going to be used to do the work. 2. Answer: B Joe is doing root-cause analysis on process problems: that’s Perform Quality Assurance. Remember, Perform Quality Control is when you are trying to find problems in your work products through inspection. Perform
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preparepm.com Tutorial - Project Scope Management This chapter covers key concepts related to Project Scope Management. 1. The knowledge area of Project Scope Management consists of the following processes - Scope Management Processes Process Project Group Key Deliverables Collect Requirements planning Requirements document Define Scope planning project scope statement Create WBS planning WBS, WBS dictionary Verify Scope Monitoring and Controlling Acceptance deliverables
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BUAD 482 Problem Set No. 1 1. In which organization structure is the project manager’s authority “little or none”? In what type of structure is the project manager’s authority “High to almost Total”? a. Functional. b. Projectized. 2. How many Project Management processes are in each of the Project Management Process Groups? Which Process Group has the most number of Processes? What does this suggest to you? a. Initiating Process Group: two, Planning Process
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Answers to Review Questions 1. C, E. A project creates a unique product, service, or result and has defi ned start and fi nish dates. Projects must have resources in order to bring about their results, and they must meet the quality standards outlined in the project plan. Interrelated activities are not projects because they don ’ t meet the criteria for a project. Project management processes are a means to manage projects, and processes used to generate profi ts or increase market share do
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