Christos Braziotis, 2012-2013 – Nottingham University Business School Slide 2 Agenda • Introduction to the Module: – Aims – Resources – Assessment • Introduction to Project Management: – Aspects to consider in Project Management – Work Breakdown Structure N14C31 – Managing Projects © Christos Braziotis, 2012-2013 – Nottingham University Business School Slide 3 Introduction to Project Management N14C31 – Managing Projects © Christos Braziotis, 2012-2013 – Nottingham University
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Teradyne Corporation: The Jaguar Project As Jack O’Brien, project lead of Teradyne’s Jaguar project, sat in traffic on his way to work he pondered his team’s efforts over the past eight years. Teradyne, a manufacturer of semiconductor test machines, had long been awaiting the arrival of their new full-range testing equipment. The project marked a number of firsts for Teradyne including up-front project planning, formalized tools for project tracking, and a structured development process. Despite
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businesses can establish stated objectives and perform the tasks on the project with the knowledge in completing the strategies that aligned with goals of leadership. Project management is designed to make better use of existing resources by getting work to flow horizontally as well as vertically within the company (Kerzner, 2006, pg. ). As part of project management I had the chance to understand how to apply the proper decision-making techniques by completing this simulation. The simulation provided
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our report. We show our deepest gratitude to our honorable course instructor Mr. Adeyl Khan for giving us the permission to do this report. We are also thankful to him for guiding us throughout our entire project and correcting various aspects of our work with endless patience and attention. We would also like to thank Khondker Murshid, Assistant General Manager at R.B Group of Companies Limited (WALTON) for his time to guide us regarding the product and service design and production process in this
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vi List of Tables Table 1 Benchmark 18 Table 2 Versus Table 35 Table 3 Operational Yearly Expenses (Existing System) 39 Table 4 Operational Expenses for Proposed System 40 (Alternative 1 : Client/Server) Table 5 Operational Expenses for Proposed System 41 (Alternative 1 : Peer-to-Peer) Table 6 System’s Hardware (Alternative 1 : Client/Server) 42 Table 7 System’s Software (Alternative 1 : Client/Server) 43 Table 8 System’s Hardware (Alternative 1 : Peer-to-Peer)
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provides how the each tasks are interconnect to each other and also define the project schedule like which task will be done in which date , help to understand the critical path view of project. So In vast it will help in many way like: * Define task allocation * Help to define the time estimation for each task * A detailed breakdown of tasks to be completed. * Define task dependency * Schedule the leave of allocated resources * Help to break project in many task which will
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Project Management Institute A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition Licensed To: Jorge Diego Fuentes Sanchez PMI MemberID: 2399412 This copy is a PMI Member benefit, not for distribution, sale, or reproduction. Library of Congress Cataloging-in-Publication Data A guide to the project management body of knowledge (PMBOK® guide). -- Fifth edition. pages cm Includes bibliographical references and index. ISBN 978-1-935589-67-9 (pbk. : alk.
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to batch work. A central on-line computer controls the machine tools, other workstations, and the transfer of components and tooling. The computer also provides monitoring and information control. This combination of flexibility and overall control makes possible the production of a wide range of products in small numbers. From Process and Technology of View 1. A process under control to produce varieties of components or products within its stated capability and to a predetermined schedule. 2. A technology
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for instance, had been developed in record time, and with minimal deviation from the plan. The product had met the vast majority of its target specifications. Yet, at the same time, software, a major component of the program, had run badly behind schedule and was still not completed. In addition, total development costs came in 35% higher than initially budgeted. While some members of the Jaguar team embraced the project management tools, others strongly resisted, or simply ignored them. O’Brien explained:
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mentioned in this case study regarding telecommuting. In your opinion, do most of these problems originate with the company or the employee? • I noticed lots of problems in this article regarding telecommuting. One of these problems is Communication breakdown. Employees under this kind of job begin to feel isolated although it is part of the job, because they are lack of interaction between their managers and colleagues. Even if there were many ways to communicate with them like internet, phones, instant
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