Xem 1-20 trên 246 kết quả Major project.
  • Chapter 2: Time Management. The Guide to the Project Management Body of Knowledge describes project time management as the process used to ensure the timely completion of the project. The guide goes on to say that there are five major processes that are required to do proper project time management: Activity definition. Defining the specific activities that are necessary to complete the project and produce all of the project deliverables. Activity sequencing. Identifying the sequence in which the activities must be done.

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  • A Guide to the Project Management Body of Knowledge (PMBOK Guide) was first published by the Project Management Institute (PMI) as a white paper in 1983 in an attempt to document and standardize generally accepted project management information and practices. The first edition was published in 1996 followed by the second edition in 2000. In 2004, the PMBOK Guide — Third Edition was published with major changes from the previous editions. The latest English-language PMBOK Guide — Fourth Edition was released on December 31, 2008. Work on the Fifth Edition is in development.

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  • Chapter 11a: Question about SCOPE MANAGEMENT. 1. Decomposing the major deliverables into smaller, more manageable components to provide better control is called: a. b. c. d. Scope planning. Scope definition. Scope base lining. Scope verification. 2. Any numbering system that is used to monitor project costs by category such as labor, supplies, or materials, for example, is called: a. b. c. d. Chart of accounts. Work breakdown structure. Universal accounting standard. Standard accounting practices. 3.

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  • Chapter 14a: Question about HUMAN RESOURCES 1. What are the major advantages of the functional type of organization? a. b. c. d. Single point of contact for the customer Stable organizational structure Project orientation Multifunctional teams are easy to form 2. The project manager’s leadership style should be matched to the corresponding developmental level of the project team and should move through successive steps in the following order: a. b. c. d. Disciplinary, autocratic, participative. Projectized, matrix, functional. Team building, team development, responsibility assignment.

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  • Chapter 14b: Answer key about HUMAN RESOURCES 1. Answer: b The major advantage of the functional organization over those listed is that the organization is quite stable. Project organizations are created and disbanded as the need for them arises. Functional organizations are also able to have high level of expertise in specific skill areas. These organizations also resist change. 2.

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  • Chapter 11b: Answer key about SCOPE MANAGEMENT 1. Answer: b Scope definition is defined by PMI as ‘‘decomposing the major deliverables into smaller, more manageable components to provide better control.’’ 2. Answer: a The chart of accounts is the system used to monitor project costs as defined by PMI. 3. Answer: c A stakeholder is an individual or organization that is involved in or may be affected by project activities. 4. Answer: c The actual payback period is between two years and three years. It is the point where the net or cumulative cash flows equal zero.

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  • In late December 1995, I got a call to come in and talk to one of my bosses at the Eglin Air Force Base. At the time, I was program manager for the Joint Direct Attack Munition (JDAM) missile. As soon as I got there, I was informed that I was being switched off JDAM to run the Joint Air-to-Surface Standoff Missile (JASSM) program, and I wasn’t happy about it at all...“I knew that at JASSM, I would have to start over and would probably have to cope with a more difficult environment. The original program manager of JASSM... was given two major mandates. The first was not...

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  • If better management (BMP) was adopted in Vietnam there is evidence that the current trends and past environmental degradation can be stopped and even reversed, and shrimp production efficiency can be increased.

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  • One of the most influential books ever written on the development of project management, The Handbook of Project-Based Management has been completely revised for a new generation of students and practitioners. The Third Edition now features a major change in focus from delivering corporate objectives to achieving strategic change, including embedding corporate change after a project is completed.

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  • The intent of the Preliminary Design submittal is to provide a formal opportunity for WSDOT, the Contractor, various design team disciplines, and other approved project stakeholders to review the construction documents in order to ensure that: the design is progressing appropriately and proceeding in the right direction; the plans reflect Contractor requirements for construction; design features are coordinated; and there are no fatal flaws within a given discipline or between disciplines.

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  • This project continues in the second half of 2006 to establish a new Macadamia Nursery and enhance three existing nurseries. In addition three major trials of different Macadamias are established, about 1 ha has 14 varieties suitable Macadamias, three provinces in northern Vietnam. In addition, the project is involved with three organizations implement 16 other tests. Training was done in the propaganda aspect, grafting, planting design and site preparation, maintenance and management of forest planting in the nursery and the test site.

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  • This project continues in the first half of 2008 to support the propagation of new macadamia nursery and the three existing nurseries. In addition three major trials have been established many Macadamias, Macadamias 1 ha with 14 suitable varieties, in three provinces in northern Vietnam. In addition, be involved with project implementation 18 3 trials. Training continues to be conducted in aspects of propagation, grafting, design and site preparation, planting, maintenance and management of forest plantation in the nursery and the test site.

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  • In 5 years this project has supported the propagation in the nursery and the three new Macadamia existing nurseries. In addition four major trials of different macadamias were established, about 1 ha each related to 14 macadamias suitable varieties, in four northern provinces of Vietnam. In addition, project participants 3 held with 18 nurseries and other tests done. Training has continued to be conducted in aspects of propagation, grafting, design and site preparation, planting, maintenance and management of forest plantation in the nursery and the test site.

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  • CHOICE IN HIGHER EDUCATION: COLLEGE MAJORS. FINANCIAL AID. AND TRANSITION TO THE LABOR MARKET The argument above, supported by the theoretical model developed in the next section, predicts that ∂ 0 ∂ c θ for moderate values of δ but that ∂ = 0 ∂ c θ when δ is zero or large (i.e. when parents care only about effectiveness or only about peer group).

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  • Capacity assessment was made based on the control (1) the quality of TOT training, (2) objective assessment of the competence of 56 children was a lecturer other 56 children, (3) evaluation of the TOT trainers conduct FFS in different environment, and (4) evaluate the adoption of the farmers of the project interventions. To improve training quality TOT, 14 experts in many different aspects of integrated this innovative technology in Australia and Vietnam were invited to the TOT master trainers....

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  • This thesis describes a programme of continuous action research, involving an international network of major organisations to which projects are important. The research concerns the development of methodology and content to build this nchvork into a learning community for project improvement. The research started with six quite basic questions about project management practices but it has led to significant developments in:

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  • Because of this projects often stay at the pre-implementation stage; of course, this may be because the initial idea wasn’t a good one in the first place, or that it has proved not to be feasible. Finding out that a proposal is impracticable or unworkable is actually a useful result of a project as it eliminates mistakes which could prove costly if implemented without experimentation. On the other hand it’s very wasteful to lose successful innovations through unsuccessful implementation.

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  • This era is characterised by a revolution in the development in the information management sector with the introduction of the personal computer (PC) and associated computer communications networking facilities. The result was availability of low cost PCs that had high efficiency in the management of project schedules. An example of major projects undertaken then (for there were several) is the Space Shuttle Challenger project of 1983 – 1986. The projects of the time focused on risk management, group dynamics, and quality management. ...

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  • In the enterprise-level software development business, there are formal processes for estimating projects with multi-million dollar values. Each part of the project is divided into tasks, and each role and responsibility is identified. Each individual element of the project undergoes a detailed hourly estimation in order to create a comprehensive schedule. Major risks to the project’s success are identified in a risk assessment process. Additional labor hours are added to the price estimate to compensate for these risks by adding labor hours to the price estimate.

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  • Until very recently, most NLP tasks (e.g., parsing, tagging, etc.) have been confined to a very limited number of languages, the so-called majority languages. Now, as the field moves into the era of developing tools for Resource Poor Languages (RPLs)—a vast majority of the world’s 7,000 languages are resource poor—the discipline is confronted not only with the algorithmic challenges of limited data, but also the sheer difficulty of locating data in the first place.

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